Industry overview
What is shaping mining
Mining operations depend on a social licence from nearby communities as much as on permits. Safety culture, workforce welfare and transparent CSR shape how companies are seen locally and by regulators.
- Community trust can make or break an operation
- Safety culture is measured by behaviour, not policies
- CSR spending is increasingly evaluated for real impact
Client background
A mining equipment manufacturer, working in South Africa & Morocco. Client identity is withheld to protect confidentiality.
- Organisation
- A mining equipment manufacturer
- Sector
- Mining
- Team engaged
- Market Research
- Services
- Business panel, Qualitative research, Quantitative research
Client challenge
The manufacturer’s haul trucks and loaders were well regarded technically, but it was losing tenders to competitors with similar prices. Sales teams could not tell whether the issue was service, financing or relationships.
Research objectives
- Answer the core question: how mine operators choose heavy equipment suppliers.
- Measure how widespread each pattern is, and explain the reasons behind it.
- Give the client evidence it can act on within 8 weeks.
Target audience
Scope: 30 interviews, 160 survey responses.
Audiences we typically reach in mining
Host communitiesMine workers and contractorsLocal leaders and officialsRegulatorsCSR beneficiaries
Geographic coverage
Coverage: South Africa & Morocco. Markets: South Africa and Morocco.
- South Africa
- Morocco
Research methodology
A mixed-method design: structured research measured how widespread each pattern was, and qualitative conversations explained why.
- 1Brief
- 2Interviews with maintenance and procurement managers
- 3B2B survey
- 4Insight
We interviewed maintenance managers, engineering heads and procurement officers at mining operations, asking them to walk through recent equipment decisions and how suppliers were compared. A short survey then measured the importance of uptime guarantees, parts availability, service response, financing and local presence. Interviews were held in English, Afrikaans and French, and each participant described at least one recent tender in detail.
Business panelQualitative researchQuantitative research
Sampling strategy
- Business respondents were screened on role, company size and involvement in the decision before being invited.
- Online respondents were drawn from verified panel members who matched the screening criteria, with quotas on key profile attributes.
- Qualitative participants were recruited purposively to cover the full range of experiences that mattered, rather than for statistical representation.
Data collection
- interviews
- 30
- survey responses
- 160
- The online survey was mobile-friendly and offered in respondents' languages.
- Interviews and discussions were led by experienced moderators using a guide agreed with the client.
Data quality & validation
- Digital fingerprinting and duplicate checks
- Attention, speed and straight-lining checks
- Review of open-ended answers
- Recordings and transcripts for every session
- Re-screening of qualitative recruits
- Logic and range checks on the final data
- Work carried out under our ISO 20252 quality procedures
Data analysis
- Cross-tabulation by key groups and locations
- Significance testing on the differences that mattered
- Thematic coding of interviews and discussions
- Journey and decision mapping
Key findings
- Mine operators prioritised guaranteed uptime and parts availability at site above purchase price, and competitors offered stronger service contracts.
In heavy equipment, buyers were really purchasing uptime, not machines.
Recommendations
- Build on the core insight: in heavy equipment, buyers were really purchasing uptime, not machines.
- Focus effort where the evidence was strongest: mine operators prioritised guaranteed uptime and parts availability at site above purchase price, and competitors offered stronger service contracts.
- Re-measure after the changes to confirm the effect.
Business impact
- The manufacturer introduced uptime-linked service agreements and a parts depot closer to major mining regions, and adjusted its tender proposals accordingly.
What changed in the business as a result of the work. Impact is described qualitatively.
Deliverables & next steps
- Insight report and management presentation
- Cleaned data file and data tables
- Interview summaries and key verbatims
- Repeat the measure after changes are in place to track progress.
- A natural follow-on question: how do communities see the operation?
Client identity is withheld to protect confidentiality.