Search Documents

By A. M. Beebee

IN the present century the coal and manufactured gas industries have been eclipsed in public interest by oil, natural gas, and hydro- electric energy, which have had the benefit of rapid development and novelty. I sometimes wish that our social- order were such that hydro power had been developed first, that the use of gas from coal had never been seriously considered, and that our domestic energy requirements were supplied by other fuels. Sup- pose the manufacture of gas from coal should then come on the scene at the present time with the current plight of the railroads, coal regions, and labor generally, presenting the fact that it could increase the amount of coal mined and shipped by the railroads by some 16,000,000 tons, and increase the coal used at existing u plants five times. Imagine the great public interest that would be manifested; it would supply the cooking and water-heating requirements of a community with a superior character of service at a cost to the customer approximately half that which had obtained previously. Would not such a situation be heralded as the salvation of our country and all help be given it?

Jan 1, 1940

By D Craw, I M. Turnbull, R J. Norris, N Mortimer

The Otago Schist is being subdivided on a regional scale into structurally, metamorphically and lithologically distinct blocks. Differences between blocks are subtle, and difficult to map in the field. Boundaries are late-metamorphic or immediately post-metamorphic in origin, and are different from later brittle faults which disrupt the schist. Mapping of late-post-metamorphic structural discontinuities has direct application for basic grassroots exploration in the Otago Schist. The mineralised (and currently mined) Hyde-Macraes Shear Zone forms a regional scale boundary between a block dominated by politic schist and a block with massive psammitic schist, pelitic schist, and minor greenschist and chert. The HMSZ forms a metamorphic discontinuity, with garnet and biotite in the underlying schist, and neither index minerals apparent in the overlying schist. The HMSZ is also a structural boundary between domains with differing lineation orientations. The HMSZ can not yet be traced along strike to the northwest to the Rock and Pillar Range, where the only major discontinuities recognised are the Caples-Torlesse boundary and a normal fault separating low grade from high grade schist. Structural and lithological discontinuities in the Dunstan Range break the range up into distinct structural blocks, two of which are separated by the gold-mineralised Rise and Shine Shear Zone.

Jan 1, 1999

By E. L. Vickers

Over the years, the pure theorist in economic analysis has accumulated a formidable array of facts in bringing his subject matter under control. Business managers and mining engineers are aware of the theorist's weapons, but the question of applying them to the mastery of practical problems seems hardly feasible, especially in view of the almost innumerable variables plaguing the everyday scene in the mining enterprise. One such sophisticated tool of long-standing in the theorist's arsenal is marginal analysis. Equally long-standing for the operating company and valuation engineer is the problem of defining the cut-off grade the point below which a mineral re- source ceases to be economically amenable to extraction. In other words, what part of a mineralized body of rock is ore and what is waste?

Jan 6, 1961

By M. P. Juszli

During the 1980's, a revolution has been taking place in industrial minerals marketing. Transportation deregulation and a handful of creative marketing and distribution managers have completely changed the rules for marketing many industrial minerals. Minerals are being trans-ported much farther than in prior decades and at much less cost. Bulk and package terminals are becoming increasingly common as a means to take advantage of freight rate savings and to provide enhanced service to far-away customers. Water and rail transportation are being used increasingly to penetrate markets considered unreachable Just a few years ago.

Jan 1, 1989

By J. M. Toye

The Canadian nuclear fuel business relates primarily to supplying fuel for Candu reactors. The product development, manufacturing and marketing activities of our nuclear fuel industry will therefore be determined by the rate of growth of the Candu nuclear reactor business. The nature of this relationship between the Canadian nuclear fuel industry and the Canadian Heavy Water Reactor program will be considered, with particular reference to the factors influencing future economic growth.

Jan 1, 1969

By E. M. Yates, H. M. Hamilton

"For the assent of any new mining project it is essential to determine a realistic value of revenue from the sale of concentrates.A description of the market factors influencing the concentrate terms will be presented along with a detailed review of historical terms of a smelter contract for zinc concentrates. OverviewFor the assessment of any new mining project it is essential todetermine a realistic value of revenue from the sale of concentrates.This applies at all stages of assessment through to the final feasibilitystudy. In forecasting revenue for a zinc mine the followingfactors must be considered:(a) mill recovery and zinc concentrate grade;(b) metal price forecast for all payable metals;(c) smelter terms; and(d) other selling costs.Normally, data from test work are used to determine mill recovery and concentrate grade.Market forecasting, and indeed all economic prediction is an inexact science and probably will always remain so. We have our econometric models our input/output models and a lot of other tools. But they are of no help in predicting the unpredictable. OPEC's huge increase in the price of oil was certainly the most dramatic example of this. It had a tremendous effect on the cost of producing most products world wide and on the price of these products. Any forecasts made prior to the OPEC action were obviously proven wrong."

Jan 1, 1994

'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

Marketing of mineral products has not yet succumbed to the degree of pre- dictability and exactitude that is fam- iliar to the engineer or metallurgist in pursuing their profession. Whilst the Great Market of the world economy dic- tates circumstances for the sale of min- eral products, there are more than just buyers and sellers in the determination of the revenue received by the producer. For the engineer or metallurgist he will be required to gain an understanding of these participants and of the peculiar languages of the market place. This will be only one of his tasks in learn- ing to communicate with society, as his responsibilities increase as he climbs the ladder of success. There is un- doubtedly a need for better statistical information so that producers and sell- ers can make an appropriate and earlier response to market conditions. There is in addition, a need for more aggressive concern by raw material producers for the development and promotion of better end use of their products. Undoubtedly the marketing of mineral products will be more influenced by the direct involv- ment of government agencies than has been the case in the past. Whilst that 1. Director - Marketing & Finance, North Broken Hill Limited.

Jan 1, 1975

I trust you know now or will know by the time you havecompleted your degree and added a little on-the-job experience,how to make the product from the mine you are working for. Butyou may not know the process to turn it into dollars, which ofcourse will be the life blood of your company. I am not going topromise to turn you into super salesmen, but I hope I can takeyou beyond the level of believing that selling our mineralproducts is as simple as putting in it on to a train, waving itgoodbye and waiting for the cheque to turn up in the mailbox afew weeks later.

Jan 1, 1994

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 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 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 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 AIME AIME

THE difficult problem of visitors is being met by the Hudson Coal Co. at Scranton in an ingenious fashion. The Company had long made it a point to have dealers selling its coal visit the mines, whenever possible. "The excellent reaction obtained from these dealer visits brought up the question of whether it would not be possible to open one or more mines to the public, and give the consumer an opportunity of seeing for himself how anthracite is mined and prepared. Ac-

Jan 1, 1929

Despite modest improvements in the performance of domestic interest rates and gross national product,1 fixed investment in domestic producers' durable equipment continued to weaken during the second quarter of 1982 and declined at a 12.8 percent annual rate compared with the first quarter.2 Large declines occurred during the second quarter in expenditures on many of the major mineral-consuming industries such as aircraft, computers, agricultural and construction machinery and mining and oil field equipment. These data appear to be consistent with the low level of business investment plans for 1982 reported in the DOC's Bureau of Economic Analysis survey of expenditures on new plant and equipment.3 Domestic and foreign industrial production and mineral industry production activities continued to decline in the most recent period because of weak demand conditions (Tables 1 and 2). The U.S. mining production index declined 7.7 percent between April and June as compared with 1.2 percent for total U.S. industrial production (Table 1).

Jan 1, 1982