Luck Co. Case Study

hazard Companies Case Study Mngt 393 1. Physical Environment Segment. I would have to say neutral effect on industry because eve though the resources this industry excavates is positive for the industry, scouting locations, availability of resources and diminished resources instigate those positives. Also important but NOT the most important would be Economic (Neutral) and Demographic (positive). 2. Most influential of 5 forces would be aspiration among competing firms ( luxuriously) and Threat of Substitute Products (moderate). The industry fate Company operates is composed of a few big players who compete against each other.Substitutes of stone/rock would be a threat to the industry, depending on what shiting materials ar needed in that respect are some alternatives much(prenominal) as wood, metal, steel, aluminum and other wise artificial building materials. This is not an attractive industry for new entrants. Barriers to admittance are very lofty. These companies in t he industry are operating on economies of scale that cigaretnot be replicated. Incumbents who are operating with positive returns should continue their system and look for opportunities for growth. 3. Major competition in the mid-eastern region consists of Vulcan Materials and Martin Marietta Materials.Both of these companies operate on cost- drawship strategies and will continue because Luck Companies uses a unalikeiation schema. 4. The most full of life value chain activities for Luck Companies would be Operations (superior- industry leader of industry technology) and Distribution (neutral- I didnt see anything to suggest they are superior/inferior to their competition) and the major support functions are their human resources departments (superior Luck Companies operates under a set driven culture that is intended to hit greater financial outcomes and better performance 5.Significant Financial Factors 25% food marketplace share in Virginia as of 2010. Net Sales of 2. 5 cardinal in 2009, down from 3. 0 billion in 2006 but frugal factors weight in on those numbers. Non-financial Factors Excellent Reputation Over 3 generations of Luck Family running the company and giving back to the community. As of recent, a renewed campaign called The Values Journey has been implemented with many different core values of leadership to advance the values-based culture of Luck Companies and to build exceptional experiences with their customers and drive differentiated growth. . SWOT analysis STRENGTHS Operations, distribution, Human resources a. Opportunities pass Status as diligence Leader in operations of middle Atlantic region. Expand on industry market share. Continue good relationships with customers intentness (rock crushing, excavation) is primarily commissioned on serving general geographical field of honor where the site is located, distribution channel relationships will be maintained as long as they are respected and nurtured. Keep Human Re source focus on core values to enable Lucks reputation to stay intact. b.Threats Threats to market share are particular(a) because Luck is industry leader in customer service and logistical virtuousness which is valued by their customers. Human Resource focus with core values training ensures that the companys core values are bare throughout all departments of Luck Companies. WEAKNESSES- Industry depends heavily on scotch conditions. Luck Companies is diversified which is a potential weakness. Availability of Natural Resources. a. Opportunities limited Economic downturn can devastate the industry which is mostly comprised of bag building & furnishing.As shown in Lucks case during 2008 when they had to lay off 1200 associates. Diversification can a weakness if oversight gets lost and core values fade. Industry is dependent on natural resource harvesting (rocks/minerals/etc. ). Depletion is a major concern. b. Threats enhanced Reduction in market share of scotch downturn. Ina bility to locate more resources due to depletion of resources. 7. Major competitive reinforcement would be their efficient operations and excellent customer service. c. OPERATIONS V- High value for company and customers (sustainable)R- Rare but not obsolete (parody producing) I Costly to imitate. Hard to copy economies of scale (sustainable) N NOT non-substitutable, at that place are industry substitutes d. Human Resources V High Value for customers (sustainable) R Rare Lucks Human Resources are leader in industry (sustainable) I able to imitate but at high price. Years of core value training has developed excellent HR skills throughout company (sustainable) N Non-substitutable. Customer care and follow up care are not substitutable. (Sustainable) 8.Current Strategies- Business Level strategy is specialism Luck Companies is the industry leader in logistics and excellent customer service. Competitors focus on cost leadership strategy. Corporate level Luck focuses on valu e training and up keeping their core values that attain them a competitive advantage. Cooperative strategy- Luck has acquired formerly known downwind Tennis Court and changed the name to Har-Tru. They are the global leader in tennis court surfacing and their current focus is brand pattern building in china, then taking their reputation to other markets.International strategy is similar to their cooperative strategy because their only international strategy in based on their Har-Tru acquisition. 9. Firm seems to be excelling in many areas. I dont see many problem areas other than sustaining market share of Stone division and building brand recognition of Har-Tru in china to promote in other geographic locations around the world. 10. Q1 Do you see Luck Companies entering any other excavation markets such as oil, natural gas, coal (energy)? Q2 How and what benchmark goals does Luck Companies have for Har-Tru?