In 1990, CEMEX has evolved from a purely domestic manufacturer of cement and ready mix in Mexico's third-largest company in the rapidly globalizing cement industry, with operations in North and South America, Western Europe and Southeast Asia, as well as large commercial operations. CEMEX first steps to internationalize themselves by exports to the U.S. fell against the anti-dumping decision. He then began a series of acquisitions, first in Spain and then in Central and South America. This case describes the process of acquisition and post-merger acquisition. This raises the question of the economic crisis in Southeast Asia opens up new opportunities for further expansion. Can be used to study the logic and the process of internationalization in the commodity business and the selection of markets to enter. Can also be used to study the basis for globalization, which many thought would be a very local business. Finally, it provides an opportunity to examine the logic of global competitive action as the entry into CEMEX in Spain, which was clearly designed to withstand aggressive expansion of European competitor in Mexico. "Hide
by Joel Podolny, John Roberts, Jun Han, Andrea Hodge Source: Stanford Graduate School of Business 35 pages. Publication Date: July 9, 1999. Prod. #: IB17-PDF-ENG
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