How did CEMEX elect to compete in a Blue Ocean? How might the changes that they undertook be viewed from the perspective of core competencies? CEO Zambrano realized that due to the consolidation and commoditization of the construction products industry‚ traditional concrete manufacturers would struggle to survive if they did not expand into uncharted markets. Until the late 1990s‚ CEMEX had focused almost exclusively on cement. However‚ customers found little use for cement unless paired
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CEMEX is a global building materials company that provides high quality products and reliable service to customers and communities throughout the Americas‚ Europe‚ Africa‚ the Middle East‚ and Asia. They produce‚ distribute‚ and sell cement‚ ready-mix concrete‚ aggregates‚ and related building materials in more than 50 countries‚ maintain trade relationships in approximately 102 nations. Their approach can be best describe as constant evolution‚ flexibility in their operation‚ creative in commercial
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Miguel Athayde Marques‚ Ph.D. MANAGING IN A GLOBAL CONTEXT Academic Year 2014-2015 1st. Trimester Class number one September 4‚ 2014 WELCOME Introduction - Welcome Let’s get to know each other Please introduce yourself by stating: § your name‚ § the School where you come from‚ § if you have had any course in International Business before. Miguel Athayde Marques‚ Ph.D Managing in a Global Context Introduction - Welcome Miguel Athayde Marques athayde.marques@ucp
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After securing the Mexican market by acquiring the two largest cement companies in Mexico‚ CEMEX started its internationalization process through exports‚ mainly targeting the United States. After the 1990 rupture when the US government imposed trade sanctions (58% countervailing duty on CEMEX’s exports)‚ CEMEX changed its internationalization process and looked for opportunities to conduct successful FDI. Foreign Direct Investments are synonymous for a high degree of international involvement and
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Assignment name: | Individual Reflective Report | Course name: | MBA522 International Business Strategy | Section Number: | N71 | Instructor’s name: | Bonnie Russell | Date: | July 11th‚ 2012 | Student’s Name: | Liuqing Yang (Stacy Yang) | Individual Reflective Report Instructor of MBA522 lectured the class in a conversional way that made the student really think about the cases presenting in class. After the study of the strategies and theories‚ students would be requested to discuss
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FDI best explains CEMEX’s FDI? 1.Internalization theory best explains CEMEX’s FDI because CEMEX entered into many countries and bought domestic cement businesses instead of licensing. CEMEX has a great system and needs to protect it from competitors. 2.What value does CEMEX bring to a host economy? Can you see any potential drawbacks of inward investment by CEMEX in an economy? 1.The value is that CEMEX has a “Midas touch” that transforms a cement business into a thriving business. This brings
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CEMEX – International Business Strategy Question 1: In May 2000‚ CEMEX was preparing to expand through acquisitions in Asia‚ Africa and the Middle East. What kind of global giant do you think Lorenzo Zambrano wanted the firm to become? Using module theory and evidence from the CEMEX case study‚ critically evaluate his chances of success. This essay will critically evaluate Lorenzo Zambrano’s chances to succeed while Cemex planned to expand through acquisitions. It will aslo illustrate what
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CEMEX (Building the Future) : ABSTRACT In this case study my purpose is to find out main strategy that helps CEMEX to get its success in competitive world locally and also internationally. Present day we are facing many demands from the global‚ unpredictable and challenging business world. For surviving we must achieve productivity while building new and responsive work providing all the workers opportunities for both high performance and high quality of work life. The very nature of the dynamic
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1. Explain the benefits that CEMEX and the other global competitors in cement have derived from globalization - how can cross-border activities add value in an industry as apparently localized as cement? CEMEX had just exported cement to the United States in low prices than Mexico. After time goes by‚ The United States’ producers had banded together to lodge an antidumping petition to protect their industry from Mexico’s dumping prices. After all‚ the U.S. International Trade Commission (ITC) imposed
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lcrelgn Drfeci Invesl"rn€rr. ... f .r. Chapter 7 #s€ft €msaE ffi’’Ex€ra Ee€ee _g * xee€ ffi es *aesruE** *eces4e*Aam c. What are the advantages of a joint-venture entry mode for Starbucks over entering through wholly owned subsidiaries? On occasion‚ Starbucks has chosen a wholly owned subsidiary to control its foreign expansion (e.g.‚ in Britain and Thailand). Whv? Which theory of FDI best explains the intemational expansion strategy Starbucks adopted? 1. 7. In 2004
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