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CEMEX
PESTEL ANALYSIS
PESTEL ANALYSIS
Industry Analysis
Threat of New Entrants
MODERATE
Threat of Substitutes
LOW
• Low barriers entry, capital intense
• Limited FDI by government
• Highly regulated
• Decrease the use of cement in construction
• Proportion to use other material in construction but more expensive
• Consumer is price taker because the demand of cement is high
• Company can own raw materials
• Concentrate supplier especially in China
• Strong multinational company, and many regional and national company
• Pace of acquisition• Pace to entry potential emerging market
ATTRACTIVEINDUSTRY
Source: International Energy Agency, “Cement Technology Roadmap 2009”.pdf
CEMENT INDUSTRY
The Cement Product
Ready Mix Concrete
Cement Aggregates
Market needs by construction stages development
Source: Lafarge AR 2009
World cement production and consumption
Source: Global Research: Egypt Cement Sector, Global Investment Hose, July 2009
World Cement 2008 by Region
Source: Global Research: Egypt Cement Sector, Global Investment Hose, July 2009
Growth in World cement consumption
Source: Global Research: Egypt Cement Sector, Global Investment Hose, July 2009
World expected cement demand by region
Source: Global Research: Egypt Cement Sector, Global Investment Hose, July 2009
Facts• Emerging markets (notably China, India, Latin America, Central and
Eastern Europe, Middle East and Africa) represent 77% of the worldwide market
• The cement demand in a country is generally driven by the growth in per capita income. Demographic growth, industrialization and urbanization progress tend to trigger a rapid growth in housing and infrastructure needs, leading to increased cement consumption
• Cement is a product that is costly to transport over land. Consequently, the radius within which a typical cement plant is competitive extends for no more than 300 kilometers for the most common types of cement. However, cement can be shipped economically by sea and inland waterway over great distances, significantly extending the competitive radius of cement plants with access to waterborne shipping lanes.
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
FINANCIAL STATISTICS FOR THE LEADING GLOBAL CEMENT COMPANIES FOR 2009
Source: Cementing the foundations of growth, International Finance Corporation, Michel Folliet
Cemex (million US) Lafarge (million euros)
Holcim (million US)
2008 2009 2008 2009 2008 2009
ROE 10.4% 8.6%
EBITDA 4080 2657 3.542 2.477 4.938 4.248
Net Income 1.409 2.278 1.939 1.046 1.650 1.350
Debt Ratio
Free Cash Flow 2.600 1.215 2.113 2.834 3.429 3.567
Sales 20.131 14.544 19.033 15.844 23.294 19.387
Ebitda Margin 20.3% 18.3% 18.6% 15.6% 21.19% 21.9%
Cement Sales 65 Mt 141 Mt 132 Mt
# of Country 25 45 44
Source: Annual Report 2009
• Cemex– Overvalued Rinker Acquisition that sale again to
Holcim– Nationalization Cemex Venezuela– Lack presence in Emerging Market– Debt maturity– Focus to increase market in maturity country
where low growth in cement demand
• Holcim– Plants in Europe and North America in particular
were shut down permanently – The successful acquisition of Cemex Australia – now
Holcim Australia – is a significant achievement. The transaction also included the increase in the shareholding in Cement Australia from 50 to 75 percent.
– capacity expansion program targeted at strategically important areas such as the plant expansions and new facilities in the cement sector were concentrated on growth markets, in particular the Indian subcontinent
• Lafarge– strategy focuses on opportunities in emerging
markets. 69% of the 2009 consolidated sales of Lafarge Cement Division came from these markets
– 3.1 billion euro reduction in net debt in 2009– Significant acquisitions• acquired several small-to-medium sized businesses
(India, Middle East and Greece)
– Significant divestitures in maturity and low growth market
Source: Cemex 2009 SUSTAINABLE DEVELOPMENT REPORT Source: Holcim, AR 2009
Source: Cemex 2009 SUSTAINABLE DEVELOPMENT REPORT
Source: Holcim, AR 2009
Source: Lafarge AR 2009
Cemex Globalization Strategy
PRA-Merger Integration
Post Merger Integration
Cemex Way
Source: www.cemex.com/MediaCenter/Files/Winning_Globally.pd
CORPORATEPARENT
Parenting Advantage in Cemex
CORPORATEPARENT
“CEMEX WAY”
20%Retained practices
80%Best practice (benchmarked
again local practices)
Parenting Proposition
ACQUIRED COMPANY
e- groups
Learning Organization (Culture)
Source Of The Problem
• Rinker Acquisition overvalued• Debt Maturity in 2008 & 2009• Homogenous BOD• Not focus in cement but chase aggregate market• Lack presence in emerging market• Too many different systems, practices, and
technologies, company risked becoming regionalized, instead of globalized—efficient
Goals globally
• Have more operations and more customers in more countries.
• A single platform of operation, and standardized business processes around the world.
• Aggressively share best practices throughout a well-integrated, global network.
• Develop an even stronger global brand, supplemented by a portfolio of product brands that are based in local markets.
• Increasingly flexible, increasingly capable, and increasingly diverse in management team
Expantion Strategy
• High Production and Demand
• Opportunity to acquired local companies
World expected cement demand by region
Source: Global Research: Egypt Cement Sector, Global Investment Hose, July 2009
Geographic Location
• L 6• H 6• C 6
• L 8• H 9• C 5
• L 15• H 6• C 2
• L 9• H 10• C 2
• L 2• H 2• C 1
• L 5• H 9• C 6
L : LafargeH: HolcimC: Cemex
LAFARGE HOLCIM CEMEXEurope France
UKGreeceSpainGermanyAustria
FranceUKSpainGermanySwitzerlandItaly
FranceUKSpainGermanyAustriaIreland
North America USCanada
USCanada
US
Central and Eastern Europe PolandRomaniaRussiaMoldaviaUkraineSerbiaSloveniaCzech Republic
Czech RepublicSlovakiaHungaryCroatiaSerbiaRomaniaBulgariaRussiaAzerbaijan
PolandCroatiaCzech RepublicHungaryLatvia
Latin America BrazilMexicoEcuadorHondurasFrench West Indies/Guyana
BrazilMexicoEcuadorEl SavadorNicaraguaCosta RicaColumbiaArgentinaChile
MexicoCosta RicaColumbiaPanamaDominican RepublicPuerto Rico
Geographic Location
LAFARGE HOLCIM CEMEXAfrica and Middle East Morocco
AlgeriaNigeriaIraqJordanZambiaEgyptUAESouth AfricaTanzaniaKenyaUgandaCameroonBeninMalawi
Morocco GuineaIvory CoastLebanonLa ReunionRepublic of Yemen
IsraelUEA
Asia ChinaPhilippinesMalaysiaSouth KoreaIndiaIndonesiaPakistanBangladeshVietnam
IndiaSri LankaIndonesiaBangladeshThailandSingaporeVietnamPhilippinesAustraliaNew Zealand
PhilippinesThailand
Geographic Location
Source: http://setis.ec.europa.eu/newsroom-items-folder/world-cement-production-2009/image
CURRENT SHARE OF CAPACITY OF THE MULTINATIONAL CEMENT MAJORS BY REGION
Source: FINANCIAL COMPETITIVENESS OF CEMENT COMPAREDWITH OTHER BUILDING MATERIALS, Cementing the foundationsof growth, J.P. Morgan, Estimates, Michel Folliet
Opportunity to entry
Opportunity to entry
FINANCIAL COMPETITIVENESS OF CEMENT COMPAREDWITH OTHER BUILDING MATERIALS
“cement remaining the
most profitable compare to different
building material segments”
Source: FINANCIAL COMPETITIVENESS OF CEMENT COMPAREDWITH OTHER BUILDING MATERIALS, Cementing the foundationsof growth, J.P. Morgan, Estimates, Michel Folliet
CEMENT PRICE RANGE BY COUNTRY IN 2009
Source: CEMENT PRICE RANGE BY COUNTRY IN 2009, Cementing the foundationsof growth, J.P. Morgan, Estimates, Michel Folliet
AVERAGEPRICE
lower absolute cost and a lower opportunity cost
Recommendation:
• Restructurisation of debt maturity (divestiture asset, financial agreement with stockholders)
• Presence in BRIC and other emerging countries
• Flexible PMI to handle cultural and language barriers
Recommended