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Re: Marketing Research of Anadarko Petroleum Corporation
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Re: Marketing Research of Anadarko Petroleum Corporation - August 17th, 2016

Originally Posted by netrashetty View Post
Anadarko Petroleum Corporation (NYSE: APC) is one of the world’s largest independent oil and gas exploration and production companies, with approximately 2.3 billion barrels of oil equivalent (BOE) of proved reserves and production of 206 million BOE as of December 31, 2008. Anadarko employs a worldwide workforce of about 4,000.[3] The company is headquartered in The Woodlands, SPD Montgomery County, Texas.[According to the US Department of Commerce, US retail ecommerce sales reached $165.4 billion last year, for 14.8% growth over 2009.

This represented a strong comeback for online retail after the recession, and healthy growth will continue this year.
eMarketer expects online shopping dollars, excluding travel, digital downloads and event tickets, to exceed $188 billion in 2011. Double-digit sales growth will taper off through 2015 as ecommerce continues to mature.

“Two major trends that will fuel online buying growth are mobile commerce and daily deal sites like Groupon,” said Jeffrey Grau, eMarketer principal analyst and author of a forthcoming report on US retail ecommerce. “Both opportunities are expected to have strong sales growth over the next five years.”

eMarketer’s US retail ecommerce forecast model measures the market from both the retailer and consumer sides. The online sales forecast is based on an analysis of the latest historical retail ecommerce estimates from the Department of Commerce, as well as macroeconomic trends and research from firms that track ecommerce sales.

As ecommerce sales rise, so will the number of Americans contributing to that total. eMarketer estimates 87.5% of US internet users ages 14 and older, or 178.5 million people, will browse or research products online this year.

Of that group, 83% will make a purchase online, for a total of 148.1 million online buyers in 2011. By 2015, 170.3 million people, or 76.3% of the online population, will make a purchase on the web.

“Most of the growth in ecommerce is coming from incumbent online buyers shifting more of their spending from stores to the internet rather than from the spending power of new online buyers,” said Grau.

eMarketer’s online shopper and buyer forecasts are based on a meta-analysis of estimates from leading research organizations and overall ecommerce trends.

the implementation of TQM that waste time and money include: "measuring the wrong indicators; focusing on behavior instead of accomplishments; emphasizing courtesy instead of competence; disguising cost control as TQM; focusing on internal instead of external improvements; failing to identify key process variables; and ineffective benchmarking." Furthermore, the authors stressed that TQM is not a program and should not be a separate entity from the rest of the organization which adds bureaucracy. Brown et al (1994) highlighted five suggestions for insuring that TQM is not perceived as a program: "Don't give it a name or slogan; eliminate the banners, slogans, buttons; do one of two things either don't appoint a chief quality officer or make it clear this is a temporary position phased out after a few years; don't build a separate TQM department or organization that is responsible for the implementation of TQM; and don't have separate committees to deal with quality related issues”.

IPCL, in terms of quality, has already established its reputation by being Asia’s first corporate to pierce the sovereign ceiling in any form of external borrowing. Their EURO Convertible offer of US $175 million surpassed more than just the sovereign ceiling. It leveraged their corporate equity in the international context. It enabled them to tap a wide range of foreign investors.

“an enterprise approach to understanding and influencing customer behavior through meaningful communications in order to improve customer acquisition, customer retention, customer loyalty and customer profitability” (Mehta, 2003). Furthermore, it is “a set of processes and technologies for managing the relationships with potential and current customers and business partners across marketing, sales and service regardless of the communication channel” (Mehta, 2003).

Greco and Raggins (2003) stressed that intimate customer relationships offer the marketer several advantages. First, the relationship can create a committed customer. More than simply a repeat purchaser, the committed customer has an emotional attachment to the seller. These emotions can include trust, liking and believing in the firm's ability to respond effectively and promptly to a customer problem. Committed customers can be viewed as company assets who are likely to be a source of favorable word-of-mouth referrals and are more resistant to competitors' offers. Second, CRM relationships provide a point of leverage to realize economies of scope. Committed customers are often more receptive to line extensions. Leveraging the customer base can facilitate cross-selling complementary products as well as "selling up" to higher quality substitutes (Greco and Raggins, 2003). Third, in recent years, CRM's potential to contain and reduce costs has been explored. CRM, in concert with other processes, can help reduce churn or turnover in a company's customer base. Better customer management can result in lower sales and service costs, higher buyer retention and, thus, lower customer replacement expenditures (Greco and Raggins, 2003).

According to Bielski (2001), the six indicators that CRM is working within an organisation is when: the organization is aligned around life cycle marketing; the offers are relevant and timely; the company has moved beyond historical data; the company can measure the relationship accurately; customer dismay is turned into customer delight; and the front-line personnel have the same understanding of objectives as your senior executives do.

Food containing olive oil can carry labels saying it may reduce the risk of coronary heart disease.

This claim, approved in 2004 by the US Food and Drug Administration (FDA), had a positive sales impact among American consumers and significantly improved their health perception of this type of oil.

Euromonitor International suggests that a combination of new strategies could pave the way for even further growth
Heart-friendly Mediterranean diet

Recent research has highlighted the purported heart benefits stemming from the so-called Mediterranean diet, which is traditionally high in unsaturated fats from vegetable oil, nuts and such fish as salmon and tuna.

The mortality rate dropped by more than 50% among elderly Europeans who stuck to such traditional diets and led healthy lifestyles, according to research published in the Journal of the American Medical Association in September.

In addition, there is a large body of clinical data showing that consumption of olive oil can provide heart-health benefits such as a favourable influence on cholesterol regulation and LDL cholesterol oxidation, and that it exerts anti-inflammatory, antithrombotic, antihypertensive as well as vasodilatory effects both in animals and humans.

As the least processed forms of olive oil, extra virgin or virgin olive oil have more monounsaturated fatty acids than other olive oil types. They also contain more polyphenols, which may have additional benefits for the heart.
Health trend drives olive oil sales in the US

Olive oil was the best performing oils and fats category in the US in 2010, achieving retail value growth of more than 2%. Retail volume sales also grew by 2% on 2009. Olive oil performed well because it meets consumer demand for both health and taste.

Many Americans believe olive oil to be the healthiest oil due to the FDA's November 2004 decision to allow olive oil to carry a qualified health claim, linking its monounsaturated fat content to a reduced risk of coronary heart disease.

US consumers are also moderately worried about trans fats and hydrogenated fats. As such, their desire for 'healthier' fats has driven growth of olive oil and functional spreadable oils and fats at the expense of margarine and regular spreadable oils and fats.

Mandatory trans fat labelling became effective in January 2006. This prompted many manufacturers to reformulate their products to remove trans fats from their margarine, spreadable oils and fats and cooking fats, so they could list a zero trans fat content on their packaging nutrition labels.

Despite the removal of trans fats from many products, margarine, regular spreadable oils and fats and cooking fats still suffer from a negative image – they are seen as “unnatural” and also not as tasty as butter. Demand for these products has continued to decline following the removal of trans fats.

Cholesterol reduction to justify higher prices
In the US, premium-positioned oils and fats typically feature health benefits such as cholesterol reduction in order to justify their higher than average price points. This is significant as many products in the category are considered to be commodities rather than added-value foodstuffs.

For example, while most butter sold in the US is standard, premium varieties exist in the form of organic and imported products.

Crucially, olive oil uses various upscale indicators and signifiers such as “cold-pressed” and “extra virgin” to justify higher prices, as well as an emphasis on terroir (growing region). Although some of the premium brands do offer higher quality, many are not sufficiently differentiated to justify consumers paying more for them.

Moreover, some American consumers do not understand the added-value concepts behind terms such as “cold-pressed” or “extra virgin” and therefore are not willing to pay more for products with these attributes or claims.

Future direction
Nevertheless, olive oil is still expected to be the best performer within the American oils and fats market over the 2010-2015 period, with retail value sales expected to rise by 13% and retail volume sales by 9%.

Consumer perception of olive oil as the “healthiest” oil is expected to continue, thereby boosting demand and helping olive oil to take share from other varieties, particularly vegetable and seed oil.

This growth could, however, be pushed even further by combining different strategies aiming to increase the added-value attributes – and consumer perception - of current olive oil lines. One example could be the inclusion of ethical properties, a trend already present in other food categories such as chocolate confectionery and milk.

This could be done through the development of bottles featuring a carbon logo showing the commitment of the manufacturer to reducing energy and water use over a period of time. The addition of ethical properties could be particularly effective in organic olive oil, a product variety targeting the higher end of the consumer market.

Another potential strategy to increase demand for already established olive oil lines is the further segmentation of brands through labelling to highlight the provenance of the olives used. Linking one particular olive type to one region would encourage consumers to pay a premium as a way of supporting sustainable farming in close communities.
Hey netra, it is really nice to see that people like you are sharing such an important information and helping others. Well, i am also going to share some useful information on Anadarko Petroleum Corporation which would be useful for many people and help them in their research or project.
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