Case 10: Luck Companies: Igniting Human Potential C-123
associates are challenged to think about their own pur-
pose and vision and are encouraged and aided in their
fulfillment. Externally Luck Companies dedicates a sig-
nificant amount of effort and resources to initiatives such
as the founding of InnerWill, the non-profit founded
by Luck Companies to drive Values Based Leadership
globally. While Igniting Human Potential has remained
unchanged, the “Vision” for 2020 will bring significant
change to the company. However, these changes are
fueled by one constant, the belief in the mission to Ignite
Human Potential.
Three of the four Luck Companies’ business units
underwent or were in the process of undergoing an
intense 5-year strategic planning process in 2014 and
- Each strategic plan was developed with a focus on
supporting Vision 2020, the most aspirational five-year
vision in the company’s 93-year history. Vision 2020 is
built on the following four strategic objectives and high-
level definitions:
■■Financial Performance: Advance the Mission for
future generations by insuring the long-term finan-
cial health of the company.
■■Leadership Development and Succession: Ensure
we are developing the environment where each
leader has the opportunity to optimize their purpose,
passion, and competency in a way that prepares the
company for the future.
■■Business Excellence: Optimize time, energy, and tal-
ent in order to build a healthy, profitable, and high
performance company.
■■Growth: Challenge ourselves to intentionally rein-
vent the growth process in a way that brings value to
the company and grow sales from $240M to $450M.
2020 Objectives and Goals by
Business Unit
The following objectives and goals were developed in
2014 and 2015 for each individual Luck Companies’ busi-
ness unit:
Luck Stone Center
■■Expand builder model to all target markets
■■Reestablish account base with countertop strategy
■■Increase man-made product sales
■■Increase accessory sales
■■Focus on operational efficiency and customer ser-
vice improvements
■■Continue culture and training initiativesHar-Tru
Grow product basket
■■Other Sports: Identify and add surfaces, equipment
and accessories for other sports that can be sold
through our sales channels
■■Other Tennis Products: Identify and add other
surfaces, equipment and accessories for tennis that
can be sold through our sales channels
■■Innovation: Develop new productsBroaden and deepen connection
to the customer
■■Develop new relationships in the markets we serve
■■Develop relationships in new markets
■■Deepen existing relationships and increase knowl-
edge and awareness to better meet customer needs
■■Pilot windscreen measurement and installation ser-
vice through Century SportsLuck Development Partners
Luck Development Partners is charged with managing
the many land holdings of Luck Companies besides
those being used for mining activities. Some of these
properties include industrial parks and others are per-
mitted for mixed use including housing and retail. While
Luck Development Partners currently manages these
holdings, the future of this business unit will be revisited
in late 2015.Luck Stone: The 2015–2020
Growth Engine
The 2015 mantra at Luck Stone was growth. The Chief
Growth Officer and Corporate Development Team have
been supported with significant resources to deliver the
majority of the financial growth for Luck Companies.
Management had considered getting into some of the
businesses that utilized their aggregate but had concluded
that the risks were not worth the rewards. For example,
they had an opportunity to pursue business operations in
the asphalt industry, similar to the vertical integration of
Vulcan Materials with concrete production, but decided
that doing so would put them in direct competition with
some of their largest and most loyal customers. Therefore,
in order to meet their growth goal and nearly double
revenue from $240M to $450M by 2020, management
decided that growth would be achieved by increasing the