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Lucky Final
Lucky Final
AMEERA JAHANGIR
HUMERA M HANIF
MADIHA RAZZAQUE
CEMENT INDUSTRY OF
PAKISTAN
o All Pakistan Cement
Manufacturer Association
(APCMA) is a governing body
for cement industry.
APCMA plays a significant role in
protecting the cement industry
to the governmentinrespect of
formulation of
governmentpoliciesfor the
INTRODUCTION
Lucky cement was founded in
BRANDS OF LUCKY
CEMENT
VISION
We envision being the leader
of the cement industry in
Pakistan, identifying and
capitalizing on new
opportunities in the global
market, contributing towards
industrial progress and
sustainable future, while
being responsible corporate
citizen
MISSION
Our mission is to be a premium
cement manufacturer by building a
professional organization, having
state-of-the-art technology,
identifying new prospects to reach
globally and maintain service and
quality standards to cater to the
international construction needs
with an environment-friendly
approach.
EVALUATION OF MISSION
STATEMENT
S.N
O
1.
2.
3.
4.
5.
6.
7.
8.
9.
AVAILABILITY
COMPONENTS
Customer
Product/service
Market
Technology
Concern for survival
growth, profitability
Philosophy
Self-concept
Concern for public
image
Concern for
employees
Yes
Yes
yes
Yes
yes
No
yes
yes
No
PROPOSED
VISION
STATEMENT
To
INFORMATION GATHERED
OPPORTUNITIES
Upcoming national building
projects
Increasing demand for
cement in gulf region
Market development and
penetration
Infrastructure development
THREATS
Governmental
regulations
Fluctuation in
currency rates
Price competition
Alliance opposition
Fluctuation in
demand
Political instability
Increase production
cost
High product
STRENGTHS
quality
Infrastructure
near ports
Highest export
share
High pay scale
Large dealer
network
Employee
development
WEAKNESSE
S
High transportation cost
Low advertising and
exposure
Increasing general and
admin expense
Capital intensive
industry
Increased production
cost
Highly Localized and
regionalized markets
Low gratuity and PF
funds
ANALYTICAL FRAMEWORK
input stage
Stage 1 summarizes the basic input
information needed to formulate
strategies.
The information derived form IFE
matrix , EFE matrix & CPM a provides
basic input information for matching
& decision stage.
Good intuitive judgment is always
needed in determining appropriate
weights & ratings.
WEIGHTS
0.20
RATING
S
3
WEIGHTED
SCORE
0.60
0.05
0.15
0.10
0.40
0.15
0.07
4
3
0.60
0.21
0.15
0.08
2
1
0.30
0.08
0.10
0.03
0.07
1.00
3
3
2
0.30
0.09
2.8
0.14
7 2.87
EXTERNAL FACTOR
EVALUATION MATRIX
The most important(EFE)
factor to being successful
in Lucky cement is the global expansion indicated
by the 0.15 weight.
CRITICAL
SUCCESS
FACTORS
Advertising
Product
quality
Price
competitiven
ess
Management
Financial
position
Customer
loyalty
Global
expansion
Market share
TOTAL
DG KHAN
CEMENT
WEIGH RATIN SCORE RATIN SCORE
T
G
G
PIONEER
CEMENT
RATIN SCORE
G
0.10
0.20
3
4
0.30
0.80
4
3
0.40
0.60
2
3
0.20
0.60
0.15
0.60
0.60
0.60
0.15
0.15
4
4
0.60
0.60
3
2
0.45
0.30
4
2
0.60
0.30
0.10
0.30
0.20
0.30
0.10
0.20
0.10
0.10
0.05
1.00
0.15
3.5
0.10
2.75
0.10
2.80
WEIGHT
RATING
WEIGHTED
SCORE
0.09
0.12
0.10
0.20
0.05
4
4
3
3
3
0.36
0.48
0.30
0.60
0.15
0.08
0.06
4
4
0.32
0.24
Low advertising
Increase in cost of production
High transportation cost
Highly regionalized and
localized market.
0.05
0.10
0.07
0.08
2
1
1
1
0.20
0.10
0.07
0.08
TOTAL
1.00
2.9
0
Revenues increased
High product quality
High pay scale
Highest export share
Inventory turnover up 3.58 to
4.00
Larger dealer network
Employee development
WEAKNESSES
NTS
MATCHING
STAGE
(Strength,weaknesses,opportu
nities,Threats) matrix
SPACE ( strategic position and
SWOT MATRIX
The concept of
determining
strengths,
weaknesses,
opportunities, threats
is the fundamental
concept behind SWOT
model
in a more
understandable way
STRENGTHS
1. Financially strong
2. High product
quality
3. Highest export
share
4. High pay scale
1.
WEAKNESSE
2.
S
3.
OPPORTUNI
TIES
1.
2.
3.
SO
strategies
WO strategies
BUILD UP
EXPOSURE AND
BETTER BRAND
IMAGE THROUGH
RIGHT
PROMOTIONAL
MIX
INCREASED
EXPORTS TO GULF
( W1 ,
Low advertising and
REGIONS
O1 ,O2 )
exposure
( S1 ,S2,O2)
DIVERSIFY IN
funds
GULF REGION
Increasing general
(W1,O2 )
and administrative
expenses
Upcoming national
ST strategies WT strategies
projects
1. Govt regulation on
slots
SETUP NEW
FACTORIES IN
NORTHERN
REGIONS OF
PAKISTAN
(S1 , O1 )
QUALITY (S2,T2)
RESOLVE ALLIANCE
COMPETITION
(W3,T2)
FINANCIAL POSITION :-
SPACE MATRIX
RATING
DIRECTIONAL VECTOR
COORDINATES
X axis: (CA + IS) = -2.80 +
4.25= 1.45
5.00 = 1.60
FP
SP
DECISION
STAGE
KEY FACTORS
OPPORTUNITIES:-
AS
TAS
AS
TAS
0.15
0.15
0.60
0.20
0.10
4
1
0.80
0.20
1
4
0.20
0.40T
0.15
0.10
0.15
0.10
1.00
0.15
0.12
0.20
0.10
0.08
0.10
0.05
4
2
2
4
3
3
4
3
2
1
-
0.60
0.20
0.30
0.40
0.45
0.36
0.80
0.30
0.16
0.10
-
3
3
3
2
4
4
3
4
3
3
-
0.45
0.30
0.45
0.20
0.60
0.48
0.60
0.40
0.24
0.30
-
0.10
0.10
1.00
1
1
0.10
0.10
3
4
5.2
0.30
0.40 5.9
5.92
company.
The
& currency
strategies .
rate
are
associated
withdraw
both
alternative
The strong financial position , high product quality & pay scale
19% is
RECOMMENDATIONS
MARKET PENETRATION :- Because of number of
GENERAL RECOMMENDATIONS
o INCREASE PAY SCALE OF ITS EMPLOYESS :-
IMPLEMENT CONTINGENCY
PLANNING : Lucky cement need to implement
strategy
CONCLUSION
Lucky cement like any other responsible
THANK YOU