Cemex Case
Cemex
Key points summary
| |Cemex was originally founded in 1906 as Cementos Hidalgo and became Cemex (Cementos Mexicanos) after a merger |
|Case Summary |with Cementos Portland Monterrey in 1931. Throughout the 1960’s, 70’s, and 80’s, Cemex expanded throughout |
| |Mexico to gain a 65% share of the domestic market by the end of the 1980’s. Under the leadership of CEO Lorenzo |
| |Zambrano, Cemex was able to focus on its core business and extract the most out of its domestic market. The |
| |company began by liquidating its non-cement holdings to improve the core business of selling cement. Cemex also |
| |implemented some ingenious marketing strategies in Mexico to grow their market share. They created contests |
| |with weekly winnings of materials to build a home and classes to teach them how to do so. They also implemented|
| |steps to help Mexicans working in the US purchase materials for their family back in Mexico. |
| |But success in Mexico was not all that it took to make Cemex one of the leading cement producers in the world. |
| |Throughout the 1990’s Cemex purchased cement companies globally including in countries such as Spain, Venezuela,|
| |Dominican Republic, Colombia, Panama, Philippines, Indonesia, Chile, Haiti, and Egypt. The company took a number|
| |of steps to ensure that these acquisitions were successful beginning with utilization of the extensive |
| |information technology network they had built up in Mexico. This IT system drastically improved the logistics |
| |and efficiency of the
Key points summary
| |Cemex was originally founded in 1906 as Cementos Hidalgo and became Cemex (Cementos Mexicanos) after a merger |
|Case Summary |with Cementos Portland Monterrey in 1931. Throughout the 1960’s, 70’s, and 80’s, Cemex expanded throughout |
| |Mexico to gain a 65% share of the domestic market by the end of the 1980’s. Under the leadership of CEO Lorenzo |
| |Zambrano, Cemex was able to focus on its core business and extract the most out of its domestic market. The |
| |company began by liquidating its non-cement holdings to improve the core business of selling cement. Cemex also |
| |implemented some ingenious marketing strategies in Mexico to grow their market share. They created contests |
| |with weekly winnings of materials to build a home and classes to teach them how to do so. They also implemented|
| |steps to help Mexicans working in the US purchase materials for their family back in Mexico. |
| |But success in Mexico was not all that it took to make Cemex one of the leading cement producers in the world. |
| |Throughout the 1990’s Cemex purchased cement companies globally including in countries such as Spain, Venezuela,|
| |Dominican Republic, Colombia, Panama, Philippines, Indonesia, Chile, Haiti, and Egypt. The company took a number|
| |of steps to ensure that these acquisitions were successful beginning with utilization of the extensive |
| |information technology network they had built up in Mexico. This IT system drastically improved the logistics |
| |and efficiency of the