Industrial - Port of Delcambre

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Table of Contents
Executive Summary
Explanation of Industrial/ Manufacturing Sector
Planning for Industrial Zones
SWOT Analysis: Shrimping Industry
SWOT Analysis: Non-Oilfield Manufacturing
SWOT Analysis: Specialty Pet Food
Shrimping Industry Segmentation
Country of Origin Labeling/ Anti-Dumping Laws
Coastal Wetland Preservation
The Shrimp Boot Image
Market Segmentation
Customer Value Determination
Customer Analysis
3 Year Marketing Strategy/ Value Proposition
Non-Oilfield Fabrication Segmentation
Alternative Energy
Market Segmentation
Customer Value
Customer Analysis
3 Year Marketing Strategy/ Value Proposition
Specialty Pet Food Segmentation
Market Segmentation
Customer Value Determination
Customer Analysis
3 Year Marketing Strategy/ Value Proposition
Appendices
Other Industrial Opportunities
Seafood Buyers
LED Study on Pet Food Manufacturing
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Executive Summary
Delcambre, a town of less than 5,000 on the southern Louisiana Coast, faces mounting
challenges to economic growth and sustainment. A small shrimping town rich in Cajun culture
and family pride has found itself facing a decline of its major industries and a diminishing of its
population. In 2005, Delcambre was hit by Hurricane Rita which placed nearly the entire town
underwater, destroyed houses, and caused many members of the population to permanently
abandon the town. Despite the trials faced by the town, those who did stay had a dream of
someday being a part of a bigger, better Delcambre but needed to find the right opportunities to
make that dream a reality.
“The district is the launching point for 30% of the United States’ oil production, 25% of
its natural gas production, 3000 channels, five of the top fifteen busiest ports, 20% of all boat
traffic, 60% of all grain cargo, 36% of all shrimp, 50% of all oysters, 26% of all blue crabs, 3.5
million waterfowl, and fisheries valued at $2.8 billion” (Rick 3). Besides its rich culture,
dedicated citizens, and industrial markets, Delcambre’s greatest asset is its location. The
Delcambre Canal, which runs through the middle of the town, connects with the Gulf
Intracoastal Waterway. This waterway connects Texas to the Florida Coast and eastern Florida to
the Jersey Shoreline. It is one of the most traveled waterways in country. America’s 26,000
miles of inland waters move 600 million tons per year, transport $100 billion in interstate trade,
and account for 800,000 jobs. Most of these waters drain to the Intracoastal and eventually the
Gulf of Mexico.
CGMG has outlined a plan for the revitalization of the town’s economy and livelihood
based on expansion of the town’s industrial sectors. What follows is a summary of those plans:
Delcambre currently derives its industrial revenue from three main segments: boat repairs,
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shrimping, and fabrication shops. CGMG has selected the following three segments as targets
for growth and expansion within the Port of Delcambre:
Increased Shipping- Because of Delcambre’s access to air, water, freight, and interstate
commerce, it is ideally situated to benefit from increased cargo transportation. The institution of
increased shipping channels and opportunities will also prove to be beneficial to its success in
the other industries presented.
Retooling the Shrimping Industry- By focusing on higher end clientele who are willing to
pay a premium for Louisiana shrimp, Delcambre can combat the price wars created by excessive
dumping from foreign countries. The town should focus on marketing “Wild Louisiana Shrimp”
and try to expand its customer base by centering its activities on small wholesalers and retailers
throughout the state of Louisiana.
Expansion of Fabrication Shops- With President Obama’s recent anti oil stances, offshore
construction budgets are in limbo and the demand for offshore related products is unclear.
Diversifying into government and alternative energy fabrication should counter these various
demand inconsistencies. The town’s current assets such as the existing infrastructure and open
land provide much room for growth opportunities within this field for current and future
developments.
Establishment of a High-End Pet Food Processing Center- The state of Louisiana recently
conducted a study on the economic impact of high-end pet food for Louisiana. They found this
area attractive because of the easy access to the raw food materials, multi-modal transportation
channels across the state, and extra land open for development. This could provide a huge
market opportunity for the town as a whole due to the fact that there are no other companies
within this industry anywhere in the surrounding regions. This would give them a chance to tap
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into uncharted territory and strive to increase the already high profit margins. Though this
proposal could change the face of the town, it may be too large to accomplish without the help of
government subsidies.
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Industrial/ Manufacturing Sector
The Industrial/ Manufacturing sector is the primary focus of this study. Delcambre’s
existing industries include shrimping, boat repair, and oilfield fabrication. Though Delcambre
has access to both a rail spur and highways, the largest industrial asset of Delcambre is the
Delcambre Canal. This canal has operated near a 12 foot depth for most of the city’s history, but
the depth was lowered when Hurricane Rita washed sediment into it. Dredging the Canal to a
depth closer to 12 feet would greatly increase Delcambre’s functionality as a port.
The Canal reaches south to the Intracoastal Waterway. The Intracoastal is a 3,000 mile
waterway that stretches from the Manasquan River in New Jersey down the eastern seaboard to
Florida and along the Gulf Coast until it terminates in Brownsville, Texas. Federal mandates
require the Intracoastal to maintain a depth of 12 feet throughout the canal. However, inadequate
funding has caused some of the areas to drop as low as 7 feet.
!
Shipping is a major industry for towns with access to the Intracoastal. Raymond Butler,
Executive Director of the Gulf Intracoastal Canal Association, states that inland transportation
accounts for $3 billion per year in direct revenue. America’s 26,000 miles of inland waters move
600 million tons per year, transport $100 billion in interstate trade, and accounts for 800,000
jobs. The top products transported in descending order are petroleum, sea animal shells, nonmetals, and metals.
A key advantage of shipping via waterways versus land-based transportation is the cost
savings. Shipment by water results in cost savings through the production of less vehicles and
rail cars and requires less infrastructure than the constant maintenance of highways and rail
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systems. Barge transportation is also safer than other modes and has greater capacity potential,
being able to hold the equivalent of 15 railcars or 60 trucks. Another key facet of transportation
by barge is that a barge is more efficient than other transportation uses and also results in fewer
emissions than a train or truck.
Planning for Industrial Zones
When planning for industrial zones, one must remember that making the entire town into
an industrialized area will greatly affect the quality of life for that town. While the fabrication
shops do not cause significant pollution problems if maintained properly, noise is a major issue at
these facilities. Sand blasting (which occurs in most oil field fabrication yards) creates
significant noise for the surrounding area. Every fabrication yard that is built takes up valuable
waterfront property. These planning decisions must be closely analyzed not only for the
potential short-term revenue inflows, but also for the long-term opportunity costs. Beautification
of the city through parks and natural sites must also be considered. Setting an industrial zone
south of a certain point on the canal could help to reduce the interference between the industrial
zone and the retail, tourist, and real estate sectors.
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SWOT Analysis
Shrimping:
Delcambre has proven to have many valuable characteristics that make it appropriately
suited for the shrimping industry. The fact that they have the ability to provide fresh, local
seafood to surrounding areas will serve to be their main point-of-difference within their region.
Easy access to the Gulf of Mexico and multi-modal transportation can also play a major role in
supplying them with a competitive advantage. This accessibility will help provide easier, less
costly, and more efficient transportation channels in which to reach their consumers. The current
people and existing infrastructure will also prove to be useful for this industry. Delcambre has
played a role in the shrimping industry for a very long time now and the skilled workforce and
materials such as shrimping boats and supplies that are already in place in the town serve to be
very positive attributes. Also, the fact that the seafood industry provides such a high traffic
market makes the shrimping industry a very attractive market.
The fact that shrimp are more of a luxury good than a necessity could prove to be
somewhat of a downfall for the town. This could lead to the idea of differing demands based on
outside forces that cannot be controlled by the town. Also, since shrimp are on more of a
seasonal basis this may lead to certain variations in available supply over time.
Delcambre’s opportunity within the shrimping industry seems to mesh well with the idea
of looking for customers that value quality over price. We don’t believe it would be appropriate
for Delcambre to market their catch to large chain restaurants or others that are simply looking
for a cheap way in which to get shrimp into their product mix. A marketing approach of
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stressing the idea of the fresh, local seafood to prospective customers who are not price sensitive
would be the most effective way of approaching the market. We would like to extend
Delcambre’s customer base to the smaller, quality-driven purchasers throughout Louisiana.
Although the town possesses many features that will encourage its shrimping industry it
also faces some challenges. The threat of natural disasters, hurricanes in particular, has always
proven to be a source of trouble for the town and its industries. Also, one thing that could be a
hardship at this point in time may be the slowing economy. The fact that consumers have
constantly changing preferences may also lead to an inconsistent level of demand. Finally,
foreign competition would provide a basis for problems due to cost differences.
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Non-oilfield manufacturing:
The manufacturing industry could benefit from many of Delcambre’s assets. Their access
to multi-modal transportation channels and open space provide lots of room for growth
opportunities within the town. They do also have some current infrastructure in place that could
prove to be useful for some of these manufacturing ventures. The town possesses a workforce
that is somewhat skilled in this line of work and will definitely give them an advantage over
competing areas.
Delcambre could find many opportunities within this industry. They could build off of
their past undertakings to provide the necessities in which to look towards their future. One
main benefit of moving into this industry would be the fact that the demand remains fairly
consistent over time. It would not operate like the oil industry with giant peaks and valleys in
demand.
There are also some weaknesses within the town that could prove to hinder the market
opportunity. The number of workers needed for many of the government contracts may prove to
be unattainable for the town. The workers’ lack of technological expertise and the processes that
would be beyond their current training level would need to be addressed and resolved. This type
of industry would also be bringing a completely new customer base within the town so they
would have to figure out ways in which to adapt their current abilities to these new customers.
The threat of natural disasters could provide a problematic area in which to attract these
new customers. They may be unsure about moving into Delcambre due to their long history with
the devastating effects of natural disasters. This sort of industry may also induce an increase in
the population of the town which may cause some problems with the current residents.
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Specialty pet food:
The specialty pet food industry would serve as a new opportunity for the town of
Delcambre. The fact that the town has access not only to raw materials that serve as principal
ingredients in a majority of dog food but also to the less commonly used ingredients that are
popular in premium food types is what provides the greatest link between the two. The town
would also be very well equipped to provide the acreage needed (15-20) to support this type of
manufacturing and the transportation accessibility (particularly rail and interstate travel) that
would make importation of supplies and exportation of the finished product easier. The
manufacturer would also be able to take advantage of other opportunities that could assist in
cutting back on normal operating expenses such as the lower hourly wage rates in the South and
the lack of a water tracking system within the town to regulate utility charges.
On the other hand, some weaknesses that would exist within the town would be the fact
that there is currently no existing infrastructure that would be appropriate for this type of
manufacturing. The project would require large investments, most likely through govenment
grants and loans. The town also would not have much to provide in regards to skilled workers.
This would require a lot of partnering with others not only for the manufacturing side but also in
regards to training and bringing workers in.
The pet food industry would provide the town with an opportunity to tap into uncharted
territory. There are currently no companies within this industry around here which would
provide the opportunity for a monopoly within the surrounding regions. This sort of venture
would also provide good profit opportunity due to the traditionally very high gross margins and
continuing sales growth in the past.
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The establishment of a specialty pet food manufacturer would, however, lead to a large
increase in population for the town. This increase could prove to be more than the town would
be willing or able to accommodate for some time. This importation of new people could also
lead to new ideas and new cultural backgrounds being situated in one place and eventually lead
to a changing of the culture Delcambre has grown to know and love.
FOR ADDITIONAL INDUSTRIAL DEVELOPMENT OPTIONS, SEE APPENDIX A.
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Segment 1: Shrimping Industry
No industry has been more vital to the success and identity of Delcambre than the
shrimping industry. Like many southern towns that rely heavily on one segment for economic
success, Delcambre’s economy has been tied closely to the shrimping industry (Laska et al., 94).
Shrimping in Delcambre is not only a vital part of the local economy, but of the state and
nation’s economy as well. According to the Louisiana Economic Development, Louisiana
accounts for 26 percent of all seafood caught in the United States. Americans consume 1.3
billion pounds of shrimp per year, which is more than any other nation (Rick 1).
The shrimp industry in Louisiana, though still very viable, has been struggling.
Overfishing of the Gulf of Mexico was one factor for the decline (Mendoza, personal interview).
The impact of the 2005 hurricanes also had a tremendous effect on the national fishing industry.
Based on the 2007 Summary of Agriculture and Natural Resources by the LSU Agriculture
Center, “the seafood industries experienced nearly $250 million in revenue loss as a result of the
two storms.” In addition, the shrimping industry has been affected by the importation of cheap
shrimp from overseas. Rick also states that the average price for a pound of state-caught shrimp
has dropped from $1.45 to $0.94 in the last 20 years. Shrimpers are finding that their costs are
rising while revenues are falling, a formula that is putting this precious industry on life support.
Because of recent legislation, more companies have sought to buy “Louisiana Wild”
shrimp because of its quality advantage. However, some products, such as processed food, do
not require the higher quality shrimp found in Delcambre, and it is unlikely that local shrimpers
will be able to compete with the cheap imports on this front. Delcambre does have a major
competitive advantage on the high-end sector, which is composed of markets, restaurants, and
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individual buyers. These buyers have typically been willing to pay a premium for fresh Gulf
Shrimp.
One potential solution is for Delcambre to temporarily adjust its shrimping methods.
Since these exclusive markets target mostly the larger shrimp, attempting to deliver more of
these may help Delcambre in the long run. The problem is that short-term sacrifices must be
made and would require significant government subsidy to ensure that the shrimpers do not leave
for another area. One such strategy entails setting size requirements for a period of time to help
the shrimp population grow to the desired size. By producing a slightly lower volume of shrimp
over the next two years, the shrimpers would be working to build a more sustainable premium
catch base for future years. Requiring nets with larger holes or implementing stricter catch
standards would build the select shrimp market. This could tremendously affect the revenues of
local shrimpers and would absolutely require government assistance to ensure that these
shrimpers were able to sustain a living.
Country of Origin Labeling & Anti-Dumping Laws
One major hurtle that the Southern Shrimp association faces is the competition from cheap,
imported Asian shrimp. Locals, especially those in Delcambre, have been driven out of a
generations-long industry because of their inability to compete with farm-raised shrimp that are
being dumped onto seafood markets.
The United States Government also sought protection for its domestic shrimp and fisheries
industry by enacting anti-dumping tariffs. Estimates show that the importation of shrimp into the
US is a $3 billion industry (Economist). According to Economist magazine, “in 2004, urged on
by domestic producers, America slapped anti-dumping duties on shrimp from China, Thailand,
India, Brazil, Ecuador and Vietnam.” Even though these anti-dumping tariffs were enacted, they
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were not high enough to halt the progress of these foreign importers. Only for a brief time,
before being rejected by the World Trade Organization, did the tariffs collected go directly to
individual shrimpers and processors in the United States.
Another measure taken to protect domestic shrimpers is the Country of Origin Labeling Act
(COOL). COOL states that all imported seafood must include the country of origin and whether
it is wild or farm-raised. Additionally, the labeling must be clearly visible by the end consumer.
This legislation is targeted to all fresh or frozen seafood, but does not include food which has
been processed. Examples of exempt commodities include smoked salmon, canned tuna, and
pickled herring (Session 13). In order for a product to classify as US raised, it must come from
the United States and not have any processing on it that occurs outside the States. Country of
Origin Labeling has raised awareness about the quality of wild American (especially Louisianacaught) seafood.
The backlash against importation of shrimp has caused many companies to advertise the
COOL as a selling point, with the label “Wild Louisiana Shrimp” signifying quality similar to
“USDA Approved.” As more seafood retailers follow this plan by exploiting the “Wild
Louisiana Shrimp” label, Louisiana should see positive market demand as more people become
aware of the quality of Louisiana shrimp and the uncertainty associated with the safety and
quality of imported shrimp.
Along with anti-dumping and Country of Origin Labeling laws, there is also a movement
for greater regulation within the United States Food & Drug Administration concerning imported
seafood. John A. Williams, Executive Director of the Southern Shrimp Alliance, says “Because
the FDA inspects only approximately 1 percent of all seafood imports, imports contaminated
with harmful drug residues, pesticides, salmonella, and common filth enter the United States
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virtually undetected.” The European Union, Canada, and Japan all have found massive
improvements in safety and health through more intense regulation of seafood imports.
On several occasions, countries that have had products banned from the European Union or
other more heavily regulated areas have been able to ship these refused goods into America.
Cambodia and Vietnam have both been condemned for insufficient health and hygiene issues,
but the two have imported over 200 million pounds of shrimp into the US. Many of these
importing nations have been known to overdose these shrimp with antibiotics, causing them to
evolve into carriers of more resistant bacteria that humans cannot fight off as easily.
Coastal Wetland Preservation
One of the greatest environmental challenges facing the state of Louisiana is coastal
erosion. According to a 2006 article in Satellite News, “An analysis of land-change data from
the US Geological Survey (USGS) found that 217 square miles of Louisiana’s coastal lands were
transformed to water after hurricanes Katrina and Rita swept across the coastline in August and
September 2005.” Additionally, “Every thirty minutes, an area of coastal land the size of a
football field vanishes. Since the 1930s, more than 1.2 million acres (1,900 square miles), an
area the size of Delaware, has disappeared from the Mississippi River Delta” (Environmental
Defense Fund).
There are currently several proposals within the state to use alternative solutons to coastal
preservation and levy building. The Times Picayune reported that Goveror Jindal had expressed
his support for using 10 miles of I-10 destroyed by the 2005 hurricanes to create fishing reefs by
sinking portions in certain marine areas. According to the article, “A team from the Louisiana
Department of Transportation and Development, with help from other agencies, is still reviewing
the separate proposls for using the concrete, which Jindal said will save the sate upward of $15
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million.” Though Delcambre does not have as much excess concrete, Delcambre does have a
major asset: the fleet of abandoned shrimp boats. Those boats which are considered nonseaworthy and cannot be salvaged for parts could be sunk in strategic areas to create artificial
reefs to help support the fishing industry. The boats could also be used to either protect or create
levies in the area. These boats could also be sent to other locations around the state for the same
purposes.
Another alternative restoration plan is to use sediment from dredging to rebuild the
coastline. Some projects are already underway in Louisiana. The Coastal Protection and
Restoration Authority of Louisiana (CPRA) announced that Governor Jindal also expressed
support for this process. According the CPRA, “The state is dedicating nearly $20 million from
the Coastal Protection and Restoration Fund to projects that will build an estimated 670 acres of
marsh in Southwest Louisiana using sediment dredged from the Calcasieu Ship Channel.” This
project puts the state’s budget at over $200 million for state funding. The citizens of Delcambre
could possibly seek two sources of state funding for the dredging of the Delcambre Canal to the
desired depth of 12 feet: coastal restoration funds and port development funds. The dredging
should have a positive effect on both segments by making the channel more accessible and
helping to prevent further land loss.
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Transforming the Shrimp Boot Image into Opportunity
One image that has consistently been associated with the Delcambre community is the white
shrimp boot. Many in the past have incorrectly utilized this image to stereotype Delcambre as a
small town with little opportunity for growth.
These white boots present tremendous opportunity for the town. The white shrimp boot
should be worn as a badge of honor, a glowing symbol of the shrimping industry that has
dramatically shaped Delcambre’s culture. No other town in the state has earned the right to be so
closely associated with one of its industries than Delcambre. Through Delcambre’s expertise and
quality production in the shrimping industry, it has earned the right to be considered an authority
within the shrimping industry. These white boots must be marketed as Delcambre’s trophy,
reminding our state that shrimping is synonymous with Delcambre.
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Market Segmentation
In order to properly segment our desired targets markets, individual segmentation bases were
used for each service. They are:
I.
Seafood Industry
A. Type of Seafood (primarily shrimp)
B. Location of distribution center (in-state)
C. Type of distribution center
D. Price willing to pay (High)
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For the seafood industry, we felt it important to stay with shrimp because of supply and its
link to Delcambre’s history. In-state markets were targeted to reduce transportation costs and to
capitalize on the growing movement to encourage the purchase of Louisiana Wild Seafood (.
The type of distribution center initially had no impact, but once we further segmented the market
to the price that user was willing to pay for quality, we found that the processing plants seemed
to strive for low-cost over high quality. Additionally, the local shrimpers did not have adequate
protection under COOL to push for heavy distribution to the processing centers. The final target
market eventually came down to those who sought quality over price. This group was typically
the local markets, individuals, and wholesalers.
We have applied five criteria to the segment of Louisiana-based seafood wholesalers and
retailers.
Measurable- This target market can be clearly identified and measured.
Substantial- These buyers represent a major chunk of the Louisiana buyers of seafood.
Accessible- Delcambre has access to these channels in order to better promote its brand.
Differentiable- This segment distinguishes itself because of its focus on quality Louisiana
Shrimp.
Actionable- Delcambre can act upon this segment and immediately impact this market.
PLEASE SEE APPENDIX B FOR A DETAILED LIST OF ALL RETAILERS,
WHOLESALERS, AND BUYERS.
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Customer Analysis
We feel that if Delcambre focuses on wholesalers and retailers within a close geographic range, it
should be able to adequately reach those customers. Delcambre’s reputation within the shrimp
industry, coupled with a highly skilled workforce, should help it to grow in that sector.
Competitor Analysis
Delcambre must establish a delicate relationship with its local competitors. Delcambre’s shrimp
industry cannot succeed without the success of the larger sectors that it belongs to. It must
acknowledge that without the success of the Louisiana Shrimp Association and the Southern
Shrimp Alliance, Delcambre’s shrimping will fail. Instead of competing directly with members
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of this group, it must position itself as a leader of this sector. This situation is akin to Delcambre
positioning itself as a star basketball player. While that basketball player may shine and make
money, he will ultimately fail if his team and his league fail.
Instead of focusing on intense local competition, Delcambre should position itself to
combat the heavy importation of shrimp. Through the LSA and SSA, Delcambre may be able to
help raise awareness for the importance of wild, domestic shrimp. By working through these
organizations, Delcambre may be able to reposition itself as a shrimping powerhouse.
Supply Chain Analysis
Because of Delcambre’s familiarity with the shrimping business, it should have no troubles with
the supply chains. Its multi-modal transportation should allow prompt shipping and receiving of
goods.
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3 Year Marketing Strategy
Value Proposition:
PROVIDING FRESH, WILD SEAFOOD FOR THOSE SERVING SOPHISTICATED TASTES
By positioning itself as a port that provides seafood, Delcambre removes the
limitation of being a pure shrimping town. This provider of seafood could encompass local
seafood markets, commercial fishing, and oyster harvesting. In order to deliver value to its
customers, Delcambre must position itself as providers of high-end seafood. Because of the
many negative effects of frozen shrimp importation, Delcambre should attempt to exploit the
movement to purchase from in-state suppliers. It must let buyers know the benefits of buying
locally. Because of the abnormally low prices obtained on imports, Delcambre will not be able
to compete as a low-cost leader. Reaching out to those who serve “sophisticated tastes” states
that Delcambre is not going to attempt a price war with the shrimp importers, but will position
itself as a deliverer of quality products to those who serve consumer markets that appreciate and
demand higher quality seafood. Examples of these customers would include wholesalers/
retailers who serve mid- to high-end restaurants and who sell directly to consumers.
In order for this concept to be successful, Delcambre must restore its shrimping workforce.
These workers who have left the business or the town will not return on their own. The first job
of the town of Delcambre is to present its strong brand. They should tap into the assets of the
LSA and SSA to push the Louisiana Wild movement. This campaign must both alert people to
the dangers of buying overseas seafood, and the potential benefits derived from buying locally.
The current recession may provide an opportunity for people seeking to keep American dollars in
America. This protectionist sentiment could cause a moderate movement to push for the
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purchase of American goods over imported goods. Indirect marketing in this instance could help
increase the awareness of the Delcambre shrimp brand.
In order to increase the demand for Louisiana Shrimp, Delcambre must not only target the
wholesalers and retailers, but must also reach the end- user of the shrimp. By directly targeting
these users, Delcambre, working with the Louisiana Shrimp Association, can explain to this
group the benefits of buying Louisiana Wild Shrimp. Though phone calls, emails, and traditional
mailing may be more cost-effective, face-to-face contact will be needed in some instances.
As this campaign continues and Delcambre continues to build its brand name, gradual
improvements to the town’s shrimping infrastructure should be considered. The processing
plants are in need of update and the Canal needs to be dredged. Eliminating the abandoned boats
should not be an absolute priority because creative disposal or resurfacing of these boats may
prove more profitable.
The town should also consider the opportunity in using the shrimping industry to reach out
the younger generation. Field trips, ride-alongs, and family excursions with the shrimpers could
draw interest from the potential shrimpers of the future.
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Segment 2: Non-Oilfield Fabrication
Delcambre currently has valuable infrastructure in place for the fabrication industry.
Because much of the region has been trained in the craft of welding and fabrication, a valuable
pool of employees is available within a 30 mile radius. The Trinity Fabricators yard is currently
available and it should be a high priority to get this valuable shop filled. According to the
Acadiana Economic Development website, the property has between 11,000 and 15,000 square
feet of useable space, features two 10-ton bridge cranes, two 3-ton jib cranes, sliding door
access, and 35’ eave height. It has 343 feet of frontage on the Delcambre Canale and 650 feet on
the slip. The current lease price is $8,500 per month.
Because of its size, it will likely attract different clientele than the larger Shaw facility. The
height and crane capacity make it unlikely to draw the interest of larger fabrication companies
who assemble entire rigs, but could be a perfect fit for local fabrication companies who are
seeking water access. New Iberia has many small to mid-sized fabrication companies that are
landlocked and limited by only being able to accept truckable work. Access to the waterway
allows for these fabrication companies to accept much larger projects. The relatively light crane
capacity should not be a major hindrance as the property has room to bring in large, heavier
tonnage crawler cranes that are used in other ports around the state. Another potential target
would be the larger companies at the Port of Iberia who are seeking a satellite shop to handle
some of their smaller projects.
In addition to oil field fabrication, other types of fabrication could take place in these
shops. The previously mentioned boat fabrication companies could be housed within
Delcambre’s existing shops. This would not be ideal because a boat manufacturer would not be
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able to fully utilize the facilities’ lifting capabilities. With the large influx of government
spending as a result of President Obama’s stimulus bill, there will be an increase in demand for
government fabrication. The government uses many of the same or similar steel manufactured
items as the oil field such as tanks, skid packages, vessels, storage containers, sump tanks, and
some piping. A typical fabrication company with aluminum and stainless welding capability
should be able meet the standards on many smaller government projects. A company known as
Federal Suppliers has helped local oil and gas fabricators make contact with the buyers of state
and federal governments.
The third area for potential service by these fabrication companies comes from the push for
alternative energy resources. Though the processing of substances into biofuels is likely outside
the scope of Delambre’s expertise, the fabrication for these processes is very much within
Delcambre’s capabilities. Many do not realize that centrifuges used to separate corn into ethanol
are skid mounted in the exact same fashion as the processing equipment used in the oil field.
Delcambre should probably not attempt to venture into the complex and technologically
advanced manufacturing of the centrifuges themselves, but many of these biofuel companies
outsource their skid fabrication.
Converting the United States away from foreign oil will require massive investments in
infrastructure and equipment in order for these projects to be successful. In addition to the skid
mounted activities, there will be greater need for windmill manufacturing and other related
support services. Though the oilfield fabrication industry faces a decrease in overall demand due
to president Obama’s stance against the oil companies, this revenue may be offset by well
diversified companies capable of serving the oil field, the government, and alternative energy
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services. Attracting this type of company would help to bring a balanced company into
Delcambre with the potential to produce a consistent revenue stream.
President Obama’s Push for Alternative Energy
President Obama has pledged to reshape America’s energy industry more than any other
president in the last 100 years. According to his website, Obama has pledged to implement the
following energy initiatives during his term:
1) Immediately Provide Emergency Energy Rebate- Even though many oil companies
showed a considerable loss in the fourth quarter of 2008 due to write-downs of their oil reserves,
President Obama has pledged windfall taxes on the oil companies to pay for a $500-$1,000 tax
rebate for all Americans. A 1990 Congressional Research Service Report explained the effects of
the last windfall profit tax (WPT) on oil companies that was implemented between 1980 and
1987. The oil companies, with obligations to their board, share holders, and all related
stakeholders, will be forced to offset the billions in additional taxes by cutting costs. According
to James K. Glassman of Capitalism Magazine, the typical way that oil companies cut their
budgets is by reducing their construction, exploration, and production budgets. A 1990
Congressional Research Service Report explained the effects of the last windfall profit tax
(WPT) on oil companies that was implemented between 1980 and 1987. “The WPT reduced
domestic oil production between 3 and 6 percent, and increased oil imports from between 8 and
16 percent," says the report." This made the U.S. more dependent upon imported oil.” If oil
companies reduce their construction, exploration and production budgets, then this will have a
clear negative impact on the demand for oil field related services. These budgets are the
27
economic drivers for the fabrication, supply, shipping, and maintenance of offshore equipment.
If Delcambre seeks growth within these industries, it must either compete with existing business
in local ports or look to manufacturing and support systems for overseas ventures.
1) Implement Cap & Trade Program to Reduce Greenhouse emissions
President Obama seeks a cap and trade system that would essentially auction off “pollution
permits.” According to Robert Sussman’s testimony before the House Select Committee on
Energy Independence and Global Warming, a cap and trade system would have major effects on
the fossil fuels industry. Coal companies have fallen out of favor with Congress because of
Congress’s desire to provide more environmentally friendly energy alternatives. This cap and
trade system could negatively impact Delcambre if it harms the growth of US traditional energy
companies. A cap and trade system, however, could have a positive impact on the portions of
Delcambre’s economy not tied directly to traditional energy markets. According to Obama’s
website, “A portion of the receipts generated by the cap and trade system would be used to
provide new funding for state and federal land and wildlife managers to restore habitat, create
wildlife migration corridors, and assist fish and wildlife to adapt to the effects of a warming
climate.” These funds could potentially be tapped by Delcambre to restore lost coast land and
make sure that the environment remains hospitable for the shrimping industry even as the global
climate changes.
3) Invest in secure energy future and create 5 million “green energy” jobs
President Obama plans to strategically invest “$150 billion over 10 years to accelerate the
commercialization of plug-in hybrids, promote development of commercial scale renewable
28
energy, encourage energy efficiency, and advance the next generation of biofels and fuel
infrastructure.
29
Market Segmentation
Manufacturing
A. Raw Material (metallic preferred)
B. Type of Manufacturing (custom)
C. Location (Regional)
D. Service Segment
E. Manufacturing Sector
30
The manufacturing industry required a more detailed segmentation process. Because of the
expertise of the labor pool, we chose metallic over nonmetallic manufacturing. This labor pool
has traditionally focused on individual craftsmen who work on a single project at a time so
assembly line work would not fit within their on-the-job training. Delcambre would seek to
compete regionally with other Gulf Coast Fabrication zones. Due to size constraints of the
existing facilities, pursuing fabrication companies who focus on large mutli-year projects is
probably outside of the scope of Delcambre’s current infrastructure. Within the non-oilfield
segment, pursuing boat fabrication, alternative energy projects, and government contracts should
provide the most stable areas of growth.
We have applied five criteria to the segment of non-oilfield fabrication.
Measurable- This target market can be clearly identified and measured, but because of the
tremendous growth potential in this industry, it may be difficult to ascertain the true potential of
this segment.
Substantial- Under the current administration, the Federal Government continues to be the
largest buyer in the United States. A push for expanded alternative energy sources should also
provide growth for that segment.
Accessible- Delcambre has access to vast amounts of skilled metal-working labor.
Differentiable- This segment is differentiable because it focuses on clientele that is not pursued
heavily in this geographic area.
Actionable- Delcambre can act on this plan immediately because the Trinity Fabricators yard is
currently vacant, and another fabrication company can take over this shop.
31
Customer Value
Working on non-oilfield fabrication presents a different set of value attributes for the consumer.
While the focus of many companies is primarily profit-driven, environmentally conscious
companies hold preservation of Earth’s resources in high regard. By providing the attributes of
transportation ease, skilled labor, shipping capability and access to raw materials, Delcambre can
help lower lead times and provide high quality work. This should cause a decrease in cost and
help the company reach their profit growth goals. By utilizing existing facilities and local
natural resources to produce alternative energy, Delcambre can also aid them in their
environmental goals. Should Delcambre pursue the Government fabrication route, projects will
be based on lowest-bid criteria and Delcambre will look to sell itself purely on the basis of its
cost-cutting capabilities.
32
Channel Customer Analysis
By targeting local fabrication yards looking to expand or branch out, Delcambre should be able
to deliver value. The relatively affordable prices and convenient location would make
Delcambre an attractive target site.
Competitor Analysis
There are few companies competing locally in the alternative energy sector. Most fabrication
companies along the Gulf Coast focus on the oilfield. This presents a sector that may have
relatively low resistance levels from local competitors. Many of the fabricators do perform some
amount of government work to fill in when the oil field slows down.
Supply Chain Analysis
The Delcambre community has easy access to all of the inflow and outflow channels needed to
perform this type of fabrication. Because traditional steel, aluminum, and stainless materials are
used on for the centrifuge skid fabrication, the same vendors used for oil field fabrication could
be utilized. Many of these are located between Lafayette and Delcambre. While government
work require additional standards and certifications, many of these raw materials can also be
found locally.
33
THREE YEAR MARKETING STRATEGY
SERVING AS THE GATEWAY TO LOUISIANA’S
ALTERNATIVE ENERGY INNOVATION
This proposition positions Delcambre as a means to push the country forward in its pursuit
of alternative energy. As the “Gateway” to the future, we focus on its central location in
Louisiana and close proximity to multimodal transportation. Even though Delcambre is not
traditionally a high-tech town, its transportation infrastructure facilitates the movement of much
of the country’s technology. Without ports such as Delcambre, the progress of the highertechnology projects could not occur.
!
The Gateway to the Future serves not only as the actual gateway in terms of
transportation, but also in how it supports its fabrication industry. Whether serving on
government projects or alternative energy, Delcambre is looking to serve the country in ways that
it never thought possible. The fabrication industry’s evolution from pure oil & gas construction
to a more diversified pursuit of alternative energy, traditonal energy, and government work
should present opportunities for Delcambre that have been relatively untapped. Delcambre
should also position itself as an innovator, drawing on its past experience in fabrication to deliver
quality products to these new industries.
Because of Delcambre’s limited financial resources, its first priority is filling the Trinity
Fabricators Yard. It should attempt to directly target fabrication firms in the twin parish area.
Since the Trinity yard is limited in size, the town should not expect for a brand- new large
fabricator to come into this. Instead, it should look to the large local firms either looking to
34
downsize or add a satellite office. There are also many fabrication yards that are land-locked and
limited to smaller projects that are truckable. Delcambre should stress its waterfront property
with immediate access to the Intracoastal Canal.
As soon as the Trinity yard is filled, the city can look to improve the Canal for future
industrial development. It should consider working with the state and federal government to tap
into funds that may be allocated for dredging, bulkheading, port improvement, or rebuilding the
coastline. The need for dredging has hindered the multimodal transportation development of the
area. Funding assistance for this is required if the town is to see future industrial growth. If
Delcambre can work with the state to use the dredge material to help rebuild the coastline, then
additional funding channels may be opened.
!
35
Segment 3: High-End Pet Food Manufacturing
Market Segmentation
SEGMENTATION BASES
I.
Pet Food
A.Quality of food (exclusive)
B.Type of food (dry)
C.Animal type (dogs & cats)
D.Ingredient origin (local)
36
For Pet Food Manufacturing, we eliminated standardized pet food because the standardized
market, though much larger, is saturated with large, established competitors. The niche strategy
of exclusive, high end dry pet food has a much stronger growth market. Because of the number
of dogs and cats relative to other pets, we eliminated all other pet foods that fell outside of this
group. For economic reasons, utilizing in-state materials would be preferable to out-of-state
materials.
The biggest problem with the pet food market group is the financial and land resource
commitment required. The project may be too big to fit within Delcambre’s three year feasibility
plan. Additionally, Delcambre would have to be open to significant population growth. This
segmentation would require Delcambre to position itself with the state as a viable site for this
business. Delcambre would likely not directly target the manufacturing company, but would
serve as the geographic center that the state could sell as a prime location for this facility.
We have applied five criteria to the segment of high-end pet food manufacturing.
Measurable- This target market can be clearly identified and measured.
Substantial- The Pet Food Market has tremendous growth potential and potential for several
profitable niche areas that exist with little or no competition.
Accessible- Accessibility is a major obstacle for Delcambre. It currently lacks the expertise and
adequately trained work force to complete this project alone. It must leverage it geographic
position and transportation capabilities to prove it is most worthy site in the state for the project.
37
Customer Value Determination
Value in the pet food market is created similarly to the shrimp industry.
For someone to be
spending significant portions of their income on upscale cat and dog food, quality is a premium,
and price is an almost nonexistant factor. Because Delcambre does not have significant
experience in this field, a nonlocal company would have to move in and bring an inflow of new
labor. This is one of the few industrial opportunities where Delcambre’s labor force is not an
asset. The town and property of Delcambre are the selling point. Waterfront property with
access to the Gulf of Mexico, Mississippi River, and Atlantic Ocean is available in Delcambre
for a price that is significantly lower than other parts of the country. This prime location, with a
direct route in all directions, could create the value needed to have Delcambre chosen as the site
for the plant.
38
Delcambre can position itself to achieve the manufacturer’s ultimate goal: earn higher
profits. Because many of the quality raw materials are produced in the area, Delcambre can
appeal to high-end customers while lowering the overall cost for the manufacturer. Their ability
to reach this relatively untapped segment of high-income pet food purchasers should allow for
reduced competition and increased leverage with suppliers. The availability of land and access
to the needed multimodal transportation should provide for quick delivery and increased
production capacity which would increase customer satisfaction. This would in turn increase the
potential revenue base and profits and result in increased revenue and employment within
Delcambre.
Although there is no funding currently available, Delcambre should work with the
Louisiana Economic Development to determine the project’s feasibility. As soon as the project is
greenlit, Delcambre must position itself as a viable candidate for the site. While Delcambre
should have no problem receiving the material in a cost effective manner, it must ensure that it
can deliver the product to end users in a timely manner. If Delcambre is one of the potential sites,
it will compete with other port towns with proximity to all four methods of transportation and
accessibility to raw materials. Shipping efficiency will be a key to maintaining this business
successfully. Delcambre must present itself as a blue collar town capable of delivering white
collar quality. While Louisiana appears to be the prime target of this potential project, other
states along the Gulf will also likely be in competition for the spot. Ultimately, Delcambre must
meet the basic goal of customer profitability by showing that it can help the manufacturing
company and the state make more money by selecting Delcambre as the site for the plant.
39
Channel Customer Analysis
Because Delcambre is a HUB-zone community that is positioned with access to air
transportation, the Intracoastal Waterway, and potential rail connections, they must prove to the
state that their transportation capabilities and ability to easily access the needed raw materials
make Delcambre the most profitable site in the region.
Competitor Analysis
Delcambre’s main competitors would be other Gulf Coast port sites with similar assets. As soon
as the state decides to move forward with the project, Delcambre must earn the site selection
from the state.
Supply Chain Analysis
The supply chain serves as one of Delcambre’s most compelling arguments for site selection. It
has the capacity to efficiently receive the raw materials and access to transportation to ship the
final product.
Value Proposition:
Delivering the Freshest Ingredients for your
Processing Needs
The main focus of Delcambre’s Value Proposition is its ability to limit transportation costs
of materials by delivering materials straight from where they are grown to where they are
processed. If Delcambre can prove that using Louisiana materials will save the end user money,
it can position itself as a viable candidate for the Pet Food Manufacturing Site. The delivery
aspect focuses on its multimodal transportation capabilities and ability to ship and receive the
40
necessary goods for this process. Because the raw materials are grown or harvested in the state
of Louisiana, Delcambre would be positioned to deliver fresh ingredients that most other
distributors could not provide.
Delcambre must first determine whether the Louisiana Economic Development wants to
continue this project and in what capacity. If the project is greenlit, Delcambre must decide
where the land for this project would be located. It would need waterfront access, highway
access, and moderate proximity to the rail. As with any large manufacturing facility, Delcambre
should carefully select the site so that the facility does not conflict with real estate, tourism, or
retail locations. As soon as the potential site is designated, Delcambre must begin the process of
lobbying to be the site chosen. Starting with its local representatives, Delcambre would need to
begin marketing itself for this site. It must focus on its transportation capabilities, room for
growth, and immediate access to most of the necessary raw materials.
Should Delcambre be selected, the first priority (other than construction of the site itself)
would be to secure funding and location for the extension of the rail system to allow easy
transportation of raw materials and finished goods. It would then need to look toward training
the workers that would be at the site to ensure a qualified work force.
Though the Pet Food Manufacturing Facility would likely not be completed or possibly
even started during the three year marketing timeline, the town would have have to dedicate
themselves to this project as soon as a potential site is located.
41
Appendix A: Other Industrial Opportunities
Boat Building & Repair
One particular area of potential growth and maintenance is boat repair. Currently,
Delcambre has a yacht refurbishment business. The access along the Canal and
central location near the Intracoastal provide Delcambre with the resources to grow this
business. A large portion of the local work force has welding or manufacturing
experience. Expanding this sector into small leisure boat repair, shrimp boat repair, and
boat fabrication are a logical step forward in the evolution and growth of the boat
repairs. A large portion of the local work force has welding or manufacturing experience.
Certain types of welding, such as aluminum and related metals, could serve as useful
skills in the boat repair sector. Additionally, there are many ship yards in the area and
quality ship building hands are nearby. Through these added services, Delcambre
should be able to be reach out to more of the Acadiana area. Expansion of this area
could also cause related growth in the retail business. A shop that sells customfabricated aluminum boats could also sell motors, fishing equipment, and customfabricated trailers. If marketed correctly, this increase in boat sales could lead to greater
traffic on the Canal by allowing them to “test drive” the boats on the Canal. The end
goal would be for people to purchase the boat in Delcambre, dock at the boat launch,
use Delcambre"s gas stations, and eventually have the boat repaired within the town.
42
Flood Opportunities
One area that Delcambre must improve upon is its ability to exploit its greatest weakness:
the area’s high susceptibility to flooding and hurricanes. New Orleans has continually marketed
the affects of Katrina and has profited from these terrible events that occured. By exploiting the
hurricane damage scenario, we are not suggesting that Delcambre forget the tragic experiences
that have shaped the city. We hope, in fact, for the opposite, where Delcambre utilizes its
experience with flooding and hurricanes to help protect itself and surrounding areas from future
disasters.
Because of this increase in flooding and potential damage from hurricanes, a demand for
wind and water-related insurance claims has been created. A small hub of an insurance carrier,
such as Farm Bureau or State Farm, would place the insurance sector right in the center of most
of its customers and may cause improved reaction time when people have claims during
inclement weather. Insurance that services the oil and gas industry could also be located in
Delcambre due to its close proximity to several ports. Worker’s compensation is a big business
for the industry and could be a prime target business to move to Delcambre.
In addition to exploiting floods for revenue gains through insurance, the flood-proofing of
houses could become a major source of income for Delcambre. Because of the flood problems,
houses in Delcambre are being built to strict codes to safeguard from future incidents.
Delcambre should become an example of how to overcome major flooding problems. Low-lying
areas of Lafayette and Orleans parish could benefit from the experience of Delcambre, and allow
Delcambre to become the “flood-proof construction capital of Southern Louisiana.”
43
Supporting the Fabrication Companies through Supply Chain Targeting
In addition to attracting the fabrication companies in the area, Delcambre should also look
at targeting the suppliers to these companies. Companies such as valve distributors, steel supply
companies, machine shops, welding supply companies, electrical and instrumentation vendors,
paint suppliers, and inspection companies could benefit from Delcambre’s central location.
Companies like Ace, Acme, and Venture Transportation provide the transportation of many of the
oilfield’s manufactured goods. Many of these companies work out of Lafayette or Broussard.
Relocating to Delcambre could provide valuable waterfront real estate and place them in the
center of most of their customers. While the fabrication companies should be located in the
southern portion of the town, the suppliers would likely be in the northern portion to mitigate the
risk of flood damages to their inventories.
44
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