You are free to explore issues beyond the questions shared below:

1. More broadly,how can cross-border activities add value in an industry as

apparently localised as cement?
2. How specifically has CEMEX managed to outperform its leading global competitors
in the cement industry (esp wrt Holderbank )?
Use data in Exhibits 4 -8 to comment on the game being played out among major
international players.
3. How the markets it has entered recently compare with the markets it entered early
on?
4. Use the CAGE framework to compare US/Spain/Venezuela/Columbia/Philippines/
Indonesia (CEMEXs loci of major expansion).
5. What recommendations would you make to CEMEX regarding its globalization
strategy going forward? In particular,what kinds of countries should it focus its future
expansion on ?
 1. What benefits have CEMEX and the other global
competitors in cement derived from globalization?

• 3rd largest global company and largest in Mexico (60% market share)
•Formalized and Standardized Acquisition strategies
(opportunity  specific & systematic due diligence  post merger
integration/continuous monitoring)
• Strategic Locations
• Focus on optimizing capacity utilization
• PMI process:
situation improvement
Replication of basic management principles
Cultural harmonization
• Establishment as a Brand and its promotion through campaigns
• Hierarchy of management
(country manager  regional directors; 7-9 departments)
• IT Support
• Virtual management knowledge
3. What accounts for the sequence in which CEMEX
entered foreign markets?

35% Qualitative

65% Quantitative

 Population: size, growth and consumption

 Acquirable market share
 Political risks
 Control over management
 Human Resource of the local player
 Return on Investment