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'Nothing happens until something is sold' This statement is not original - it is a necessary orientation for marketing industrial minerals. The most important single philosophy of marketing is that it recognises the consumer as the starting point. Production orientation is concerned with producing products that the customer might buy. Market orientation is concerned with finding the needs of the customer and how they can be satisfied. The difference between the two approaches can be recognised in company structures but the most tangible difference is in the approach by a company to selling and development. In other words, it is the market that decides what can be done with a mineral. The markets requirements dictate what mineral, what grade and what price will be paid. Therefore it follows that when pricing a product we should avoid taking the basic cost and arriving at a final selling price through a series of standard markups (unless government insists on it). We should start with the price the market can stand and work backwards to find out whether you have a profitable product or one that will fail because it is too dear. Naturally a thorough understanding of production costs is necessary particularly when marginal markets are concerned.

Jan 1, 1978

By Jacque Trottier, Marcel Vallée, Gratien Gélinas

"Mineral exploration in Canada traditionally has gone from boom to bust in cyclical pat-terns following market and discovery cycles, but other endemic factors related to exploration financing and performance have contributed to the amplitude and recurrence of these fluctuations. In view of these problems, junior exploration is reviewed here in a marketing perspective, looking at the 4 Ps: Product, Price, Placement and Promotion.In the 1980s, MEDA incentives gave the shares of junior and mining companies significant price and promotion advantages, and contributed to excessive exploration funding. Many were thus led to minimize the basic values needed for continued investor interest: appropriate levels of product quality, sustained share value and customer satisfaction. Basic changes are needed to improve the marketing of junior mineral exploration in the future, with or without improved fiscal incentives. To be successful, the required improvements must come from the technical participants, but the financial partners also need to be involved.Exploration in Canada must be marketed with vigour, both in Canada and internationally. Exploration, mine development and mine production are essential to our economy. They are environmentally acceptable and they are welcome in Quebec and in most Canadian provinces and territories. Canadian exploration and mining are entrepreneurial industries that must take better advantage of their strengths and achievements and remove the shortcomings that hinder them: nobody can do it for them!"

Jan 1, 1996

By W. D. BRENNAN

AS a rule the thoughts of engineers are more often directed toward the mechanical and physical conditions of mining practice than they are toward the disposition and the marketing of the product. This, I think, has been true of the coal industry to the present time not only among the engineering force but also generally true of operators. There has been a tendency to place the sales department in a rather secondary position; for a great many years there was a greater demand for coal than the supply would meet, so it was only necessary to increase production: either by expansion of operating mines, or opening new mines of greater capacity. While the production of coal is still a highly important phase of the industry, its enormous development throughout the country, the great advance in fuel, efficiency and economy, and the discovery of new reserves of competitive fuels have combined to create a buyers' market and force the present-day attention upon merchandising in modern ways. A buyers' market has a natural tendency to develop the keenest competition, frequently unscrupulous and nearly always profit-wrecking. Under such conditions bad practices are bound to grow and to extend until the industry is wrecked, or until wiser heads get together to reduce or eliminate unfair methods of competition. This is not so recent a condition as one might believe.

Jan 1, 1931

By James J. Fallon

Last summer Larry Miller of Roberts & Schaefer told me that his AIME committee would like me to present some thoughts on the marketing of industrial mineral fillers and pigments to this illustrious group in Las Vegas. Shortly after, Brian Coupe of "Industrial Minerals" (the magazine) notified me that I would be presenting a paper to the Fourth International Industrial Minerals Congress in Atlanta this June. It seems to me now it might have been more appropriate to reverse the papers. Las Vegas, a town based on risk, might want to hear what we have to say in Atlanta. The subject for June is "Risk Philosophies of U. S. Industrial Minerals Companies". However, upon reflection, marketing of industrial minerals reflects risk philosophies to a considerable extent, so we'll cut the deck and deal on the subject of marketing.

Jan 1, 1980

By Albert H. Fay

The gypsum industry makes significant contribution to the wealth of our nation. This non-metallic mineral ranks in the highest order with America's most precious resources. Evidence of this is borne out by the fact that gypsum is a vitally necessary element in the building, industrial and agricultural industries. In 1967, the United States consumed 14 million tons of this valuable ore. Of .this amount 69% was required by the building industry for the manufacture of building materials. An additional 21% was directed to the industrial market, for the manufacture of Portland Cement and for other industrial uses. The remaining 10% was used for agricultural purposes.

Jan 1, 1969

By O. M. Johnson

Barite and bentonite are the two principal components of drilling fluid systems used in the petroleum industry for oil and gas well drilling with rotary-type rigs. Approximately 87 percent of the world's annual production of barite is used in drilling applications. Of the worldwide production of bentonite, an estimated 30 percent is used. The drilling fluid, or drilling mud, to which barite and bentonite are added, performs five distinct functions: Lubrication-The liquid phase of the drilling mud lubricates the drill bit, preventing premature failure of the cutting edges and bearings. it also helps to soften the formation being drilled. Cuttings Removal-A mud system must be able to carry rock cuttings broken loose by the bit up to the surface where they can be removed by mechanical or chemical methods. The fluid's ability to perform this function depends upon maintaining a proper balance between the rate of circulation of the fluid and the colloidal properties required to entrain the cuttings in the mud to prevent their settling to the bottom of the hole. Hole Stability-The pressure exerted by the mud against the wall of the bore hole prevents the collapse of the uncased portions of the hole. Downhole Information-The fluid characteristics of the mud should be such that good cuttings samples, cores and electric logs may be obtained to help evaluate a well's productive zones and potential. Control Oil, Gas and Water Flows-It is essential that a drilling fluid offset any pressure from naturally occurring formation fluids in order to prevent a potentially wasteful and dangerous blowout.

Jan 1, 1980

By L. Xinguang

Shandong MinMetals Corporation, a state-owned import and export organization located in the city of Qingdao, Shandong Province, China, was opened in 1954, with the mission of marketing metal products and industrial raw material in oversea areas for hard currency to support the modernization project of the country as well as the province. The management officers are appointed by the provincial government, and report to the Foreign Trade Department of Shandong Province. Meanwhile, the company also receives guidance from MinMetals head office in Beijing, the capital city of China. The head office does not own and control any provincial MinMetals organizations, but merely coordinate business among provinces.

Jan 1, 1990

By George A. Guess

The making of contracts for the purchase of ores is a business which the metallurgist usually understands better than the miner. Companies in the custom ore business often employ an ore buyer who is aware of the class of ore which the smelter needs, and is thoroughly conversant with the business. The miner on the other hand makes ore contracts but seldom, and it is often only after a settlement has been made that he realizes the meaning of the terms of the contract under which he has sold his ores. He has expectations usually greatly in excess of the amount 'net proceeds' shown at the bottom of the settlement sheet. Seldom does the occasional shipper really know his contract. A somewhat similar parallel is to be found in insurance policies. We all have insurance policies; we never know the conditions contained in them until after the fire. The clauses in the policy are for the protection of the Insurance Company. An Insurance Company has no friends.

Jan 1, 1926

By A. M. Whiting

Competition for coal producers and their primary customers has constantly increased during recent years. The effects of the Clean Air Act Amendments of 1990 on the electric utility industry, coupled with the normal complexities of coal production, quality control, transportation and contracting techniques have spurred both buyers and sellers to increase their level of sophistication. This paper will review the basic aspects of the U.S. coal business and explore the commercial approaches which have proven to be most successful.

Jan 1, 1994

By H. T. Fargey

This paper considers the social, economic and political factors and their influence on future production and marketing of Western Canadian minerals. Among the subjects discussed are inflation, taxation, anti-combines legislation, unstable international currency relationships, economic nationalism and protectionism, the European Common Market and environmentalism.

Jan 1, 1973

By J. E. Castle

The essential foundation upon which to build an effective marketing program in industrial minerals is the ability to produce competitively mineral products meeting precise customer specifications and to ship them promptly and on schedule. Without this prerequisite, all the other factors in a second marketing program-creative sales management, energetic solicitation, advertising, technical service, new products, etc.are without meaning. The primary image to be created in the mind of customers is that of the reliable and prompt supplier of mineral products at competitive prices and of standard, uniform quality. With this favorable image implanted, it becomes possible to integrate the other essential factors into a strong marketing program; and without this image, little can be accomplished. After having .made provision for the basic product ion position outlined, there are then two fundamental considerations in the design of a successful marketing program for industrial minerals. The first of these is that the number of potential customers for the typical industrial mineral product is, relatively small, and indeed compared to the number of customers for consumer products, the number is actually minute. The second consideration is that the customers for industrial minerals are manufacturers and producers rather than consumers. These two factors lead to a necessity that the marketing program be specifically and uniquely tailored to fit the individual mineral product to be sold and to conform to an existing pattern of distribution.

Jan 1, 1962

By G. P. Larson

We define a specialized mineral market as follows: Specialized Markets are markets where a low volume of a given mineral is used to convey a large benefit to a specific product. Sales of these value added minerals to small markets generally require a different marketing approach compared to bulk or commodity markets for traditional minerals. Specialized and commodity markets are differentiated by several characteristics as listed in Table 1.

Jan 1, 1990

By G. P. Larson

We define a specialized mineral market as follows: Specialized markets occur where a low volume of a given mineral is used to convey a large benefit to a specific product. Sales of these value added minerals to small markets generally require a different marketing approach than bulk or commodity markets for traditional minerals. Specialized markets are differentiated by several characteristics as listed in Table 1. [Table 1-Characteristics of Specialized Markets 1. Long-term sample evaluation 2. Small volume markets 3. Highly controlled properties 4. Customized specifications 5. Technical selling effort] Many of the specialized markets require long term evaluations before sales can be made. This can vary greatly depending on the type of industry and ultimate end-use of the final product. In some cases, complete evaluations may take from several weeks to years. Length of sample evaluation has no relationship to size of market. That is, the total market may be quite small or fairly large (e.g. from a few hundred pounds to a few million pounds). Uniformity of value added minerals from lot to lot is an extremely important characteristic for these markets. Variations that are of no consequence to one industry (or application) cannot be tolerated in another. This has led to customized specifications and test procedures for specific markets and applications. Because of the greater uniformity and customized specifications, the need for greater technical selling effort is required. This is particularly true in the initial developmental phases and contacts as well as in maintaining the account after the initial order. A small entrepreneurial organization can be used to advantage to achieve goals of sales and profit to these types of markets. The large commodity or bulk producer's sales and marketing organizations are not ordinarily equipped to give the necessary service or technical assistance to the specialized markets. The organization usually required for this type of marketing is given in Table 2. [Table 2- Specialized Marketing Organization Requirements 1. Flexible approach to technical and marketing problems 2. Versatile background in a broad range of industries 3. Laboratory backup when necessary 4. Marketing expertise 5. Technically competent management] In developing specialized markets, a flexible approach to both technical and marketing problems is necessary in understanding the needs and requirements of the industry and the applications involved. This flexibility is also helpful in adapting existing products to new market areas. Having knowledge of a range of industries as broad as possible can be very helpful. It often happens that a product developed in one area or industry can lead to its application in a different area with excellent results. Laboratory assistance for a wide range of tests and test procedures is an important asset in any development program for specialized markets. Laboratories can also assist in competitive evaluations. Marketing expertise and a management with some degree of technical understanding are necessary in to assign proper cost/ benefit ratios to a proposed new product or application of existing products. This is important since the total market volume can be small and the time required for initial contact to first sale can often be lengthy. Also, management's technical and marketing expertise is required in evaluating all possible options that can be considered viable when an application is presented. Once an organization of this type is in place, it is then possible to determine the needs of the marketplace, including when various minerals might have to be customized to fill those needs. There are generally two methods of marketing, as noted in Table 3. [Table 3- Method of Marketing 1. Product Driven -Develop a product with certain desirable properties and try to find a market to utilize those properties. 2. Market Driven -Know market well enough that when a need arises, it is possible to identify a product that will satisfy the need.] These approaches are not mutually exclusive and can be used at the same time. Marketing a value added mineral generally requires the "market driven" approach. Hence, the importance of a knowledgeable management as outlined above. To determine where needs and opportunities exist, several approaches can be used. Table4 lists some of the methods employed.

Jan 1, 1993

By Rod Heath

The Saskatchewan industry has the advantages of an ore body of a size and consistency unmatched anywhere else in the world, and large, efficient mines with production costs that compare favourably with those in other countries. On the minus side, Saskatchewan is remote from most major markets, and producers face a distribution challenge to reach the offshore markets which is the main focus of this presentation. One of the characteristics of the world potash business is that all of the major sources of production are located in the developed areas of the world, while there is no significant production in any of the highly populated developing countries. The major potash producers are located in Canada and the United States, in West Germany, France, Spain and the U.K., in Russia and East Germany, and in Israel and Jordan. There is currently no significant production in any of the countries in Asia (with the exception of Jordan where a plant is currently in the start-up phase), Africa, Latin America or Oceania, and all of these areas must, therefore, import a11 of their potash requirements from the producing countries.

Jan 1, 1985

By T. Harris

Exports of crude gypsum from Mexico currently comprise about 60% of all domestic shipments, and about 25% of the imported material consumed in the U.S. wallboard industry. However, of growing importance are the domestic markets for calcined gypsum in Mexico including building plasters and wallboard, which account for 55% of the internal demand for natural mined material. This paper will examine the current trends in the production and trade of natural mined gypsum in Mexico and North America and the opportunities and threats that are facing existing and new suppliers in this changing market.

Jan 1, 1996

By Drew A. Meyer

Magnetic metals are the granddaddy of products which may be recovered from municipal waste. Aside from hand-picking of newsprint and corrugated boxes, magnetic metals are usually the first items a resource recovery facility considers extracting from the solid waste stream. Magnetic metals from incinerator residues and from municipally mandated source segregation programs were first used in significant quantities by the Copper Industry. The ability of the Copper Industry to consume metals from the municipal solid waste stream raised everyone's hopes that there would be more markets for municipal scrap when more of it became available. Somehow something has gone wrong. It is widely acclaimed that scrap is an environmentally sound and economical source of iron. It is greatly in demand for Its contained energy. The prices that the steel industry has been willing to pay for the scrap during the past year are all the proof anyone should need that scrap Is desirable and sought after. But the very fact that I'm speaking today on the markets for magnetic metals recovered from municipal waste indicates that something Is wrong. Clearly the problem is not that we do not need the scrap. The problem is we have not produced the kind of scrap that consumers are willing to buy - either through ignorance of what the consumers wanted or through a conviction that ferrous scrap is so obviously a good thing somebody will surely want it no matter what. Dr. Harvey Alter of the National Center for Resource Recovery has said "You can't sell garbage". In a sense that is only partly true. It really should be "You can't sell garbage for very long". The Steel Companies, in an effort to prove that steel is an environmentally desirable packaging medium, have bought some scrap that can only be described as garbage. They are to be commended for doing so. The fault lies not with the Steel Company for taking and paying for "garbage" but with the producer of that poorly prepared scrap. Far every instance where the steel industry has purchased the often undesirable product from resource recovery facility there are several magnetic installations sitting Idle because someone forgot the most essential part of producing the magnetic product - selling it to someone.

Jan 1, 1975

By P. J. Best

Due to its low mine production costs, competitive rail rates and low sulfur content, the Southern Powder River Basin (SPRB) now commands 30 percent of the U.S. utility coal market. In 1996, production exceeded 260 million tons, a growth of 110 million tons since 1989 and 15 million tons over 1995. Continued growth is expected as the second phase of the Clean Air Act Amendments (CAAA) looms. This growth will be the greatest in the southern part of the basin, where coal quality is higher. This article is an overview of supply and demand issues affecting markets for SPRB coal. It reviews the current markets for SPRB coal and addresses future prospects for market expansion.

Jan 1, 1998

By H. Stutchbury

Alberta is labouring, and has laboured, under serious difficulties in the marketing of ?her coals, due to a number of conditions which now obtain, but all of which appear capable of solution, and their elimination would insure a very largely increased market for the vast coal resources of that province. It is perhaps necessary to again mention the fact that 15 per cent of the world's coal resources are to be found in Alberta; 21 per cent of that of North America; 72 per cent of that of the British Empire, and 87 per cent of that of all Canada. While we talk largely of the great wealth of Canada, the immensity of her vast natural resources, it is axiomatic that the mere presence of any natural product in a country does not in itself constitute wealth for that country, unless these raw materials can find a market, either in their raw state, or by the process of manufacture. There are many factors, however, which enter into the marketing of any commodity. The chief of these, in my opinion, is price competition. High costs of production materially reduce the radius in which any product can be marketed, and this applies particularly to coal. Mining costs in the province of Alberta are necessarily high at the present time, due in a large measure to the ease with which the 'gopher hole' mine can be opened with small capital.

Jan 1, 1925

By DON E. MacDONALD

Marl in Alberta is confined to highly specific geological, hydrogeologica/ and climatic settings. Tufa is fa irly abundant in those areas of western Alberta where bedrock is of the Paskapoo Formation. Marl and tufa originate when the following conditions are met: presence of a carbonate source in drift or nearsurface bedrock; leaching of the carbonate by percolating groundwater; transportation of calcium and bicarbonate ions in a permeable aquifer; discharge at the surface as springs, seeps or lakes; re-precipitation of calcium carbonate. Alberta has seven categories of marl and tufa deposits, based upon over-all depositional environment and calcium carbonate

Jan 1, 1984

By Thomas R. Kuesel, Harvey W. Parker

INTRODUCTION This paper describes the use of a shield and compressed air for construction of a short section of a pair of twin single-track tunnels for the Metropolitan Atlanta Rapid Transit Authority (MARTA) transit system. Although only two blocks long, this section posed the greatest difficulties to both engineers and contractors, and is the most expensive section of line construction on the MARTA system. All this derives directly from its setting--these tunnels had to be constructed through mixed-face conditions. SETTING The Broad Street tunnels form a link between the Peachtree Center and Five Points Stations, in the heart of Atlanta's central business district (Figure 1). Peachtree Center sits atop a solid rock ridge, which inspired the design of a deep rock-mined station, as described in the 1979 RETC. Five Points Station is MARTA's hub--the intersection of the system's two main branches. It is located in the old railroad gulch, a filled-in erosional valley at the base of Peachtree Ridge, and was constructed by open-cut methods. The alignment and profile of the Broad Street tunnels were closely constrained by these two adjacent anchors, and in the six-block stretch between them there was very little room for maneuvering. Since the rock ridge petered out about in the middle of the section, it was evident at the outset that there would be about two blocks of rock tunneling at the north end, two blocks of soft ground construction at the south, and two blocks of mixed-face in between. It is this central two-block section that is the focus of this paper.

Jan 1, 1981