1. Introduction
This paper emphasises the dramatic changes in international trade over the last several years due to fluctuations in the supply chain, consumer preferences, and other factors. As a result, businesses of all sizes, even multinational conglomerates like CRH, have had to learn to adapt quickly to shifting market circumstances and client preferences (Miguel, 2022). CRH, a top provider of construction products and services worldwide, interacts with customers and other parties in more than 30 countries. The corporation has had to adapt to various geopolitical, social-cultural, and technical forces and developments to stay competitive and viable (Rogge and McGinley, 2022). An in-depth analysis of the core business processes and activities that help CRH remain competitive and thrive in the dynamic global market has been conducted for this paper. Besides discussing how CRH has responded to various international political and social events, the paper also determined whether or not CRH is prepared to compete in the next industrial revolution.
2. Company Overview
The Dublin, Ireland, headquarters of CRH plc, a worldwide manufacturer of construction products. The firm, which began in 1970 under the name Cement Roadstone Holdings, has since expanded to become a market leader in the worldwide building materials industry (CHR, 2023). CRH’s business is divided into the European & American Materials and Building Products divisions. Cement, aggregates, asphalt, and other building materials are manufactured and distributed throughout Europe by the Europe Materials division (CRH, 2018). Aggregates, asphalt, and ready-mixed concrete are just some of the products the Americas Materials division sells throughout North America. Precast concrete products, clay bricks, roofing tiles and other related items are only some of the many produced and supplied by the Building Products division. Approximately 79,000 people are employed by CRH who have activities in more than 30 countries (GlobalData, 2023). The corporation earned €1.7 billion in net income on revenues of €24.8 billion in 2021. CRH is dedicated to eco-friendly operations and has aggressive goals for decreasing its carbon footprint and increasing resource efficiency. The organisation also prioritises health and safety to achieve a workplace without accidents. As of April 2023, CRH’s market value was at €36 billion, listed on the London and Dublin stock markets (CRH, 2023). The stock is tracked by several major indexes, including the FTSE 100 and the Euro Stoxx 50.
3. Key Business Functions
The company CRH Plc produces and sells building supplies. Products such as aggregates, agricultural and chemical lime, concrete products, asphalt, ready-mixed concrete, and insulating goods are manufactured there. The firm also sells fence and security items, glass, blocks, roller shutters, clay bricks, pavers, roof tiles, and more (CHR, 2023). Engineers, architects, and contractors may use the company’s services. Its products are used in the commercial, institutional, and institutional infrastructure sectors for repair and maintenance building tasks. The business has a global reach, with offices and representatives worldwide (Michael, 2014). The creation and manufacture of building materials is an important role. Production of high-quality goods that match client demand at reasonable prices is crucial to the company’s success. CRH can manage the manufacturing process and maintain uniform quality standards because of its vertically integrated supply chain (Rogge and McGinley, 2022). This role is essential to the company’s development since it directly affects the level of client happiness and the amount of money brought in by the business.
Supply chain management is crucial for acquiring supplies, controlling stock levels, and transporting finished goods to consumers. CRH’s worldwide procurement network facilitates cost-effective material sourcing, supply chain optimisation, and streamlined business processes (CRH, 2028). This role is essential to the company’s performance since it ensures that items are delivered to consumers on time and at the lowest possible cost. Vertical integration and an international distribution network help the corporation handle fluctuating demand for construction supplies. Its strategy for sales and marketing allows it to attract customers from all backgrounds, and the company’s back-end operations ensure its continued success (Rogge and McGinley, 2022). CRH operates in a highly competitive market, making sales and marketing a crucial responsibility. The firm caters to a wide variety of consumers thanks to its extensive product catalogue, which includes everything from professional contractors to do-it-yourselfers (CHR, 2023). Direct sales, distribution via third-party channels, and e-commerce are among the methods that CRH use to reach its target audience. The increase in the company’s revenue and the preservation of its market share are directly tied to the effectiveness of this department (Jackson, 2021).
Supporting the development and operations of the business are the corporate functions of finance, human resources, and legal (CRH, 2022). CRH’s financial health is excellent, as seen by the company’s solid balance sheet and proven ability to generate steady cash flow. Corporate social responsibility, which includes environmental sustainability, health and safety, and community participation, is a top priority for the organisation (Rodger and Lucey, 2023). These duties are essential to the company’s success, guaranteeing its continued existence and good name in the market.
When it comes to growing its business, CRH has a history of doing it via acquisitions, most notably in the United States (Michael, 2014). The company’s influence in the US cement industry was bolstered with the purchase of Ash Grove Cement, one of many high-profile deals in recent years. CRH has also invested in digital technology and innovation, which it expects to contribute to future growth and increased efficiency in its operations (CRH, 2018). The ability to gain market share, diversify product offerings, and maintain worldwide competitiveness depend on the firm taking this expansion strategy.
The company has a lot of money, so it can put a lot of money into research and development to develop new goods and increase the efficiency of the ones it already has (GlobalData, 2023). The organisation has, nevertheless, spent a considerable amount of money upgrading its current infrastructure. Holcim, which entered India and China in more significant numbers in 2005, is further diversified into developing markets than the firm is now (Michael, 2014). To demonstrate its ability to increase its R&D spending, CRH plc has produced just a tiny number of environmentally friendly projects, such as Oldcastle Precast’s Storm CaptureTM Module System in Florida, USA—sustainability report from Holcim (CHR, 2022).
4. Global events that affected CRH Plc
CRH’s operations, financial performance, and growth prospects have all been significantly impacted in recent years by several significant worldwide events.
4.1 Geopolitics
4.1.1 Brexit
Brexit has also impacted CRH since it has increased market volatility and uncertainty in Europe. CRH’s UK activities provide the corporation with a solid foothold in the nation and provide access to a sizable market in the UK (Zakaria et al., 2020). Currency exchange rate swings, greater regulatory complexity, and future changes to trade agreements are just some of how the company’s operations have been affected by Brexit’s unpredictability (Nicholas et al., 2019).
CRH has reorganised its operations and supply lines in response to the uncertainty of Brexit. The corporation has formed a special Brexit task team to monitor the situation and develop solutions (CHR, 2022). CRH reorganised its UK operations to meet new legislation requirements and lessen the impact of Brexit on the business. The corporation has prioritised the growth of its supply chain in the United Kingdom to reduce its dependency on EU imports (Rodger and Lucey, 2023). Last but not least, CRH maintained its investment in its United Kingdom business, including a significant increase in its cement manufacturing capacity.
4.1.2 China-United States war
Given its size and prominence in the US and exposure to the Chinese market, CRH has also been impacted by the ongoing trade dispute between the United States and China (Zhu et al., 2021). Uncertainty in the global economy and a decrease in the demand for building materials directly result from the trade war’s influence on tariffs, trade barriers, and international commerce. Specifically in the United States market, CRH has been able to buy assets from Chinese corporations selling up their businesses due to the trade war (Shams et al., 2021).
As a result of the rise in tariffs and trade restrictions, several Chinese businesses decided to sell their holdings in the United States. CRH also strengthened its domestic supply chain to cut down on Chinese imports (Rogge and McGinley, 2022). Finally, the firm increased its aggregates and cement manufacturing capacity in the United States thanks to ongoing investments. CRH’s strategy for dealing with political risk includes selling off its holdings in Israel in 2015 (Liu and Froese, 2020). The Israeli-Palestinian conflict and its political and social challenges prompted the decision, which was seen as a preventative measure to lessen the company’s exposure to political risk (Miguel, 2022). The fact that CRH was ready to take such a strong stand despite the decision’s unpopularity speaks much about the company’s values.
4.1.3 Russia and Ukraine war
Conflicts between Russia and Ukraine and other regional disputes affected CRH’s bottom line. In Eastern Europe, CRH is well-established in countries like Ukraine, Poland, and Romania. The demand for building materials and the availability of raw materials and labour may be affected by the instability and uncertainty brought about by the Russia-Ukraine war (Nicholas et al., 2019). Similarly, CRH’s activities in the United Arab Emirates and Saudi Arabia make the corporation vulnerable to regional geopolitical developments. For instance, conflicts in countries like Yemen and Saudi Arabia may disrupt supply chains by reducing the availability of cement and aggregates (Liu and Froese, 2020).
However, CRH’s global reach and product variety help cushion the blow of unpredictable political developments. The company’s global reach and diverse product offering allow it to withstand fluctuations in local economies (Miguel, 2022). In addition, the business’ risk management and contingency preparations will enable it to lessen the effect of political unrest on its operations and bottom line. For instance, the corporation set up a global risk management department to keep tabs on international developments and determine how they could affect business. By diversifying its supply chain and procuring raw materials from several different places, CRH could lessen local events’ effect on its operations (Zakaria et al., 2020). In addition, the organisation has a crisis management department to deal with sudden problems.
4.2 Society factors
4.2.1 Covid19 Pandemic
The COVID-19 pandemic is one of the most consequential occurrences affecting CRH; it has had far-reaching effects on the building sector and the world economy. As a result of the epidemic, building projects have been shut down, and supply networks have been disrupted (Jackson, 2021). Especially in the first half of 2020, CRH’s operations have been influenced by these circumstances. The firm had to change its operations to survive in the new climate, which harmed its sales and profit margins (Bruscino, 2022). The company’s geographical reach and product variety cushioned the blow of the epidemic.
The organisation has instituted company-wide hygiene and social distancing policies, issued PPE to all workers, and allowed remote work if feasible (CHR, 2022). CRH has formed a worldwide COVID-19 working committee to monitor developments and implement necessary measures. The corporation has also hastened its digital transformation plans so that workers, customers, and suppliers can all work together and communicate remotely (Jackson, 2021). Finally, CRH used its financial strength by extending payment periods and credit facilities to its supply chain partners and consumers.
4.2.2 Environmental sustainability
CRH has been profoundly affected by the worldwide emphasis on environmental sustainability. To lessen its environmental impact, the corporation has poured resources into cutting-edge green technology, including renewable energy and alternative fuels (Zhu et al., 2021). In today’s global marketplace, where consumers and other stakeholders increasingly demand eco-friendly goods and services, a company’s commitment to sustainability is essential to its continued success (Tien et al., 2019). For instance, the European Union’s regulations on using eco-friendly materials in construction have negatively impacted the sector.
There has been a rise in E.U. CRH’s R&D expenditures as a result of government policies and stringent regulations (CHR, 2023). After conducting an in-depth analysis of the industry, CRH plc has decided to focus its growth efforts on developing markets by forming acquisitions and strategic partnerships in places where demand for conventional building materials is rising, and incentives are being given (Liu and Froese, 2020). The firm has made considerable investments in green and cutting-edge technology to lessen its environmental impact, including alternative fuels and renewable energy sources. Low-carbon cement and sustainable construction materials are only two examples of the new eco-friendly goods and services that CRH has introduced (GlobalData, 2023). Water and waste management, as well as biodiversity protection, are just a few examples of the sustainable practices the firm has adopted.
CRH has shown that it cares about social and environmental concerns through its dedication to long-term sustainability. The corporation has engaged in researching and developing environmentally friendly goods and has set lofty goals for reducing carbon emissions and trash (CHR, 2023). This strategy has improved the company’s image and connections with stakeholders while reducing its activities’ potential adverse social and environmental effects. CRH has also changed its employment policies, employee training programmes, and community service initiatives to better reflect its commitment to diversity and inclusion (Shad et al., 2021). The company’s capacity to recruit and retain people from a wide range of backgrounds has been boosted and strengthened its ties with a wide range of stakeholders.
4.2.3 Consumers behaviour
Consumers in industrialised nations have shown a clear preference for environmentally friendly construction products, and the building materials sector has been compelled to adapt by government regulations (Tien et al., 2019). Consumers in developing markets are increasingly concerned about environmental impacts and choose green options. People in developing countries are eager for foreign investment to boost the economy, the job market, and living conditions. Concerns have also been raised that local businesses may need help to compete with their overseas counterparts (Bruscino, 2022). Due to rapid urbanisation, rising populations, and rising per capita incomes, demand is soaring in developing markets. The focus should be on emerging markets because of the vast untapped potential in these economies (Zakaria et al., 2020). The British firm CRH plc focuses on consolidating its position in rising areas like India and China.
For instance, CRH’s business dealings and interactions with local partners and clients in the Middle East may be affected by regional cultural norms about the appropriateness of women’s and men’s attire (CHR, 2023). CRH has responded to these difficulties by instituting training programmes for its regional staff to appreciate better and respect local traditions and values. The availability of competent staff and labour rules have been obstacles for corporations in India (GlobalData, 2023). In response to these difficulties, CRH has funded training programmes to cultivate local talent and formed relationships with local educational institutions to encourage the growth of talented personnel. The corporation needed help maintaining political stability and meeting Chinese regulations in that country. To deal with these issues, CRH has built a local management team to work within the region’s unique regulatory framework and forge relationships with local companies and suppliers (CHR, 2023).
5. Suitability of CRH in the next industrial revolution
Porter’sPorter’s five forces model was used to assess CRH’s current and future competitiveness in the global market. The analysis is presented in the table below:
| Porter’s factors | Effect on competitive rivalry | Future effect |
| Threat of Entry | The future threat of entry is expected to be low to moderate. Despite the high entry barrier presented by this industry, local companies have begun joining it due to global economic development, the rising need for infrastructure, and government backing (Arslan and Kivrak, 2018). | Moderate |
| Threat of Substitutes | In the years to come, the danger posed by alternatives will grow. Firms will be compelled to adjust their goods in response to government laws, environmental worries about carbon footprint and global warming, and changes in public opinion (Shams et al., 2021). | Moderate |
| Bargaining Power of Buyers | Buyer bargaining power will be around average. New businesses are constantly being founded in developing areas, and established ones are flocking there (Miguel, 2022). Since the essential inputs are standardised, and companies compete on price, consumers can transfer suppliers if they discover they are overcharged or receiving inferior products. When it comes to retail, however, CRH can still set itself apart via innovations and brand image, resulting in above-average profitability and reduced buyer leverage. | Moderate |
| Bargaining Power of Suppliers | In the future, suppliers will have less leverage in negotiations as industry mergers and acquisitions continue to shape the construction supplies market (Arslan and Kivrak, 2018). To augment vertical integration, many companies are turning to mergers and acquisitions to expand their business. Due to the proximity of the reserves and the markets, companies in this sector are often vertically integrated to oversee all aspects of their business. | Low |
| Competitive Rivalry | As businesses compete for a larger international market, the playing field will become more competitive (Liu and Froese, 2020). Today, companies compete with one another based on price and quality; tomorrow, they’ll compete based on innovation in response to public, social, and environmental demands. | High |
Table 1 Analysis of Porter’s five forces
The examination of the five future forces above led to the identification of 3 strategic concerns, detailed in the table below.
| Strategic Issue | Analysis |
| Increase in domestic competitors from foreign markets. | There is an increase in demand for construction products globally. There has been a recent uptick in activity from domestic rivals, all with the same goal: to dominate in their area (Liu and Froese, 2020). Society also favours indigenous enterprises since they create employment and tax revenue rather than repatriating profits from overseas corporations (Shams et al., 2021). |
| Rise in the threat of substitute goods. | Environmental concerns have led to new products with lower CO2 emissions and lower production costs than Portland cement (Shams et al., 2021). |
| Extreme levels of rivalry | As businesses compete for a larger international market, the playing field will become more competitive.
Additionally, new domestic enterprises will emerge, and the competitive landscape will shift as a result (Arslan and Kivrak, 2018). |
Table 2 Strategic issues
Therefore, with its robust commitment to innovation and technology, CRH is prepared to participate in the next industrial revolution (Bruscino, 2022). The business has made significant R&D investments and collaborated with industry-leading technology firms to create innovative new products and services. Among CRH’s innovative practices is using high-tech materials like carbon fibre in its building components. The firm has developed several digital tools and platforms, such as an e-commerce site and a database of digital building materials, to improve the speed and precision of its operations (Liu and Froese, 2020). CRH is well-prepared to participate in the next industrial revolution because of its dedication to innovation and technology, as well as its worldwide reach and diverse product line. The firm is well-established in significant regions, including North America and Europe, operating in over 30 countries (Mink et al., 2023). It sells various aggregates, cement, asphalt, ready-mix concrete, and other building products and solutions.
CRH’s robust financial standing also positions the company well for future industrial innovation. The firm has a solid financial foundation and a history of providing reliable cash flow and shareholder returns. However, CRH may need help during the industrial revolution (Bruscino, 2022). Constantly spending in R&D to keep up with quickly developing technology is one such challenge, as is keeping up with shifting market dynamics and consumer tastes.
6. Conclusion
This paper has examined CRH’s worldwide business strategy, including the company’s product offering, growth plan, and reaction to international events and cultural norms.
In light of recent global events like the COVID-19 epidemic, geopolitical concerns, and social-cultural considerations like sustainability and diversity, CRH has shown its agility and adaptation. Investments in digital tools and platforms, acquisitions and divestitures, and relationships with key stakeholders are only some of the programmes and activities the corporation has done to meet these issues. CRH is poised for continuing development and success because of a worldwide business strategy that syncs with the construction industry’s changing demands and expectations and a dedication to innovation and sustainability. To remain ahead of the curve and continue providing value to its stakeholders while the firm navigates the challenges and possibilities of the next industrial revolution, the organisation must emphasise agility, flexibility, and customer-centricity.
7. Recommendations
After reviewing CRH’s worldwide business strategy, we have come up with many solid and well-articulated suggestions for the firm to consider.
- Focus on sustainable growth: Investment in green technology and materials, promotion of circularity in its supply chain, and establishing ambitious sustainability objectives should all be top priorities for CRH as the construction sector continues its journey towards more sustainable practices (Mink, 2022).
- Embrace digitalisation: digital technologies are driving the next industrial revolution, and CRH has to be at the forefront of this change. The business should put money into digital tools and platforms to boost efficiency, provide better service to customers, and speed up decision-making.
- Expand its geographic footprint: While CRH already operates worldwide, the corporation might do more to increase its presence in other regions (Bruscino, 2022). CRH may benefit from new growth prospects and diversified income sources by expanding into new markets and forming relationships with local stakeholders.
- Foster a culture of innovation: Encourage staff to think outside the box and develop novel solutions to problems so CRH can remain competitive in a dynamic market (Shad et al., 2021). The organisation may get there by spending money on research and development, facilitating employee growth, and encouraging teamwork.
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