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Cemex: Mexico's Global Giant

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This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.

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Case Details:


Case Code : BSTA065 Electronic Format: Rs. 500;
Courier (within India):Rs. 25 Extra
Business Strategy | Case Study in Management, Operations, Strategies, Business Strategy, Case Studies


Case Length : 16 Pages
Period : 1990 - 2003
Organization : Cemex
Pub Date : 2003
Teaching Note : Not Available
Countries : Mexico
Industry : Cement


During the 1990s, Cemex of Mexico went from being a purely domestic producer to the third largest firm in the global cement industry. It did this through a combination of internal growth and global acquisitions. Cemex has maintained a higher level of profitability than other, longer-established majors. The case examines the rationale and logic behind internationalisation in a commodity business and the selection of markets to enter. The case demonstrates how a company can use information technology pro-actively to add value and achieve differentiation in a commodity business. Another point of emphasis in the case is the crucial role played by knowledge sharing in a global corporation with operations all over the world.


  Page No.
Introduction 1
The Cement Industry 2
Background Note 3
Globalization 5
Managing Acquisitions 8
The Cemex Way 11
The Emerging Scenario 12
Exhibits -


Cemex, Strategy and leadership at Cemex, Operations management, Cement business, Ready-mix, Acquisition integration, Managing culture at Cemex, Environmental focus, Globalisation, Mexico industry, International business environment, Southdown cement, Rizal cement, Holcim, Lorenzo Zambrano

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