1
Executive Summary
Cemex is one of the three largest cement companies in the world, selling products like
concrete and various cement products to customers around the world. Cemex’s mission is to
serve the global building demands of consumers internationally while practicing efficiency and
building value for the stakeholder. The mission is customer-focused, but it is based on product
availability and convenience. Cemex’s objectives and strategies are to emphasis on and control
their essential cement and ready-mix concrete franchises in the global markets while focusing on
the growing world markets and investing by buying other companies to expand their
geographical reach. The objectives and strategies are aligned with Cemex’s commitment to
providing building products globally to meet customers’ demands. The company’s key resources
are quality products and services has provided value and allowed them to build brand recognition
within the industry. Physical property, such as manufacturing plants, distribution centers, and
delivery trucks that add convenience to the consumers and intellectual property such as
trademarks and patents are also valuable resources.
Cemex’s brand recognition in North America and the quality products and services are
major strengths that make the organization successful. Conversely, their presence in the United
States was insignificant due to cement exports. The cement industry in the United States is
commodity-driven and very competitive with several multinational and regional companies all
fighting for business. Cemex considers their strongest competitors as Lafarge and Holderbank.
The threat of new entrants for Cemex is moderate while the threat of substitutes is low. Cemex’s
suppliers’ power is moderate, and buyers’ power is low.
The appendices will provide an in-depth analysis of Cemex’s performance. Cemex is
properly managing their resources, however, they must strive to enter the countries that use
2
cement for infrastructure to become the market leader. This paper proposes a strategy focused on
expanding Cemex’s brand awareness and breaking into new markets through acquisition of new
properties and current businesses. This strategy will help the company expand their global reach,
gain market share, and increase revenue.
Case Study 2
Cemex: Southdown Offer
Organizational Setting
Cementos Hidalgo was established in 1906 in Hidalgo, Mexico. In 1931, Cementos
Mexicanos Cemex was established due to the merger between Cementos Hidalgo and Cementos
Monterrey. By 1970, the company had expanded due to acquisitions and a thriving Mexican oil
industry they experienced growth within and into new industries such as hotels and chemical
plants (About Cemex, 2015). Cemex began to experience capacity and financial growth in the
1980s when they increased capacity to from 1,300 tons per day to 2,200 tons per day with annual
sales exceeding 6.7 million tons of cement (About Cemex, 2015). The acquisition of companies
in Panama, Venezuela, United States, Dominican Republic, Philippines, Egypt, and Costa Rica in
the 1990s made Cemex the third largest cement company in the world (About Cemex, 2015).
The company’s domestic and international expansions have helped them continue to grow within
the cement industry. Cemex operates 15 plants, 74 distribution centers, 1,140 ready-mix trucks,
and employed 44,000 people. Their exports accounted for 16 percent of the business with the
majority of the product shipped to the United States (Rothaermel, 2013).
As mentioned previously, Cemex is the third largest cement company in the world be
Lafarge and Holderbank (Rothaermel, 2013). Cemex operates subsidiaries throughout the world
3
in which they offer production, distribution, marketing and sales of cement, ready-mix concrete,
aggregates, and clinker. Additionally, Cemex is the world’s leading producer of white cement,
the largest ready-mix producer, and one the world’s largest traders of cement and clinker
(Rothaermel, 2013). In fiscal year 2015, the company’s annual sales are 15.74 billion dollars
with 94 million tons of cement capacity, annual production levels of 168 million tons of
aggregates and 56 million tons of concrete (About Cemex, 2015). The company only operates
within the building materials industry selling products such as cement, ready-mix, and
aggregates. The building materials industry is cyclical. The products are not purchased unless
government infrastructure is in progress, home builders are building homes, or homeowners
completing home improvement projects. Another issue that slow the purchase the building
products is inclement weather. The industry experience revenue increase when industrialized
countries are improving infrastructure, housing market expansion, homeowners purchasing for
do-it-yourself projects, and when the weather is ideal for building.
Mission Statement
Cemex’s mission is centered on customer needs, building stakeholder value, efficiency,
and becoming the most profitable global cement company (Rothaermel, 2013). The company
understands that to sell products; customers will need help defining what they need. Cemex is
focused on helping customers succeed by offering quality products, innovative solutions, and
great customer service by tailor solutions to their particular project needs (About Cemex, 2015).
Cemex’s vision is evident in their efforts to be more socially responsible. The company’s vision
is “sustainable drive development and improves the lives of people and communities around us”
(About Cemex, 2015). Cemex’s aligns their values to the mission and vision statements
successfully.
4
Objectives
Cemex has products produced and shipped all over the world. This type of operation can
deplete an organization’s budget. In response to this challenge, Cemex’s long-term objectives is
to: (1) be more flexible as the company evolves, (2) be creative in their commercial offerings, (3)
sustainability in their resource usage, (4) innovative in international business operations, and (5)
be more efficient in handling capital allocations (About Cemex, 2015). These objectives have
led to the company identifying close to 500 million dollars in cost-savings. The cost-savings in
areas such as budget cutbacks, capacity closures, and employee reductions. They continue to
refine their processes and procedures of their operations globally with the vision to create a cost-
savings and size the business appropriately.
Strategy
Cemex’s strategy is to concentrate on controlling the building materials industry by
implementing cement and ready-mix concrete franchises in international arenas to meet the
demand of the housing market, infrastructure projects like roads and other infrastructure projects.
This strategy can be risky, and the senior management team must make informed decisions about
what companies to purchase and develop partnership. Cemex’s have four strategies they would
like to implement: (1) place a cement plant in every geographic region of the world and (2)
become the number one cement producer in the industry. (3) The company will also like to
continue growing by having cash available for new acquisitions that will expand their global
presence. (4) The company is striving to become more efficient at allocating capital. Cemex
believes this strategy will be successful because they are currently in 50 countries including
thriving markets such as the Americas, Europe, Middle East, Africa, and Asia (About Cemex,
2015). Entering new markets will increase the chances of Cemex generating more business in
5
those new territories. Through acquisitions, the company is the third largest cement company in
the world. Another priority of Cemex has the cash flow to support those expand investments.
The company plans to accomplish this by creating cost-savings through their operation
endeavors in which they have already saved close to 500 million dollars. Cemex’s objectives
will support their strategy by being flexible, creative, sustainable, innovative, and efficient in
their operations (About Cemex, 2015).
New Mission Statement
Cemex’s new mission statement is centered on the proposed strategy presented in this
paper. Cemex provides (1) customers such as government entities, home builders, homeowners,
and other buyers of building materials with (2) competitively priced products, innovation, and
logistical solutions (3) at distribution centers and stores that offer our products. (4) Offering the
latest technology in the industry in areas such as sustainable construction, cementitious materials,
concrete and mortar products, admixture formulations, and aggregates allow the customers many
innovational options on their project. (5) Increase revenue by offering quality products that are
competitively priced, convenient, and innovative while providing exceptional customer services.
(6) In an effort to impact the world in a positive manner, (7) be socially and environmentally
responsible by partnering with communities and understanding (8) that Cemex must provide
quality products, at a reasonable price, and be available to consumers’ demands more than
competitors in a sustainable way. (9) Cemex must promote and be committed to creating a work
environment employees enjoy come to while challenging them to be creative and reward them
for their efforts.
6
Existing Business Model
Cemex is a well-recognized brand in the 50 countries in which they operate. On each bag
of their ready-mix, there are two lines with the colors of Blue and Red beside the name. Cemex
is most known for their individual bags of ready-mix due the customers they serve. Cemex’s
value proposition is based on quality products, innovative solutions for customers, and
exceptional customer service (About Cemex, 2015). The company has achieved increased
profitability by entering markets in developing countries such as Bangladesh, Egypt, Indonesia,
Thailand, and other Latin American countries (Hart, 2007). Cemex’s experience supplying low-
income families in Mexico has allowed the company a niche because those customers are
underserved at best. Understanding the limitations and conditions in Mexico allows Cemex to
do the same in other poverty stricken countries. The company created a business plan that enable
them to grow while serving the demands of the poor and do-it-yourself home builders (Hart,
2007). Cemex also strives to enter thriving markets such as Asia, United States, and Europe to
expand their brand awareness. However, the developing countries markets can allow Cemex to
continue to grow because other suppliers’ business models do not cater to these types of
customers.
Cemex’s critical resources include physical property and intellectual property. Cemex
plants, distribution centers, and vehicle fleet allows them to provide convenience to the customer
through availability and just-in-time delivery options. Distribution locations can also allow
customers to buy bags of cement when they need it, make it convenient for them to shop when
they need the product. These solutions can allow Cemex to leverage growth by providing
customers with what they need, how they need it, and when they need it. Additionally,
intellectual property such as trademarks, trade names, and patents are essential resources.
7
Intellectual property is important because it allows the company to market their brand, creating
brand awareness (About Cemex, 2015).
Matrices Analysis
SWOT Analysis
Cemex has been a titan of a company in the building materials industry since its
inception. As time, cultures, and expectations change, the company must adapt to stay among
the industry leaders. The organization has many strengths, however, the weaknesses and threats
could lead them to bankruptcy. Cemex must prioritize actions to those weaknesses and threats
are lost market share outside of Mexico (Linton, n.d.). This can be seen in Appendix A.
Strengths. Cemex’s major strength is their brand image and loyalty in Mexico and other
poverty stricken countries (Innovation lessons from Cemex, 2011). This strength is crucial
because larger companies have not found a method to reach unfortunate customers. Those
consumers are underserved and often forgotten by larger organizations. Cemex has perfected
this by allowing poor families in Mexico to establish rotating credit to build their homes even
though they may not have the money at presently. Along with the rotating credit program,
Cemex offers expertise to help poor aspiring homeowners build their house the correct way.
Through this innovation, Cemex has been able to grow their market, develop customer loyalty,
establish long-term partnerships with distributors, and show the community how they are
socially responsible (Innovation lessons from Cemex, 2011).
Weaknesses. The company has succeeded in using their strength to grow their market
share, however, the weaknesses are raising concern. Cemex’s major weaknesses are not unique
to the company, but the industry. Day-to-day demand can be unpredictable when half of all
ready-mix orders are canceled due to issues such as weather (Rothaermel, 2013). This can
8
cripple the organization because customers do not build during inclement weather. In South and
Central Americas, the rain season last between 6-7 months out of the year (Logan, n.d.). This
allows short windows of time for builders to plan their projects, especially for inexperienced
builders. The slowdown in production could lead to losses in revenue, employee layoffs, and
loss of confidence by investors. These repercussions could result in Cemex’s demise if not
managed properly.
Opportunities. There are several opportunities Cemex can take advantage of to increase
their revenue, brand awareness, and loyalty. The major opportunity Cemex can strive towards is
globalization and expanding into the United States market. Expanding into new territories will
allow the company to continue moving forward (Donston-Miller, 2012). New markets will allow
Cemex to bid on the main projects. For example, the International Olympic Committee selects
cities for upcoming Olympic Games 7 years out. Cities require major construction when they are
selected. Cemex can expand to those markets to bid for those jobs. After the job is complete, the
company can establish their brand awareness in a different country. The United States would be
a great market for Cemex because they are always building, and they are in proximity to for
logistics purposes. Cemex can use the new expansion to leverage the industry and gain market
share from Lafarge and Holderbank.
Threats. Cemex is currently facing several threats that can cause them market share with
the industry leaders. The primary threat was the anti-dumping ruling against the company in
1990. This ruling limited the company’s growth within the United States due to the 58 per cent
duties imposed by the United States International Trade Commission (Rothaermel, 2013). This
limits the Cemex’s revenue increase possibilities, ability to gain market share in the United
States and creates skepticism with among other companies contemplating on making such a deal
9
with the organization. Another threat the company must be concerned with is the economic
fluctuations in all countries. If the citizens are saving money during these periods, Cemex is not
generating revenue. This could have a significant impact on future decisions that could affect the
way the organization operates.
SWOT Bivariate Strategies
Cemex has many strengths they can use to leverage competition to retain their
competitive edge, however, the company’s focus should be on combating current threats. The
organization should continue seeking to grow revenue and expand their global reach, the senior
management must first fix legal issues while repairing the relationship with America. Cemex
must improve current weaknesses and focus strengths on eliminating current threats. These
strategies are noted in Appendix C.
Opportunities strategies. While Cemex should focus on moving forward with the vision
of the company, they must understand the current situation they are presented. The firm’s
strengths can help them if the organization leverages them against the opportunities presented.
The company should establish a public relations team comprised of senior managers to fix issues
such as the anti-dumping ruling and the relationship with Southdown. This is a critical area
because there will always be issues in business and having a plan in place will help Cemex avoid
future legal issues or relationships. Similar situations must be monitored because it could be a
reason for the company not expanding into a new market.
Cemex must also support their weaknesses with the many opportunities presented by the shift
to globalization and entering the United States market. These opportunities provide Cemex the
prospect to enter new markets and one of the largest markets that purchase building materials.
As the population grow across the world, building materials will be required for houses, roads,
10
stadiums, and corporate buildings. Additionally, Cemex should establish a niche in the industry
to separate their product and services from competitors. Finally, Cemex should have resolutions
in-place for employees that may lose their jobs if they are required to shut down a plant due to
market downturns.
Threat strategies. The threats facing Cemex is common, however, they must still be
addressed swiftly. The threats have the capability of growing out of control if not addressed.
First, the company must repair relations with the United States and accept responsibility for any
wrongdoing their part. Many organizations deal with legal issues with other companies as well
as with the government. Cemex accepting responsibility show that they are ethical and can use it
as an example of the strong integrity within the organization. The company can also take
advantage economic downturns by employing some of the same practices they use in Mexico for
low-income builders. This will allow them to continue generating revenue even as the economy
fluctuates.
There is not much the organization can do to protect their weaknesses from oncoming
threats. The only area they may be able to address is the economy fluctuations. As previously
mentioned, Cemex can use the same innovative techniques they use for poor customers and
extend revolving credit to customers to continue earning revenue. The company can also use the
economic downturn to buy other cement companies that cannot survive a financially challenging
period while gaining market share.
Porter’s Five Forces
Threat of New Entrants
The threat of new entrants into the building materials industry poses a low risk to
Cemex’s operations. The reason new companies do not pose a threat is an entrance in the market
11
requires a large amount of capital. A new company would also need a large clientele entering the
market due to the low efficiency and high logistics cost. There is also a low product
differentiation within the industry. There are no substitutes for building materials so a new firm
could not establish product differentiation. These are just a few reasons why a threat of a new
entrant is low.
Threat of Substitute Products
The threat of substitute products that would affect Cemex’s operation is low. Customers
that build roads, houses, buildings or any other construction requiring cement need it for a
specific purpose and government laws and regulations will not allow a substitute. Currently,
there are no other substances hold foundations like cement. Cemex offers this product in various
forms and does not worry about substitute products.
Bargaining Power of the Buyer
The buyers have extreme bargaining power over Cemex, which rates as high. Cement is
considered a commodity and requires large amounts of consumers’ income. Conversely, there
are only a few cement distributors. The buyer still can shop around for the best price and not
subjected to one company. The building materials industry as a whole depends largely on the
economic welfare of the buyer.
Bargaining Power of the Supplier
The bargaining powers of the suppliers have on Cemex’s operations is moderate. There
is a low concentration of buyers in the industry. Also, fuel and transportation costs are the
highest expenses within a cement company’s operation. Conversely, cement companies can own
raw materials. The bargaining power of the supplier can fluctuate depending on the industry
circumstances.
12
Competitor Rivalry
Competitor rivalry is high between building materials providers. There are four
multinational companies that compete: Lafarge, Holderbank, Cemex, and Heidelberg. The
cement industry is considered an oligopoly because there are only a few large companies. The
competition among the companies comes to who can expand to new markets the fastest. The
only way Cemex will be able to become the industry leader is by placing a cement operation in
every geographical location and compete directly with Lafarge and Holderbank.
Competitive Profile Analysis
When compared to LaFarge and Holderbank, Cemex is competitive in almost every
category. As noted in Appendix E, the organization rates in at 20.58 on the CPM. This excellent
score indicates how Cemex is continuously taking steps to become the industry leader in almost
every category. The only problems for Cemex are in the areas of market penetration and
alternative fuel. LaFarge and Holderbank’s has been more successful at penetrating large
markets slightly better than Cemex. Cemex is not far behind the two companies in this area,
however, they need to make this a strong strength to be the industry leader. As stated earlier,
Cemex is not far behind the competition in which the other companies scored 21.80 and 20.96 on
the CPM respectively. The cement industry is considered an oligopoly because there only a few
large companies and many smaller ones. The competitors listed on the CPM are the three
largest, and each poses a threat to the others’ operations. Each organization is trying to buy
smaller companies to expand their operations into new territories and gain more market share.
Cemex is a viable contender to one day become the leader in the building materials industry.
Product Life Cycle
13
Cemex’s goals are to expand horizontally locally and geographically by purchasing
smaller companies through foreign direct investment (FDI). This is due to limitations on
licensing in the industry as well as shipping cost. The majority of Cemex’s products do not have
a shelf life because they are made of natural raw materials found on Earth and not manufactured.
However, the company’s ready-mix products do have an amount of time the product can be used
before it is not acceptable to customers. Ready-mix is comprised of cement or aggregates and
water. The introduction of water to either makes the product hard after an hour and a half.
Conversely, there are dry cement solutions available, but the customer determine the
requirements. The company is evaluating methods to improve the life-cycle of their products by
comparing asphalt and concrete pavement. The company hopes to the comparison yield
alternatives for carbon-oxygen two reduction, less maintenance, less fuel consumption due to
rolling resistance, and less power consumption (Epstein and Buhovac, 2014). This innovation
can help Cemex separate from the competition, and possibly give them majority market share.
BCG Analysis
Cemex has many opportunities to grow, however, the deals are not complete. As seen in
Appendix D, The Mexico market has become the cash cow for Cemex while the international
market has become the question mark. The Mexican market provides 47 percent of Cemex’s
income while the international market, small portions of the United States provided 52 percent of
their profits (Rothaermel, 2013). Mexico is currently in the cash cow range instead of the star
range because of loan programs and lack growth potential. Conversely, the market is dominated
by Cemex and the customers are loyal to the brand. The international market is in the question
market range because of the revenue and growth potential the company can possess if they
14
expand more throughout large markets such as the United States. They currently have a small
presence there, but with the acquisition of Southdown, that could make them the industry leader.
The domestic market show no growth for Cemex and is on the lower quadrant of the
BCG. Conversely, the international market has potential growth that Cemex must take
advantage of and purchase Southdown to enter a large market such as the United States. Smaller
companies in Mexico is not a concern at the moment for Cemex, however, there is a possibility
of small firms getting the market share if the proper attention is not given to domestic operations.
Additionally, Cemex’s product life-cycle is not declining but must find alternatives for ready-mix
orders.
15
References
Cemex (2015). About Us. Retrieved June 14, 2014 from
http://www.cemex.com/AboutUs/OurApproach.aspx
Donston-Miller, D. (2012). Social business leader Cemex keeps ideas flowing. Information
Week. Retrieved on June 16, 2015 from
http://www.informationweek.com/enterprise/social-business-leader-cemex-keeps-ideas-
flowing/d/d-id/1107226?
Epstein, M., & Buhovac, A. (2014). Making sustainability work: best practices in
managing and measuring corporate social, environmental, economic impacts 2nd
edition. Berrett-Koehler Publishers, Inc San Francisco, CA.
Hart, S. (2007). Capitalism at the crossroads: aligning business, earth, and humanity. Pearson
Education: Upper Saddle River, New Jersey.
Innovation lessons from Cemex (2011). Business Today, Retrieved from
http://search.proquest.com/docview/906312777?accountid=458
Linton, I. (n.d.). Strategies to overcome marketing threats. Chron. Retrieved from
http://smallbusiness.chron.com/strategies-overcome-marketing-threats-38186.html
Logan, G. (n.d.). The best times to travel to South America and Central America. USA Today.
Retrieved from http://traveltips.usatoday.com/times-travel-south-america-central-
america-57103.html
16
Rothaermel, F.T. (2013). Strategic management. McGraw-Hill Education.
17
Appendix A
SWOT Analysis Matrix
Strengths
Weaknesses
Internal
1. Size and Market Share
2. No Product Substitutes
3. Loyal and Repeat Customers
4. International Presence
5. Customer Service
1. Day-to-Day Orders
2. Weather
3. Energy Cost
4. Economic Fluctuations
5. Government Influence
Opportunities
Threats
External
1. United States Market
2. Entering Less Developed Countries
3. International Acquisitions
4. Technology
5. Regional Diversification
1. Anti-dumping
2. International Affairs
3. Economic Recessions
4. Collusive Oligopoly
5. Energy Crisis
18
Appendix B
IFE/EFE Matrices
External Factor Evaluation Matrix (EFE)
Opportunities
Weight
Rating
Weighted
Score
1.
Entering United States Market
1.00
3
3.00
2.
Entering Less Developed Countries
0.08
3
0.24
3.
International Acquisitions
1.00
4
4.00
4.
Technology
0.04
2
0.08
5.
Regional Diversification
0.03
3
0.09
6.
Reduction of Anti-dumping duties
0.09
2
0.18
7.
Economic down turns
1.00
4
4.00
8.
Cost Synergies
0.02
2
0.04
9.
Housing Demand
0.05
1
0.05
10.
Economic Growth
0.06
4
0.24
Threats
Weight
Rating
Weighted
Score
1.
Anti-dumping
1.00
3
3.00
2.
International Affairs
1.00
1
1.00
3.
Economic Recessions
0.07
4
0.28
4.
Collusive Oligopoly
0.02
2
0.04
5.
Energy Crisis
0.08
2
0.16
6.
Political Instability
0.04
1
0.04
7.
Rising Cost of Inputs
1.00
4
4.00
8.
Long-term Growth
0.01
3
0.03
9.
Competition
0.07
2
0.14
10.
Mexican Housing Market
0.05
1
0.05
TOTALS
6.71
20.66
Internal Factor Evaluation Matrix (IFE)
19
Strengths
Weight
Rating
Weighted
Score
1.
Size and Market Share
0.07
4
0.28
2.
No Product Substitutes
1.00
4
4.00
3.
Loyal and Repeat Customers
1.00
4
4.00
4.
International Presence
1.00
4
4.00
5.
Customer Service
1.00
4
4.00
6.
Balanced Sales
0.08
3
0.24
7.
Financial Stability
1.00
4
4.00
8.
World-class Cement Producer
0.08
3
0.24
9.
Vertical Integration
0.04
3
0.12
10.
Management Team
0.08
3
0.24
Weaknesses
Weight
Rating
Weighted
Score
1.
Day-to-Day Orders
1.00
1
1.00
2.
Weather
1.00
1
1.00
3.
Energy Cost
1.00
1
1.00
4.
Economic Fluctuations
0.07
2
0.14
5.
Government Influence
0.06
2
0.12
6.
Debt in United States Currency
0.08
2
0.16
7.
Liquidity
0.08
2
0.16
8.
Partnerships
0.05
2
0.10
9.
Expensive Inputs
0.08
1
0.08
10.
Declining Cash Flow
1.00
1
1.00
TOTALS
9.77
25.88
Strengths
—S
Weaknesses
—
W
1.
Size
and Market
Share
1.
Day-to-Day
Orders
2.
No
Product
Substitutes
2.
Weather
Cemex
3.
Brand Image and
Loyal
Customers
3.
Energy
Cost
4.
International
Presence
4.
Economic
Fluctuations
5.
Customer
Service
5.
Government
Influence
6.
Strong
management
team
Opportunities
—O
SO
Strategies
WO
Strategies
1.
Use
their
size
and
market
share
to
purchase
smaller
1.
Boost
revenue
and
profits
through
1.
United
States
Market
2.
Entering
less
developed
countries
3.
International
Acquisitions
4.
Technology
companies
within
the
United
States
2.
Challenge
management
to
find
countries
that
are
under
developed
with
promising
growth.
3.
Find
companies
that
may
need
be
struggling
financially
and
buy
it.
acquisitions
while
eliminating
competition.
2.
Offer
management
bonuses
for
suggestions
that
the
company
use.
3.
Use
the
same
business
model
for
the
other
locations
to
follow
best
practices
in
the
company.
5.
Regional
Diversification
Threats
—T
ST
Strategies
WT
Strategies
. .
1.
Establish
senior
management
teams
to
combat
future
1.
Companies
will
be
more
inclined
to
partner
1.
Anti-dumping
.
5
.
issues.
with
Cemex
in
the
future.
2.
Learn
the
governmental
policies
and
procedures
in
2.
Have
subject
matter
experts
for
each
2.
International
A
ffairs
3.
Economic
Recession
4.
Collusive
Oligopoly
5.
Energy
Crisis
every
country
the
company
has
interest.
3.
Offer
the
same
assistance
for
poor
customers
in
Mexico
in
areas
dealing
with
economic
recessions.
location
to
help
the
organization
make
decisions
3.
Use
the
strength
of
dealing
with
poor
customers
to
continue
to
gain
market
share
during
this
time.
20
Appendix C
SWOT Bivariate Matrix
Industry
Sales
Growth
Rate
(Percentage)
High
Medium Low
10
SO)
0.0
High
+20
Star
Question
Mark
Medium
0
Cash
Cow
1
Low
-20
Profits
1165600000
1289000000
1289000000
1165600000
21
Appendix D
BCG Matrix
22
Appendix E
Competitive Profile Matrix
