Running head: INTERVIEW OF PROFESSIONAL TREE CARES BUSINESS STRATEGY 1
Professional Tree Service
Carl Zweifel Siena Heights University LDR 660 Strategic Planning and Implementation For James W. Loughran, Ph.D. PROFESSIONAL TREE CARES BUSINESS STRATEGY 2
Professional Tree Care Introduction: This paper is profiling Professional Tree Care of Jackson Michigan. The company is co- owned by a father and son team, Bill Fox and Chad Fox. Their company has been in business since 2005. In the beginning, they operated it as a side business because both of them were working for a much larger tree company that specialized in vegetation management for the utility industry. In 2010 when their company became a full time profession for Bill; he retired and wanted to build Professional Tree Care into a full service tree care business. When the interview was started it was clear that they did not have a business strategy formalized and in writing. When questions were asked they had difficulty coming to agreement on the answer. Their company is being operated by what they believe is in the companys best interest with no data to back their decisions. Strategic Management Process Discussing vision, mission, and values with Professional Tree Care they could not pin point a clear management process. They have a slogan Specializing in the hard to reach places, they indicated this as there mission. We had a lengthy discussion around their vision and mission and the sat and formulated statements for both, they realized that what they believed to be a mission statement was not about where they wanted to be. Vision To support equality and foster harmony with man and nature. Mission Professional Tree Care is about customer satisfaction, and the care of natures greatest creation, the beauty of the tree. PROFESSIONAL TREE CARES BUSINESS STRATEGY 3
Values Safety First Honesty Exceed expectations Ecologically responsible Embrace the community External Analysis: Industry Structure, Competitive Forces, and Strategic Groups Industry Structure: PESTEL Model
Political Factors Many villages and cities have a preference to hire locally and will award contracts for some of their work to the local business Ordinances on hours worked and noise restrictions are enforced for many communities. Requires bonding for governmental contracts. May be preference for minority owned companies. Professional Tree Care Political Economic Sociocultural Technological Ecological Legal PROFESSIONAL TREE CARES BUSINESS STRATEGY 4
Economic Factors Growth rate: Professional Tree Care has tripled in size in the last three years. They have focused on long term contracts with Jackson County, Calhoun County, the City of Marshall and the city of Jackson. Interest rates: Professional Tree Cares Debt-to- Income-Ratio is positive for their size of business and because of these they have a revolving line of credit with a fair market interest rate. Levels of employment: Wages paid to employees are a little higher than market average for the industry. This helps retain employees and the company has very little employee turnover. Price stability: Price increases in the Tree Care Profession have been extremely slow over the past twenty years. The increases do not keep up with the rate of inflation and make it challenging for start-up companies to be competitive. Sociocultural Factors Contracts with counties and cities for emergency services. Target counties and cities for tree maintenance for public safety. Residential contracts focus on customer satisfaction. Supports Arbor Day events. Technological Factors Certified Arborist by the International Society of Arboriculture. Latest in Arborist tools and equipment. Latest in Arborist training. Industry latest equipment and techniques. PROFESSIONAL TREE CARES BUSINESS STRATEGY 5
Ecological Factor Contracted with environmental clean-up contractor of any hazards spills (hydraulic oil spills, liquid fertilizer spills, and such). The processed tree limbs are sold for mulch. Wood is processed for firewood for home heating. Tree maintenance prolongs the life of the tree (pruning of dead wood, fertilizing for health, and removal of disease infested limbs). Legal Factors Human Recourses functions are contracted out to a company that manages employee records and payroll. Licensed, Bonded, and Insured. MDOT requirements: Commercial Driver License (CDL) regulations, vehicle inspections, Medical Fitness, and Fitness for Duty. County permits to work in and on road rights-of-ways. Structure-conduct-performance (SCP) model Professional Tree Care operates in a Perfect Competition Industry there are many competitors in the area of the same size and skill level. Johnnys Tree Service has been operating in south central Michigan for over 50 years and has established their company as competitive with the other companies in their operating territory. Daugherty Tree Service also operates the same territory as Professional Tree care and has established their company with over 25 years of experience. In a perfectly competitive market as OSullivan, Sheffrin, and Perez state (2008), one company that offers a service that is a fraction of the total needed cannot change the market price of the service. PROFESSIONAL TREE CARES BUSINESS STRATEGY 6
Five Forces Model
Threats of Entry There are many individuals that work for tree maintenance companies that provide these services for additional income. It is very inexpensive to get started with minimal tools and equipment. Low overhead costs for start-up. Power of suppliers There are a limited number of manufactures for quality tools and equipment and the prices are competitive among these companies. Power of buyers The very large companies such as Davey Tree, Bartlet Tree, and Wright Tree have buying power because they purchase such large quantities of tools and equipment. Threat of substitutes There are two companies that operate out of the Jackson area that will provide tree removal services at a very low cost; they make their money from the saw logs that they get from the job. Rivalry Among Existing Competitors Theat of New Entrants Bargaining Power of Buyers Theat of Substitute Products or Services Bargaining Power of Suppliers PROFESSIONAL TREE CARES BUSINESS STRATEGY 7
Rivalry among existing competitors There are many competitors for the available work, this keeps the price charged for the work lower than similar geographic areas. Internal Analysis: Resources, Capabilities, and Activities Resource-based view
VIRO framework Valuable Professional Tree Care choose their name to distinguish its self from the other companies, most of them are named after the owner and uses tree service in the company name. Tree care implies a company that takes a personal interest in the customers trees. Rare In the tree care industry there is not a company that is offering anything out of the ordinary. There are a few companies that specialize in moving extremely large trees to bring a mature look to the landscape; however this service is not common. Tangible Physical Attributes, Visible Up to date fleet of tree maintenance equipment Chad is a member of the International Society of Arboriculture Chad is a Certified Arborist Intangible No Physical Attributes, Invisible Bill was the plant manager for Crankshaft Corperation Bill managed the off-road heavy equipment crews for Wright Tree Bill Managed the vegitation control spray program for Wright Tree in Michigan Chad has been in the tree care industry for 20 years Chad has been supervising tree crews in Jackson area for 15 years PROFESSIONAL TREE CARES BUSINESS STRATEGY 8
Costly to Imitate The cost to enter into the tree care industry is not extraordinary, and companies can start- up, building their resources as they grow. Organizes to Capture Value Value is captured by the large number of contacts that have been made over the years that the owners have operated in and around the Jackson area.
Porter (1998) states a firm that is stuck in the middle is in an extremely poor strategic situation (pg. 41). Professional Tree Care has not branded themselves to stand out over their competition. There are a limited number of markets in the tree care industry, residential, right-of- way maintenance (roadway, pipeline, or electric utility) to name a few. Professional Tree Care has limited themselves to focus on roadway maintenance and a small market share in the residential market. SWOT analysis Strengths Owners are passionate for their company. Professional tree care is competitively priced with competition. Professional tree care has a reputation for quality work. Valuable? Rare? Costly to Imitate? Organized to Capture Value? Substained Competitive Advantage Competitive Disadvantage Competitive Parity Temporary Competitive Advantage Temporary Competitive Advantage PROFESSIONAL TREE CARES BUSINESS STRATEGY 9
Employees are dedicated to Professional tree cares success. Owners have numerous contacts for large county and company contracts Professional tree care is well established with the counties they contract to. Weaknesses Professional tree care has not fully expanded into the residential market. They are not fully equipped to competitively challenge competitors for market shares in the residential market. Focused on to small of the industry for business stability. Opportunities Expand into other areas of right-of-way maintenance. Rent equipment when needed to be competitive in other markets of tree care. Threats Tree care industry is extremely competitive. Other tree companies are better equipped for residential tree care.
Strengths Passionate for their company. Competitively priced with competition. Reputation for quality work. Dedicated employees
Weakness Not fully expanded into the residential market. Not fully equipped to competitively challenge competitors Focused on to small of the industry for business stability Opportunities Expand into other areas of right-of-way maintenance. Rent equipment when needed to be competitive in other markets of tree care.
Threats Tree care industry is extremely competitive. Other tree companies are better equipped for residential tree care.
PROFESSIONAL TREE CARES BUSINESS STRATEGY 10
Reviewing the external environment, using the PESTEL Model, and the Five Force Factor developed by Porter. Along with the internal environment, using the Resource-based view, the VIRO framework, and SWOT analysis determines a companys standing in their industry. Ghillyer (2009) indicates that the SWOT analysis is an important tool to utilize to evaluate a business performance. Competitive Advantages and Firm Performance Economic value creation The next calculation are created from one of the contracts that Professional Tree Care has been awarded. It is a Time and Material (T&M) contract with conditions for performance. Value-the value is hard to compute, but prior to Professional Tree Care being award this contract, the organization provided this service there self. When they provided this service they had high cost because their employees made more per hour, had better benefits, and used very expensive equipment to complete their work. They also experienced multiple injuries and a death of an employee. Price-the T&M contract rate is $135.00 per hour this includes a two man crew and all equipment needed to perform the required work. Material cost only comes into play if they are asked to perform outside of the language duties of the contract. Cost-the cost to offer this service is $112.55 per hour. This includes employee pay, equipment cost including maintenance and fuel, and administrative overhead. Accounting profitability The companies that are competitors are privately owned and obtaining financial statements for comparison has been difficult. Utilizing the internet to research the tree care PROFESSIONAL TREE CARES BUSINESS STRATEGY 11
industry has only produced information for large corporations that compete in a different market segment. Business Strategy: Differentiation, and Cost Leadership, Business-level strategy Who - Commercial, residential, and government agencies. What - Full service other than tree planting requiring specialized equipment. Why - These are the core services offered. How - Offering a competitive price and quality service. Differentiation strategy Product features The services offered do not stand out from services offered by other tree care companies in the region Customer service is an area that is focused upon, calls from customers for estimates for work are responded to the same day as much as possible, when work is scheduled the customer is called that morning to confirm the crew arrival time. If the schedule has to be changed the customer is contacted. According to Kreitner (2009), the service provided has to offer the customer more than the competition to make the customer believe your company is superior to the competitors. Cost-leadership strategy Cost of input factor - The cost of operating Professional Tree Care is similar to the rest of the industry in the same geographic area. Economies of scale Professional Tree Care is average size for a privately owned tree care company in their geographic area. PROFESSIONAL TREE CARES BUSINESS STRATEGY 12
Learning curve effect With above normal employee retention rates Professional Tree Care has gained production by pairing the same people together as crews. These crews have a working relationship that allows for higher outputs due to knowing each others work style. Experience curve effect Professional Tree Care has held the contract for road rights-of- way tree removal and trimming for 3 years. This has given the opportunity to learn new technique, along with purchasing new equipment that has allowed their crews to complete the work faster with less stress and fatigue. Organizational Culture Culture is the hardest for a company to change, a company can state they want their employees to act a certain way by the values the company adapts. Cummings and Worley (2009) indicate the norms are what people see and the unwritten rules, an organization can apply their values by their actions. Conclusion: This assignment helped me understand the course materiel by putting what I had learned into an actual project. The areas that provide the most valuable and interesting were the relationship between external factors and internal factors. Using the PESEL Model, the Five Forces Model, VIRO Framework, and tying these together with the SWOT Analysis, to get an overview of competitive advantage. The information I gained from this course has helped me understand the strategy that the company I work for has been working to change. Two years ago part of the company was restructured to improve customer satisfaction. The group I worked in was broken into three segments, emergent work (emergency, storm, work that needs immediate attention), short cycle work (new business, customer needed work), and long cycle work (system improvements, work PROFESSIONAL TREE CARES BUSINESS STRATEGY 13
that improves customer electric quality). My work group focuses on the long cycle work, this is the large projects, most of the time the only noticeable difference when we are completed is the number of outages that have been reduced by improving the system. My crews can and are pulled from their jobs when storms take place, adding a large number of crews to assist with electric service restitution. I interviewed a small privately owned company and most of the course reading was directed towards investor owned companies. The first six chapters aligned with my interview and the company strategy or lack of. The remainder of the reading did not apply for the service they offer or the size of their business. If they decide to grow to a larger corporation it would be interesting to see how the additional business strategy information would fit. Strategy in organizations is positioning the company to take advantage of their core strengths. It is also looking to the future and positioning the company to be on the leading edge of the market change. Another factor is to watch the competition for areas where they let their guard down and your company can move in to take their market share. This started as a conceptual project to put what I had learned in Strategic Planning and Implementation course; however it turned out to be very beneficial to the company that I interviewed, it also opened my eyes to the errors that I had made when I owned my own business in the 1980s. . PROFESSIONAL TREE CARES BUSINESS STRATEGY 14
References Cummings, T. G., & Worley, C. G. (2009). Organization development & change. Australia: South-Western/Cengage Learning. Ghillyer, A. (2009). Management: A real world approach. Boston: McGraw Hill. Kreitner, R. (2009). Management. Boston: Houghton Mifflin Co. O'Sullivan, A., Sheffrin, S. M., & Perez, S. J. (2010). Economics: Principles, applications, and tools. Upper Saddle River, N.J: Prentice Hall/Pearson. Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York: Free Press.