Jones Blair Case SWOT Analysis: Strengths High quality products High quality service with Knowledgeable sales representatives that know customers personally Mature market 1-2% sales growth long-term Shelf goods 43% of total industry dollar sales Specialty paint stores & lumberyards most frequently patronized Distributes through 200 independent paint stores Maintaining margins while increasing R&D‚ material‚ & labor costs Market to major business/financial center (DFW)
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Jones Blair Company Jones-Blair Company sells paint and related products throughout select states in the southern United States. The company’s best marketing strategy in an environment of declining paint demand. Not only is demand declining‚ but the company is also faced with increased competition from national companies‚ such as Kmart‚ Wal-Mart and Home Depot‚ who have the ability to mass merchandize their paint products. The paint industry is divided into three segments: architectural‚ OEM coatings
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Situation Analysis 1) U.S. paint industry The U.S. paint industry is a developed market‚ and its sales were slightly over $13 billion in 1999. U.S. paint market has three segments: architectural coatings‚ original equipment manufacturing (OEM) coatings‚ and special purpose coatings. Percentage of total industry dollar sales for architectural coatings are 43%; for OEM coatings are 35%; for special purpose coatings are 22%. Architectural coatings are used for general-purpose paints‚ varnishes‚ lacquers
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the architectural paint coatings industry is a large maturing market. In 2004 US paint industry sales were estimated at slightly over $16 billion dollars with $12 billion of that focuses on architectural pain coatings and sundries. With a growth rate at the approximate rate of inflation expected for 2005. Of the national $12 billion market‚ Dallas Fort-Worth (DFW) regional sales were estimated at $80 million dollars with Jones Blair capturing $12 million dollars. It is characterized by a slow
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2008 Jones-Blair Case Study Jones Blair Company is a privately held‚ regional paint corporation with a market comprised of 50 counties throughout the states of Texas‚ New Mexico‚ Oklahoma‚ and Louisiana. Its headquarters are located in Dallas‚ Texas‚ which is also home to the 11 county Dallas-Fortworth greater metropolitan area. These 11 counties represented 50% of total dollar sales for Jones-Blair in 1995 and serve as the business and financial center for the company’s Southwest market. Jones
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Re: Jones-Blair Company New Marketing Efforts Executive Summary Mr. Barrett faces different propositions of where and how to organize corporate marketing efforts in the architectural paint coatings market under Jones-Blair Company. Each executive has a different proposal such as: increasing brand advertising‚ lowering paint prices‚ hiring new representative or keeping status quo. This executive community still has not decided on which proposition to choose. I recommend hiring a new representative
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Jones Blair Company The US paint industry was in a mature stage of life cycle. During 1999 sales were around $13 billion. The following are three different segments of the US paint industry. 1. Architectural Coatings:used for general purpose which accounts for 43% of total sales‚ sold through wholesaler and retailer to end consumer. 2. OEM coatings: formulated for industrial purpose which represent 35% of total sales. 3. Special Purpose Coatings: designed for special or environmental conditions
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Case: Jones Blair Company Question: 1. What share does Jones Blair have of the rural household market segment? Rural professional market? Answer: Rural Household Market Segment 14.6% Rural Professional Market Segment 56.3% Rationale: Household Professional TOTAL DFW (non-rural) $1‚800‚000/$33‚600‚000 = 5.4% $4‚200‚000/$14‚400‚000 = 29.2% $6‚000‚000/$48‚000‚000 = 12.5% Non-DFW (rural) $4‚200‚000/$28‚800‚000 = 14.6% $1‚800‚000/$3‚200‚000 = 56.3% $6‚000‚000/$32‚000‚000
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Jones Blair Case Analysis Executive Summary: Jones-Blair needs to increase their sales while keeping their margins consistent with limited resources on advertising and sales promotion. With the four different alternatives present‚ the chosen alternative is to hire another sales representative rather than cut prices by 20%‚ increase advertising to $350‚000‚ or keeping everything the same. WIth the additional sales force‚ JB should set forth their focus on the non-DFW household market. Problem
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Background and Problem Definition: Jones • Blair Company distributes architectural‚ original equipment manufacturing (OEM) paint and paint sundries under its brand name over 50 counties in 4 states of US while operating from its plant and headquarters in Dallas. Changing market and industry trends were posing a threat to many regional companies. JBC competed successfully with other national paint companies banking on its different paint formulation and readily available technology. However survival
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