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TOPICS Introduction Vision Mission SWOT Matrix EFE Matrix Competitive Profile Matrix IFE Matrix SPACE Matrix BCG Matrix IE Matrix Grand Matrix QSPM Matrix Conclusion Recommendation reference
SUBMITTED BY ARSALAN SOHAIL
TO SIR ZAFAR MANAN
RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL
1. INTRODUCTION :
Lucky Cement Limited is the largest cement producer in Pakistan. Its shares are traded on the Karachi Stock Exchange, and are part of the KSE 100 Index. Its symbol in the Karachi Stock Exchange (KSE) is 'LUCK'. The company's highest share price was PKR 147.00, on 18 April 2008
Lucky Cement Limited was founded in 1994 by Tabba . The company initially started with factories in the Pezu district of the North West Frontier Province (N.W.F.P). It now, also, owns a factory in Karachi. Lucky Cement Limited has been sponsored by one of the largest business groups in Pakistan, the Yunus Brothers Group (YB Group), based in Karachi and has grown remarkably over the last 50 years. The YB Group is engaged in diversified manufacturing activities including textiles, spinning, weaving, processing, finishing, stitching and power generation. The Group consists of a number of industrial establishments other than Lucky Cement Limited, including Lucky Textile Mills, Fazal Textile Mills Limited, Gadoon Textile Mills Limited, Lucky Energy (Private) Limited, Yunus Textile Mills and Lucky Textile Mills - established in 1983.
The company currently [when?] produces five brands  of cement; o Lucky Cement o Lucky Star o Lucky Gold o Chairman o Lucky sulphate resistant cement (SRC)
SUBMITTED BY ARSALAN SOHAIL
TO SIR ZAFAR MANAN
VISION: “We envision being the leader of the cement industry in Pakistan.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 2. SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 3 . contributing towards industrial progress and sustainable future. identifying and capitalizing on new opportunities in the global market. while being responsible corporate citizen to become a market leader and avail the new opportunity with sustainability”.
“ SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 4 . identifying new prospects to reach globally and maintain n services and quality standards to cater to the international construction needs with an environment-friendly approach. MISSION: “Lucky cement mission is to be a premium cement manufacturing by building a professional organization having state-of-interest-of-art technology.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 3.
such as the example below: SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 5 . SWOT matrix is only a graphical representation of the SWOT framework. weaknesses.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 4. To present the model in a more understandable way. threats. You start at the top level and go down to details. it gets the shape of a matrix. scholars came up with so-called SWOT matrix. The above is a schema of how SWOT works. When this is filled with content. and opportunities is the fundamental idea behind the SWOT model. SWOT MATRIX: The concept of determining strengths.
Worker's unique skill set and knowledge. 7. Infrastructure is near to port. 6. 2.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 Strengths. 2. know-how. SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 6 . Cause pollution Capital incentive industry High transportation cost Waste of material Impact of weather Road and transportation problem CSR programmed cost Law and order situation of Karachi. 13. Operational efficiency with reducing cost. Large dealer network. Patents. 4. 9. 3. Unique product in quality which meets all international standards. 1. 7. 10. 4. trade secrets. Cost efficient energy sources 3. Inventory turnover up 2. 8.84 to 3.58.reach. Economies of scale production increasing efficiency and reducing cost. 11. distribution to worldwide network. Weaknesses: 1. 8. 5. company image. 5. Using state-of-art-technology. Location of your business is near to sea port. 12. 6. Marketing . Corporate culture.
Threats: 1. 4. 3. 8. 2. 9. Competitors' are want to exits who can’t meet lowest completion. Business and product development. ideas of competitors Sustaining internal capabilities of surviving. 3. vertical and horizontal integration. New markets. 7. Political instability Legislative effects by robbers. Relationship with agencies and distributors. 6. major contracts. Competitor intention to expand their business. 8. Information and research to make cement stronger and long lastic. Obstacles faced? Environmental effects and climate impact.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 Opportunities: 1. Fluctuation in Market demand. Market developments and penetration. 5. 7. 4. 2. Export in other country. SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 7 . services. weather effects on stocks. Increase production to reduce cost and achieve economies of scale. Tactics . New technologies. and worldwide increase the demand of cement. 5. 9.surprise. Seasonality. 6.
T2) WT Strategies: Take a insurance plan logistic. (W1.T4) Meeting with new technology and research can retain the high market share. (S2.(W3.T3) Keeping less stock reduce cost of spoil goods.O4) ST Strategies: Using trackers and safety guard can reduce the security risk.(W2.O3) Bulk supply will reduce the transportation cost. (S3.(S1.(S3.(S2.T3) Use technological advancement to reduce cost of production.T5) SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 8 .T2) Evaluation of demand with current market trend.O2) High productivity will increase the IRR.O3) WO Strategies: Use technology reduces the pollution. (S4. (W3.O2) Reduce the cost by touching the economy of scale.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 SO Strategies: By increasing efficiency. (S1.O1) Build a structure and anew plant where demand is high and will increase in future with full potential.O3) Infrastructure near port can help increase the export.(W2.(W4.O5) By meeting the standards supply all over the world. increase the productivity and penetration the market.(W3.
Competitors' are want to exits who cost are not lowest .07 1.06 0. 15.24 0.04 0. 16.01 0. 2. vertical and horizontal integration. 5. 4.06 0.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 5.18 0.09 0.06 0.16 0.04 0.04 0.03 0. Seasonality.05 4 3 2 1 3 4 3 3 2 0. ideas of competitors 17.2 0. Environmental effects and climate impact.24 0.surprise. Sustaining internal capabilities of surviving. weather effects on stocks. New technologies.04 0. New markets.12 0.09 0.08 0.2 0.03 0.28 2. 3. Fluctuation in Market demand. Competitor intention to expand their business.05 0.05 0. Political Instability 11.18 0. 8.64 SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 9 .00 3 4 3 2 2 1 4 3 4 0. Relationship with agencies and distributors. Information and research to make cement stronger and long lastic.12 0. 7. Business and product development.08 0. 12. WEIGHT RATING WEIGHTED SCORE 0. Increase production to reduce cost and achieve economies of scale. major contracts. Legislative effects by robbers.06 0. services. Tactics .1 THREATS: 10. Market developments and penetration. 9.02 0. Obstacles faced? 13. TOTAL 0.03 0.08 0. 6.08 0. EFE MATRIX FOR LUCKY CEMENT: KEY EXTERNAL FACTOR OPPORTUNITIES 1. Export in other country.08 0. 18. 14.18 0.
10 0.10 0.20 0.2 0.3 0.15 0.6 0.10 0.10 0.6 0.3 TOTAL 1 3.10 0.20 0.2 0.10 0.15 0.3 1 2.15 0.10 0.2 0.15 4 3 2 1 4 2 1 2 0.2 0.6 0.4 0.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 6.1 0.2 1 2.10 0.8 0.2 0.10 0.6 0.3 0.3 0. COMPETITIVE PROFILE MATRIX: LUCKY CEMENT CRITICAL SUCCESS FACTOR WEIGHT RATING SCORE FALCON CEMENT WEIGHT RATING SCORE XYZ CEMENT WEIGHT RATING SCORE advertising product quality price competitiveness management financial position customer loyalty global expansion market share 0.1 0.10 0.20 0.6 SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 10 .20 0.10 3 3 4 4 4 3 2 3 0.3 0.1 0.20 0.8 0.05 4 3 2 1 3 2 1 2 0.3 0.05 0.10 0.1 0.2 0.10 0.3 0.
6. 5.2 0.04 0. Corporate culture. company image. Cause pollution Capital incentive industry High transportation cost Waste of material Impact of weather Road and transportation problem CSR programmed cost 0.05 0.2 0.06 1 2 1 1 2 1 1 2 0.1 0.04 0. The IFE Matrix together with the EFE matrix is a strategy-formulation tool that can be utilized to evaluate how a company is performing in regards to identified internal strengths and weaknesses of a company. 5. 2. 8. The Internal Factor Evaluation matrix or short IFE matrix is used in strategy formulation.05 0. inertnal weaknesses 1.04 0. 3.05 0.1 0.4 0.09 0. 2.09 0.66 SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 11 .84 to 3.12 0.58.07 0.05 0.07 Column3 rating 4 4 4 3 4 3 3 4 Column4 weighted score 0.12 2. Patents. know-how.09 0. 4.07 0. trade secrets. 4. 7. 10.15 0. IFE MATRIX: Internal Factor Evaluation (IFE) matrix is a strategic management tool for auditing or evaluating major strengths and weaknesses in functional areas of a business.07 0. 7. IFE matrix also provides a basis for identifying and evaluating relationships among those areas.28 1.12 0.36 0.14 0. Inventory turnover up 2. The IFE matrix method conceptually relates to the Balanced Scorecard method in some aspects Column1 internal strengths Column2 weight 0.32 0. Using state-of-art-technology. Large dealer network. 3. Location of your business is near to sea port.08 0. Cost efficient energy sources Infrastructure is near to port.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 7.04 0.
it is best to reverse-engineer it. First. industry analysis. such as the SWOT analysis. take a look at the picture below. The SPACE matrix can be used as a basis for other analyses. To explain how the SPACE matrix works. let's take a look at what the outcome of a SPACE matrix analysis can be.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 8. or assessing strategic alternatives (IE matrix). It is used to determine what type of a strategy a company should undertake. SPACE MATRIX: The STRATEGIC POSITION ACTION EVALUATION ( SPACE ) matrix is a management tool used to analyze a company. BCG matrix model. SPACE matrix is a strategic management tool that focuses on strategy formulation especially as related to the competitive position of an organization. The SPACE matrix is broken down to four quadrants where each quadrant suggests a different type or a nature of a strategy: * Aggressive * Conservative * Defensive * Competitive INTERNAL STRATEGIC DIMENSIONS: Financial strength (FS) Competitive advantage (CA) EXTERNAL STRATEGIC DIMENSIONS: Environmental stability (ES) Industry strength (IS) SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 12 .
product quality. customer loyalty. working capital. GDP growth. competitive pressures. These factors can be well analyzed using the Michael Porter's Five Forces model. SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 13 . barriers to entry. turnover. cash flow. technology. and others.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 There are many SPACE matrix factors under the internal strategic dimension. product life cycle. market niche position. These factors analyze a business internal strategic position. and others. The financial strength factors often come from company accounting. The SPACE matrix calculates the importance of each of these dimensions and places them on a Cartesian graph with X and Y coordinates. These SPACE matrix factors can include for example return on investment. leverage. industry growth potential. SPACE matrix factors related to business external strategic dimension are for example overall economic condition. and others. price elasticity. liquidity. inflation. Competitive advantage factors include for example the speed of innovation by the company. Every business is also affected by the environment in which it operates. market share.
.By definition.FS values range from +1 to +6. . the CA and IS values in the SPACE matrix are plotted on the X axis.ES values can be between -1 and -6.The FS and ES dimensions of the model are plotted on the Y axis. .CA values can range from -1 to -6. . SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 14 .RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 The following are a few model technical assumptions: . .IS values can take +1 to +6.
These units typically "break even". The hope is that stars become the next cash cows. or more charitably called pets. SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 15 . are units with low market share in a mature. They are to be "milked" continuously with as little investment as possible. in a "mature" market.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 9. used by many investors to judge how well a company is being managed. not generating cash for the company. Question marks must be analyzed carefully in order to determine whether they are worth the investment required to grow market share. Sustaining the business unit's market leadership may require extra cash. from an accounting point of view such a unit is worthless. Question marks (also known as problem children) are growing rapidly and thus consume large amounts of cash. Dogs. else they become dogs due to low relative market share. Cash cows are units with high market share in a slow-growing industry. generating barely enough cash to maintain the business's market share. slowgrowing industry. since such investment would be wasted in an industry with low growth. These units typically generate cash in excess of the amount of cash needed to maintain the business. The result is a large net cash consumption. but because they have low market shares they do not generate much cash. and eventually a cash cow when the market growth slows. if they have been able to maintain their category leadership stars become cash cows. When growth slows. Though owning a break-even unit provides the social benefit of providing jobs and possible synergies that assist other business units. then after perhaps years of cash consumption it will degenerate into a dog when the market growth declines. BCG matrix BCG Matrix (Boston consulting Group): The Boston consulting group a leading management consulting firm develops and popularized the growth share matrix as shown in figure. They depress a profitable company's return on assets ratio. it is thought. Dogs. If the question mark does not succeed in becoming the market leader. They are regarded as staid and boring. and every corporation would be thrilled to own as many as possible. should be sold off. but this is worthwhile if that's what it takes for the unit to remain a leader. A question mark has the potential to gain market share and become a star. Stars are units with a high market share in a fast-growing industry.
because the higher the share the more cash will be generated.they require investment. and also of its attractiveness to future competitors. It is a good indicator of that market's strength. of its future potential (of its 'maturity' in terms of the market life-cycle). however. As a result of 'economies of scale' (a basic assumption of the BCG Matrix). SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 16 . are what organizations strive for. it is assumed that these earnings will grow faster the higher the share. but. the market growth rate says more about the brand position than just its cash flow. The reason for this is often because the growth is being 'bought' by the high investment. the penalty is that they are usually net cash users . as we have seen. The exact measure is the brand's share relative to its largest competitor. in the reasonable expectation that a high market share will eventually turn into a sound investment in future profits. MARKET GROWTH RATE: Rapidly growing in rapidly growing markets. Where it can be applied.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 RELATIVE MARKET SHARE: This indicates likely cash generation.
The natural cycle for most business units is that they start as question marks. At the end of the cycle the cash cow turns into a dog. and how much. and which units to sell. Managers were supposed to gain perspective from this analysis that allowed them to plan with confidence to use money generated by the cash cows to fund the stars and. Eventually the market stops growing thus the business unit becomes a cash cow.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 As a particular industry matures and its growth slows. The balanced portfolio has: stars whose high share and high growth assure the future. then turn into stars. and question marks to be converted into stars with the added funds. all business units become either cash cows or dogs. As the BCG stated in 1970: Only a diversified company with a balanced portfolio can use its strengths to truly capitalize on its growth opportunities. The overall goal of this ranking was to help corporate analysts decide which of their business units to fund. possibly. cash cows that supply funds for that future growth. the question marks. SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 17 .
this score is plotted on the y-axis 2. Score from the IFE matrix -.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 10. the IE matrix positions an organization into a nine cell matrix. The Internal External Matrix or short IE matrix is based on an analysis of internal and external business factors which are combined into one suggestive model. The IE matrix belongs to the group of strategic portfolio management tools.plotted on the x-axis SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 18 . The IE matrix is a continuation of the EFE matrix and IFE matrix models. Score from the EFE matrix -. The IE matrix is based on the following two criteria: 1. In a similar manner like the BCG matrix. IE MATRIX: The Internal-External (IE) matrix is another strategic management tool used to analyze working conditions and strategic position of a business.
The total weighted score calculated for the EFE matrix is 2. On the x axis of the IE Matrix.0 is strong. The total weighted score calculated on this page is 2. Let us take a look at an example. The point where your horizontal line meets your vertical line is the determinant of your strategy.46 which suggests a slightly less than average ability to respond to external factors. IE matrix example This IE matrix tells us that our company should hold and maintain its position.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 The IE matrix works in a way that you plot the total weighted score from the EFE matrix on the y axis and draw a horizontal line across the plane.0 to 1. A score of 2.0 to 2.0 to 4. SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 19 ..0 to 2.99 represents a weak internal position. Now we plot these values on axes in the IE matrix. The company should pursue strategies focused on increasing market penetration and product development (more about this below).79 which points at a company with an above-average internal strength. This point shows the strategy that your company should follow.99 is medium. an IFE total weighted score of 1. A score of 2.0 to 1. an EFE total weighted score of 1. We calculated IFE matrix for an lucky cement company on the IFE matrix page. A score of 3. IE matrix example.99 is considered low..0 is high.0 to 4. and draw a vertical line across the plane. plot it on the x axis. Then you take the score calculated in the IFE matrix. On the y axis. A score of 3.99 is considered average. We also calculated the EFE matrix for the same company on the EFE matrix page.
RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 20 .
market development and products development are appropriate strategies. Firms positioned in Quadrant II need to evaluate their present approach to the marketplace seriously. an intensive strategy (as opposed to integrative or diversification) is usually the first option that should be considered). Competitive position All quadrant contain all possible strategies Qurdant-1 contains that company’s strong having competitive situation and rapid market growth. These firms must make some drastic changes quickly to avoid further demise and possible liquidation. Any organization should be placed in any one of four quadrants. and they need to determine why the firm's current approach is ineffectual and how the company can best change to improve its competitiveness. Extensive cost and asset reduction (retrenchment) should be pursued first.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 11.Firms located in Quadrant I of the Grand Strategy Matrix are in an excellent strategic position. Qurdant-2 contains that company’s having weak competitive situation and rapid market growth. The firms fall in this quadrant compete in slow-growth industries and have weak competitive positions. Market growth 2. An alternative strategy is to shift resources away from the current business into different areas. Because Quadrant II firms are in a rapid-market-growth industry. It is based two major dimensions. the final options for Quadrant III businesses are divestiture or liquidation. Although their industry is growing. 1. Qurdant-3 contains that company’s weak competitive situation and slow market growth. Grand strategy matrix it is popular tool for formulating alternative strategies. These firms must focus on current market and appropriate to follow market penetration. Appropriate strategies for an organization to consider are listed in sequential order of attractiveness in each quadrant of the matrix. In this matrix all organization divides into four quadrants. If all else fails. GRAND MATRIX: This is also an important matrix of strategy formulation frame work. they are unable to compete effectively. SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 21 .
Quadrant IV firms have characteristically high cash flow levels and limited internal growth needs and often can pursue concentric. Quadrant IV firms also may pursue joint ventures As above figure there are four quadrants in grand matrix that further contain various set strategies. Finally. STRONG COMPETITIVE POSITION WEAK COMPETITIVE POSITION SLOW MARKET GROWTH RAPID MARKET GROWTH Quardrant-1 Market development Market penetration Product development Forward integration Backward integration Horizontal integration Concentric diversification Quardrant-2 Market development Market penetration Product development Horizontal integration Divestiture Liquidation Quardrant-3 Retrenchment Concentric diversification Horizontal diversification Conglomerate diversification Liquidation Quardrant-4 Concentric diversification Horizontal diversification Conglomerate diversification Joint ventures SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 22 . horizontal. or conglomerate diversification successfully. These firms have the strength to launch diversified programs into more promising growth areas.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 Qurdant-4 contains that company’s strong competitive situation and slow market growth. Quadrant IV businesses have a strong competitive position but are in a slow-growth industry.
An internal factor contains (strength and weakness) and external factor include (opportunities and threats). However. The sum of weight must be equal to one. The top row of a QSPM consists of alternative strategies derived from the TOWS Matrix. In this stage it is decided that which way is most appropriate or which alternative strategy should be select.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 12. not every strategy suggested by the matching techniques has to be evaluated in a QSPM. A quantitative method used to collect data and prepare a matrix for strategic planning. It is based on identified internal and external crucial success factors. and Grand Strategy Matrix. SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 23 . and Competitive Profile PREPARATION OF MATRIX Now the question is that how to prepare QSPM matrix. After assigning the weights examine stage-2 matrices and identify alternatives strategies that the organization should consider implementing. After assigning the weight to strategy. Weight means importance to internal and external factor. the EFE Matrix. IFE Matrix. First it contains key internal and external factors. IE Matrix. That is only technique designed to determine the relative attractiveness of feasible alternative action. Strategists should use good intuitive judgment in selecting strategies to include in a QSPM. determine the attractiveness score of each and afterwards total attractiveness score. This technique objectively indicates which alternative strategies are best. That is. These matching tools usually generate similar feasible alternatives. It relates to previously IFE and EFE in which weight to all factors. The highest total attractiveness score strategy is most feasible. The QSPM uses input from Stage 1 analyses and matching results from Stage 2 analyses to decide objectively among alternative strategies. This stage contains QSPM that is only tool for objective evaluation of alternative strategies. SPACE Matrix. BCG Matrix. QSPM MATRIX: The Quantitative Strategic Planning Matrix (QSPM) The last stage of strategy formulation is decision stage.
Only as good as the prerequisite inputs 3. Only strategies within a given set are evaluated relative to each other Advantages 1. List of the firm's key external opportunities/threats and internal strengths/weaknesses in the left column of the QSPM.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 STEPS IN PREPARATION OF QSPM 1. 2. Examine the Stage 2 (matching) matrices and identify alternative strategies that the organization should consider implementing 4. Sets of strategies considered simultaneously or sequentially 2. Integration of pertinent external and internal factors in the decision making process KEY INTERNAL FACTORS : Research and Development Computer Information Finance/Accounting Production/Operations Management Marketing Systems KEY EXTERNAL FACTORS : Economy conditions Social/Cultural/Demographic /Environmental Political/Legal/Governmental Competitive Technological Consumer attitude SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 24 . Assign weights to each key external and internal factor 3. Compute the Total Attractiveness Scores 6. Requires intuitive judgments and educated assumptions 2. Compute the Sum Total Attractiveness Score Limitations 1. Determine the Attractiveness Scores (AS) 5.
RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 13. SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 25 . They will not use any form of forced. CONCLUSION: Lucky Cement Company is committed to diversity in a working environment where there is mutual trust and respect and where everyone feels responsible for the performance and reputation of our company. They are committed to safe and healthy working conditions for all employees. and committed to working with employees to develop and enhance each individual's skills and capabilities. compulsory or child labor.
LUCKY CEMENT is operating locally. LUCKY CEMENT is a strong MNE in Pakistan. It has abundant resources both financial and human. SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 26 . Following are necessary factors that must be present while choosing market development strategy: LUCKY CEMENT has its own strong distribution channel.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 14. We are particularly concerned about capturing untapped market. It means that company is such an industry which can be grown globally. LUCKY CEMENT should remain in the present business and should introduce present products in new geographical area. Here we are not concerned about expansion of operating activities to new geographical area. LUCKY CEMENT is very successful at what it does. It is up to LUCKY CEMENT whether it is decided to start operating in new areas too or just introduce products by using its strong channel of distribution. RECOMMENDATION Strategic Recommendation Appropriate strategy for LUCKY CEMENT is Market Development. so it can easily expand geographically. Untapped rural market and market of developing countries exist for LUCKY CEMENT to cover.
com/internal+external+IE+matrix http://www.zainbooks.google.RE REPORT ON LUCKY CEMENT COMPILED BY ARSALAN SOHAIL 2012 15. REFERENCE: https://www.google.ca/research/matrix http://classof1.html http://www.com/forums/index.pk/search?hl=enPK&source=hp&biw=&bih=&q=grand+matrix&meta=&oq=grand+mat&gs_ http://grand-nce.com/homework_answers/corporate_strategy/grand_strat egy_selection_matrix/ SUBMITTED BY ARSALAN SOHAIL TO SIR ZAFAR MANAN Page 27 .com/books/management/strategicmanagement_30_grand-strategy-matrix-2.maxi-pedia.php http://www.pk/search?q=ie+matrix+sample http://www.com.grandmatrix.com.