LUBY’S,
INC.
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(Name
of Registrant as Specified in Its Charter)
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STARBOARD
VALUE AND OPPORTUNITY MASTER FUND LTD.
PARCHE,
LLC
RCG
ENTERPRISE, LTD
RCG
STARBOARD ADVISORS, LLC
RAMIUS
CAPITAL GROUP, L.L.C.
C4S
& CO., L.L.C.
PETER
A. COHEN
MORGAN
B. STARK
JEFFREY
M. SOLOMON
THOMAS
W. STRAUSS
STEPHEN
FARRAR
WILLIAM
J. FOX
BRION
G. GRUBE
MATTHEW
Q. PANNEK
JEFFREY
C. SMITH
GAVIN
MOLINELLI
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(Name
of Persons(s) Filing Proxy Statement, if Other Than the
Registrant)
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(3)
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Per
unit price or other underlying value of transaction computed pursuant
to
Exchange Act Rule 0-11 (set forth the amount on which the filing
fee is
calculated and state how it was
determined):
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Same
store sales have declined for the last three
quarters
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Gross
margins have declined by 160 basis points from Q4 2006 to Q4
2007
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Food
costs have increased
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Payroll
costs are increasing as the minimum wage rises, potentially squeezing
operating margins going forward
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Operating
margins at Luby’s are significantly below those of its
peers
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Luby’s
is aiming to open 45-50 new restaurants over the next five
years
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The
Company has opened only one new restaurant in the past seven
years
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In
2005, management assured investors that the Company would open two
new
restaurants by 2007; only one was
opened
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The
Company is targeting to open approximately four to six new restaurants
next year but has yet to begin building any of these
restaurants. We believe the new restaurant prototype is
expensive to build and has design inefficiencies that will ultimately
affect the restaurant’s return on investment and value to Luby’s
shareholders
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The
most senior members of the management team run their own private
restaurant company and have limited time to focus on
Luby’s
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Judith
Craven – Retired President of the United Way of the Texas Gulf
Coast
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Arthur
Emerson – Chairman and CEO of GRE Creative Communications, a public
relations firm
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Frank
Markantonis – Attorney whose principal client is Pappas
Restaurants
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Gasper
Mir, III – Owner of a public accounting
firm
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Jill
Griffin – Principal of the Griffin Group, a research firm that specializes
in customer loyalty
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J.S.B.
Jennings – President and CEO of Tandy Brands, a designer and manufacturer
of fashion accessories
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Joe
McKinney – Vice-Chairman of Broadway National Bank, a locally owned San
Antonio-based bank
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Jim
W. Woliver – Former Senior Vice President of
Luby’s
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Our
nominees have a combined 73 years of experience in the quick service
restaurants (QSR), fast casual, and casual
segments
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Our
nominees bring expertise in the following
areas:
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o
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Brand
and concept development;
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o
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Strategies
to optimize operations;
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o
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Real
estate site selection and site
construction;
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o
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Operating
turnarounds;
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o
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Corporate
finance; and
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o
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Corporate
governance.
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Creator
of the Super Value Menu (now known as the Dollar Menu), Service
Excellence, and Late Night initiatives at Wendy’s which added more than
$500,000
to average unit volumes and were later adopted by the entire QSR
industry
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Instrumental
in developing senior management talent and building out new
stores
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Inducted
into the Wendy’s Hall of Fame in
1999
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Financial
expert with 30 years experience in leadership roles on public boards,
including serving as Chairman of the audit committees of five public
companies and overseeing auditor relationships with each of the Big
4
accounting firms
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Turned
around both Wendy’s International Division and Canada Division and
returned both segments to profitability (the first time either of
these
segments were ever profitable)
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Developed
170 new restaurants in Canada and doubled the size of the franchise
community, and received the Canadian Franchise Award of Excellence
in 1997
and 1999
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Brought
in to be President and CEO of Café Express in order to develop and
implement a strategic plan, and became President and CEO of Baja
Fresh
with a mandate to evaluate strategic alternatives of a struggling
concept
(after both concepts were already acquired by a different management
under
Wendy’s)
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Inducted
into the Wendy’s Hall of Fame in
2004
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Promoted
to President and CEO of Fuddruckers and Koo Koo Brands from CFO to
fix
operations and return Company to
profitability
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o
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Successfully
executed a turnaround as the Company was near bankruptcy by significantly
improving EBITDA margins, closing a successful refinancing, instituting
a
franchise centric organization, and implementing a new branding and
marketing strategy which drastically reduced marketing
expense
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Branding
and marketing;
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Same
store sales growth initiatives;
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Restaurant
unit economics to improve margins and
returns;
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Real
estate and new store development;
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Long-term
succession planning; and
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Corporate
governance.
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