THE UNIVERSITY OF THE WEST INDIES

ST. AUGUSTINE

A MARKETING PLAN FOR PETROTRIN’S ENTRY INTO THE

NORTH AMERICAN ULTRA LOW SULPHUR DIESEL
MARKET

PRMG6005 – MARKETING MANAGEMENT & BUSINESS

COMMUNICATION

Professor Kit Fai Pun

SEON CHARLES 04707759

APRIL 2011

FACULTY OF
ENGINEERING
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Executive Summary

Newer and stricter international environmental policies especially as pertinent to

emissions have driven the market to adopt increasingly stringent standards for petroleum

derivative fuels. It is necessary to assess this fact against the background of the

shrinking marketplace and the gradual removal of protected markets for Petrotrin’s

products. This trend has necessitated the importance for the development of an Ultra

Low Sulphur Diesel (ULSD) Plant. The following marketing plan forms the basis of a

strategic plan for the achievement of the company’s goals. Octo-Sulphur Diesel will be

marketed as a unique diesel fuel while striving to reinforce the company’s image as a

high performance energy organization that delivers superior results. The marketing

strategies will enable Petrotrin to supply 40,000 barrels per day of diesel to a market

segment with consumption levels exceeding 800,000 barrels per day. The forecasted

consumption rate of this market is expected to grow by 8.94% over the next year.

Success will be reflected by a sizeable capture of the market shares within this target

market and increased profits while strategically improving the company’s image.
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Table of Contents
Executive Summary .......................................................................................................... ii
List of Figures .................................................................................................................. vi
List of Tables .................................................................................................................. vii
1 .0 Company Background ............................................................................................... 8
2 .0 Description of Product ............................................................................................... 9
3 .0 Situation Analysis .................................................................................................... 10
3.1 Industry Analysis.............................................................................................. 10
3.1.1 Consumption ............................................................................................. 10
3.1.2 Trends ....................................................................................................... 11
3.2 Competitor Analysis ......................................................................................... 12
3.2.1 Concentration & Market Share ................................................................. 12
3.2.2 Competitor’s Strengths and Weaknesses .................................................. 12
3.2.3 SWOT Analysis ........................................................................................ 13
3.2.4 Customer Analysis .................................................................................... 13
4 .0 Market Targeting and Profiling ............................................................................... 14
4.1 Evaluating Market Segments ........................................................................... 14
4.2 Description of Target Market ........................................................................... 15
5 .0 Objectives for the Market Target ............................................................................. 16
5.1 Financial Objectives ......................................................................................... 16
5.2 Market Position Objectives .............................................................................. 16
5.3 Customer Satisfaction Targets ......................................................................... 16
5.4 Product Objectives ........................................................................................... 17
5.5 Price Objectives ................................................................................................ 17
5.6 Promotion Objectives ....................................................................................... 17
5.7 Distribution Objectives .................................................................................... 18
6 .0 Marketing Programme Positioning Strategy ............................................................ 19
6.1 Positioning Statement ....................................................................................... 19
6.2 Product Decisions and Strategy........................................................................ 19
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6.2.1 Product Decisions ..................................................................................... 19

6.2.2 Product Strategy ........................................................................................ 20
6.3 Pricing Decisions and Strategy ........................................................................ 21
6.3.1 Pricing Decisions ...................................................................................... 21
6.3.2 Pricing Strategy ......................................................................................... 22
6.4 Promotional Decisions and Strategies .............................................................. 25
6.5 Distribution Decisions and Strategies .............................................................. 25
6.5.1 Distribution Channel ................................................................................. 25
6.5.2 Intensity Distribution Strategies and Market Coverage ............................ 26
6.5.3 Transportation ........................................................................................... 26
6.5.4 Warehousing ............................................................................................. 26
6.5.5 Materials Handling.................................................................................... 26
7 .0 Forecasting and Budgeting ...................................................................................... 28
7.1 Financial Planning ............................................................................................ 28
8 .0 Contingency Plans ................................................................................................... 31
References ....................................................................................................................... 32
Appendix ......................................................................................................................... 33
Appendix A. Diesel Oil Consumption in North American Region ............................ 34
Appendix B. Diesel Vehicle Sales in North American Region – EIA ........................ 35
Appendix C. Timeline for Introduction of ULSD in North American Region – EPA 36
Appendix D. U.S. Diesel Imports (shift to ULSD) ..................................................... 37
Appendix E. North American ULSD Market Share ................................................... 38
Appendix F. Competitor Analysis .............................................................................. 39
Appendix G. SWOT Analysis..................................................................................... 43
Appendix H. Market Segmentation Analysis ............................................................. 44
Appendix I. Market Segment Profile .......................................................................... 45
Appendix J. ULSD Supply Chain and Market Target Segment ................................. 46
Appendix K. ULSD Consumption in U.S. PADD 1 Region ...................................... 47
Appendix L. Porter’s Five Forces Analysis of Chosen Segment................................ 48
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Appendix M. Characteristics of USLD End Users in U.S. PADD 1 Region ............. 49

Appendix N. Indirect Intermediary Strategy .............................................................. 50
Appendix O. Wholesale Prices for ULSD in PADD 1 Region ................................... 51
Appendix P. ULSD Cost Curve Scenarios with 2006 Demand Estimates ................. 52
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List of Figures

Figure 6.1: Projected Income Statement for Octo-Sulphur Diesel Regular Sales in
PADD Region 1 .............................................................................................................. 30
Figure A. 1: On-Highway Diesel (Gas Oil) Consumption in North American Region .. 34
Figure B. 1: On Diesel Vehicle Sales in North American Region .................................. 35
Figure D. 1: U.S. Diesel Imports (shift to ULSD) .......................................................... 37
Figure E. 1: North American ULSD Market Share ........................................................ 38
Figure G. 1: SWOT Analysis for Marketing ULSD in North American Region ........... 43
Figure J. 1: ULSD Supply Chain and Market Segment .................................................. 46
Figure K. 1: On-Highway ULSD Consumption in U.S. PADD 1 Region ...................... 47
Figure L. 1: Porter’s Five Forces Analysis of Chosen Segment ..................................... 48
Figure N. 1: Indirect Intermediary Strategy .................................................................... 50
Figure O. 1: Wholesale Prices for ULSD in PADD 1 Region ........................................ 51
Figure P. 1: ULSD Cost Curve Scenarios with 2006 Demand Estimates ...................... 52
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List of Tables

Table C.1: Timeline for Introduction of ULSD in North American Region .................. 36
Table F.1: Summary of Competitor's Strengths and Weaknesses .................................. 39
Table H.1: Segmentation Analysis for North American Market of ULSD .................... 44
Table I.1: Market Segment Profile.................................................................................. 45
Table M.1: Market Segment Profile ............................................................................... 49
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1 .0 Company Background

The Petroleum Company of Trinidad and Tobago Limited (Petrotrin) is an integrated Oil

and Gas Company. It is a limited liability company that is wholly owned by the Government of

the Republic of Trinidad and Tobago. Its principal activities are the exploration for, development

of and production of hydrocarbons and the manufacturing and marketing of petroleum products.

The company was incorporated on January 21, 1993 to consolidate and operate the

petroleum producing, refining and marketing assets of State-owned enterprises: Trinidad and

Tobago Oil Company Limited (Trintoc) and Trinidad and Tobago Petroleum Company Limited

(Trintopec). In 2000, Petrotrin acquired the assets of Texaco Inc. in the joint venture Trinmar

Limited, making that entity a part of its Exploration and Production operations.

Petrotrin operates in land and marine acreage across the southern half of Trinidad with

offshore operations at Galeota in the southeast and in the Gulf of Paria.

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2 .0 Description of Product

Octo-Sulphur Diesel will be a diesel fuel positioned as the only product with a substantially

low sulphur content and high Cetane number on the market. The diesel fuel will have a sulphur

content of less than 8 ppm and a Centane number between 41 and 50. Octo-Sulphur Diesel will

be enhanced with lubricity and conductivity additives that will ensure compliance to

international standards and provide a measure of safety to users when handling. The extremely

low sulphur content contributes to environment preservation while its high Cetane number

contributes to increased efficiency and performance. The strategic role of Octo-Sulphur Diesel

for Petrotrin is centered around the following objectives:

• To earn a substantial market share in the ultra low sulphur diesel market.

• To strengthen and satisfy the needs of customers seeking to comply with the new

environmental standard and legislations.

• To be the regional market leader in innovative product introductions.

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3 .0 Situation Analysis

3.1 Industry Analysis

3.1.1 Consumption

The sales volume for the on-highway diesel fuel segment within the North American has

reached a total of 37,625,136 thousand gallons (2.45 million barrels per day) (U.S. Energy

Information Administration 2009). This product segment has shown a steady growth since 1986,

where the on-highway diesel market suffered an abrupt decline during 2008 due to the global

economic recession. However, during the period 2008 to 2009 the market size increased by

10.18% (see Appendix A). Forecasts reveal that on-highway diesel (ULSD) consumption is

expected to increase to 2.5 and 2.6 million barrels per day in 2011 and 2012 respectively. With

respect to the volume consumption in 2010, this reflects a 10.34% increase in volume

consumption by 2012.

Recent high prices of gasoline have seen the emergence of higher performance rated diesel

powered automobile engines. In the North American market, the diesel vehicle sales have

increased by two million vehicles between 2000 and 2009 (see Appendix B).

• New technology has encouraged and enabled use of cleaner burning diesels.

• Strong growth in diesel-powered trucking, rail, marine, construction, agriculture and

mining worldwide.
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3.1.2 Trends

The pollution emitted by diesel engines contributes greatly to our global continuing air

quality problems. In order to reduce emissions from diesel vehicles in North America, the U.S.

Environmental Protection Agency (EPA) has established strict new emissions standards for new

on-road, heavy-duty diesel vehicles and engines. Starting with the 2007 model year, compliance

with these emission standards will effectively require that new heavy-duty diesel engines be

equipped with the next generation of advanced emission control systems. These systems are very

sensitive to sulphur levels in the diesel fuel, and cannot tolerate the levels of sulphur allowed in

the current on-road LSD. Therefore, the EPA has established regulations to significantly lower

the maximum allowable amount of sulphur in diesel fuel (ULSD) and thereby enable the

effective operation of advanced emission control systems.

EPA’s regulations are also phasing-in stringent emission standards that apply to diesel

powered light-duty trucks and passenger vehicles. These vehicles are also expected to use

advanced emission control systems, in conjunction with 15 ppm ULSD, in order to meet these

new standards.

Effective June 1, 2006, refiners and importers nationwide are now required to ensure that

at least 80 percent of the volume of the highway diesel fuel they produce or import is ULSD-

compliant. This is the beginning of a four-year transitional period that will see all highway diesel

fuel in the United States become ULSD. These new EPA standards will require action on part of

refineries, terminals and organizations. By December 2010, all highway-use diesel fuel offered

for sale in the U.S. must be ULSD fuel (see Appendix C).
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Diesel fuel classified as ULSD is flowing to distribution and marketing points

downstream from refineries (i.e., pipelines, distributors, terminals and transporters) and is now

available at many retail locations (U.S. Environmental Protection Agency 2000). The functional

market is expected to show sustained growth and consumer interest in the future years as

consumption shifts to more environmentally safe products and cheaper fuel prices (as opposed to

gasoline prices).

As a result of this shift from LSD to ULSD, U.S. diesel imports are also shifting from

LSD to ULSD production (see Appendix D).

3.2 Competitor Analysis

3.2.1 Concentration & Market Share

According to the U.S. Energy Information Agency (EIA), Petrotrin’s first three major

competitors are British Petroleum (BP), Conoco Phillips and Exxon each having a market share

of 14%, 11% and 9% respectively. The projected market share for Petrotrin upon initial entry

into the North American ULSD market will be approximately 1% (see Appendix E).

3.2.2 Competitor’s Strengths and Weaknesses

Table F.1 (see Appendix F) provides a summary of Petrotrin’s performance in

comparison to Conoco Phillips, BP and Exxon across key marketing and communication

variables.
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3.2.3 SWOT Analysis

Figure G.1 (see Appendix G) encapsulates Petrotrin’s strengths, weaknesses,

opportunities and threats of marketing ULSD in the North American region.

3.2.4 Customer Analysis

3.2.4.1 Market Segmentation Analysis

Table H.1 (see Appendix H) contains the market segmentation analysis for the North

American ULSD market.

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4 .0 Market Targeting and Profiling

4.1 Evaluating Market Segments

The following factors were considered in evaluating on how many and which segments to

approach:

• Segment size and growth – analysis and on current sales, projected sales-growth and

expected profit margins for each market segment.

• Segment structural attractiveness – Long run attractiveness includes an assessment of

current and potential competitors, the threats of substitutes and the power of buyers and

suppliers.

• Petrotrin’s objectives and resources – Evaluation of how well Petrotrin’s resources and

core business strengths fit with the market segment opportunities.

After the evaluation of the segments described in the market segmentation analysis, it is

recommended that Petrotrin enter only one segment based on its overall attractiveness.

Therefore, a concentrated marketing strategy will be developed for this segment. Table J.1

(see Appendix I) represents a profile for this chosen segment. Appendix J describes where this

chosen segment exists in the ULSD supply chain.

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4.2 Description of Target Market

Segment Identification

The chosen segment can be identified as “East Coast Clean Burners”.

Segment Needs

The customer groups in this segment seek quality and are environmentally conscious. The

ultra low sulphur diesel product will cater to the environmental and quality needs of the customer

groups by maintaining low sulphur content levels (< 8 ppm) and high Cetane numbers (41-50).

Segment Trends

The current trends in this segment reflect a shift from conventional diesel to ultra low

sulphur diesel. This shift is a result of regulations enforced by the United States Environmental

Protection Agency. Trends also reflect a shift in cheaper fuel prices provided by diesel as

opposed to gasoline.

Segment Size and Growth

The on-highway ULSD consumption within the PADD 1 region has reached an average

of 838 thousand barrels per day in 2011 (U.S. Energy Information Administration 2010). It is

expected that this segment will grow by 8.94 % in 2012 (see Appendix K).

Segment Structural Attractiveness

The overall long term attractiveness of the chosen segment has been described using

Porter’s Five Forces Model (see Appendix L)

End User Characteristics

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The end users of the ULSD product are individuals who drive on-highway diesel vehicles.

The characteristics of these users have been identified in Appendix M.

5 .0 Objectives for the Market Target

5.1 Financial Objectives

• To realize a 5% increase in profits.

• To achieve a sales volume of 40,000 bpd.

• To achieve annual customer sales volumes that respond to segment growth.

• To obtain a market share of 3% by 2018.

5.2 Market Position Objectives

• To provide low-priced, quality ULSD product with unique specifications that are

positioned away from the competitors.

• To provide a ULSD product that offers environmentally friendly and performance

benefits.

• To provide ULSD product that is intrinsically safe to its end users.

5.3 Customer Satisfaction Targets

• To provide continuous feedback of EPA results from sulphur content testing.

• To exceed customer’s expectations in terms of quality service.

• To create a strong customer awareness of environment preservation.

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• To establish effective distribution channels.

• To respond in a timely manner to urgent orders.

5.4 Product Objectives

• To develop a unique ULSD product that can be used for both on-highway road use and

blending.

• To establish a brand.

• To develop a product line.

• To improve product quality and end use performance.

5.5 Price Objectives

• Revenue maximization - To increase market share/sales volume to 6% in 2013.

• Profit maximization - To garner the greatest dollar amount in profits (5% increase).

• Status quo - To offer the best quality ULSD product at a competitive price maintain a

stable level of profit.

5.6 Promotion Objectives

• To build product identification and image building.

• To provide an understanding of Petrotrin’s ULSD product.

• To create and establish product loyalty.

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• Create awareness of Petrotrin’s products.

• To differentiate our ULSD products from competitors.

• To increase sales volume of our ULSD products.

5.7 Distribution Objectives

• To keep adequate stocking of products.

• To improve current diesel product flow within the channels.

• To achieve higher gross margins of ULSD product sold.

• To reduce lead times for orders.

• To reduce transportation and distribution costs.

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6 .0 Marketing Programme Positioning Strategy

6.1 Positioning Statement

Octo-Sulphur Diesel is the one motor fuel that provides wholesale petroleum bulk

stations and terminals with a competitively priced, high efficiency, clean burning fuel because

Petrotrin possesses the technology and expertise to create such a product at lowest costs possible.

Unlike our most aggressive competitor, our superior products contain additives that make this

fuel intrinsically safe to handle and provide increased lubricity.

6.2 Product Decisions and Strategy

6.2.1 Product Decisions

6.2.1.1 Product Mix

The product line will consist of three types of product:

• Octo-Sulphur Diesel Regular

• Octo-Sulphur Diesel Super (D975)

• Octo-Sulphur Diesel Premium (HMA)

6.2.1.2 Product Concept

Core Product

• Clean burning fuel with high efficiency.

Tangible Product

• Quality levels

o Octo-Sulphur Diesel Regular - < 8 ppm sulphur, Cetane number 41 – 50

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o Octo-Sulphur Diesel Super – < 8 ppm sulphur, Cetane number 48, lubricity

additive, double-filtered

o Octo-Sulphur Diesel Premium - < 8 ppm sulphur, Centane number 48, lubricity

additive, conductivity additive, double-filtered

• Trade name – Octo-Sulphur Diesel, a Petrotrin product

Augmented Product

• Quality customer service

• On-time delivery

6.2.2 Product Strategy

The product life cycle concept was used as a tool in designing a marketing strategy that is

flexible enough to match the varying marketplace characteristics at different life cycle stages.

Introduction Stage

During this stage, it is advised that Petrotrin maintain one basic model or type of Octo-

Sulphur Diesel product (Octo-Sulphur Diesel Regular) while concentrating on educating

customer groups on its benefits.

Growth Stage

During product growth, it is recommended that Petrotrin expand the product line by

introducing Octo-Sulphur Diesel Super and Octo-Sulphur Diesel Premium to the market in an

attempt to extensively satisfy unforeseeable wants and needs. As more direct competitors enter

the market, Petrotrin should focus on maintaining the current sales volume. This can be
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facilitated by engaging in in-depth negotiations with product intermediaries and holding press

conferences to demonstrate market success of the product taking place and its benefits over the

competitors’ products.

Maturity

During this period of product saturation, it is recommended that Petrotrin channel efforts

in exploring new markets such as other PADD regions and/or regional markets. In order to

supply other regions or explore new markets, Petrotrin will have to make operational adjustments

to its production facilities.

Decline

In this stage, it is recommended that Petrotrin maintain its market position and concentrate

on satisfying a special customer group for a long time. This may involve withdrawal of some

products from the market and focusing on the development of a specific product to meet the

needs of one particular customer group.

6.3 Pricing Decisions and Strategy

6.3.1 Pricing Decisions

The following pricing decisions should be considered as incentives to attract customers:

Discounts

Petrotrin should also consider providing incentives such as discounts on freight charges

for customers with annual contracts.

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Credit Terms and Payment Period

Petrotrin should consider the immediate partial payment option which requires the customer

make a certain amount or percentage of payment at the time the product is acquired. This may be

in the form of a down payment. Subsequent payments occur either in one lump sum or at agreed

intervals (e.g., once per month) through an installment plan.

6.3.2 Pricing Strategy

The following factors will be considered in determining a price strategy for Octo-Sulphur Diesel:

Pricing Objectives

This factor is essential since it determines which pricing strategies will be adopted. Based

on the price objectives set earlier in Section 5.5, Petrotrin will be seeking to introduce a unique

ULSD product into the market with the goals of growing market share and establishing a long-

term customer base (revenue maximization). This objective involves the maximization of

revenue from the sale of products without regard to profit. Petrotrin will also be seeking to

maximize profits which will involve increasing the price of Octo-Sulphur Diesel product. After

acquiring the desired level of profit, Petrotrin will also be seeking to maintain a status quo by

keeping ULSD prices in line with similar products offered by competitors to avoid starting a

price war and to maintain a stable level of profit generated from ULSD product.

Costs

A cost analysis should be performed to determine both fixed (independent form

production volume) and variable costs (production volume dependent) associated with the Octo-

Sulphur Diesel product. Some fixed costs to be considered include distribution costs (freight and

storage). Freight charges differ depending on whether or not customer groups provide storage for
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the diesel product. Following this analysis a competitive advantage analysis should be conducted

to distinguished the difference between Petrotrin’s and its competitor’s costs.

Market Competition

In order for Petrotrin to accomplish the pricing objective of maintaining a status quo and

revenue maximization, it will be important to perform an analysis of the market competition in

order to determine the price-based position of competitors and the type of response expected

from a competitor to a possible change in prices.

Customer Demand

It is important to examine the relationship between price and demand. Customer demand

is driven by quality, revenue and availability of potential substitutes. When devising a price

strategy it is essential to be aware of the price sensitivity of the Octo-Sulphur Diesel product.

Some essential customer information for devising a price strategy include diesel product

elements that customers look upon as values e.g. performance, safety, quality, price acceptance

in the market, price expected by the market, price stability, cyclic character of industry, degree of

price elasticity and customer economic circumstances.

Product Life Curve

The effect of the diesel product life curve on price depends on three main factors:

• The expected length of the life-cycle

• The objectives of the Octo-Sulphur Diesel product launch

• Petrotrin’s expectations on profit

Recommended Pricing Strategy

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Due to the fact that the ULSD market is fairly new, it is recommended that Petrotrin

employ a penetration pricing strategy in an effort to attract and grow market share. Market

research will be required to determine the price range for competitors’ ULSD products and a

penetration price set at the lower end of the market range should be used to entice the maximum

number of customer groups possible to purchase our Octo-Sulphur Diesel product. Based on the

product strategy mentioned earlier, the Octo-Sulphur Diesel Regular product will be released

into the market at this stage. This penetration price should be set at a level to cover our cost of

production for Octo-Sulphur Diesel Regular.

After Petrotrin acquires the desired levels of market share or the product is entering the

growth stage where sales climb quickly, new customers join the early adopters in repurchasing

ULSD product and competitors enter the field, it is recommended that Petrotrin adopt the skim

pricing strategy in an effort to maximize on profit. This skim pricing strategy should be applied

to all products on the Octo-Sulphur Diesel product line. This strategy will be successful at this

stage since there will be few ULSD products on the market that provides the same features and

benefits that the Octo-Sulphur Diesel product line offers and it is likely that Petrotrin will have

any direct competitors during this stage. However, as competitors enter the ULSD market with

similar ULSD products it is recommended that Petrotrin lower the price of its ULSD products in

order to remain competitive and avoid a price war. This switch in strategy will be imminent

during the maturity stage of the product life cycle where Petrotrin main focus will be to capture

competitors’ customers. Maintaining this competitive price will allow Petrotrin to acquire stable

profits.
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In the event that the product enters the decline stage, a survival pricing strategy (competitive

pricing) can be put into place that will allow Petrotrin stay in business and cover essential costs.

6.4 Promotional Decisions and Strategies

Due to the fact that Petrotrin’s target customer group are Wholesale Petroleum Bulk Stations

and Terminals, it is recommended that Petrotrin employ the push communication strategy that

allows for the promotion of sales through discounts provided to wholesalers, holding press

conferences with wholesale customer groups and providing product line information through

websites. The information provided to wholesalers will vary depending on the stage in the

product life cycle. In the introduction, growth, maturity and decline stages, the promotional mix

will focus on informative, persuasive, competitive and reminder type promotions respectively.

6.5 Distribution Decisions and Strategies

6.5.1 Distribution Channel

When deciding on a distribution channel, the following factors were considered:

• Market factors – Consumer buying behaviour changing due to new services arising from

competitors.

• Product factors – Handling of ULSD products to prevent contamination.

• Producer factors – Financial and marketing resources

• Competitive factors – Intermediary performance.

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It is recommended that Petrotrin utilize an indirect intermediary strategy which consists of a

distribution channel with two intermediaries (see Appendix N).

6.5.2 Intensity Distribution Strategies and Market Coverage

It is recommended that Petrotrin employ the selective intensity distribution strategy where a

limited number of retailer-owned and manufacturer owned wholesaling intermediaries are

selected to distribute Petrotrin’s ULSD products. This type of distribution strategy is aimed at

establishing good market coverage and achieving good distribution and profit results.

6.5.3 Transportation

Water carriers – This mode of transport will be required to transport ULSD product from

Petrotrin’s refinery to the wholesaling intermediaries in the North American region. This mode

of transportation is the least costly mode of transportation.

Trucks and Pipelines – This mode of transport will be required to deliver ULSD product from

Petrotrin warehouses to retailers. Pipelines help reduce lead times.

6.5.4 Warehousing

Storage and distribution warehouses in the PADD 1 region will be required to gather and

redistribute products.

6.5.5 Materials Handling

Ultra high purity product will require special handling techniques and practices for

movement of ULSD product from the storage facilities to wholesalers to minimize contamination

of ULSD fuel and keep on-spec.

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7 .0 Forecasting and Budgeting

7.1 Financial Planning

Assumptions

The following is a list of assumptions taken into consideration to conduct estimations:

• Petrotrin will enter the USLD market in the U.S. PADD 1 region in 2012 upon

completion of the ULSD plant.

• Petrotrin production during 2012 will only consist of Octo-Sulphur Diesel Regular

product.

• All customers groups require product storage tanks.

ULSD Consumption in PADD 1 Region

The on-highway ULSD consumption within the PADD 1 region has reached an average

of 838 thousand barrels per day in 2011 (U.S. Energy Information Administration 2010). It is

expected that this segment will grow by 8.94 % in 2012 (see Appendix L).

Estimated Sales Volume in PADD 1 Region

Upon completion of Petrotrin’s ULSD plant in 2012, it is estimated that Petrotrin will sell

40,000 barrels per day in the U.S. PADD 1 region market. This sales volume is based on the

assumption that all ULSD product manufactured will be sold to this market.

Wholesale Price for Octo-Sulphur Diesel Regular

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Forecasts reveal that refiner’s wholesale price for ultra low sulphur diesel product in the

U.S. PADD 1 region will be US $ 3.02 per gallon (see Appendix O) (U.S. Energy Information

Administration 2011).

Production / Refinery Costs

In EIA’s refinery-by-refinery analysis, the increased cost of producing ULSD in 2006 is

estimated to be between US 5.4 and 6.8 cents per gallon (see Appendix P). Using the National

Energy Modeling System (NEMS) Petroleum Market Module (PMM), the increased cost of

producing ULSD is estimated to be between US 4.7 and 7.3 cents per gallon from 2007 to 2010

and between US 6.5 and 9.2 cents per gallon in 2011 (U.S. Energy Information Administration

2001).

Marketing Costs

Marketing Costs will consist of distribution and promotion costs.

i. Distribution Costs - It estimated that Petrotrin’s distribution costs would include:

a. Oil tanker freight charges: US 6 cents per gallon.

b. Distribution tanks and pipeline: US 1.1 cents per gallon.

ii. Promotion Costs – Petrotrin mainly engage in press conferences with potential customer

groups as a method for promotion of their products. The costs associated with carry out

these conferences are not substantial, therefore these costs will be considered to be

negligible.
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Projected Income Statement (2012)

US $ US $
Revenue 1,851,864,000
Production Costs (9.2 cents per gallon) (56,414,400)
Gross Profit 1,795,449,600
Marketing Costs (43,537,200)
Net Profit 1,751,912,400

Figure 7.1: Projected Income Statement for Octo-Sulphur Diesel Regular Sales in PADD Region 1
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8 .0 Contingency Plans

In the event that the planned aforementioned strategies fail, Petrotrin can market its ultra low

sulphur diesel products regionally since the regional market is gradually moving towards

utilization of lower emission fuels and environment conscious solutions. This region is also less

likely to have less aggressive competitors.

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References

U.S. Energy Information Administration. East Coast (PADD 1) No 2 Diesel Ultra Low Sulfur
Less than 15 ppm Wholesale/Resale Price by All Sellers (Dollars per Gallon). 4 1, 2011.
http://tonto.eia.gov/dnav/pet/hist/LeafHandler.ashx?n=PET&s=EMA_EPD2DXL0_PWA_R10_
DPG&f=M (accessed April 8, 2012).

—. Independent Statistics and Analysis: East Coast (PADD 1) Product Supplied of Distillate
Fuel Oil, 0 to 15 ppm Sulfur (Thousand Barrels per Day). July 29, 2010.
http://tonto.eia.gov/dnav/pet/hist/LeafHandler.ashx?n=PET&s=MD0UP_R10_2&f=A (accessed
April 4, 2011).

U.S. Energy Information Administration. Short Term Energy Outlook. march 2011.

—. The Transition to Ultra-Low-Sulfur Diesel Fuel: Effects on Prices and Supply: Comparison
of Studies on ULSD Production and Distribution . May 2001.
http://www.eia.doe.gov/oiaf/servicerpt/ulsd/chapter7.html (accessed March 26, 2011).

—. U.S. Energy Information Administration: Independent Statistics and Analysis. 12 22, 2009.
http://www.eia.doe.gov/dnav/pet/hist/LeafHandler.ashx?n=PET&s=K2DVHNNUS1&f=A
(accessed March 22, 2011).

U.S. Environmental Protection Agency. "Regulatory Announcement: Heavy-Duty Engine and

Vehicle Standards and Highway Diesel Fuel Sulfur COntrol Requirements." December 2000.
 33

Appendix
 34

Appendix A. Diesel Oil Consumption in North American Region

Figure A. 1: On-Highway Diesel (Gas Oil) Consumption in North American Region

Source: U.S. Energy Information Administration
 35

Appendix B. Diesel Vehicle Sales in North American Region – EIA

Figure B. 2: On Diesel Vehicle Sales in North American Region

Source: U.S. Energy Information Administration
 36

Appendix C. Timeline for Introduction of ULSD in North American

Region – EPA

Table C.1: Timeline for Introduction of ULSD in North American Region

Source: Environmental Protection Agency

Timeline
Fuel 2006 2007 2008 2009 2010 2011 2012
Highway Diesel 80% ULSD (15 ppm) 100% ULSD
20% 500 ppm diesel
Non-road 500 ppm diesel ULSD
Locomotive and Marine 500 ppm diesel ULSD
 37

Appendix D. U.S. Diesel Imports (shift to ULSD)

Figure D. 3: U.S. Diesel Imports (shift to ULSD)

Source: U.S. Energy Information Administration, Short NPRA 2007 Annual Meeting
 38

Appendix E. North American ULSD Market Share

Figure E. 4: North American ULSD Market Share

Source: U.S. Energy Information Administration, Short Term Energy Outlook, March 2011
 39

Appendix F. Competitor Analysis

Table F.2: Summary of Competitor's Strengths and Weaknesses

Factors Petrotrin BP Conoco Phillips Exxon

Market Share 1% 14% 11% 9%

Target Market U.S. motor fuel bulk station U.S. motor fuel bulk station U.S. motor fuel bulk station U.S. motor fuel bulk station
firms and wholesale resellers. firms and wholesale resellers. firms and wholesale resellers. firms and wholesale resellers.

Marketing • To become the • To secure and • To ensure that our • To increase our
Objectives/Strategy leading increase our ULSD ULSD products meet market share of
manufacturer of market share in the or exceed the ULSD in the U.S.
ULSD in the U.S. region. standards of EPA Region.
CARICOM market. environmental and
• To ensure that our emissions • To ensure that our
• To ensure that our ULSD products meet requirements. ULSD products meet
ULSD products meet or exceed the or exceed the
or exceed the standards of EPA • To increase our standards of EPA
standards of EPA environmental and market share of environmental and
environmental and emissions ULSD in the U.S. emissions
emissions requirements. Region. requirements.
requirements.
(sulphur 15 ppm) • To meet the on- • To minimize • TO increase our
highway diesel company ownership global production of
• To secure a ULSD demand of U.S. of motor fuel ULSD.
market share in the population by selling stations while
U.S. region 2 million barrels per securing long-term • To make profit.
equivalent to or day of ULSD. markets for refined
exceeding our products from
current • To be the leader in ConocoPhillips
conventional diesel development of
 40

(LSD) market share. ULSD in the U.S. refineries.

(Current Region.
conventional diesel • Focus on the
market share < 1%). • To distribute our wholesale channel
ULSD products of trade by
through select providing quality
company owned fuels at the lowest
• To distribute our fuel stations. possible delivery
ULSD products cost to the
through motor fuel • To increase marketplace.
stations. repurchase through
the fixation of ULSD • Enhance the value
• To sell 40,000 EPA regulatory of its U.S. brands by
barrels per day of labels on all signing a global
ULSD in North company owned agreement with
America. diesel dispensers. Ethyl Corporation to
supply detergent
• To increase profit by • To maintain public additives for all
5% in the fiscal year awareness that our diesel products at
2011 – 2012. firm is acting in the company’s U.S.
compliance to EPA marketing outlets.
• To increase standards by Diesel sold at 76,
repurchase of our acquiring at least 2 Conoco and Phillips
ULSD products pages of results 66 branded outlets
through holding from our sulphur will have the same
press conferences tests conducted by high-content level of
and offering the EPA. a proprietary
discounts.
detergent additive,
• To set prices of greatly exceeding
• To increase ULSD products at BP
awareness of the current industry
owned fuel stations. standard
environmental
damage caused by
conventional diesel
(LSD).
 41

• To enhance the
image of the
organization.

Positioning Good – Still owns shares in Excellent – Strong presence Good – Fairly strong Good – Emerging ULSD
conventional diesel market in emerging ULSD market presence in emerging ULSD market increase their energy
within the U.S. Fairly late due to large portion of shares market. demands exponentially thus
entry into ULSD market. in conventional market the organization is profiting
complemented by early entry at a satisfactory rate.
into market.

Product Product Quality: Sulphur Product Quality: Sulphur Product Quality: Sulphur Product Quality: Sulphur
content -< 8 ppm; Centane content – 10 ppm; Lubricity content – <15 ppm content – <15 ppm
number 41-50; Lubricity additives; Conductivity
additives; Conductivity additives in proprietary fuel Running Costs: Good Running Costs: Good
additives; stations;

Running Costs: Fair Running Costs: Good

Brand name: BP Cleaner

Diesel 50

Pricing Lowest BP controls prices of ULSD at Same as BP Same as BP

selected company owned
fuel stations.

Promotion Advertising/Sales Advertising/Sales Advertising/Sales Advertising/Sales

Promotion: Relies the least Promotion: Relies heavily on Promotion: Relies on Promotion: Relies on
on advertising and advertising and promotion. advertising and promotion. advertising and promotion.
promotion. Holds press
conferences and offers
discounts.
 42

Reputation Image and Reputation: Good Image and Reputation: Fair – Image and Reputation: Image and Reputation:
image and reputation. reputation scarred over last Strong reputation for quality Accused of misleading
year due to response to Gulf and trust. advertising campaign in
of Mexico oil spill. November 2007. Reputation
damaged due to Valdez oil
spill.

Media Strategy Does not rely on media Relies on media Seldom rely on media Seldom rely on media

Publicity No active publicity Clean Fuels Programme No active publicity Outlook for Energy publicity
programme for ULSD programme programme

Service Customer service levels: Customer service levels: Customer service levels: Customer service levels:
Excellent Excellent Excellent Excellent

Performance against Performance against Performance against Performance against

promise: Good promise: Fairly Good promise: Good promise: Good
 43

Appendix G. SWOT Analysis

INTERNAL
EXTERNAL

Figure G. 5: SWOT Analysis for Marketing ULSD in North American Region

 44

Appendix H. Market Segmentation Analysis

Table H.3: Segmentation Analysis for North American Market of ULSD

Main Dimension Segmentation Variables Characteristics

Geographic Region Petroleum Administration for Defense Districts
Regions I - V
Statistical Area Metropolitan statistical areas; micropolitan
statistical areas
Density Urban; suburban; small town; rural
Demographic Standard Industrial Classification 5171: Wholesale – Petroleum Bulk Stations &
Terminals;
5172: Wholesale – Petroleum & Petroleum Products
(No Bulk Stations);
5500: Retail – Auto Dealers & Gasoline Stations
Size of Company Medium; Large
Annual Sales US < $1.5 billion; US $1.6 - $2+ billion
Number of Locations <10,000, 10,000 - 20,000; 25,000+
User Status Light; Medium; Heavy user;
Customer capabilities Range of needs: broad; narrow;
Purchasing approaches Buying criteria Quality seekers; price seekers; service seekers;
Buying policies Annual contracts; Futures contract; Forwards
contract;
Current relationships new customers; existing customers;
Situational factors Urgency Customers with sudden delivery needs
Psychographic Loyalty Low levels; high levels;
Attitudes to risk Risk taking; risk avoiding;
Approach to new products Innovator; early adopter; early majority; late
majority; laggard;
Lifestyle Environmentally concerned; Involved with the
community;
Method of buying-decision- Individual; Buying center (consensual);
making and purchasing Decentralized; Centralized;
Stage in its Business Life Cycle Start-up; Growth; Maturity; Decline; Turn-Around;
Reliability (credit rating) and Good credit rating; Bad credit rating; Pay on time;
promptness of payment Late payments;
Product Uniqueness < 8 ppm sulphur content; < 15 ppm sulphur content;
High Cetane Number; Low Cetane Number;
Frequency of Use Daily;
Usage Rate Heavy;
Nature of Use On-Highway Diesel Fuel Sales; Blending; Heating Oil;
 45

Appendix I. Market Segment Profile

Table I.4: Market Segment Profile

Variables Attributes
Region Petroleum Administration for Defense Districts Regions I: New York
City , Washington DC , Atlanta , Boston and Philadelphia
Statistical Area Metropolitan statistical areas
Density Urban
Standard Industrial Classification 5171: Wholesale – Petroleum Bulk Stations & Terminals
Size of Company Large
Annual Sales US $1.6 - $2+ billion
Number of Locations 25,000+
User Status Heavy user
Customer capabilities Narrow
Buying criteria Quality seekers;
Buying policies Annual contracts;
Current relationships New and Existing customers
Urgency Customers with sudden delivery needs
Loyalty High levels
Attitudes to risk Risk avoiding;
Approach to new products Early adopter;
Lifestyle Environmentally concerned
Method of buying-decision-making and Buying center (consensual); Decentralized;
purchasing
Stage in its Business Life Cycle Maturity;
Reliability (credit rating) and promptness Good credit rating; Pay on time;
of payment
Product Uniqueness < 8 ppm Sulphur Content; High Cetane Number;
Product Frequency of Use Daily;
Product Usage Rate Heavy;
Product Nature of Use On-highway Diesel Fuel Sales;
 46

Appendix J. ULSD Supply Chain and Market Target Segment

Figure J. 6: ULSD Supply Chain and Market Segment

 47

Appendix K. ULSD Consumption in U.S. PADD 1 Region

Figure K. 7: On-Highway ULSD Consumption in U.S. PADD 1 Region

Source: U.S. Energy Information Administration, Independent Statistics and Analysis: East Coast (PADD 1)
Product Supplied of Distillate Fuel Oil, 0 to 15 ppm Sulfur (Thousand Barrels per Day), 29 July 2010
 48

Appendix L. Porter’s Five Forces Analysis of Chosen Segment

THREAT OF NEW ENTRANTS

ULSD production process is not unique
No technology protection
Customers loyal to Petrotrin’s brand
High startup costs for ULSD production
Assets required to run ULSD plant are unique
Easy for competitors to acquire crude oil input
Difficult for new entrant to have enough resources to
compete efficiently

BARGAINING POWER OF SUPPLIERS COMPETITIVE RIVALRY BARGAINING POWER OF BUYERS

Large number of crude oil suppliers Large number of competitors but too many focused on Large number of customers
ULSD with high Cetane numbers require unique crude oil target market ULSD product is a relatively large expense for Petrotrin’s
input Clear leader exists in target market (less rivalry) customers
Crude oil purchases are a large portion of the supplier’s Market is expanding Customers have a substantial of information about the
business Low fixed costs ULSD product and market
Easy for crude oil suppliers to sell directly to Petrotrin’s Low storage costs Product is unique ( <8 ppm sulphur content, high Cetane
customer groups Unique product – very low sulphur content, high Cetane number)
Relatively easy to switch to substitute products from suppliers number Tendency exists for customers to enter ULSD industry
(low cost) High exit costs (backwards integration into the supply chain)
Well informed about supplier’s product and market Easy for customers to switch to competitor’s product Relatively easy to switch to competitor’s products

THREAT OF SUBSTITUTES
Petrotrin’s ULSD compares favourably to possible
substitutes (more features)
Low cost for customers to switch to another product
Customers loyal to Petrotrin’s existing LSD products

Figure L. 8: Porter’s Five Forces Analysis of Chosen Segment

 49

Appendix M. Characteristics of USLD End Users in U.S. PADD 1

Region

Table M.5: Market Segment Profile

Variables Characteristics
Age 16+ (Driving population)
Occupation Students; Professionals; Truck drivers; Retired;
Benefits Sought COMMUNICATION BENEFITS
• Sulphur content information
• Cetane number information
• Other fuel specifications
FUNCTIONAL BENEFITS
• Environment friendly fuel - Clean burning fuel
• Optimum fuel performance
• Safe to handle
PERCEPTUAL BENEFITS
• Quality
• Price
Personality Quick maturation with new products; Seeking cheaper
fuel prices; Environmentally concerned;
Product Usage Rate Daily basis
User Status Heavy
Loyalty Status High
Type of Vehicle ULSD and non-ULSD compliant vehicles
 50

Appendix N. Indirect Intermediary Strategy

Figure N. 9: Indirect Intermediary Strategy

 51

Appendix O. Wholesale Prices for ULSD in PADD 1 Region

Figure O. 10: Wholesale Prices for ULSD in PADD 1 Region

Source: U.S. Energy Information Administration
 52

Appendix P. ULSD Cost Curve Scenarios with 2006 Demand

Estimates

Figure P. 11: ULSD Cost Curve Scenarios with 2006 Demand Estimates
Source: U.S. Energy Information Administration, The Transition to Ultra-Low-Sulfur Diesel Fuel: Effects on
Prices and Supply, May 2001