It's the world's third-largest cement producer and has excelled in global markets by continually working to improve the service it provides its customers, wherever they are. Cemex, based in Monterrey, Mexico, follows certain principles that it believes make "the Cemex difference."1 These principles include enhancing customer service, customer-focused technology, operating efficiency, management development, ecological efficiency, empowering people, market leadership, strategic thinking, a passion for learning, and a global perspective. Cemex believes that to succeed in a competitive global environment, managers need multicultural perspectives. It has implemented several initiatives including educational programs that foster effective communication and unity among Cemex's worldwide offices, an expatriate program in which executives of different nationalities are assigned key positions in facilities in foreign countries, and other activities that give managers the opportunity to broaden their global expertise. Company managers such as Raymundo Gonzalez, an international trading division manager, are discovering how important it is to understand managing in a global environment. Although he's based out of Monterrey, Mexico, Gonzalez will be working frequently in Cemex's Asian operations, primarily in Indonesia. Cemex has a 25 percent stake in Indonesian cement maker, Semen Gresik. This manufacturing operation is the largest for Cemex outside Mexico. Before formally joining with Gresik, Cemex had done a great deal of cement trading in Asia. There's no doubt that the Asian business is important to Cemex's future plans. There are some similarities between Mexico and Indonesia. Both are developing nations where companies must establish a favorable working climate and where they sometimes have to work with limited technology. But the differences seem far greater. For instance, the cultural characteristics of the two countries are dramatically different. Religious preferences, musical tastes, and cuisine are a few of the differences Cemex managers will have to face.

Discussion Questions

1. Examine how can Gonzalez make the adjustment easier for other Cemex managers—Mexican and Indonesian—who will be working with him?