In September 2004‚ Lorenzo Zambrano‚ the chairman and CEO of Mexican cement maker CEMEX‚ sat in his gleaming modern office in the IBM Tower in New York City‚ an office suite similar in look and feel to CEMEX’s international headquarters in Monterrey‚ Mexico. He was feeling both exhilarated and nervous. His successful company‚ widely admired in its region and a recipient of major international awards for sustainable development‚ had just offered $5.8 billion to acquire the largest producer of
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Market Penetration and Acquisition Strategies for Emerging Economies Klaus E. Meyer Professor of Business Administration Box 218‚ University of Reading Business School Whiteknights‚ Reading‚ Berkshire‚ RG6 6AA‚ UK km.cees@cbs.dk Yen Thi Thu Tran PhD Student Copenhagen Business School Kilevej 14 A‚ 6.‚ 2000 Frederiksberg‚ Denmark yttt.ivs@cbs.dk This version: 25 January‚ 2006 Please refer to the published version of this paper when citing: Meyer‚ Klaus E. & Tran‚ Yen Thi Thu (2006): Market
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Braiding is more than a hairstyle – it’s a cultural tradition that cuts across racial‚ social‚ economic‚ and geographic lines. Hair Braiding in Africa Ancient African hair braiding patterns reveal a variety of complex geometrical designs‚ which often pointed to characteristics of the wearer. Identity Status Religion Age Ethnicity kinship Hair Braiding in Egypt In ancient Egypt‚ braiding was reserved for royalty and for ceremonial rituals like weddings. Hair Braiding in America Historically‚ most
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06 Internal Analysis In this part‚ the report will briefly illustrate the result from analysing the internal environment of CEMEX by supply chain analysis and resources and competences framework and VRIO model. 6.1 Value Chain Analysis Activities | Resources | Competencies | PrimaryActivities | Supply chain management | | * Good relationships with products suppliers and transportation companies | | Operations | - Internal design | - Import products from Vietnam | | Distribution
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Strategy Behind JLR Acquisition by TATA Motors By Shubhra Mani Behind acquisition of Jaguar Land Rover‚ Tata Motors had following strategic considerations: 1. Long term strategic commitment to automotive sector. 2. Opportunity to participate in two fast growing auto segments (premium and small cars) and to build a comprehensive product portfolio with a global footprint immediately. 3. Increased business diversity across markets and product segments. 4. Unique opportunity to move
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Contents Introduction "Workforce planning is about having the right talent with the right skills‚ at the right time and cost‚ to support the organization’s strategy. Workforce planning is a strategic response to changes in workforce demographics‚ business models and economic conditions – and in today’s environment‚ it’s more important than ever.” - Watson Wyatt Telecom’s industry is evolving at breakneck speed and the demands of the customer are forcing
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Case Study 1 Cemex: A DIGITAL FIRM IN THE MAKING 1. How did digital technology transform the way Cemex ran its business? In previous years when Cemex began‚ the business’ operations ran without the use of digital technology‚ they used telephones as a communication medium between customers and employees. However‚ this proved to be futile because it was very time consuming and costly to Cemex. Phone lines were jammed as customers‚ truckers and dispatchers tried to get orders
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2011 Corporate Strategy: Acquisition of Satyam by Tech Mahindra Anshul Bahre Roll Number - eMEP -10-041 1/27/2011 Table of Contents Jan 7th 2009: The day of confession ................................................. 3 The history of Indian IT Industry ...................................................... 4 History of Satyam............................................................................. 5 Indian companies confirm bids for Satyam...................................... 6 Acquisition
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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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1. How does the Reward Program fit in its overall strategy? Why did Llontop choose the Reward Program and not another incentive program for retailers? CEMEX’s overall strategy is to de-commoditizing the product in order to avoid the price pressures. However‚ the Reward Program‚ as far as I see‚ totally didn’t fit for this strategy. Because the de-commoditizing strategy is to create a fresh product image for the end-users rather than design a stupid game for the channel players. I really don’t
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