CEMEX Way Local Flexibility vs Global Standardization Donald A Marchand William J Kettinger Rebecca Chung 2005
PESTEL Analysis
“I am pleased to report to you that CEMEX has a very simple and clear way to promote its local flexibility in the face of globalization and increasingly rigid national regulatory environments. Based on the passage above, How does the PESTEL analysis reveal the significance of CEMEX’s local flexibility in promoting its business practices in the face of globalization and increasingly rigid national regulatory environments?
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When CEMEX acquired Cemex, its US operations, the largest and second-largest producer of cement in the US, CEMEX took a cue from Cemex, and they made efforts to develop local production capacity at the expense of the global standardization. CEMEX’s decentralized production strategy was aimed at building a network of 400,000 production workers by 1997, 80 percent of whom would have worked for CEMEX as of 1997. you can look here In 20
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When CEMEX, Mexico’s largest cement manufacturer, undertook a $25-million turnaround project, it set itself the challenge of finding an innovative and sustainable solution to its core business problems. The Mexican market, with its low prices and its high standards, presented considerable barriers to the company’s growth and to the improvement of the quality of its products and services. At CEMEX, there was a strong sense of pride in its 97-year history of quality products, but with sales now at $
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In 1985, CEMEX, a leading international cement producer, started an internal change initiative that aimed at strengthening its internal management capabilities through the use of new IT and operational tools. This change initiative involved the deployment of a new ERP (Enterprise Resource Planning) system, with the intention of improving the company’s decision-making processes through automation and standardization of work processes. The company was using the new ERP to manage its various business units across the world, with a particular focus on global marketing, supply chain
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In the first place, I am very happy to write your custom-written paper on “CEMEX Way Local Flexibility vs Global Standardization” and offer an overview of its essential characteristics. My name is Donald A Marchand and I have been working with the organization for the past 5 years. I will start by elaborating on what CEMEX is, then I will tell you about its core values, and explain the importance of local flexibility. I would like to start by highlighting the first characteristic of “CEMEX Way”. It is a global
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“Our CEMEX Way Local Flexibility” case study has two parts. First, the traditional way of doing business — which is a global standardization of processes, planning, production, sales, and marketing, among others. The other is our CEMEX Way Local Flexibility. This is the new approach of taking a locally led, locally designed, locally executed strategy. It has two major advantages. First, our local business is very efficient, competitive, and productive. It is able to operate in more than 30 countries. Second
Problem Statement of the Case Study
Cement is an essential resource that has been shaping the development of human civilizations. The CEMEX way: Local Flexibility vs Global Standardization is a global management model, adopted by CEMEX, Inc. In 1997, which combines traditional manufacturing with innovative services and flexible delivery systems. i loved this Flexible delivery systems such as CEMEX’s “global services teams” (GSTs) enable CEMEX to deliver products to its customers globally, at any time, using any means, without any geographic limit.
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“CEMEX Way Local Flexibility vs Global Standardization Don Marchand, CEO of Cement Industry Company of Mexico (CEMEX), was one of the best of a growing number of managers who have succeeded in building a truly global enterprise. Cement’s headquarters are in Mexico City, where the company was established in 1880. But when Don Marchand took the job as CEO in 2000, the company’s operations in Europe and the United States accounted for about 38 percent of