Jones Blair Case Study
22 October 2012
Jones Blair Case Study
Jones Blair Company is a paint manufacturer that distributes paint to Texas, Oklahoma, New Mexico, and Louisiana with its manufacturing plant based in Dallas-Fort Worth (DFW). The main product line of the company is architectural paint with some line depth that they manufacture at their own plant; they also offer the sundries for painting towards their end customers. The sundries offered are not produced by the company itself but carries the Jones Blair brand logo.
The management is at a turning point where they need to make a decision about how to get more sales out on the market and if the company is competitive enough in the current market place. They have a strong market share in the DFW area as well as moderate distribution out to the surrounding markets. Jones Blair is also looking into their price points and evaluating if they are currently positioning themselves as a too high-end brand in the market place and if the pricing is set accordingly to the quality that they offer. The management at the firm has had two unsuccessful meetings in hopes of coming up with a future tactical plan for the company’s marketing goals. During the third meeting, management has decided to develop a conclusion on how to pursue a solid plan in the marketing field for architectural paint coating product lines, given that peak season is quickly approaching.
The Jones Blair Company has been put into a situation where the peak season for their primary market, paint, is coming up. During some management meetings, they discussed different courses of action to build an effective plan to get more architectural paint out on the market. The alternatives come from different departments and the main proposals are as follows; increase the marketing funding by $350,000, lower the selling price 20%, hire a new salesperson for $60,000 or just keep resuming business as usual. Each and every one of these suggestions was mapped out with their
Jones Blair Case Study
Jones Blair Company is a paint manufacturer that distributes paint to Texas, Oklahoma, New Mexico, and Louisiana with its manufacturing plant based in Dallas-Fort Worth (DFW). The main product line of the company is architectural paint with some line depth that they manufacture at their own plant; they also offer the sundries for painting towards their end customers. The sundries offered are not produced by the company itself but carries the Jones Blair brand logo.
The management is at a turning point where they need to make a decision about how to get more sales out on the market and if the company is competitive enough in the current market place. They have a strong market share in the DFW area as well as moderate distribution out to the surrounding markets. Jones Blair is also looking into their price points and evaluating if they are currently positioning themselves as a too high-end brand in the market place and if the pricing is set accordingly to the quality that they offer. The management at the firm has had two unsuccessful meetings in hopes of coming up with a future tactical plan for the company’s marketing goals. During the third meeting, management has decided to develop a conclusion on how to pursue a solid plan in the marketing field for architectural paint coating product lines, given that peak season is quickly approaching.
The Jones Blair Company has been put into a situation where the peak season for their primary market, paint, is coming up. During some management meetings, they discussed different courses of action to build an effective plan to get more architectural paint out on the market. The alternatives come from different departments and the main proposals are as follows; increase the marketing funding by $350,000, lower the selling price 20%, hire a new salesperson for $60,000 or just keep resuming business as usual. Each and every one of these suggestions was mapped out with their