Discuss Marketing Research of Testor Corporation within the Marketing Research ( MR ) forums, part of the PUBLISH / UPLOAD PROJECT OR DOWNLOAD REFERENCE PROJECT category; Axel Karlson had been producing a product known as "Karlsons Klister", which was originally intended for use in the repair ...
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Marketing Research of Testor Corporation
Marketing Research of Testor Corporation - April 8th, 2011
Axel Karlson had been producing a product known as "Karlsons Klister", which was originally intended for use in the repair of women's stockings, but had quickly found use in other applications as well. In February 1929, Karlson convinced Nils F. Testor, then the manager of an F.W. Woolworth store in Rockford's Swedish district, to serve as office manager of his new enterprise. It was a relatively risky move for Testor, who began his career as a stockroom boy in Woolworth's Chicago store on State Street. Karlson's Klister ultimately proved unsuccessful and Karlson returned home to Sweden. Testor borrowed enough money to purchase the firm's assets and found The Testor Chemical Company.
By the time Testor came along, cobblers had become the product's primary market. Coming to the conclusion that the only way to save his new acquisition was to sell the product to additional markets, Testor renamed the adhesive "Crystal Clear Household Cement" and began marketing it to households as a general-purpose repair product while continuing to sell a large quantity to shoemakers.
Testor's actions proved to be successful, and by 1936 the company was able to expand its product line. Staying true to its status as a chemical corporation, hobbyist model cement and butyrate dope was introduced to the public. Four years later, Testor Corporation became a founding member of The Hobby Industry of America, an association of hobby parts suppliers and manufacturers.
Marketing research is considered as one of the most important process in the entire operation of the business, because the data and information gathered from the said process can be used as an initial input in the process of deciding on the different medias and effort to be exerted in the marketing activities. In the case of Peninsula Hotels group, because of the fact that the company is a huge one with different hotels, restaurants and other businesses in other parts of the earth, the company is using external organizations in order to manage the marketing research as well as media buying and planning. Thus, it helps the company to have updated and precise information, which comes from reliable resources.
D. Strategic Orientation
In terms of strategies orientation, the company is connected to an external marketing expert, which enables the company to gather updated and reliable information are the right time, thus, the said information can be used in the process of decision making, which considered it as effective marketing strategy.
E. Operational Efficiency
All of the marketing efforts and strategies of the company are all handled by one department and controlled by the General Manager for marketing. As a result, it enables the company to focus on local and international marketing strategy based on the international or global standards of the groups. The said, centralized control enables the entire management to manage its marketing resources, at the same time, focus on the development and innovation.
V. Strategic Marketing Planning and Marketing Strategy
A. The Boston Consulting Group Approach (BCG Matrix)
There are 9 important business units for the Peninsula Hotels, which are grouped according to the city or country that the specific hotel is located: Hong Kong, Chicago, New York, Beverly Hills, Tokyo, Bangkok, Beijing, Manila and Shanghai.
Indonesia's coal deposits consist of lignite, bituminous coal, sub-bituminous coal and anthracite coal. It is estimated that lignite coal accounted for 58.63 percent, sub-bituminous coal 26.63 percent, bituminous coal 14.38 percent with the balance anthracite.
Coal mining production has increased steadily from 73.7 million metric tons in 1999 to 103.3 million metric tons in 2002. In 2001 production output jumped to 92.5 million metric tons from 77 million metric tons the previous year. This is an increase of 20 percent.
Indonesia's 2001 coal exports rose 11.6 percent. Domestic demand also rose 31 percent for the same period, with the State Electricity Utility (PLN) as Indonesia's largest consumer of coal.
In 2002 the mining industry in Indonesia faced uncertainty over legal and tax issues. However, industry turnover still increased strongly by 28 percent due to rising coal exports and strong domestic demand. Only state owned company PT. Bukit Asam showed a decline of production by 7.1 percent from 10.2 million metric tons the previous year to 9.4 metric tons in 2002.
Coal production reached 103 million metric tons in 2002, an increase of 11.2 percent from the previous year. All major players, with the exception of PT. Bukit Asam, increased production in that year. PT. Bukit Asam's decrease in production was due to its rail transportation problem from its mines in South Sumatra.
In 2002, coal exports reached 72.5 million metric tons, increasing by 8.9 percent from 66.5 million metric tons in the previous year. Approximately half of the increase resulted from a long-term contract agreement with the Philippine National Power Corporation and the Philippine National Oil Corporation for the supply of an additional 3 million metric tons of coal per year.
Although PT. Adaro Indonesia (Adaro) is Indonesia's largest coal producer with 20.8 million metric tons, PT. Kaltim Prima Coal (KPC) is the largest exporter. KPC ships 16.6 million metric tons making up 22.9 percent of total exports, compared to Adaro's 12.7 million metric tons making up 17.5 percent. Other exporters are: PT. Arutmin (13.5 percent), and PT. Kideco Jaya Agung (9.2 percent).
In 2003, total coal production reached 114.6 million mt, an increase of nearly 11 percent from the previous year. Major producers were PT. Bukit Asam (8.7 percent), PT. Adaro Indonesia (19.6 percent), PT. Kaltim Prima Coal (14.1 percent), PT. Kideco (12.3 percent), PT. Arutmin (11.9 percent), PT. Berau Coal (6.4 percent), PT. Indominco Mandiri (5.5 percent). Other players include local cooperative mining firms, which obtained concessions at regional government levels. These firms produce around 8.2 million mt or 7.2 percent of total production.
China's decrease in coal exports together with Japan's rising demand for coal and rising international coal prices have caused Indonesia's coal production to increase. In 2003 the price of coal rose nearly 60 percent from US$ 22.75 per mt to US$ 36.00 per mt. As a result, Indonesia's coal industry turnover increased 4.7 percent compared to the previous year.
Indonesia's coal exports rose by 12.5 percent or 13 million mt to 85.7 million mt in 2003. This increase is relatively small compared to China's export reduction by approximately 100 million mt in the same year. During 2003, PLN state electric company was the single largest consumer of coal, absorbing 35 percent of total domestic demand. Other large consumers are cement factories, absorbing an estimated 15 percent.
In October 2003, Australia's Rio Tinto and BP sold their ownership in PT. Kaltim Prima Coal to a local firm PT. Bumi Resources for US$ 500 million. While some foreign investors leave the industry, others are eager to enter. A local firm, PT Indika Inti Corpindo, with backing by power giant China Huadian Group, seeks to acquire major stakes in East Kalimantan companies Berau Coal and Kideco Jaya Agung. Indika may buy 60 percent of Berau Coal from United Tractors for US$ 45 million and a 36 percent stake of Kideco for an undisclosed amount. The two companies account for 19 percent of Indonesia's coal production. In Central Kalimantan, China Xinshidai Holding Ltd will reportedly manage a local coalmine in Lahei.
Meanwhile, China's state-owned mining company China Mining Corporation has been in
Last edited by netrashetty; April 8th, 2011 at 04:45 PM..
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