• Теги
    • избранные теги
    • Компании275
      • Показать ещё
      Страны / Регионы77
      • Показать ещё
      Разное81
      • Показать ещё
      Люди6
      • Показать ещё
      Международные организации15
      • Показать ещё
      Формат2
      Издания3
      Показатели6
      • Показать ещё
      Сферы1
Выбор редакции
23 мая, 17:21

Top Ranked Growth Stocks to Buy for May 23rd

Top Ranked Growth Stocks to Buy for May 23rd

Выбор редакции
12 мая, 15:40

Time to Focus on Cemex (CX) for Strong Earnings Growth Potential

Cemex (CX) looks like an exciting pick for investors as it is poised for strong future growth.

Выбор редакции
Выбор редакции
05 мая, 17:29

Top Ranked Growth Stocks to Buy for May 5th

Top Ranked Growth Stocks to Buy for May 5th

Выбор редакции
Выбор редакции
21 апреля, 17:16

Top Ranked Value Stocks to Buy for April 21st

Top Ranked Value Stocks to Buy for April 21st

Выбор редакции
11 апреля, 17:39

Top Ranked Momentum Stocks to Buy for April 11th

Top Ranked Momentum Stocks to Buy for April 11th

07 апреля, 02:35

New Strong Buy Stocks Going Up for April 6th

Four new strong buy stocks going up today

Выбор редакции
06 апреля, 17:10

New Strong Buy Stocks for April 6th

New Strong Buy Stocks for April 6th

Выбор редакции
04 апреля, 16:19

Cemex stock price target raised to $11.00 from $8.50 at Morgan Stanley

This is a Real-time headline. These are breaking news, delivered the minute it happens, delivered ticker-tape style. Visit www.marketwatch.com or the quote page for more information about this breaking news.

Выбор редакции
04 апреля, 16:18

Cemex upgraded to overweight from equal weight at Morgan Stanley

This is a Real-time headline. These are breaking news, delivered the minute it happens, delivered ticker-tape style. Visit www.marketwatch.com or the quote page for more information about this breaking news.

Выбор редакции
31 марта, 12:33

Крупнейшая мексиканская компания по производству цемента отказалась строить стену

Крупнейшая мексиканская компания по производству цемента Cemex заявила, что она не будет участвовать в строительстве пограничной стены. Об этом сообщает CNN. "Я хочу быть предельно ясным на эту тему: Cemex не будет участвовать в ...

Выбор редакции
30 марта, 23:07

Mexico's largest cement company won't build Trump's wall

Mexico's largest materials and construction company, CEMEX, said it would not participate in the construction of President Trump's wall on the U.S.-Mexican border.

27 марта, 06:46

Mexicans Who Help Build Donald Trump's Wall Are 'Traitors,' Top Archdiocese Says

function onPlayerReadyVidible(e){'undefined'!=typeof HPTrack&&HPTrack.Vid.Vidible_track(e)}!function(e,i){if(e.vdb_Player){if('object'==typeof commercial_video){var a='',o='m.fwsitesection='+commercial_video.site_and_category;if(a+=o,commercial_video['package']){var c='&m.fwkeyvalues=sponsorship%3D'+commercial_video['package'];a+=c}e.setAttribute('vdb_params',a)}i(e.vdb_Player)}else{var t=arguments.callee;setTimeout(function(){t(e,i)},0)}}(document.getElementById('vidible_1'),onPlayerReadyVidible); Mexicans who help build President Donald Trump’s planned border wall would be acting immorally and should be deemed traitors, the Catholic Archdiocese of Mexico said on Sunday, turning up the heat on a simmering dispute over the project. In a provocative editorial, the country’s biggest Archdiocese sought to increase pressure on the government to take a tougher line on companies aiming to profit from the wall, which has strained relations between Trump and the Mexican government. “Any company intending to invest in the wall of the fanatic Trump would be immoral, but above all, its shareholders and owners should be considered traitors to the homeland,” said the editorial in Desde la fe, the Archdiocese’s weekly publication. On Tuesday, Economy Minister Ildefonso Guajardo warned firms it would not be in their “interests” to participate in the wall. But the editorial accused the government of responding “tepidly” to those eyeing the project for business. A spokesman for the Archdiocese, which centers on Mexico City and is presided over by the country’s foremost Roman Catholic cleric, Cardinal Norberto Rivera, said the editorial represented the views of the diocese. Trump says he wants to build the wall to stop illegal immigrants from crossing the U.S. southern border. He has pledged Mexico will pay for the wall, which the Mexican government adamantly says it will not do. The Desde la fe editorial, which was published online, said the barrier would only feed prejudice and discrimination. “In practice, signing up for a project that is a serious affront to dignity is shooting yourself in the foot,” it wrote. Mexican cement maker Cemex has said it is open to providing quotes to supply raw materials for the wall but will not take part in the bidding process to build it. Grupo Cementos de Chihuahua, another company specializing in construction materials, has also signaled readiness to work on the project. function onPlayerReadyVidible(e){'undefined'!=typeof HPTrack&&HPTrack.Vid.Vidible_track(e)}!function(e,i){if(e.vdb_Player){if('object'==typeof commercial_video){var a='',o='m.fwsitesection='+commercial_video.site_and_category;if(a+=o,commercial_video['package']){var c='&m.fwkeyvalues=sponsorship%3D'+commercial_video['package'];a+=c}e.setAttribute('vdb_params',a)}i(e.vdb_Player)}else{var t=arguments.callee;setTimeout(function(){t(e,i)},0)}}(document.getElementById('vidible_2'),onPlayerReadyVidible); -- This feed and its contents are the property of The Huffington Post, and use is subject to our terms. It may be used for personal consumption, but may not be distributed on a website.

Выбор редакции
23 марта, 18:44

The battle to build Donald Trump’s wall

FEW slogans were chanted with as much passion by Donald Trump’s supporters in the presidential campaign as “Build that wall!”. The construction industry is almost as enthusiastic. Last week America’s Customs and Border Protection agency (CBP) issued two invitations for companies to bid to build the wall on the border with Mexico, which is expected to cost anywhere between $12bn and $25bn. The deadline for designs falls on March 29th. One request is for a solid concrete border wall, and the other for a wall using “alternatives” to reinforced solid concrete, suggesting the government has yet to decide what the barrier should be made of. More than 700 companies, from big general contractors to firms selling materials to niche providers of lighting and surveillance systems, have registered to try to become suppliers. To the surprise of some, about one in ten of the firms bidding are local ones with Hispanic owners, drawn by the scale of the earnings on offer. Cemex, a Mexican cement giant that has plants on both sides of the border, said it would not sell cement for the project, though it had earlier expressed interest in joining the bidding. Another, tiny, Mexican firm has...

17 марта, 17:59

Крупнейший в Америке производитель цемента отказал Трампу

Компания Cemex не станет участвовать в строительстве разграничительной стены между США и Мексикой

Выбор редакции
Выбор редакции
10 марта, 16:30

How to Cut Costs More Strategically

We’ve all been through it — the looming cost project. And for many of us, it’s not a fond memory. How many cost-cutting initiatives have our companies gone through in the last dozen years? More important, do we look back on those initiatives as transformative in helping us build success and leading us to growth? For executives at most large organizations, the answer to the first question is probably “too many,” and the answer to the second is “no.” Call it cost management fatigue. When doing research for our book, we found that the main reasons most companies suffer from this syndrome are that they make across-the-board cuts that are unconnected to their strategy, and fail to make the cuts sustainable. Most organizations wait to act until they have a problem, at which point they don’t have the time to make the right trade-offs for the long term. The best-run companies, in contrast, think of cost management as a way to support their strategy, and of cost as precious investment that will fuel their growth. They put their money where their strategy is and continually cut bad costs and redirect resources toward good costs. After all, if we aren’t directing spending to the right places, what chance do we have to grow? Management teams at such companies spend a lot of effort separating out the costs that truly fuel their distinct advantage from the ones that don’t. They base their decisions about where to cut and where to invest on the need to support their greatest strengths: the capabilities that enable them to create unique value for customers. This important distinction is a way of life at leading companies we have studied, like Amazon, CEMEX, Frito-Lay, Ikea, Lego, and Starbucks. They cut costs to grow stronger. You can see this different approach to cost allocation at work in the way winning companies behave in times of adversity. When Roger Enrico took the helm as CEO of Frito-Lay, in 1991, the company was developing an innovative and distinctive approach to direct-store delivery that would allow it to consistently deliver the right products to the right stores at the right time. At the same time, Eagle Snacks was gaining market share with innovative new products and its own distribution system. Enrico realized that Frito-Lay had to make a major investment in product quality to meet the competitive threat. He resolved to start by cutting $100 million — 40% — in general and administrative costs. This was painful, including laying off 1,800 managerial and professional people in a single day. But the action removed layers of management and many unnecessary practices, leading to a much higher level of responsiveness and effectiveness, and freed up money to invest in Frito-Lay’s distinctive capabilities — including not only the direct-store delivery capability, but also product and manufacturing innovation, and consumer marketing. Today, Frito-Lay “owns the streets” in its markets, as well as several $1 billion brands. Five big mindset shifts can help you and your organization manage costs in the right way. First, connect costs and strategy. Look at every opportunity to cut costs as an opportunity to channel investments toward strengthening your value proposition. Connect your budget directly to your strategic priorities; if your budget doesn’t reflect your priorities, you have very little chance of executing your vision. This entails viewing costs not merely as an in-year expense but also as a multiyear investment in differentiating capabilities designed to help your company execute its strategy. Second, rethink costs in terms of capabilities. In many companies, the investments you make in capabilities are hidden within an array of functional budgets. Unravel these budgets and sort out the strategic implications of your current spending patterns. It’s not easy to do, since most conventional expense-tracking systems don’t assign costs to capabilities. It will likely ruffle some cultural and operational feathers, but it can lead to great success because it creates a meaningful discussion among executives about what you really need in order to win in the market. Third, list all the expenses related to the activities of the enterprise, move them into a metaphorical “parking lot,” and then, one by one, decide whether to let them back in. Distinctive capabilities will get the resources they need to realize their full potential. You’ll pay for them by cutting everything else. We call this “zero basing”; it enables you to break free of the budgetary practices of the past, which at many companies amount to variations on the theme of “last year plus X percent.” Fourth, make your cost-management plan sustainable. Build financial systems that create more transparency around “good” costs, those associated with differentiating capabilities, and dispensable “bad” costs, leveraging your culture to increase awareness of the difference. Closely link your budgeting process with your strategic planning process to ensure that differentiating capabilities continue to receive disproportionate investment, while other expenses are tightly managed. In a true “ownership culture,” cost-consciousness becomes an organizational capability and a shared mindset, rather than a bunch of rules that are resented and resisted. Even when no one is watching, employees treat every spending decision as if the money comes from their own pocket. Last, be proactive. Fix the roof while the sun is shining. Once you’re in trouble, you may not have the luxury of making the right kinds of decisions. Creating a continuous cost-management mindset that connects costs to strategy is the best way to ensure that your company never gets out of shape. Managing cost in this way will give your organization the freedom to make the right choices over the long term, choices that are required to close the gap between strategy and execution — and the rewards are immense.