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Essay / Research Paper Abstract
This 7-page paper is an overview of the Mexican cement company Cemex S.A. de C.V. Taken from a case study regarding strategic decisions the company needed to make to operate globally, the paper outlines how Cemex managed to extracate itself from its 1998 problems. Bibliography lists 6 sources.
Page Count:
7 pages (~225 words per page)
File: D0_MTcemexs.rtf
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Unformatted sample text from the term paper:
this company faced some major strategic questions. Economic problems throughout Asia, combined with constant monetary crisis in Mexico, where this company is based, had created a need for decisions that
would help the company "go global" while retaining its local ties. Although the company seemed to be having problems during the late
1990s, strategic decisions regarding acquisitions, technologies and environmental policies have helped Cemex regain its strength, and advance to becoming an industry model for other cement plants. Cemex History
Cemex was launched in 1906, with its first factory set up in Hidalgo (approximately 20 miles from Monterrey) (Podolny and Roberts, 1999). After the
Monterrey plant was established in 1920, both were merged, forming Cementos Mexicanos, which expanded to be a regional, than national player by the 1970s (Podolny and Roberts, 1999). While the
company had diversified into other areas during its years of existence, CEO Lorenzo Zambrano, named to that position in 1985, decided to focus solely on the cement business (Podolny and
Roberts, 1999). Part of the reason for this strategy was to help Cemex become ". . . large and international" (Podolny and Roberts, 1999, p.4). This came to fruition throughout
the latter 1980s and the 1990s, mainly through acquisitions (Podolny and Roberts, 1999). What also helped was liberalization of foreign investment regulations by the Mexican government during the late 1980s,
which meant that Cemex could tap into foreign capital for expansion purposes (Podolny and Roberts, 1999). At that time, Cemex decided to
export its product to the U.S., purchasing distribution facilities in California, Arizona, Texas and Florida (Podolny and Roberts, 1999). Under a joint venture agreement with American firms, the cement was
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