Business Strategy

1. CEMEX’S COST OF ‘GLOBALISED’
GROWTH – THE CASH CRUNCH?
Group 7
Deru R. Indika 29110301
Nisham Fiksriyoso 29110309
Erika Paraminda 29110310
Josia Prananta Tarigan 29110345

2. Presentation Framework
Company Strategy
Summary • Business-Level Recommend
• History Strategy Acquisition ation &
Leadership
• External • Corporate Issues Lessons
Strategy
Environment Learned
• Internal
Environment

3. HISTORY
Year Event
1906 Cementos Hidalgo established, begins operating cement plant.
1920 Lorenzo Zambrano open cement plan named Cementos Portland
1931 Cementos Hidalgo & Xcementos Portland merged into Cemex
1976 Cemex goes public, become largest cement maker in Mexico and acquire
Cementos Guadalajara
1985 Grandson founder name Lorenzo Zambrano as a CEO and have ambitious
program expansion.
1989 Acquisition of Cementos Tolteca, give Cemex 65% Mexican market
1992 Buys 2 largest cement company in Spain, Valenciana and Sanson
1994 Controlling stake in Vencemos (Large cement company in Venezuela)

4. HISTORY
Year Event
1995 Expand to Dominican Republic and Caribbean market
1996 Expand to Colombia and Panama to consolidate Caribbean market
1997 Take its first direct investment in Asia, purchasing 30% stake in Rizal Cement
Company, Inc. of the Philippines
1999 Majority stake in Assiut Cement Company, leading cement market in Egypt.
2000 Houston Based Inc. (Second Largest U.S. Cement producer acquired
2002 Write-down from currency-hedging operations foreshadow company loss,
Expand Puerto Rico.
2005 Acquisitation RMC that enhaced its position to world 3rd producer of sement
2007 Acquires Rinker, Australian company with major operation in US
2008 Stocks crumble as cement sales decline, company in huge debt crises trying to
refinance.

5. PESTEL
POLITICS ECONOMY SOCIAL
• Different countries • Economic Recession in • Different culture and
policy about FDI US and Europe language
• Trade barriers • High growth Emerging • Community
market  BRIC contribution
• Different market • Social Media
demand between
developed and
developing country

6. PESTEL
TECHNOLOGY ENVIRONMENT LEGAL
• ICT innovation and development • Climate change (rehabilitation, air • CSI (Cement Sustainability
• Real time and direct pollution, waste mgt) Initiative) for audit global carbon
communication • Alternative fuels and renewable emissions
energy energy • Health and safety work
• Regulatory by national and
regional trade associations such as
the European Cement Association
(CEMBUREAU) and industry
forums such as the World Business
Council for Sustainable
Development (WBCSD) and the
Portland Cement Association

7. INDUSTRY ANALYSIS
• Low barriers entry, • Decrease the use of
capital intense cement in construction
Threat of
• Limited FDI by Threat of New • Proportion to use other
Entrants Substitutes
government material in construction
• Highly regulated but more expensive
MODERATE LOW
• Company can own
raw materials • Consumer is
• Concentrate supplier price taker
especially in China because the
demand of
cement is high
ATTRACTIVE
INDUSTRY • Strong multinational company, and many
regional and national company
• Pace of acquisition
• Pace to entry potential emerging market

8. The Cement Product
Cement Aggregates
Ready Mix Concrete

9. Market Needs By Construction
Stages Development
• High demand for Cement, low
BASIC demand for aggregates and ready
mix concrete
• Demand for cement and ready mix
INTERMEDIATE concrete is balance but low
demand for aggregates
• More high demand for aggregates,
ADVANCE and moderate demand for cement
and ready mix concrete

10. World Cement Production And Consumption
Source: Global Research: Egypt Cement Sector, Global Investment Hose, July 2009

11. World Cement 2008 by Region
Source: Global Research: Egypt Cement Sector, Global Investment Hose, July 2009

12. World Expected Cement Demand by Region
Source: Global Research: Egypt Cement Sector, Global Investment Hose, July 2009

13. Current Share Of Capacity Of The Multinational
Cement Majors By Region
Opportunity
To Entry
Source: FINANCIAL COMPETITIVENESS OF CEMENT COMPARED WITH OTHER BUILDING MATERIALS,
Cementing the foundations of growth, J.P. Morgan, Estimates, Michel Folliet

14. Growth in World Cement Consumption
Source: Global Research: Egypt Cement Sector, Global Investment Hose, July 2009

15. Cost Of Cement
The cost of imported cement
may be considered low, but
the operating expenses make
the final price 50% more
costly. This follows from the
cost of fuel, freight,
manpower, the dependence
on transport (logistics) and
the electric power used in the
operational process.
Source: Philippe Lasserre-
Globalisation Cement Industry-2007

16. Financial Competitiveness Of Cement Compared
With Other Building Materials
“cement remaining the
most profitable
compare to different
building material
segments”
Source: FINANCIAL COMPETITIVENESS OF CEMENT COMPARED
WITH OTHER BUILDING MATERIALS, Cementing the foundations
of growth, J.P. Morgan, Estimates, Michel Folliet

17. Financial Statistics for The Leading Global Cement
Companies For 2009
Source: Cementing the foundations of growth, International Finance Corporation, Michel Folliet

18. CORE COMPETENCY
Competence Category Lafarge Cemex
Core Competence • Low Cost Production and Better • Low Cost Production
Product • IT leadership
Distinctive Competence • Personalized product according • Relationship with clients
region • Delivery Time
• Research based on sustainable • Client Satisfaction assessment
development system
Organizatioal Competence • Investment in HR • Logistic
R&D in products and processes • People
• IT and Knowledge Management
Supportive Competence • Financial Management for • Post-Acquisition integration team
Investment • Frequent trainings
• Firm Acquistion • Standardization of proesses
through IT
Dynamic Capability • Develop the capability to • Multi cultural adaptability
research aligned with centers of Global mindset and the
excellence centers of education comprehension that cemment is
and research not a commodity but a dream
HR management focus on High
mobility, Allowing a dynamic
sharing of experience and Best
Practices
Source: http://www.scielo.oces.mctes.pt/scielo.php?pid=S0873-74442009000100005&script=sci_arttext

19. CEMEX
SUSTAINABLE COMPETITIVE
ADVANTAGE
Resources Valuable Rare Costly to Nonsubstituable Competitive
Attribute Immitate Consequences
Learning Yes Yes Yes/No Yes SCA
Organization
Expansion Strategy Yes No Yes Yes TCA
IT Leadership Yes No Yes Yes TCA

20. Lorenzo Zambrano
Biography
• Educational Background:
– Bachelor in mechanical enginering from Tecnologico de Monterrery
(ITESM) 1966
– MBA from Stanford Business School in 1968
• Career:
– Joined CEMEX in 1968
– CEMEX CEO in 1985
– CEMEX Chairman Board since 1995
• Others:
– Member of IBM BOD and the Citigroup International Advisory Board
– Chairman of the Board of Sistema Tecnológico de Monterrey
– Council of Daimler Chrysler AG until July 2005
Mexico (1945 -Present ) • Honor:
– Woodrow Wilson Award for Corporate Citizenship
The CEMEX
– the Americas Society's Gold Medal for Distinguished Service
Founder’s – the Excellence in Leadership Award from the Stanford Graduate
Grandson Business School,
– Ernest C. Arbuckle Award for Managerial Excellence from the Stanford
Business School's Alumni Association.]

21. Lorenzo Zambrano
Leadership Style
Visionary Leader
"He's a very sweet man. He has a rare combination of
abilities to lead and mobilize and has a clear, long-term
vision.“ Peter Schwartz, founder and chairman of Global
Business Network
Agresive
"If there's an opportunity, either you grab it or you let go,“
he says. "If you let go, you don't grow.“ Zambrano
Coach (Situational Leadership Theory)
CEMEX came to rely less on command-and-control and
more on senior management's setting goals and then
letting employees figure out the best ways to reach them.

22. Lorenzo Zambrano in ACTION
• Going Global..
• He imposed worldwide standards on
business practices
• He shed subsidiaries to concentrate on
cement
• He made English the company's official
language
• Hire Cyber Visionary : Gelacio Liguez
(1987)
• Launch CEMEX Way

23. Lorenzo Zambrano
Step Of CHANGE
• The company's Create a sense of urgency
prime resource
was its people
• To reach its Working with a team of Arthur D. Little
goals, the consultants
company
Basic would have to
Assu convince its
employees that CEMEX asked employees to identify barriers
mpti they had to to change and improvement
on improve their
performance
constantly, and Employees at all levels were asked to
they'd have to undertake a "visioning exercise."
be equipped
with the means
to do that Employees looked at external benchmarks,
but they also identified particularly effective
practices inside the company

24. CEMEX Remuneration
Remuneration package1
• Median salary : $70,924
Life and health
• Average salary : $68,649
• Salary Range : $40,000 -
insurance
$141,918
Cafeteria System,
World business travel • Hot Meal Voucher
insurance is offered for • Holiday Voucher
those who travel. • BKV Pass
• Internet Contribution, etc.
(1) http://www.salarydom.com/company-cemex-salaries-view-5.htm (USA Based)
(2) http://www.cemexssc.eu/culture/benefits

25. Five
Growth
Phases

26. CEMEX
Organizational Structure
Chairman of the
Board and Chief
Executive Officer
Chairman of CEMEX Latin
Executive Advisor to
American Advisory Board and
the Chairman and
Advisor to the CEO on
CEO
Institutional Relations
Executive Vice
Executive Vice
President of
President of Finance
Organization and
and Administration
Human Resources
Executive Vice President
of Strategic Planning and
New Business
Development
President CEMEX
South, Central President CEMEX President CEMEX President CEMEX President CEMEX President CEMEX
America and the Asia Northern Europe Mediterranean Mexico USA
Caribbean

27. CEMEX Executive
Lorenzo H.Zambrano CEO/Chairman of the Board/Director
Rafael Garza Chief Accounting Officer
Juan Romero President, Geographical
Fransisco Garza President, Geographical
Ramiro G. Vilarreal General Counsel/secretary
Rodrigo Trevino CFO
Fernando Gonzalez Executive VP, Divisional
Roberto Zambrano Villarreal Director
Dionisio Garza Medina Director
Rodolfo Garcia Muriel Director

28. • Mr. Zambrano is a first cousin of
Lorenzo Milmo Zambrano and
Rogelio Zambrano Lozano
• Both members of our board of
directors, as well as of Rodrigo
Trevi, our Chief Financial Officer.
He is also a second cousin of
Roberto Zambrano Villarreal
and second uncle of Tomas
Milmo Santos, both members of
our board of directors

29. Hey! CEMEX is a family Business

30. Rafael Garza (47 Years Old)
•Joined CEMEX in 1985 and has served as chief accounting officer since 1999.
•certified public accountant and
•master degree in administration and finance from ITESM.
•attended executive programs at ITAM, IPADE and Harvard University
Francisco Garza (55 Years Old)
•graduate in business administration from ITESM
•M.B.A. from the Johnson School of Management at Cornell University in 1982.
Ramiro G. Villarreal (62 Years Old)
•He is a graduate of the Universidad Autnoma de Nuevo Len with a degree in law.
•Master of Science degree in finance from the University of Wisconsin
Ramiro G. Villarrea (65 Years Old)
•Member of our board of directors since 1987
•President of finance committee since 2009.
•Cousin of Lorenzo H. Zambrano and our chief executive officer, a first cousin of Lorenzo Milmo Zambrano, a member of
CEMEX board of directors and uncle of Tom’s Milmo Santos, a member of our board of directors
Dionisio Garza Medina (56 Years Old)
•Member of the advisory board of the Mexican Minister of Economy
•the advisory committee of the David Rockefeller Center for Latin American Studies at Harvard.
•Chairman of the Harvard Business School Latin American advisory board
• the Advisory Council of Stanford Engineering School
Family connections didn't assure him a fast rise, however. He toiled 18 years in all aspects of
the company. Then in 1985, at age 41, he was named chairman and CEO.

31. BUSINESS STRATEGY
Focus on core business
Provide customers Strengthen capital
of cement, ready-mix
with the best value structure and regain
concrete, and
proposition. financial flexibility.
aggregates.
Recruit, retain, and
Maximize operating Foster sustainable
cultivate world-class
efficiency. development.
managers.

32. Porter Generic Strategies
Advantage
Uniqueness Low Cost Position
Strategic
Broad Differentiation Cost Leadership
Target
Narrow Focus Differentiation Focus Low Cost
Cemex business strategy is a combination of DIFFERENTIATION
and COST LEADERSHIP strategy.
Differentiation Cost Leadership
• By providing customer • Implementing Operating
with the best value Efficiency :
proposition. • Through IT
• Initiating program that
give value to the
customer.

33. Treacy & Wiersema Value Discipline
Operational Excellence
• Through IT Implementation, Epod, GPS
system in delivery truck.
Customer Intimacy
• Through IT Implementation, GPS system in
delivery truck, construmex, track shipment
online.

34. INDUSTRY LIFE CYCLE &
MARKET TURBULANCE IN CEMEX
CEMEX Net Sales Growth Cemex is in the mature
100% stages due because the
50% sales are stagnant.
Growth
0%
The type of market
-50%
turbulance that Cemex
face is equilibrium
CEMEX Net Sales where the environment
30000000
is characterized by long
20000000
10000000 periods of competence-
Net Sales
0 destroying turbulance.
2000
2001
2002
2003
2004
2005
2006
2007
1999

35. Corporate Strategy
• Corporate Strategy: Acquisition
• Parenting Propositions:
– Build Propositions
– Stretch Propositions

36. BUSINESS STRUCTURE

37. ACQUISITION STEP
Post Merger
Pra-Merger Integration Superior
Integration (Cemex Value
Way)

38. PRA-Merger Integration
Provide ROI well above the Cost of
Capital
Enable to Maintain its financial
strength and credit quality
Able to Increase acquired company’s
value

39. Post Merger Integration
System and process standardization
A new Governance Model
e-Enabling Process

40. CEMEX WAY
Manage Our Global Knowledge Base More Efficiently
Identify and disseminate best practices
Standardize our business processes
Implement key information and Internet based
technologies, and foster innovation
Source: www.cemex.com/MediaCenter/Files/Winning_Globally.pd

41. CULTURE INTEGRATION
ACQUIRED
COMPANY
CORPORATE 20%
PARENT Retained
E- groups practices
CORPORATE
80%
“CEMEX WAY”
Parenting Proposition PARENT
Best practice
(benchmarked
again local
practices)

42. LEARNING ORGANIZATION (CULTURE)
A culture that embraces constant change and is enthusiastic about
incorporating the latest information technology in all aspects of business
GLOBAL LEADERSHIP PROGRAM
Strategic Alliance with Instituto Tecnológico y de Estudios Superiores de
Monterrey (ITESM)
CEMEX’S TECHNOLOGY CENTER, located in Monterrey, Mexico

43. CEMEX INTERNATIONAL STRATEGY
International Cemex
Global Transnational
Strategy Strategy Strategy
Organizational Factor
• The role of senior
management team. International Multidomesti
• Firm Specific Factors Strategy c Strategy
Environmental Factor
• The ‘Bandwagon’ Effect • Export
• Acquisition
• Wholy-owned subsidiary
Entry Mode Strategy

44. DIAMOND MODEL OF NATIONAL ADVANTAGE

45. DIAMOND MODEL OF NATIONAL ADVANTAGE
Related & Supporting Firm Strategy
Factor Condition Demand Condition
Industry Structure & Rivalry
• Capital • In Cemex Annual • Industries in Mexico • The rivalry for Cemex
• GDP : 872.088 Report for year 2009, provide support in in Mexico is relatively
Million US$ Mexico still hold 21 Cemex operation, low since Cemex
• Labour percent of Cemex especially to fulfill already dominate the
sales. This data show resources that Mexico market for
• Population in 2009,
that Mexico still have needed for the 66%.
109.610 people.1
a high demand in company operation.
• High participation Cemex product.
of labour force
come from men.
• Mexico only
produce 3500 to
6000 per year
student from
institute.
• Technology
• Technological
readiness in Mexico
is rank of 71 from
the whole country.2

46. GEOGRAPHIC LOCATION
• L 6
• H 6 • L 8
• C 6 • H 9
• L 2 • C 5
• H 2
• L 9
• C 1
• L 15 • H 10
• H 6 • C 2
• C 2
• L 5
• H 9
• C 6
L : Lafarge
H: Holcim
C: Cemex

47. The Cash Crunch
• Issues : (external issues)
– Recession in 2008  US financial crisis 
economic slow down  distressed market 
decreasing demand  …..
• Issues : (internal issues)
– …..  decreasing sales + higher cost
– Wrong in Rinker Acquisition  overvalued
– Foreign Exchange Loss due to Falling Dollar &
Mexican peso devaluation
• Huge currency swaps and related devaluation 
hedging

48. Financial Highlights
Financial Highlights
In millions of US dollars, except per-ADR data
2006 % 2007 % 2008 % 2009 % 2010 % 2011
Net Sales 18.429 18 21.673 0 21.696 (33) 14.544 (3) 14.069 8 15.139
Operating Income 2.946 1 2.971 (16) 2.487 (53) 1.165 (27) 856 12 960
EBITDA 4.138 11 4.586 (5) 4.343 (39) 2.657 (13) 2.314 1 2.332
Consolidated Net Income 2.488 (1) 2.467 (92) 203 (49) 104 N/A (1.304) (18) (1.533)
Earnings (loss) per ADR 3,31 (3) 3,22 (92) 0,27 (52) 0,13 N/A (1,30) (13) (1,47)
FCF after maintenance CAPEX 2.689 (4) 2.578 1 2.600 (53) 1.215 (58) 512 (25) 386
Total Assets 29.972 66 49.662 (9) 45.387 (2) 44.483 (6) 41.675 (6) 39.276
Net Debt 5.811 225 18.904 (5) 17.908 (16) 15.053 18 17.729 2 18.067
Total Stockholders' Equity 12.859 16 14.942 (7) 13.879 18 16.339 (4) 15.710 (13) 13.683
Debt 17.113 34.720 31.508 28.144 25.965 25.593
Net-Debt-to-EBITDA ratio 1,4043 4,1221 4,1234 5,6654 7,6616 7,7474
Equity 42,9% 30,1% 30,6% 36,7% 37,7% 34,8%
Debt 57,1% 69,9% 69,4% 63,3% 62,3% 65,2%
DER 1,33 2,32 2,27 1,72 1,65 1,87
ROA 8,3% 5,0% 0,4% 0,2% -3,1% -3,9%
ROE 19,3% 16,5% 1,5% 0,6% -8,3% -11,2%

49. Financial Highlights
Financing What did
Agreement happen
with Major Highlights of CEMEX
Financial here ? What did implications
25,000 Creditors had lay there ? What Cemex
How can net extended term should do ?
debt increase20,000 maturity Net Sales
significantly ?
15,000
million USD
Consolidated Net
Rinker’s 10,000 Income
Acquisition CEMEX sales still not
Net Debt
were 5,000 enough to pay the debt
overvalued therefore CEMEX
EBITDA
and CEMEX - should increase sales
2006 2007 2008 2009 2010 2011 2012 significantly
get excessive-5,000
debt Year
Why were net
income going
Source: Analysis, 2012 decrease ?

50. The biggest areas which
generated cash are from
Europe and US (more than
58%), both of regions affected
by Recession so that CEMEX
decrease in sales significantly
Source: Cemex 2009 SUSTAINABLE DEVELOPMENT REPORT
6% Europe
34% North
29% America
Latin
America
Asia Pasific
15% 16%
Africa &
Middle East
Source: Holcim AR 2009 Source: Lafarge AR 2009

51. Rinker Acquisitionby Lafarge-French
Influence
and Holcim-Swiss which are
Affect by Southdown-
not focus in Aggregate
US and RMC-UK
industry
Rinker’s Acquisition Rinker acquisition
CEMEX + Rinker penetrate
were overvalued and increase cost due to
market in US and Europe
CEMEX get excessive higher energy, electricity
while Financial Crisis
debt and transportation
Source: Cemex 2006 SUSTAINABLE DEVELOPMENT REPORT

52. BENCHMARKING BY
PRODUCT
DIVERSIFICATION
Source: Cemex 2009 SUSTAINABLE DEVELOPMENT REPORT
Source: Holcim AR 2009 Source: Lafarge AR 2009

53. Rinker Acquisition
Influence by Lafarge-French
and Holcim-Swiss which are
not focus in Aggregate
industry
Source: Cemex 2006 SUSTAINABLE DEVELOPMENT REPORT
CEMEX diversified in aggregate industry by Rinker aquisition, in
the other hand CEMEX became not focus and
STUCK IN THE MIDDLE

54. Financial Highlights
Net-Debt-to-EBITDA ratio of CEMEX
9
8 7.7474
7.6616
7
6 Too High !!
5.6654
5
4 4.1221 4.1234
3
2
1.4043
1
0
2006 2007 2008 2009 2010 2011 2012
year
Source: Analysis, 2012
Net debt to EBITDA  company’s ability The net debt to EBITDA ratio is a debt
to decrease its debt ratio that shows how many years it
would take for a company to pay back its
Ratio > 4 company less likely handling debt if net debt and EBITDA are held
its debt burden  less likely taking constant. If a company has more cash
additional debt than debt, the ratio can be negative
Source: www.investopedia.com

55. Financial Highlights
Financial Highlights of CEMEX
60,000
50,000
million USD
40,000
Total Assets
30,000
Debt
20,000 Total Stockholders' Equity
10,000 Net Debt
-
2006 2007 2008 2009 2010 2011 2012
year
Source: Analysis, 2012

56. LOSS IN FOREIGN EXCHANGE
AND FINANCIAL INSTRUMENT
• Incurred a US$386 million foreign-
exchange loss
– Depreciation of MXN, EUR and GBP
• Loss in financial instrument of
US$1,35 billion
– MXN/USD cross-currency swaps and
equity forward derivatives
Source: Cemex 2009 Annual Report

57. Restructurisation
• Close Davenport Plan in California due to sharp decline
in new home construction
• November 2008, Cemex’s Spanish unit offloaded
operations in the Canary Islands for $211 million,
(grossly undervalued according to industry analysts)
• November 2008, sold assets in Hungary and Austria for
$100 million
• Nasionalisation in Venezuela, government seized
Cemex’ assets
• 2009, sell some Australian operations to competitor
Holcim for $1,62 billion (consideration to serve its
payment till mid 2011)

58. Credit Restructuring
• Refinancing large debt nearly $2,2 billion in debt
maturing in 2009 to through 2010
– Citi group Inc., Banco Bilbao Vizcaya Argentaria SA,
Banco Santander SA, HSBC Holdings and Royal Bank of
Scotland Group
• CEMEX get extent $1,5 billion of the total $3
billion due in December 2009
• Restructure the debt of $4 billion in January 2009
and further $15,5 billion on August 2009
• CEMEX would still require additional refinancing
in near future

59. Credit Rating
Financing
Agreement
Source : www.cemex.com
Source : www.cemex.com

60. FINANCIAL STATISTICS FOR THE LEADING GLOBAL
CEMENT COMPANIES FOR 2009
Source: Cementing the foundations of growth, International Finance Corporation, Michel Folliet

61. World expected cement demand by region
Market
Market
Development
Development
Source: Global Research: Egypt Cement Sector, Global Investment Hose, July 2009

62. Recommendation
Questions
• Would banks allow it to come to negotiations or
would it be forced to offload some of its acquired
assets in distressed?
• The cash crunch?
In order to solve crash crunch and win-win negotiation
with bank, CEMEX should to :
• Focus in Cement and Ready Mix industry
• Develop Asian and Middle-East market Acquire
Asia company
• Prepare Global Leader especially for Asian market
development
• Improve Credit Rating by execute Good Corporate
Governance in supervising risk management
conducted by Victor Romo, especially in hedging
strategies
• Penetrate existing market