Marketing Assessment UB08027835

University of Bradford School of Management Marketing Course Work
Marketing Plan for Petroleum Storage and Distribution Company - ABC Limited
March 2009
Name UB No. Program
Asuni Oladimeji 08027835 DLMBA January 2009
The name of the company assessed in this coursework has been withheld for confidential reasons
Marketing Course Work Marketing Plan for Petroleum Storage and Distribution Company - ABC Limited March 2009
Contents
1 2 3 4
4.1 4.2
Terms of Reference Executive Summary Business Mission External Marketing Audit

Macro Environment Micro Environment
1 2 3 4
4 7
5
5.1 5.2
Internal Marketing Audit

Strategic Issues Analysis Marketing Structures and Systems
11
11 14
6 7
7.1 7.2
SWOT Analysis Marketing Objectives

Strategic Thrust Strategic Objectives
15 16
16 16
8
8.1 8.2 8.3
Core Strategy
Target Markets Competitor Targets Competitor Advantage
17
17 17 17
9
9.1 9.2 9.3 9.4
Marketing Mix Decisions

Product Promotion Price Place
18
18 18 18 19
10 11
11.1 11.2
Budget Organization and Implementation

Marketing Organisation Implementation of the marketing strategy
20 22
22 23
12
12.1 12.2
Control
Customer Satisfaction Measurement Sales and Market Share Analysis
24
24 24
Marketing Assessment 270309.doc - 27/03/2009
13 14
14.1 14.2 14.3
References Reflexive Account

Marketing Plan Development Myself as a Marketer Lessons Learnt
25 26
26 26 26
Marketing Assessment 270309.doc - 27/03/2009
ii
Terms of Reference
This market plan is based on ABC Limited, a start-up petroleum product sourcing, storage and distribution company in Nigeria. The company has a 50,000MT Capacity depot located in a southern state in Nigeria. Following the complete neglect of the local petroleum refineries during the past administrations in the country, the output of the four refineries in the country have declined to an almost non-productive state. This limited refining capacity has necessitated the heavy reliance on fuel importation to meet the local consumption needs. Prior to 2004, the Nigerian Government was solely responsible for fuel importation and administration in the country through its agency, NNPC1. Only recently, the government deregulated the market thus stimulating the entrance of private players within the importation market segment. The figure below is a representation of the downstream petroleum industry value chain in Nigeria.
REGULATION
Sourcing
Distribution
Marketing
Refinery Pipelines Imports Bulk Storage Tanks/ Distribution Depots Tankers (3rd Parties)
End users
Retail Outlets Industrial HNI Consumers
Source: industry research
Nigerian National Petroleum Company
Marketing Assessment 270309.doc
Executive Summary
Key Audit Findings Poor distribution of infrastructure has limited distribution of petroleum products into the Nigerian hinterlands Concentration of market players in the south-west region has led to port congestion and product shortages Poor state of power supply by Nigerian Government guarantees continued demand for alternative power sources which require fuels Favourable government polices to promote private sector participation in industry Risky market due to susceptibility to global petroleum price fluctuations and foreign currency exchange rates Potential opportunity for ABC to leverage favourable policy and market opportunity Strategic location of ABCs operations will be attractive to consumers that need to save transportation cost
Key Recommendations Strategic thrust should be focused on market penetration aimed at acquiring and growing market share through under-served regions Introduction of product differentiation Increased focus on promotion to build awareness Redesign of marketing structure to promote functionalism and align with objective
Business Mission
Through hard work, innovation, competency and mobilization of human and material resources shall provide Total Quality Service delivery - ABCs business mission This business mission emphasizes the delivery of Quality Service. This is an important focus for a company operating in a sector that has been plagued by poor service and a lack of differentiation in products. With a mission to deliver total quality service, ABC seeks to distinguish itself from the competition.
4
4.1
4.1.1
External Marketing Audit

Macro Environment
Political
Changing Government Policies on Deregulation of Petroleum Product Pricing. Prior to October 2003, locally refined and imported fuel products were sold at prices determined by the government and were substantially below production costs. The inability to raise prices to full cost-recovery levels was a major constraint to competition, profitability and therefore no attraction of private-sector investment into the local petroleum refining sector to boost production capacity. In February 2009, the Nigerian Government took bold steps to open the market to competition by announcing that it was fully deregulating the downstream sector of the petroleum industry. Private Sector Participation Policy: Since the democratisation in 1998, the focus of the Nigerian Government has been to increase private sector ownership and participation in the administration of previously Government run establishments including petroleum product refineries.
4.1.2
Economic
Declining Oil Prices Globally: The continuous slump in global oil prices is having a negative impact on Nigerias economy as the economy thrives on oil exports. Petroleum production still accounts for around 25% of GDP. Exchange Rate Fluctuation: After two years of sustained stability, the value of the Nigerian naira depreciated by almost 20% between late November and the end of the year. Much of the fall reflected declining confidence, primarily relating to the impact of rapidly declining oil prices on Nigeria. The depreciation in Naira is going to affect the cost of importation. ABCs business is totally dependent on imported refined products. Declining GDP Growth: With the oil sector operating below potential, owing to militant action, OPEC quota cuts, currency controls by the Central Bank of Nigeria and other non-oil sector suffering from the global financial crisis, Nigerias real GDP growth is expected to fall to 2.7% in 2009 and 4.8% in 2010.
Real GDP Growth (%)

8 7 Growth Rate (%) 6 5 4 3 2 1 0 2008 2009 2010 Year 2011 2012 2013
Figure 1: Nigeria's GDP Growth Forecast (Source Economist Intelligence Unit, March 2009)
Stagnation in Personal Disposable Income: Personal disposable income is expected to decline between 2009 and 2010.
Personal Disposable Income
60
55 (US$ bn)
50
45
40 2007b 2008b 2009c 2010c 2011c 2012c 2013c
Year
Figure 2: Personal Disposable Income Forecast (Source: a Actual. b Economist Intelligence Unit estimates. c Economist Intelligence Unit forecasts)
4.1.3
Socio-Cultural
Population Growth: With an estimated population of about 150 million in (over 20% of Sub-Saharan Africa) Nigeria remains an important market because of the sheer size of its population.
Nigeria's Population Forecast

165 Population (millions) 160 155 150 145 140 135 2007 2008 2009 Year 2010 2011 2012
Figure 3: Nigeria's Population Forecast (Source: Economist Intelligence Unit, March 2009)
Social Unrest: Violent militant action in the Southern states is causing the Nigerian oil sector to continue to operate below potential.
4.1.4
Technology
Fuel Refining and Distribution infrastructure: Paucity of refining and distribution infrastructure has impacted significantly on seamless supply of petroleum products nationwide. Power: Poor state of power is causing both industries and households to increase investment in alternative power sources. Transportation: Transportation system in Nigeria is predominantly by road. EIU forecasts show a marginal increase in the number of passenger cars from 7 to 8 per 1,000-population between 2007 and 2012 respectively. Other forms of transportation in the country are relatively underutilised due to poor development Communications: Proliferation of voice and data communications infrastructure.
4.1.5
Ecological/Environment
Increasing global concerns on the impact of carbon fuels combustion on the environment: Although engine manufacturers are beginning to build more fuel efficient engines for their products (cars, aircraft, generators etc.), the penetration of such eco-friendly products within the Nigerian market is still quite subtle.
4.2
Micro Environment
An analysis of the micro-environment using Porters 5 Forces model (Porter, 1998) is as follows:
4.2.1
Rivalry amongst Current Competitors in the Industry - Strong

7 major marketers (including NNPC) controlling about 72%2 of the market share. Their target customers are the end users whom they reach through their established and extensive network of retail outlets across the country (between 200 and 500 per company). Although there are about 7000 independent marketers controlling the remainder 28%2 of the market, the focus of this report is on the less-than-12 of these marketers that actually have owned storage facility and up to 20 retail outlets. Major customers for these are industries as well as smaller retailers that do not have enough capacity to import their own products. Degree of product/ price variation before now was very marginal and limited due to price regulation policy. Recent deregulation policy should present new competitive scenarios within the industry Distribution of storage capacity amongst the industry players is as follows. The storage facilities of most of these companies are mainly located along shared jetty facilities in the South-west region of Nigeria.
NNPC Annual statistical bulletin 2007
Market share of Major and Independent Marketers

African Petroleum, 10% Independents, 27% Conoil, 8%
Mobil, 6%
NNPC, 4%
Oando, 20% Total, 16%
Texaco, 9%
Figure 4 Analysis of market share of major and independent marketers (Source NNPC Annual Statistical Bulletin, 2007)
Current Capacity (MT)
Number of Players
Majors <= 30,000 30,001 50,000 50,001 70,000 >70,000 Total

Figure 5: Industry Research
Independents 2 2 4 1 9
Total 4 4 4 3 15
2 2 0 2 6
Gusau`` Kano Biu Zaria

r r ige R.N
Maidugu ri
Minna Izom
Kadu na Sarkinpowa Abuja Abaji
Jos
Gombe
Illorin Lokoja Ibadan Auchi Ondo Ore Benin City
e enu R.B
Yola
Makurdi
Mosimi
Lagos
Atlas Cove Escravo s Bight of Benin
Egbisi Abudu Aba Warr i` Port Harcourt Gulf of Guinea

KEY
Calaba r
Ca m
er o
un
Enugu
ABCs Farm Tank Location
Pump Station Product Line Crude Line Pump House Marine Station
Refinery and Depot NNPC Distribution Depot Marketer Owned Storage Booster
Figure 6: Spread of Storage and Distribution Infrastructure
4.2.2
Threat of New Entrants Weak

Huge capital investment for setting up and running large storage facility (up to $100,000,000 for 50,000MT Capacity). Product importation for cost is up to $17,000,000 per 30,000MT shipment. The majors have established brand names having been in the market much longer than the independents as well as through their affiliations with multi-national oil companies (E.g. Total, Mobil, Chevron) Narrow profit margins means that players have to be capable of turning over high product volumes
4.2.3
Bargaining Power of Customers - Strong

Petroleum products are of standardised quality, therefore there is a perceived lack of differentiation by the customers. Other than the end-consumers that purchase from petroleum retail outlets, the low level of industrialisation means that there fewer industries requiring fuel to power their operations.
Consumers have a significant influence on the market. Labour and trade unions have often reacted to unfavourable changes in petroleum prices.
4.2.4
Bargaining Power of Suppliers Medium

Petroleum is an essential commodity item which is in high demand globally and locally. Prices are very sensitive to global fuel price fluctuations There are a number of suppliers of refined products within the industry. However, the options for sourcing quality petroleum products appear to be somewhat limited.
4.2.5
Threat of Substitutes - Weak

Alternative source of energy for powering vehicles is currently unavailable thereby guaranteeing demand over the medium to short term. Industries however have the option of setting up gas powered stations as an alternative. This will require a huge amount of capital and might to be in the immediate term.
10
5
5.1
5.1.1
Internal Marketing Audit

Strategic Issues Analysis
Marketing objectives
ABCs marketing objective is To be a foremost petroleum product marketing and distribution company and to progressively diversify to oil production in the marginal fields.
5.1.2
Market Segments
ABCs business is focused on organisational marketing; hence, macro-segmentation of its markets is based on: Geographic Location: Nigeria has been dimensioned according to its 7 geopolitical regions3 and this forms a basis for comparing patterns such as: - Petroleum distribution - Level of industrialisation - Population distribution
Petroleum Product Distribution by Region
South East 4% South South 22%
North West 5%
North Central 9% North East 4% Abuja 5%
South West 51%

Figure 7: Product distribution by region NNPC Statistical Report 2007
North-West (NW), North-East (NE), North-Central (NC), Abuja (Federal Capital),South-South (SS), South-West (SW), South-East (SE)
11
Geographical Distribution of Industries by Region

North Central 9% Abuja 2%
North East 4%
South West 36%
North West 21%
South South 13%
South East 15%
Figure 8: Geographical distribution of industries (Nigerian Bureau of Statistics, 2006)
1 Population Distribution by Region
South-South 14%
South-West 14%
North-Central 21%
South-East 12%
North-East 15% Abuja 1% North-West 23%
Figure 9: Geographical distribution of population by region (Source National Population Commission, 2006 Census)
S/N A i
Industry:
Industry segment Petroleum Requirements Micro-segmentation
Importers
Storage
Choice criteria: price and service Complex decision making unit Long decision process Choice criteria: price and service Complex decision making unit Long decision
ii
Major distributors
Storage space Strategic distribution points for quick access to their retail outlets
12
S/N iii
Industry segment
Requirements
Micro-segmentation process
Independent retailers
Product sourcing alternatives
Choice criteria: price and service Simple decision making unit Short decision process Choice criteria: price and service Complex decision making unit Long decision process
B C
Manufacturing Corporate consumers (Banks, Hotels, institutions, hospitals etc.)

Bulk fuel purchases to power their operations
Distribution of Petroleum Retail Outlets in Nigeria

7,000 No. of Retail Outlets 6,000 5,000 4,000 3,000 2,000 1,000 0 Independents South West Majors Remainder Regions
Figure 10: Distribution of Petroleum Retail Outlets in Nigeria (Source - PPPRA4 Nationwide Retail Outlet Census November 2006)
5.1.3
ABCs Competitive Advantages

Location Proximity to the underserved markets Easy access to water-ways, less congested jetty
Large Storage Capacity 50,000 MT (ranked amongst the top 11 in the country)
Petroleum Products Pricing Regulatory Agency
13
Technology ultra-modern facility and equipment for operational efficiency Purchasing Power ABC can embark on bulk importation in order to achieve economies of scale and cheaper products
5.2
Marketing Structures and Systems
Sales & Marketing
Marketing Strategy Definition
Customer satisfaction monitoring Customer relationship management
Sales
Business Development
Business/ Strategic Planning Business Performance Review and Reporting Industry/ Market Analysis Business Intelligence
Product Sales
Marketing strategies implementation Sales contract negotiations Customer relationship management
Order Fulfillment
Order Confirmation and Scheduling
Demand Forecasting and Planning Product Pricing Customer Segmentation
Sales Representatives
Customer Billing & Collections
Customer marketing Customer acquisition and management Sales order processing Sales reporting Resolution of customer inquiries Customer relationship management
Customer billing Resolution of customer billing inquiries
Figure 11: ABC's marketing structure
The availability of Sales Representatives as the organisations main selling force is quite an effective strategy based on its business-to-business marketing model. In line with the organisations vision of providing total quality in its service, customer relationship management is entrenched across all market facing positions. Marketing needs to work with operations to ensure that customer orders are promptly scheduled hence, the position of Order Fulfilment personnel. A business development position also exists to ensure that marketing is up to date on ABCs operating environment.
14
SWOT Analysis
A SWOT analysis of ABC is presented below: Strengths Comparatively large storage capacity Strategic location provides proximity to under-served markets in the Southsouth, South-East and Northern markets Owned jetty facility reduces operational inefficiencies from port congestion delays Strategic alliance with foreign refineries for guaranteed supply of product Ultramodern facility for increased operational efficiency Purchasing power will drive economies of scale Threats Declining growth in economy may affect product consumption patterns Fluctuation in the international prices of petroleum Social unrest in southern region of Nigeria due to militancy Increasing risk due to foreign currency fluctuation High cost of operations Increasing cost of operations which may be attributable to factors including community and labour union demands Increasing environmental concerns on the harmful effect of fuel combustion Deregulation policy would create room for increased market participation and competitive pricing Privatisation policy presents opportunity to play in other market segments including petroleum refining Expansion into under-served market segments within catchments area Weaknesses Relatively new and unknown brand New entrant: lack of market / industry experience Lack of unique product offering due to undifferentiated products
Opportunities
Guaranteed demand for product due to lack of substitute products Large number of independent retailers Increasing need for storage to meet local consumption growth
15
7
7.1
Marketing Objectives
Strategic Thrust
As presented in the previous sections, ABC is mainly aspiring to sell existing products to an existing, albeit underserved, market. Thus, its strategic thrust as depicted in the Ansoff matrix is focused on market penetration.
Market Existing Market penetration or expansion Market development New/ related
Existing
ABC
Product
New / related
Product development
Enter new markets
Figure 12: Ansoff Matrix
7.2
Strategic Objectives
In line with ABCs vision of being a foremost player in the petroleum industry as well as the market potential as shown in the audit, its strategic objectives should be focused on building its sales and market share.
16
8
8.1
Core Strategy
Target Markets
ABCs target market shall be based mainly on geographical segmentation. As mentioned earlier, the strategic location of ABCs operations at the south-south places it at an advantageous position to service the underserved regions thereby diverting the typical south-west bound buying transactions. Geographic Segments: - South-South region due to proximity - South-East and Northern markets which are currently underserved Industry Segments: - Independent Petroleum Retail Outlets: Independent petroleum retail outlets in the selected geographic zones account for 57% of the entire market. - Manufacturing industries and corporate consumers operating fuel powered generators - Petroleum product importers and marketers requiring storage and distribution services
8.2
Competitor Targets
Industries and corporate consumers within the South-west market segments are equally close to ABCs location and may be prime targets for acquisition.
8.3
Competitor Advantage
Target market Petroleum Importers Major distributors Requirement Product Storage and distribution services Competitive Advantage
Storage space Strategic points for quick

access (to their distribution/retail outlets)
Competitive pricing Service quality Operational efficiency Proximity to desired

distribution points
Independent retailers Manufacturing and corporate consumers
Product sourcing
alternatives
Bulk fuel purchases to
Bulk supply of petroleum products
power their operations
Competitive pricing Service quality Operational efficiency Proximity to consumer
17
9
9.1
Marketing Mix Decisions

Product
Considering the market deregulation, ABC Limited should seek to differentiate/ renew its product offering (e.g. through the use of fuel additives such as detergents to keep fuel injectors clear and prolong engine life). This will impact on the product price.
9.2
Promotion
Advertisement: Placement of adverts in various media to promote awareness of the ABC brand, products and service offering. Personal Selling: Being a business-to-business market, personal selling remains a viable mode for promoting ABCs products. This should be preceded by other promotion methods that will spur awareness of the product. Public/ community relations: This will address negative publicity that petroleum businesses have suffered in Nigeria due to their seeming neglect of communities and environment in which they operate. Community relation projects to embark on include educational scholarships, community projects (e.g. water, health, education programs etc.). Internet: Because of the price volatility of its products, ABC should consider internet as a tool for promoting its business while ensuring that customers have access to real time information on product pricing/availability.
9.3
Price
Competitive pricing for products: ABC should seek to ensure a competitive pricing of its products through strategic sourcing to ensure comparatively low unit prices while maintaining reasonable profit margins Credit Allowances: Subject to meeting credit compliance requirements, ABC may provide credit allowances to its customers based on mutually favourable terms. Bulk purchase discounts: ABC should define a graduated discount table applicable to various purchase volume thresholds.
18
9.4
Place
Retail Distributors: ABC could enhance its market share acquisition through beneficial schemes targeted at consolidating the numerous petroleum retail outlets. Such schemes could include group ordering in order to meet discount purchasing volumes. Transportation: Alliance with 3rd party transport services for delivery of customer orders.
19
10
Budget
The table below shows a 5-year Operating Expenses projection for ABC Limited.
Value (000 N) Year 3
289,408 6,119 7,727 905,922 2,160 125,614 15,604 779,931 660,232 44,644 1,500 22,756 280,134 3,141,749 157,087
Operating Expenses
a b c d e f g h i j k l m Staff Costs Board Compensation Communication Depreciation Rent Sales / Marketing Office Supplies Repair & Maintenance Insurance Professional Services Government Levies & Taxes Travel Expenses Bank Charges Total Contingencies (5%)
Year 1
262,050 5,550 6,963 905,922 1,500 104,906 14,154 707,421 605,684 38,461 1,500 20,640 231,515 2,906,266 145,313
Year 2
275,384 5,828 7,334 905,922 1,800 114,782 14,861 742,792 632,238 41,426 1,500 21,672 254,667 3,020,205 151,010
Year 4
304,159 6,425 8,141 905,922 2,592 137,498 16,384 818,928 689,739 48,136 1,500 23,893 308,147 3,271,463 163,573
Year 5
319,675 6,746 8,579 905,922 3,110 150,535 17,204 859,874 721,140 51,930 1,500 25,088 338,962 3,410,265 170,513
Total Expenses
3,051,580
3,171,215
3,298,837
3,435,036
3,580,778
ABCs marketing budget is about 3.5% of the entire operating expense budget. The budget has been distributed across the various marketing mixes as follows:
Marketing Mix Component Product Promotion Price Place Total
5
Percentage 5% 55% 15% 25% 100%
Amount (N 000) 5,243 57,698 15,735 26,226 104,906
N = Naira (Nigerias currency)
20
Allocation of marketing budget across the various marketing mixes is based on their perceived importance and objectives. Being a start-up company, the marketing mix for the first year of operations will be largely focused on promoting the ABC brand in order to increase the awareness within the target market segment.
21
11
11.1
Organization and Implementation

Marketing Organisation
A slight modification to ABCs marketing structure has been recommended in order to align with the functional structure described in the text (Jobber, 2007). Modifications made to the existing structure include addition of an Advertising and promotions unit. In line with ABCs market penetration strategies, it is imperative that a unit is dedicated advertising and promotions management. Also, it is recommended that the sales representatives are categorised according to their regions for increased focus, ownership and accountability. This may promote some internal competition towards the attainment of the overall growth of the business. Definition of a functional structure is expected to bring the benefit of specialisation of task and clear definition of responsibilities (Workman et al, 1998).
Sales & Marketing
Marketing Strategy Definition
Marketing Strategy Implementation Marketing strategies implementation Sales contract negotiations
Sales
Marketing
Performance Review and Reporting Marketing Strategy Development
Regional Product Sales Representatives

Customer marketing Customer acquisition and management Sales order processing Sales reporting Resolution of customer inquiries Customer relationship management
Order Fulfillment & Billing

Order Confirmation Order Scheduling Billing and Collection Resolution of Customer Billing Inquiries
Advertising and Promotions

Advertisement and promotions coordination
Marketing Research
Industry/ Market Analysis Demand Forecasting and Planning Product Pricing
Figure 13: Proposed marketing structure for ABC Limited
22
11.2
Implementation of the marketing strategy
Refine marketing strategy to address key findings from marketing plan
CEO Head of Sales & Marketing
Re-organisation of marketing structure
Head of Sales & Marketing
Communication of targets based on established performance measures
Head of Sales & Marketing
Change Management
Head of Sales Cascade targets to sales representatives
Implement sales strategies across target market
Advertising and promotions Sales Representatives Sales Admin. (order fulfillment and billing) Head of Marketing Marketing Research
Evaluate performances against targets and take necessary action
23
12
12.1
Control
Customer Satisfaction Measurement
ABCs mission is to deliver total quality service. A control system that can be used to measure alignment with this mission is customer satisfaction measurement. Because perception of quality is subjective, a reasonably accurate way to evaluate this is through market research.
12.2
Sales and Market Share Analysis

ABCs marketing objective is to be a foremost player in the petroleum industry - this has to do with acquisition of market share. To be ranked amongst the foremost players, ABC has to control no less than 6% of the market share which is equivalent to the minimum market controlling percentage of the major marketers. Thus, it must be able to sustain an annual volume turnover of over 700 million litres - less than half of its current annual turnover capacity at 100% capacity utilisation. With appropriate controls to ensure that ABCs prices are within a reasonable margin of the prevailing market prices, a growth in annual turnover would translate to improved sales performance.
Market share of Major and Independent Marketers
African Petroleum, 10% Independents, 27% Conoil, 8%
Mobil, 6%
NNPC, 4%
Oando, 20% Total, 16%
Texaco, 9%
Million Litres %
African Petroleum 1,146 10.31%
Conoil 863 7.76%
Mobil 641 5.77%
NNPC 424 3.81%
Texaco 1,028 9.24%
Total 1,737 15.62%
Oando Independents 2,242 3,042 20.15% 27.35%
Figure 14: Source NNPC Annual Statistical Bulletin, 2007
24
13
References
Economist Intelligence Unit: Views Wire Nigeria (March 22nd 2009). http://viewswire.eiu.com/index.asp?layout=oneclick&pubtype_id=1086275908&cou ntry_id=1650000165&rf=0 (Accessed March 23 2009) Jobber D. (2007) Principles and Practices of Marketing (5th Edition). Mc Graw-Hill Education Nigerian National Petroleum Corporation (NNPC) Annual Statistical Bulletin (2007). Petroleum Products Pricing Regulatory Agency (PPPRA) Nationwide Retail Outlet Census (November 2006) Porter, M. E. (1998). Competitive Strategy: Techniques for Analysing Industries and Competitors, New York: Free Press Workman J.P. Jr, C. Homburg and K Gruner (1998) Marketing Organisation: An Integrative Framework of Dimensions and Determinants. Journal of Marketing 62, July, pp21 41
25
14
14.1
14.1.1
Reflexive Account
Marketing Plan Development
What Worked Well
The concepts presenting in the text were mostly areas I could relate to. That aided understanding to a great extent. I particularly found the environmental research aspect fascinating i.e. putting together the various aspects on the external and internal business environment (SWOT) to extrapolate the overall impact on the business.
14.1.2
What was problematic

Developing the marketing implementation plan. I could relate to the implementation issues presented in the text. It was quite difficult applying it to the developed marketing plan. Developing the marketing budget.
14.2
Myself as a Marketer
From the experience garnered during this course I see myself playing a more strategic marketing role (i.e. market research, strategy definition, performance evaluation etc.) rather than an implementer role
14.3
Lessons Learnt
The role of the marketer in an organisation is to ensure the organisations strategic objectives are met through efficient delivery of customers needs better than the competition, and why abiding by societal ethics. In order to achieve the objective of the role, the marketer has to have a good understanding of : Organisation products and services offered, performance, growth strategies Customer current needs and expectations Competition products and services offered, current performance, future strategies Society identity and sensitivities
26

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University of Bradford School of Management Marketing Course Work

Name UB No. Program

Asuni Oladimeji 08027835 DLMBA January 2009

Terms of Reference Executive Summary Business Mission External Marketing Audit

Internal Marketing Audit

SWOT Analysis Marketing Objectives

Marketing Mix Decisions

Budget Organization and Implementation

Marketing Assessment 270309.doc - 27/03/2009

References Reflexive Account

Marketing Assessment 270309.doc - 27/03/2009

Source: industry research

Nigerian National Petroleum Company

Marketing Assessment 270309.doc

Marketing Assessment 270309.doc

Marketing Assessment 270309.doc

External Marketing Audit

Marketing Assessment 270309.doc

Real GDP Growth (%)

40 2007b 2008b 2009c 2010c 2011c 2012c 2013c

Marketing Assessment 270309.doc

Nigeria's Population Forecast

Marketing Assessment 270309.doc

Rivalry amongst Current Competitors in the Industry - Strong

NNPC Annual statistical bulletin 2007

Marketing Assessment 270309.doc

Market share of Major and Independent Marketers

Oando, 20% Total, 16%

Current Capacity (MT)

Majors <= 30,000 30,001 50,000 50,001 70,000 >70,000 Total

Marketing Assessment 270309.doc

Gusau`` Kano Biu Zaria

Kadu na Sarkinpowa Abuja Abaji

Illorin Lokoja Ibadan Auchi Ondo Ore Benin City

Atlas Cove Escravo s Bight of Benin

Egbisi Abudu Aba Warr i` Port Harcourt Gulf of Guinea

ABCs Farm Tank Location

Figure 6: Spread of Storage and Distribution Infrastructure

Threat of New Entrants Weak

Bargaining Power of Customers - Strong

Marketing Assessment 270309.doc

Bargaining Power of Suppliers Medium

Threat of Substitutes - Weak

Marketing Assessment 270309.doc

Internal Marketing Audit

South East 4% South South 22%

North Central 9% North East 4% Abuja 5%

South West 51%

Marketing Assessment 270309.doc

Geographical Distribution of Industries by Region

South West 36%

North West 21%

South South 13%

South East 15%

Figure 8: Geographical distribution of industries (Nigerian Bureau of Statistics, 2006)

1 Population Distribution by Region

North-East 15% Abuja 1% North-West 23%

Marketing Assessment 270309.doc

Product sourcing alternatives

Manufacturing Corporate consumers (Banks, Hotels, institutions, hospitals etc.)

Distribution of Petroleum Retail Outlets in Nigeria

ABCs Competitive Advantages

Petroleum Products Pricing Regulatory Agency