Boral.2(1)

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1 Business Report on Boral: A Leading Player in Building and Construction Materials Student’s Name Institution Affiliation Instructor Course Date

2 Table of Contents Introduction ...................................................................................................................................... 3 Competitor Analysis for Boral ......................................................................................................... 4 Competitor 1: CSR Limited ......................................................................................................... 4 Competitor 2: Holcim (LafargeHolcim) ...................................................................................... 4 Competitor 3: Cemex ................................................................................................................... 5 Target Market Analysis .................................................................................................................... 6 Macro-Environmental Trends: Sustainability and Technological Advancements ........................... 7 Sustainability - A Key Driver of Change ..................................................................................... 7 Technological Advancements - Catalyst for Transformation ....................................................... 8 Marketing Mix Analysis: Concrete, Roofing, and Cement Products ............................................ 10 Price ........................................................................................................................................... 10 Promotion ................................................................................................................................... 11 Place ........................................................................................................................................... 12 References ...................................................................................................................................... 13

3 Introduction For years, Boral has dominated the building and construction materials industry with its commitment to excellence. Boral's product variety is a major asset. Company products include roofing materials, cement, asphalt, and concrete. The company deals with diverse clients who want high-quality project supplies (Lawson & Laffan). Boral's B2B agreements with other building and construction companies show its versatility to different industries. Boral, a global company, employs around 7,000 workers. The company can control its activities on many continents to ensure its products and services meet or surpass industry standards due to its large and skilled workforce. This company is known in Australia, Asia, and North America. The company's history shows that it can adapt to market competition. Boral's growth and profitability demonstrate its creativity and innovation. R&D is invested long-term to develop new and improved competitive strategies. Its commitment to excellence has made it a building industry leader. Sustainability and innovation allow it to offer high-quality products. Due to Boral's quality, builders, contractors, and clients trust it to build durable, environmentally responsible constructions. Competitor Analysis for Boral Competitor 1: CSR Limited A fierce competitor of Boral is a giant Australian construction company named CSR Limited. CSR is popular here and is widely known for engaging local contractors and builders. The company's strong foundation in Australia and New Zealand allows it to meet local needs and

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4 take advantage of its knowledge of the regional market (Loosemore & Lim, 2018). A significant advantage is CSR's familiarity with the markets in Australia and New Zealand as well as its ties to the community. CSR may customize solutions and sustain customer relationships with this specialized experience. It also shows the company’s dedication to meeting domestic market needs. While Boral operates globally, the majority of CSR's operations are in Australia. This geographical restriction can impede CSR's expansion and market penetration in contrast to Boral. Help may be needed for CSR to expand globally and outside of certain markets. The Australian building industry is also impacted by imported building supplies. As local builders and contractors pick cheaper imported materials, CSR may lose market share (Seriki, 2019). In a world that is changing quickly, CSR needs to constantly assess and develop to maintain its competitiveness and market dominance. Competitor 2: Holcim (LafargeHolcim) Global building materials giant Holcim is part of LafargeHolcim. Its global footprint offers it an edge over regional players like Boral. Holcim's cement, aggregates, and ready-mix concrete products meet many construction needs. Holcim benefits from its global network and economies of scale. This helps the organization cut costs, optimize supply chains, and compete on price. Holcim's wide range of building materials and ability to enter varied industries make it a powerful competitor. However, local market adaption may be more difficult due to Holcim's global reach. The company's broad reach is an asset, but it necessitates recognizing and adapting to regional regulations, consumer preferences, and market trends (Özcan, et al., 2018). Holcim's competitiveness in the local market may be hampered by these issues. On the other hand, Boral's

5 regional concentration allows it to comprehend local characteristics better and adapt to market developments. This specialized strategy may give Boral an edge in areas that require agility and local dynamics knowledge. Competitor 3: Cemex Boral faces a strong threat from Cemex, another major building materials provider. Innovative and sustainable construction solutions have made Cemex a top choice for environmentally conscious customers (Epstein, 2018). The corporation is strong in North America and Latin America, strengthening its Western Hemisphere footprint. CEMEX’s focus on sustainability and creative construction solutions matches changing customer tastes and global environmental concerns (Epstein, 2018). In countries where environmental consciousness influences decision-making, this makes the company a competitive force. Cemex may not have as much market penetration in Australia as Boral, which has a long history and significant industry knowledge. In some markets, currency changes and regional economic issues might harm CEMEX’s operations, making it more vulnerable than Boral. Competitor Key Strengths Key Weaknesses CSR-Limited Strong brand recognition in Australia Limited global reach A diverse range of building products Competition from imported products Holcim (LafargeHolcim) Global leader in building materials Potential challenges in adapting to local markets Diverse product portfolio Cemex Innovative and sustainable Limited market penetration in

6 solutions Australia Strong presence in North and Latin America Currency fluctuations and regional challenges Table 1: Summary of the Competitive Analysis Target Market Analysis Boral serves consumers and large construction enterprises. The company sells concrete to construction companies, infrastructure developers, and residential builders. Boral's reputation in this industry is built on reliability, quality, and huge product diversity. These qualities make it a trustworthy partner for construction businesses building towers and residences. Boral's commitment to high-quality concrete solutions fulfills construction and infrastructure professionals' stringent standards. Another important product category, roofing, serves a wide range of customers. Residential homeowners and B2B clients like roofing contractors and home builders are included. Boral is a major player in this market because of its beautiful designs, robust warranties, and long-lasting roofing materials. It is crucial to homeowners and building professionals that their roofing products protect homes and structures for many years. Boral offers roofing designs that combine beauty and flair for homeowners looking to enhance the appearance of their houses. Customers are reassured about the longevity and dependability of the company's roofing systems by its robust warranties. Boral supplies cement to the building and concrete industries. Because of its reliable quality, concrete experts and builders prefer Boral cement. This dependability ensures strong foundations that meet industry requirements for longevity and strength in construction projects. The company's integrated supply network facilitates the efficient and reliable delivery of cement

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7 to its clientele. Adelaide Brighton Cement is the main supplier of raw materials to Boral (Tkachenko, et al., 2023). The reliable quality products and effective supply chain of this supplier are advantageous to Boral. The effective supply chain lowers production delays and guarantees on-time customer delivery by providing a steady flow of essential materials to support Boral's production operations. The reliable raw material quality provided by Adelaide Brighton Cement is essential to Boral's product excellence. High-quality raw materials are necessary for Boral to produce reliable, long-lasting, and superior building products. Macro-Environmental Trends: Sustainability and Technological Advancements In today's fast-paced business world, Boral must monitor and respond to macro- environmental developments that can affect its operations. Boral is influenced by sustainability and technology. Both trends pose problems and opportunities for the building and construction materials company's future. Sustainability - A Key Driver of Change Sustainability is a top priority for businesses and society worldwide. Environmental, social, and economic considerations impact regulatory requirements, business accountability, and consumer choices. Boral has taken action because it values sustainability. To adapt to the sustainability trend effectively, Boral can consider several strategic actions: ● Eco-Friendly Production Methods: Boral can invest in and use green production technologies to lessen its environmental impact (Hasan & Langrish, 2017). This involves using renewable energy in manufacturing, maximizing resource utilization, and

8 eliminating waste. Transitioning to low-carbon or carbon-neutral production can help Boral achieve its environmental goals. ● Environmentally Friendly Materials: Boral can also create and use green building materials. Their products can be made from recycled or sustainable materials to reduce environmental impact. Sustainable material innovation can also attract eco-conscious clients and develop new markets (Varadarajan, 2017). ● Green Certifications: Boral can demonstrate its commitment to eco-friendly practices and make its products more appealing to customers who prioritize sustainability in their construction projects by pursuing and obtaining certifications like LEED. ● Resource Efficiency: Boral reduces water, energy, and raw material extraction to improve resource efficiency. Sustainability goals can be met while saving money and increasing profits. ● Collaboration and Stakeholder Engagement: Boral can stay current on sustainability regulations and best practices by working with environmental, government, and industry groups. Stakeholder involvement in sustainability debates can spur innovation and support for sustainable ideas. Technological Advancements - Catalyst for Transformation Fast-advancing technology is changing the building and construction materials market. New technologies can improve product development, supply chain operations, and customer engagement. Technology can help Boral keep ahead of the competition and meet market demands. Boral can use these methods to adopt new technology:

9 ● Product Innovation: Technology can boost product innovation. Boral can fund R&D to develop more efficient, durable, and sustainable construction materials. Smart materials, sophisticated coatings, and increased insulation can make items better than others. ● Supply Chain Optimization: Technology in the supply chain can reduce costs and improve efficiency. Data analytics, IoT devices, and supply chain management software can improve logistics, inventory, and production scheduling for Boral (Adem, et al., 2022). These enhancements can cut lead times and boost customer satisfaction. ● Customer Engagement: Customer engagement and support can improve with technology. Boral can create mobile apps and digital platforms that help clients find product information, track orders, and get support. This boosts brand loyalty and client satisfaction. ● Sustainability Monitoring: Sustainability tracking and reporting can be made easier with technology. Boral can regulate its environmental impact with environmental monitoring systems (Varadarajan, 2017). Live data can improve decision-making and assist the organization in achieving sustainability goals. ● Market Intelligence: Boral can understand market trends and client preferences with advanced data analytics and AI. Data analysis helps the organization make product, marketing, and market expansion decisions (Ram & Zhang, 2022). ● Energy Efficiency: Manufacturing and operations using energy-efficient technologies can save money and the environment. Solar panels, energy-efficient machinery, and sophisticated building systems can help businesses sustainably and affordably (Hasan & Langrish, 2017).

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10 Finally, Boral faces macro-environmental issues, including sustainability and technology improvements, which affect the building and construction materials business. Boral may succeed in a fast-changing market by anticipating these developments. Eco-friendly production methods, sustainable materials, green certifications, resource efficiency, and stakeholder engagement can align Boral with the sustainability trend, save money, and increase customer appeal. Boral can stay ahead in a fast-changing sector by adopting technology in product innovation, supply chain optimization, customer engagement, sustainability monitoring, market intelligence, and energy efficiency. Boral's long-term prosperity depends on its capacity to adapt and use new technology. Marketing Mix Analysis: Concrete, Roofing, and Cement Products Businesses use the marketing mix, or 4Ps (Price, Promotion, Place, and Product), to design and execute marketing campaigns. We will examine how Boral uses each aspect of the marketing mix to suit consumers' needs and succeed in the building and construction materials business with its concrete, roofing, and cement products. Price Boral's price strategy varies by geography or market category. Because the company operates in competitive markets, pricing is vital to its success. Pricing depends on production costs, market demand, and competitive market price dynamics. Boral may use value-based pricing for premium and sustainable products. Boral's pricing strategy follows supply and demand and value-based pricing, which are relevant. They must balance cost and market expectations to optimize their pricing approach.

11 Promotion Boral promotes their products in numerous ways. Advertising, trade exhibitions, digital marketing, and sales promotions are examples. Product quality, durability, and sustainability are generally stressed. Given their large product variety, segment-specific promotions are essential. The corporation may also promote to contractors and builders for long-term collaborations. Boral's advertising techniques follow integrated marketing communications (IMC), which uses several channels to provide a consistent message to the target audience. Sustainable practices match consumer preferences and corporate social responsibility. Place Customers can buy Boral products through its broad distribution network. This includes work with building material suppliers, wholesalers, and their own stores. They also sell online. Professional contractors and customers can easily access Boral products because to its distribution strategy. Boral follows the distribution theory of convenient product access across a large network. The modern market uses Omni-channel distribution, which matches their multichannel approach of physical stores and internet platforms. References Adem, A., Yilmaz Kaya, B., & Dağdeviren, M. (2022). Technology analysis for logistics 4.0 applications: Criteria affecting UAV performances. Intelligent and Fuzzy Techniques in Aviation 4.0: Theory and Applications , 497-520. Bahador, M. H. H. (2019). The effect of marketing mix on organizations performance. In 1st Strategic Management Conference (Vol. 1, p. 10).

12 Epstein, M. J. (2018). Making sustainability work: Best practices in managing and measuring corporate social, environmental and economic impacts . Routledge. Hasan, M., & Langrish, T. A. G. (2017). Solar Kilns: A Green Technology for the Australian Agricultural and Forest Industries. In Clean Energy for Sustainable Development (pp. 143-166). Academic Press. https://www.google.com/url? sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwit9PLykqa CAxUa9LsIHfMVDK0QFnoECBAQAw&url=https%3A%2F%2Fwww.boral.com.au %2Fproducts&usg=AOvVaw1LNShZoFFFRoXaq_nVBnjM&opi=89978449 https://www.google.com/url? sa=t&rct=j&q=&esrc=s&source=web&cd=&cad=rja&uact=8&ved=2ahUKEwix0Ku0m qaCAxVoh_0HHXDkDaYQFnoECBYQAQ&url=https%3A%2F%2Fwww.boral.com.au %2F&usg=AOvVaw1GF7BTtfpTBF-f6hgofLG4&opi=89978449 Lawson, D., & Laffan, J. Japan’S Housing Market. Loosemore, M., & Lim, B. T. H. (2018). Mapping corporate social responsibility strategies in the construction and engineering industry. Construction management and economics , 36 (2), 67-82. Özcan, G. B., Mondragon, A. E. C., & Harindranath, G. (2018). Strategic entry and operational integration of emerging market firms: The case of Cemex, Beko and Tata Steel in the UK. Journal of Business Research , 93 , 242-254. Ram, J., & Zhang, Z. (2022). Examining the needs to adopt big data analytics in B2B organizations: Development of propositions and model of needs. Journal of Business & Industrial Marketing , 37 (4), 790-809.

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13 Seriki, O. (2019). Knowledge transfer in the African construction sector: The CSR and sustainable development nexus. In The Future of the UN Sustainable Development Goals: Business Perspectives for Global Development in 2030 (pp. 45-67). Cham: Springer International Publishing. Tkachenko, N., Tang, K., McCarten, M., Reece, S., Kampmann, D., Hickey, C., ... & Caldecott, B. (2023). Global database of cement production assets and upstream suppliers. Scientific Data , 10 (1), 696. Varadarajan, R. (2017). Innovating for sustainability: A framework for sustainable innovations and a model of sustainable innovations orientation. Journal of the Academy of Marketing Science , 45 , 14-36.

Boral.2(1)

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