Cemex Essay

520 Words3 Pages
Please think through the following questions as you read the Cemex case study for the next class in Thursday 1. What conditions in Cemex's home country enabled it compete internationally? After having secured its leadership in Mexico, Cemex began to look for opportunities beyond Mexico’s borders. Their strategy was focused in the first instance by unifying its Mexican operations by acquiring other company’s in Mexico. It began with exports in the US. By 2000 CEMEX was the largest international cement trader in the world. In 1992, CEMEX began its push into the international landscape with the purchase of Spain's two largest cement companies, Valenciana de Cementos (Valcem, currently head of CEMEX Spain) and Cementos SANSON. Venezuela's largest cement company, VENCEMOS, was acquired by CEMEX in 1994, and plants were purchased the same year in the United States and in Panama. In 1995 CEMEX acquired a cement company in the Dominican Republic, and with the purchase of a majority stake in a Colombian cement company in 1996, CEMEX became the third largest cement company in the world. In 1997-1999, the company expanded its scope to include Asia and Africa, making major purchases in the Philippines, Indonesia and Egypt, as well as Costa Rica. The acquisition of U.S. based Southdown made CEMEX the largest cement company in North America, and further international purchases were made in the following two years—a Thai company in 2001, and in 2002, a Puerto Rican company. 2. What resources/capabilities did Cemex have that it sought to exploit internationally? Cemex is known to have the largest cement capacity around the world. It also began to diversify horizontally into areas such as petrochemicals, mining and tourism in order to reduce the risk related to its dependence on a highly cyclical core business. But its main focus was on the cement industry.
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