Research Paper on:
Mexican Cement Company CEMEX

Unformatted Sample Text from the Research 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