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The pivotal role of corporate-level strategy is accepted widely. Less well understood are the mechanisms of this level of strategy, particularly the apparent conundrum of a small corporate centre generating substantial value-added. These issues are explored in this case study on CRH plc, which is an exemplar of corporate management. The case is set in March 2007, at the announcement of CRH''s financial results for 2006, celebrating 36 years of unrivalled growth and performance since the formation of the Group in 1970. The first part of the case study describes the building materials industry, which is a cyclical, commodity, mature and fragmented business. The second part profiles CRH, one of the top five building materials companies in the world, with operations in 26 countries. Corporate-level strategy at CRH is outlined in the third part of the case, focusing on the formal and informal mechanisms and the Group''s widely extolled acquisition track record and process. The case concludes with the outlook for CRH, posing the question whether the corporate strategy and acquisition model that has served the Group so well can be sustained. This case is suitable for students undertaking strategy courses at masters level.