... Architectural paint coatings have two factors that affect its demand. This area is facing competition from alternative materials such as vinyl siding, wood paneling, and wall coverings. Also, companies have ben producing higher quality products that require less reapplication. In addition, paint manufacturers are under pressure to reduce VOCs in their paints. Many companies have had to merge with others in order to stay in business. The number of paint companies is declining. The organization Janmar Coatings Inc. is a corporation that produces and advertises architectural paint under the brand name Janmar. They market their own paint and sundry items in over 50 counties. The headquarters is in Dallas, Texas. Dallas-Fort Worth is the major business and financial center in the company’s southwestern service area. They sell sundries such as brushes, rollers and thinners under the brand name Janmar as well. any of these items are not manufactured by the company itself. Janmar Coatings have been able to distribute their...
Words: 639 - Pages: 3
...JANMAR COATINGS, INC. In-Depth Case Analysis Prepared by Mallory Eichhorn In partial fulfillment of the requirements of Marketing Management and Policies Submitted October 7, 2014 CASE SYNOPSIS In early January 2005, Ronald Burns faced two key issues pertaining to Janmar Coatings’ marketing strategy. Burns was the president of Janmar Coatings, Inc., a corporation that produces and markets architectural paint. Janmar also sells paint sundries (brushes, rollers, thinners, etc.) and has a division in original equipment manufacturing (OEM) coatings. The issues were mentioned briefly in the first paragraph of the case and again in the last section regarding the planning meeting. Burns needed to: * Decide where to deploy corporate marketing efforts * Decide how to deploy corporate marketing efforts At the time of the case, Janmar sold most of its paint and sundry items in the southwestern United States. It sold these items in over 50 counties in Texas, Oklahoma, New Mexico, and Louisiana. The major business and financial center in this area was dubbed the Dallas-Fort Worth (DFW) metropolitan area, and it consisted of 11 counties. In 2004, architectural paint and allied products provided for $80 million in sales in the 50-county service area that Janmar occupied. Janmar distributed its products through 200 independent paint stores, lumberyards, and hardware outlets and employed eight sales representatives. The company spent approximately 3 percent...
Words: 1389 - Pages: 6
...Interoffice Memo Date: 7/2/2013 To: Ronald Burns From: 001-78-2434 Subject: JanMar’s Coatings, Inc. Recommendation Company’s Situation The problem that we discussed in our last board meeting dealt with deciding where and how to execute corporate marketing efforts for the year 2005 among the various architectural paint coatings market in the southwestern United States. Industry Background The architectural coatings industry is a mature market that estimates to be a $12 billion dollar industry with 1 to 2 percent annual growth rate which accounts for 43 percent of the total industry dollar sales. About 50 percent of architectural coatings dollar sales are brought in by do-it-yourself (DIY) painters’ purchases. Professional painters’ purchases are accounted for about 25 percent of the dollar sales. The rest comes from the government, export, and contractor sales. Furthermore, there are three main types of distributors: mass merchandisers and home improvement centers (50%), special paint stores (36%), and hardware stores and lumberyards (14%). Company Background Our company markets to over 50 counties in Texas, Oklahoma, New Mexico, and Louisiana from its headquarters in Dallas, Texas. The major service area is in the 11 county Dallas-Fort Worth (DFW) metropolitan area. Our company is made up of two market segment areas, Dallas Fort Worth and Non-Dallas Fort Worth. The sales volume of architectural paint and products sold in our company’s 50 county service areas was $80...
Words: 1228 - Pages: 5
...trucks, transportation equipment, appliances, F&F’s, metal containers etc • OEM Coatings represent total of 35% of industry dollar sales 3. Special Purpose Coatings • Formulated for special applications or environmental conditions e.g extreme temperatures, expose to chemicals or corrosive conditions • Used for automative and machinery refinishing, industrial construction and maintenance, bridges, highway and traffic markings etc • Account for total of 22% of industry dollar sales US Paint coatings industry is generally considered as a growing industry. Industry sales in 2004 were estimated to be slightly over 16$ billion. Average annual dollar sales growth was forecasted to approximate the general rate of inflation through 2005. janmar coatings limited is a paint company that is struggling to decide where and how to deploy effective marketing techniques in order for it to stay...
Words: 255 - Pages: 2
...Robert Gibase Janmar Coatings Discussion Questions 1.) Architectural paint industry is mature, with projected growth rate of 1-2% per year. In 2004, sales were $12billion. Within the industry, competitions is arising from alternative materials. In addition, higher-quality paints are being produced, which is having a negative effect on quantity demanded. Furthermore, government regulations are resulting in profit margins being at an all-time low. On the plus side, the industry is seeing an increase in demand from DIY’s (do-it-yourselfers). Janmar’s trade area consists of 50 plus counties in Texas, Los Angeles, Oklahoma and New Mexico. They have a total of 1,000 outlets, but the majority of their business is within an 11-country DFW metro area. 2.) Market segmentation: 43% architectural 50% sold under private label 35% OEM 36% at specialty stores 22% special purpose 14% at hardware stores/lumberyards Janmar should pursue the architectural segment more heavily. An influx of DIY’s is showing an increase in architectural paint sales. DIY purchases account for 50% of architectural coatings sales. Janmar should also look to increase presence in non-DFW areas. 3.) Hire additional sales reps (60-65K/year) Train in-store employees on Janmar products Obtain additional retail space in non-DFW area Increase amount spent on advertising, and mix up the advertising method. In-store demos Get coverage via local magazines, newspapers, etc. Attend trade shows...
Words: 312 - Pages: 2
...CASE NO. 2 Janmar Coatings, INC Define the Problem Janmar Coatings, Inc is a seller and manufacturer of architectural paint. While the company is small compared to nationally known brands, the service area reach is big with over 50 counties in Oklahoma, Texas, New Mexico and Louisiana. Janmar Coatings, Inc headquarters are in Dallas, Texas where even with mass merchandisers holding 50% of the market, are still able to maintain a competitive advantage. Janmar Coatings, Inc is also a seller of OEM, original equipment manufacturing coatings. The problem Janmar Coatings, Inc is facing today is determining where and how to focus marketing efforts in the architectural coatings markets. Currently Janmar Coatings, Inc is the highest price product in the architectural coatings market and could be looking to expand their efforts in order to keep their contribution margin high and better position themselves to consumers. Especially with the do-it-yourself market only buying paint in certain seasons, price sensitivity could be a major factor in their decision making it hard for Janmar to steadily compete. Alternatives During a meeting with the VP’s of Janmar Coatings, Inc each participant had a different opinion on how this particular strategy should be met. Alternatives ranged from maintaining the status quo to drastically cutting prices. First Alternative From the Advertising VP an increase in the advertising budget of $350,000 could bring a higher awareness to consumers...
Words: 844 - Pages: 4
...| Janmar Coatings, Inc. | | | | 6/12/2014 | | 1. Problem Identification describes the current problem or opportunity facing the organization. The current problem that is facing Janmar Coatings is how to cost effectively market the products and what area is the best place to market. Companies rely on the leadership to help make decisions regarding the market and after two senior executive meetings, there is no resolution. 2. Industry, Market, and Buyer Analysis provides an external analysis of the organization. Consider industry structure and performance; competitors’ strengths and weaknesses, and buyer behavior. Also consider whether the market can be segmented, and if so, whether the segments can be quantified. (15 points) The US paint industry is an established industry. In 2004 it was just over a sixteen billion dollar industry. It is expected to grow steadily in line with the rate of inflation. The US paint coatings industry is divided into three parts or segments: architectural paint coatings, original equipment manufacturing coatings, and special purpose coatings. Forty-three percent of the market is held by architectural paint coatings. Architectural paint coatings are defined as general purpose paints, varnishes, and lacquers. It is used in the residential market, the commercial market and institutional structures. It is sold by wholesalers and retailers. Contractors, professional painters, and do-it yourself painters are...
Words: 713 - Pages: 3
...purchases are accounted for about 25 percent of the dollar sales. The rest is from government, export, and contractor sales. The three main types of distributors are mass merchandisers and home improvement centers (50%), special paint stores (36%), and hardware stores and lumberyards (14%). Company Background/Market Segments Janmar Coatings, Inc. is a company that sells architectural paint coatings and sundries (brushes, rollers, paint removers). They market to over 50 counties Dallas, Texas. The major service area is in the 11 county Dallas-Fort Worth (DFW) metropolitan area. The sales volume grew to $80 million in 2004 and DFW made up about 60 percent ($48 million) of those sales, which the non-DFW areas made up the remainder ($32 million). Janmar Coatings has two market segments, Dallas Fort Worth and Non-Dallas Fort Worth. DFW has 80 of the stores and Non-DFW 120 of the stores. To break it down more, the other two segments within those two areas are do-it-yourselfers and professional painters. 70% of sales of professional contractors are in DFW area and 70% of sales of do-it-yourselfers are in non DFW area. Each area accounts for 50% of the sales. Janmar Coatings, Inc. is strong with their distribution and reaching 25% awareness in DFW. Their weaknesses include...
Words: 311 - Pages: 2
...Janmar Coatings, Inc. February 14th, 2013 Advanced Marketing Management Industry Background The U.S. paint coatings industry is seen as mature, with growth projected to approximate inflation. It is a $16 billion dollar industry with one to two percent annual growth that is divided into three segments: (1) architectural coatings, (2) original equipment manufacturing (OEM) coatings, and (3) special-purpose coatings. Architectural coatings account for 43 percent of the total industry dollar sales, and estimated to be $12 billion dollar-plus in U.S. sales. About 50 percent of architectural coatings dollar sales are brought in by do-it-yourselfer painters purchases. Professional painters purchases are accounted for about 25 percent of the dollar sales. The rest is from government, export, and contractor sales. The three main types of distributors are mass merchandisers and home improvement centers (50%), special paint stores (36%), and hardware stores and lumberyards (14%). Company Background/Market Segments Janmar Coatings, Inc. is a company that sells architectural paint coatings and sundries (brushes, rollers, paint removers). They market to over 50 counties Dallas, Texas. The major service area is in the 11 county Dallas-Fort Worth (DFW) metropolitan area. The sales volume grew to $80 million in 2004 and DFW made up about 60 percent ($48 million) of those sales, which the non-DFW areas made up the remainder ($32 million). Janmar Coatings has two market segments,...
Words: 898 - Pages: 4
...Marketing Management: Case Analysis: Janmar Coatings, Inc. Presented by, Uma M. Venkatesan Tuesday 17th 2015 Case Summary This case is about an organization doing business on paint coatings market served by company in the southwestern United States. The organization has some challenges on how to deploy marketing efforts among the various architectural paint coatings markets served in the southwestern United States. Janmar Coating, Inc. is a privately held organization that produces and markets architectural paint under Janmar brand name. In addition to producing a full line of architectural coatings, the company sells paint sundries (brushes, rollers, thinner, etc.) under the Janmar name, even though these item are not manufactured by the company. Problem/ Issues The current problem that is facing Janmar Coatings is how to cost effectively market the products and what area is the best place to market. Companies rely on the leadership to help make decisions regarding the market and after two senior executive meetings, there...
Words: 918 - Pages: 4
...Jake Stainbrook MKTG 4781 Dr. Rochford 10/15/14 Janmar Case Brief Problem Identification: After my analysis with the Janmar Coatings Inc. the problem identified in this instance is the number of sales dollars earned as compared to the number of retailers is not at a satisfied proportion. As shown in (Appendix A) there are 200 retailers that Janmar will distribute too. Of those 200 retailers, 80 of them are located within the Dallas-Fort Worth location, and the remaining 120 retailers are in the surrounding areas outside of the Dallas-Fort Worth segment. Janmar earns a total income of around $12 million dollars a year. As mentioned 50% of this income account for each segment respectively. The 80 retailers in the DFW area earn just as much as the 120 would in the surrounding Non-DFW regions. This should be a concern for Janmar, as they should look to indulge more time into the surrounding areas of DFW, and build up their products overall awareness and status within the market. Not only that, but Janmar’s promotions within these two-segmented areas, could be a big reason why they are more successful in the DFW location. Increase the overall promotional aspect within Janmar. Alternative Identification: * Pull Strategy – Maintain and improve on their promotional pull strategy with retail outlets, by monitoring inventory, order taking, and assisting in in-store displays. * Push Strategy – Increase more awareness with the push strategy, as they call on retailers, not directly...
Words: 865 - Pages: 4
...Janmar Coatings, Inc. | Subject: | Janmar Coatings, Inc. Suggestions | Comments: | The problem facing Janmar Coatings, Inc. is deciding where and how to execute corporate marketing efforts in the southwestern United States. Janmar Coatings is currently marketing to 50 counties, their main focus area so far has been the 11 counties in the Dallas-Fort Worth area. The main issue Ronald Burns, the president of Janmar Coatings, is having is trying to come up with a solution to market his company in the most cost effective way during 2005. After 2 long meetings with his executive team he still has no clear direction. He has gathered an approach from each of his team members, including: VP of Advertising, VP of Sales, VP of Operations, and VP of Finance, and now has four solutions to consider. The VP of Advertising has proposed to increase corporate advertising with an large emphasis on television. The VP of Sales proposed hiring a new field representative to help generate new accounts. The VP of Operations has proposed a 20% price cut on all Janmar product sales. The VP of Finance proposed that nothing be done; that the company continue with their current efforts and keep a 35% contribution margin. After looking at the company’s overall goals and finances, I would agree with the VP of Sales. Based on his suggestion, I believe it would be a smart time to hire a new sales representative for Janmar. The cost attributed to company for hiring a new sales representative would be $60...
Words: 1338 - Pages: 6
...--------------------------------------------------------------------------------------------------------------------------Background Information on Caribbean Airlines (CAL) Caribbean Airlines (CAL) began operations on January 1, 2007, becoming the National carrier of Trinidad and Tobago and replacing its predecessor, British West Indies Airways (BWIA). In 2006, after failed negotiations between the unions and management of British West Indies Airways, Peter Davies the then CEO made recommendations to the government that BWIA be shut down. The announcement was made on the 8th of September, 2006 that BWIA would be shut down in preparation for the incorporation of Caribbean Airlines. (Karp, 2006) In preparation for the operation of Caribbean Airlines, BWIA cut routes such as Manchester and Heathrow in the Unites Kingdom, New York City and Toronto. It also reduced its fleet to six Boeing 737-800 aircraft and reduced its staff to eight hundred. Caribbean Airlines was initially funded with capital gained from the closing and settling of BWIA’s operations. Its first routes were the remaining flights of BWIA. The majority of staff remaining from BWIA was also employed to CAL. (Caribbean Airlines, 2012) Caribbean Airlines flies from the Caribbean to the United States, Canada, South America and Europe; with its headquarters being in Piarco, Trinidad and Tobago. It remains one of the few airlines to offer complimentary refreshments and two unchecked bags. Major competitors at the...
Words: 858 - Pages: 4
...Contemporary Sustainability Strategies: How corporate responsibility can lead to financial profit and competitive advantages Executive Summary Sustainable, socially responsible corporate programs and tactics are becoming more widespread in professional practice due to increased regulations, scrutiny from Non Government Organizations (NGOs), and a more vigilant and informed customer base. As a result, many firms often have hesitantly embraced sustainable initiatives, largely due in part to an effort to receive positive public recognition and to avoid still penalties. Background of issues Organizational development strategies are changing during current business climates. Business has become more complex, more demanding, and operating speeds have increased, therefore business decisions must be more accurate, timely, and provide competitive advantages. Also businesses have been charged with the challenge of making decisions that are socially and environmentally friendly, which further complicates resources constraints. Key theories The key theory approached on the article is sustainability, the entire set of principles, concepts, and strategies that ultimately aim to produce a competitive advantage for the firm, while producing environmentally and socially responsible results for the greater community, and all of the firm’s stakeholders. Details Some researchers have indicated that business professionals should abandon the pursuit of financial profits as the sole...
Words: 476 - Pages: 2
...Janmar WS #6A: Financial Implications of a 20% “Price Cut” Current Income Statement Income Statement after Price Cut Revenue** 100 80 Variable costs 65 65 Contribution 35 (35%) 15 (18.75%) ** All numbers indexed to 100 for revenue before the price cut. Required volume increase to B/E = X/(CM-X) x 100 In J.C. case, required volume increase = -18.93% 20/(18.75-20) = -18.66% ∴ Required price elasticity = It is the elasticity of the quantity demanded of a good or service to a change in its price Q1: How likely is this volume increase? Discuss! If the company had a price cut by 20%, they should increase their sales volume before it happens. After the price cut the company will be faced with a situation of -18.66% volume increase, meaning that they will need to increase their sales volume to became to the initial position. Q2: If business conditions force a 20% price cut on J.C. what overall business adjustments would you anticipate for J.C.? Discuss! They should be prepared to decrease their revenue by 20%, meaning that they will need to find alternative solutions to keep the company profitable. One business adjustment that J.C. could develop is based on cost reduction. Finding ways to decrease the price of production will be fundamental to eliminate this 20% gap on their final balance sheet. For example...
Words: 335 - Pages: 2
