CEMEX is one of the largest cement manufacturers in the world. It was founded in Mexico, but after becoming the Mexico’s largest cement producer and securing its positions in Mexico it begins the process of expanding abroad. The purpose of the Post-Merger Integration was improving the efficiency of the newly obtained operations and adapting it to CEMEX’s standards and culture in order to make top-managers and specialists from Mexico and acquired plant speak the same “language”. The PMI process involved integration at three levels: 1. the improvement of the situation at the plant acquired; 2. the sharing or replication of basic management principles; 3. the harmonization of cultural beliefs. The ways of implementing the Post-Merger Integration are the following.
The most important one, is that CEMEX has always been distinguishing itself by the intent of its focus on emerging markets. The weighted average growth rate in cement demand in the countries it was doing business with was nearly 4%, whereas a growth rate of 3% for Holderbank and Lafarge, 2% for the other three international majors. And because of the peso crisis in Mexico, CEMEX has discovered a distinct customer segment. It has decided to open up the business with informal construction which demanded bagged cement through retail
Founded in Mexico in 1906, CEMEX had grown from a regional cement producer to a diversified group of companies with interests in tourism, petroleum and mining projects, and was listed on the Mexican stock exchange. The signing of the GATT agreement in 1985 turned Mexico, the world’s 13th largest cement consumer, into an open marketplace and at the same time an interesting expansion terrain for cement multinational companies (MNC’s). The demographics, the attractive market characteristics and the expected infrastructure development all gave Mexico a huge growth potential. With the increased competition from more efficient international players, a consolidation movement was inevitable. Zambrano implemented a deliberate strategy to make cement its core business.
Polaris Industries core competency lies in their ability to create an innovative, high-quality product mix consisting from recreational vehicles to apparel and accessories for a customer base ranging from farmers to rider enthusiasts. During the recession, Polaris was wise enough to realize in order to maintain their competitive advantage they needed to grow globally. Lower labor costs were the driving force behind this decision, but based on Polaris’s overall corporate, market, and financial strategies, our short term goal is to open a new production plant in Monterrey, Mexico. Opening a plant in Monterrey coincides with all objectives behind global expansion of lowering labor costs and increasing revenue but also meeting essential qualitative pursuits. As mentioned, ease of communication and in-person interaction are key to long-term product innovation and China has at least a thirteen-hour time difference from the Midwest while Mexico has a one hour time difference, allowing for a clearer communication channel.
Once the job is done, they bring them back to Mexico. For example, in paragraph thirteen, “In the nineteenth century, American contractors reached down into Mexico for cheap labor…-Mexicans were rounded up and the back over the border…” This paragraph explains how cruel Californians are and how much they used Mexicans to build their society. Alternatively, Rodriguez mentions a quote, on paragraph seven and the other on paragraph 75… “I will send for you or I will come home rich,” which brings in a powerful meaning, of a dream that they have as immigrants. Immigrants all have that image of California as to where money is found everywhere, where they will become rich, and no longer have to struggle. Then when reality finally comes, it is nothing like they have ever seen, where they struggle harder to become a citizen of America, and how it is to find
The Cry of Dolores marked the beginning of the long and bloody Mexican War of Independence, which would not conclude until 1821. Millions were killed or displaced in this long conflict. During his trial, Hidalgo seemed to understand what he had wrought and recanted his actions, perhaps foreseeing the bloodbath to come. The Cry of Dolores was the spark that ignited the tinderbox of long pent-up resentment of the Spanish in Mexico. Taxes had been raised to pay for fiascoes like the disastrous (for Spain) 1805 Battle of Trafalgar and in 1808 Napoleon invaded Spain, deposed the king and placed his brother Joseph Bonaparte on the throne.
ABC Chemical Company Goes Global* Driven by competitive pressures, and the attractiveness of the industry’s fastest growing market in the world, a U.S.-based chemical manufacturer, ABC Chemical Company (name changed to maintain confidentiality) considered expansion into Asia, specifically, China. William Smith is the International Marketing manager for ABC Chemical Company. William has been tasked with expanding ABC’s manufacturing and distribution to the Asia Pacific region. Many changes in the powder coating industry have forced ABC to reconsider its their global strategy. To date, they have exclusively manufactured and exported from the Americas.
2. How specifically has CEMEX managed to outperform its leading global competitors (e.g., Holderbank) in the cement industry? Several elements together have made the CEMEX the largest international trader in the cement industry. The most important one, I think, is that CEMEX has always been distinguishing itself by the intent of its focus on emerging markets. The weighted average growth rate in cement demand in the countries it was doing business with was nearly 4%, whereas a growth rate of 3% for Holderbank and Lafarge, 2% for the other three international majors.
Situational analysis CEMEX is one of the world’s largest supplier of building materials (US $15.14 bln sales in 2011). The Mexican company founded in 1906 has long been a local, Mexican player but since 1992 it has stepped on an exponential „road” to become global. A key instance for this has been the appointment of Lorenzo Zambrano to be the CEO and Chairman in 1985. With his in-depth knowledge of the Monterey based company (grandson of founder and went through the ladder till becoming CEO), extensive business management skills (MBA, US universities), and openness to high-tech solutions, computer aided business (CEMEXNet) CEMEX acquired and developed the skills necessary to outperform its rivals in size, quality, and profitability. Success can be rooted to the strategy that CEMEX has been focused on emerging markets where profitability was higher versus developed markets.
Thousands of workers worked on building the temples in this settlement. Kaminaljuyú developed trade routes all the way to central Mexico, increasing its importance to other settlements and increasing its own economic strength. Kaminaljuyú did not maintain its influence when the city of Teotihuacan rose. Teotihuacan, also known as the city of the gods, dominated Kaminaljuyú politically and economically severely reducing Kaminaljuyú’s influence on the Maya. Teotihuacan will be the trading, cultural, and religious center of Mesoamerica for several centuries.