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Lafarge Business Analysis

In: Business and Management

Submitted By AStocker
Words 7884
Pages 32
“Lafarge: Business Analysis”

Submitted by: Anna Stocker on behalf of Group 1 (Soheil Aly Maher, Ali Jones)

Business Analysis and Assessment
MSc Operations and Supply Chain Management
Student ID: 15940635

Word count: 4,147
August 1st 2012

EXECUTIVE SUMMARY
Lafarge desire to be the world leader in building materials, encourages great commitments to customers, employees, and other stakeholders. The organization has developed it’s strategies, geographical focus, product mix and operational elements to regularly keep up with the changing market place and sustain it’s leading role. The restructuring of the organization has vastly improved performance. Grouping the cement and the concrete division under the same country manager instead of having two enables specific focus to the end consumer as well as cutting unnecessary internal costs. After organizational restructuring, the company changed it’s geographical focus going from the normal traditional structures in place in Asia, Middle East, Europe and North America, to new adaptable structures in emerging markets. This change included dividing operations into 3 regions, so that each center would be a mix of both emerging and developing – this way. Weaker markets could piggyback on the benefits of developed regions. This approach stemmed from the reality that emerging countries are driving sustainable needs for infrastructure and housing. Changing the product portfolio and market differentiation remained a top priority for Lafarge. Two main projects have been launched by the Boston Company Group, to achieve the right balance of product and market differentiation. BCG launched the Extra Mile and the RTM (Route to Market) projects. The two projects aim to change the product portfolio by adapting the cement characteristics through changing additive quantities, and production processes using

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