Jones Blair Case Analysis 
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1.Key problems and strategic issues that JB’s management
needs to address
2.Analysis of the US paint industry and Jones Blair
3.Recommandations and arguments

Where and how to deploy marketing efforts among the various architectural paint coatings markets served by Jones Blair Co. in the southwestern united states.

The US paint industry:
Architectural coatings: 43%
          - general purpose paints
          - varnishes
          - lacquers
OEM coatings: 35%
      - applied to original equipement during
Special purpose coatings: 22%
          - special applications
          - environmental conditions
Outlook for Architectural Paint Coatings and Sundries:
-Mature market with Long-term sales growth
-Competition in the market is hard
-Several small companies have competed succesfully
against paint manufacturers
Architectural coatings:
Analysis by distribution, customers
Distribution: mass merchandisers 50%
specialty paint stores 36%
lumberyard and hardware 14%
1000 outlets in the market
Do-it-yourself consumers 50%
Professional painters 25%
Painting contractors 25%
Jones Blair Company:
-Regional paint manufacturer
-Annual dollar sales had increased 4% over the past
-JBC market share: 15% total dollar sales
-In 1997, Sales volume $ 12 million Margin 9.5%
Service Areas
-Markets : 50 countries divided by geography
to two segments:
DFW: 11 counties / Market share 12.5%
      Non DFW : 39 counties / Market share 18.75%
-High competition
     -Architectural paint under JB brand name
     -Paint sundries
     -OEM sells throughout the US and worldwide
-Readily available technology and difference in
paint formulations
200 independent paint stores :
          - Paint stores
          - Lumberyards
          - Hardware outlets
80 stores (40%) in DFW, 120 stores (60%) in Non-DFW
Price - highest prices
-8 sales reps : Monitoring inventories       Assisting in store display
     -advertising and sales promotion efforts :
3% of net sales
SWOT Analysis
Internal Factors Strengths      Weaknesses
Management      Experienced       
Offering      High- quality -High- price
-Limited options
Marketing      Distribution:
Having 200
outlets in
service areas/
20% of the
market 25% awareness of
/47% mass
merchandiser brand

Personnel Good workforce      
Finance      Maintaining the
margins      Limited resources may
restrict growth
opportunities when
compared to competitors
R&D      Continuing efforts
to ensure quality      
Recommandations and arguments:
Where : DFW & Non-DFW
          - major Target Marketing: Professional
          - try to gain Do-it-yourself consumers :
introduce to mass merchandisers

How     - Recruiting two reps
     - Advertising allocated to cooperative advertising
programs with retail accounts in mass
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