CEMEX, S.A. de C.V.: Global Competition in a Local Business

Case Solution

Joel Podolny, John Roberts, Joon Han, Andrea Hodge
Stanford Graduate School of Business ()

During the 1990s, CEMEX went from being a basically home manufacturer of cement and equipped blend in Mexico to the 0.33 biggest organization withinside the hastily globalizing cement industry, with operations in North and South America, Western Europe, and Southeast Asia, in addition to a huge buying and selling operation. CEMEX’s first actions to internationalize itself, through exporting to the United States, fell afoul of an antidumping ruling. It then started a chain of acquisitions, first in Spain after which in Central and South America. This case describes the acquisitions and the method of post-merger acquisition. It increases the difficulty of whether or not the monetary disaster in Southeast Asia offers possibilities for in addition enlargement. Can be used to look at the good judgment and method of internationalization in a commodity enterprise and the choice of markets to enter. Can additionally be used to look at the idea for globalization of what many could think about as a completely nearby enterprise. Finally, it offers an possibility to look at the good judgment of world aggressive actions, as CEMEX’s access into Spain, which turned into supposed explicitly to counter a European rival’s competitive enlargement in Mexico.

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