whirlpool Project Report

Market Research On Whirlpool Refrigerators

SUBMITTED BY:

Salil Wadhawan MBA-IB (2007-2009) Roll No. : A1802009358

INDUSTRY GUIDE

FACULTY GUIDE

Mr. Pradeep Singh Rawat Marketing Delhi Branch Whirlpool of India Ltd

Ms. Seema Sahai Assistant Professor AIBS

AMITY INTERNATIONAL BUSINESS SCHOOL, NOIDA AMITY UNIVERSITY ± UTTAR

PRADESH

TO WHOM IT MAY CONCERN

This is to certify that _____________________, a student of Amity International Business School, Noida, undertook a project on ³___________________´ at ________________________ from __________to _____________. Ms./Mr.________________ has successfully completed the project under the guidance of Mr./Ms.____________________. She/He is a sincere and hard-working student with pleasant manners. We wish all success in her/him future endeavors.

Signature with date (Name) (Designation) (Company Name)

2

CERTIFICATE OF ORIGIN

This is to certify that Ms./Mr.___________________, a student of Post Graduate Degree in _____________________, Amity International Business School, Noida has worked in the ____________________, under the able guidance and supervision of Mr./Ms._________________________, designation______________, Company___________________________. The period for which he/ she was on training was for ______weeks, starting from ___________to _____________. This Summer Internship report has the requisite standard for the partial fulfillment the Post Graduate Degree in International Business. To the best of our knowledge no part of this report has been reproduced from any other report and the contents are based on original research.

Signature (Faculty Guide)

Signature (Student)

3

ACKNOWLEDGEMENT

I express my sincere gratitude to my industry guide Mr./Ms.________________, (Designation)________________, (Company) _________________, for his/her able guidance, continuous support and cooperation throughout my project, without which the present work would not have been possible. I would also like to thank the entire team of _____________________________, for the constant support and help in the successful completion of my project. Also, I am thankful to my faculty guide Prof./Mr./Ms. of my institute, for his/her continued guidance and invaluable encouragement.

Signature (Student)

4

TABLE OF CONTENTS

CHAPTER NO.

SUBJECT

PAGE NO.

1

EXECUTIVE SUMMARY

6

2

INTRODUCTION

10

3

INDUSTRY PROFILE

14

4

COMPANY PROFILE

19

5

DATA

29

6

FINDINGS & ANALYSIS

46

7

RECOMMENDATIONS

57

8

BIBLIOGRAPHY

61

9

CASE STUDY

63

10

SYNOPSIS

87

5

CHAPTER 1

6

Executive Summary Whirlpool Corporation is a global manufacturer and marketer of major home appliances. The company manufactures in 13 countries and markets products in approximately 170 countries under 11 major brand names such as Whirlpool, Maytag Kitchen Aid, Roper, Estate, Bauknecht, Laden and a nd Ignis. Whirlpool Corporation entered India in the late µ80¶s and today has grown to become one of the leading manufacturers and marketers of major home appliances in India. Whirlpool Corporation entered into a joint venture agreement with TVS group to produce automatic washers at a plant set up in Pondicherry. A modest beginning was made to establish the Whirlpool brand in India. In 1995 Whirlpool Whirlpool Corporation acquired Kelvinator of India Limited and entered into into the Refrigerator market market in India. In late 1995 majority majority ownership was gained in the TVS joint venture and the two entities were merged to form Whirlpool of India Limited in 1996. Whirlpool has the distinction of having ISO certification for all its facilities in India. The refrigerator facility is located at Faridabad and manufactures a complete range of direct cool refrigerators. With the infusion infusion of technology, machinery and streamlining the processes the capacity of this plant was increased from 700,000 to 1,000,000 annually. Whirlpool¶s commitment to the Indian operation has resulted in the setting up of a stateof-the-art facility for the manufacture of no frost refrigerators at Ranjangaon near Pune. This facility has set the standards as one of the world¶s front runners in environmentally sensitive eco-friendly manufacturing units. The washer facility is located at Pondicherry and manufactures both fully automatic and semi automatic washers. washers. Constant feedback is taken from from the consumers resulting resulting in products being continuously upgrade in features and in styling. 7

Products manufactured in the above facilities match Whirlpool¶s global standards and are exported to over 70 countries across the globe. Whirlpool Whirlpool of India is today India¶s India¶s largest exporter of home appliance and has been approved as an Export House. Thus, in short the history of the company co mpany can be stated as below: 1908: The first Automatic washer was launched to public in late 1908, by 1900 Corporation which in 1911 was renamed re named to Upton Machine Company. Co mpany. 1957: The Company was rechristened rec hristened as ' The Whirlpool Corporation.' 1958: The Company moved out of country for the first time and invested in Brazilian appliance market through purchase p urchase of equity in Multibras S.A. 1987: Whirlpool tied-up with Sundaram Clayton Ltd. o f India to form Whirlpool Ltd. 1993: First time Whirlpool became the No.1 stand-alone brand in UK, Ireland, Netherlands and Belgium 1995: Whirlpool Corp. acquired majority of stake in the TVS Whirlpool Ltd. The DC manufacturing facility of Kelvinator India was also acquired. 1996: Whirlpool Washing Machines Ltd. and Kelvinator India Ltd. merged together to form Whirlpool of India Ltd 1999: Whirlpool of India crossed the milestone milestone of o f 1 million sales of appliances. 2006: Whirlpool Corporation acquires Maytag and become the Worlds largest white goods company.

8

Vision

Every Home« Everywhere« with Pride, Passion and Per formance Mission

Everyone, Passionately Creating Loyal Customers for Life Values

Whirlpools values are constant and define the way that all Whirlpool Corporation employees are expected to behave and conduct business everywhere in the world.

Respect ² We must trust one another as individuals and value the capabilities and

contributions of each person.

Integrity ² We must conduct all aspects of business honorably ± ever mindful of the

longtime Whirlpool Corporation belief that there is no right way to do a wrong thing.

Diversity and Inclusion ² We must maintain the broad diversity of Whirlpool people

and ideas. Diversity honors differences, while inclusion allows everyone to contribute. Together, we create value.

Teamwork ² We must recognize that pride results in working together to unleash

everyone¶s potential, achieving exceptional except ional results.

Spirit of Winning ² We must promote a Whirlpool culture that enables individuals and

teams to reach and take pride in extraordinary results and further inspire the "Spirit of Winning" in all of us.

9

CHAPTER 2

10

Introduction By the way of doing the marketing mix mapping for the Whirlpool, it will provide necessary market information, competitors marketing mix strategies and accordingly comparison can be done and which will ultimately help to offer the product with the right combination of the four Ps and with this Whirlpool can improve their results and marketing effectiveness in Refrigerators, washing machine and A.C segment´ Consumer durables Industry is growing at a rapid pace. Price Affordability, Product Awareness and availability have helped the industry players to generate great business. But doing business in Indian Market is not easy. Continuous improvement in Product quality and post sales service at affordable price is common to all Consumer durable manufacturers across Industry. But the company which would introduce innovative product, with unique technology and provide convenience by satisfying them with something new would surely attract customers. customers. Whirlpool Appliances Appliances which is one of the largest Home Appliances brand in the wo rld. There are more worries than just fierce competition for Whirlpool, to get a foothold in an already crowded market. Other cheap Chinese products have flooded the Indian market over the last few years, leaving Whirlpool with little chance for a premium positioning. Trade circles have similar apprehensions, and fighting this image is taking most of Whirlpool time in India. Despite this Whirlpool entered the Indian market with a premium line of products, which prohibited the brand from building a mass appeal. Although, there are so many players in the market and there is enough space for players like Whirlpool seeing the economy grow

11

at around 8-10%. This calls reevaluation of Whirlpool marketing mix strategies in the market.

Objectives As an integral part of the curriculum, all a ll MBA students are required to complete summer training internship in an industry or organization in two months. It is a great opportunity for us to prove ourselves. ou rselves.

The main objective is to supplement the student theoretical knowledge with exposure to the working environment of an organization. The program enhances the students capabilities to cope up with the uncertainty and challenges, which are the part and parcel of the organization. The exposure we all will get will benefit us immensely from the practical point of view.

For the same, I had an opportunity to do my training in Whirlpool Corporation. I had chosen to work in the marketing department. It gave me an insight into function of trade marketing that helped me to learn about the organization. I am thoroughly enriched with the knowledge and mechanism of working of organization.

All the staff members of Whirlpool Corporation with whom I got an opportunity to interact were very co-operative and made me very comfortable and accepted me as apart of their organization. I will always cherish the relationship with all of them. I was always

12

supported with their expert comments and suggestion concerning various aspects of the project and they guided me to complete this project very diligently.

The aim of this report is to learn some practical knowledge and how to convert our theoretical work into practical work. In marketing sector, this training is very beneficial for me because here I have learnt how to interact with the retail shop owners. I have taken this project very sincerely and I have gained ga ined more knowledge from this project. pro ject.

PRACTICAL KNOWLEDGE GAINED FROM TRAINING

1. HOW THE COMPANY PREPARES ITSELF FOR THE COMPETETION

2. HOW TO SET PRICES FOR DIFFERENT PRODUCTS

3. WHAT ALL CONSIDERATIONS HAVE TO BE TAKEN T AKEN TO SET THE FINAL PRICE

4. DIFFERENT TAXES WHICH ARE CHARGED

13

CHAPTER 3

14

Industry Profile Before the liberalization of the Indian economy, only a few companies like Kelvinator, Godrej, Allwyn, and Voltas were the major major players p layers in the consumer durables market, accounting for no less than 90% of o f the market. Then, after the liberalization, liberalization, foreign players like LG, Sony, Samsung, Whirlpool, Daewoo, and Aiwa came into the picture. Today, these players control contro l the major share of the consumer durables market. Consumer durables market is expected to grow at 10-15% in 2007-2008. It is growing very fast because of rise in living standards, easy a ccess to consumer finance, and wide range of choice, as many foreign players are entering in the market With the increase in income levels, easy availabili ava ilability ty of finance, increase in consumer awareness, and introduction of new models, the t he demand for consumer durables has increased significantly. Products like washing machines, air conditioners, microwave ovens, color televisions (CTVs) are no longer considered luxury items. However, there are still very few players in categories like vacuum cleaners, and dishwashers Consumer durables sector is characterized by the emergence e mergence of MNCs,exchange offers, o ffers, discounts, and intense competition. The market share of MNCs in consumer durables sector is 65%. MNC's major target is the growing middle c lass of India. MNCs offer superior technology to the Consumers whereas the Indian companies compete co mpete on the basis of firm grasp of the local market, their well-acknowledged brands, and ho ld over wide distribution network. However, the penetration level of the consumer co nsumer durables is still low low in India.

15

Home Appliance Companies in India There are many Home Appliance co mpanies in India like Videocon, Voltas, Godrej, Bluestar, Kenstar etc. Apart from them there are various var ious international companies also that deal in domestic appliances. Some So me of these home appliances app liances manufacturers are Samsung, LG, IFB, Whirlpool, and Kenmore etc. With the arrival of international brands in Indian market, the competition among rival companies compa nies have become stiff, which results in further improvement in qualities and depreciation in prices pr ices of most of the home appliances in India. Since, a majority majority of o f products are electrically operated; the focus is on such household appliances that are efficient in power consumption.

MAJOR COMPANIES

y

Whirlpool

y

LG

y

Samsung

y

Goodrej

y

Panasonic

y

Hitachi

y

Haier

16

Industry Growth

17

SWOT- Industry Scope

1. In term of purchasing power po wer parity (ppp), India is the 4th largest economy in the world and overtake Japan in the near future become the 3rd largest. 2. Indian consumer durable market is expected to reach $400 billion by on 2010 3. India has the youngest population amongst the major countries. There are lots of people in the different income categories catego ries nearly the two third population is below the age of 35 and nearly 50% is below below 25. 4. There are 56 million people in middle class, who are earning us$4,400US$ 21,800 a year. And there t here are 6 million rich household househo ld in India. 5. The upper-middle and high-income household in urban areas are expected to grew to 38.2 38. 2 million million in 2007 as against 14.6 million in 2000 Opportunity

1. In India the penetration penetrat ion level of white goods is lower as compared co mpared to other developing countries. 2. Unexploited rural market. 3. Rapid urbanization. 4. Increase in income level, i.e. increase in purchasing power of o f consumers. 5. Easy availability of finance. Weaknesses & Threats

1. Higher import duties on row materials. 2. Cheap imports from Singapore, China and from other Asian countries.

18

CHAPTER 4

19

Company Profile Whirlpool, right from its inception in 1911 as first commercial manufacturer of motorized washers to the current market posi po sition tion of being world's wo rld's number one manufacturer and marketer of major home ho me appliances, has always set industry milestones and benchmarks. The parent company is headquartered at Benton Harbor, Michigan, USA with a global presence in over 170 countri cou ntries es and manufacturing operation o peration in 13 countries with 11 major brand names such as Whirlpool, KitchenAid, Roper, Estate, Bauknecht, Laden and Ignis. Ig nis. The company boasts of resources and capabilities beyond achievable feat of any other ot her in the industry.

Whirlpool initiated its international expansion in 1958 by enter ing Brazil. However, it emerged as truly global leader in the1980's. This encouraging trend brought the company to India in the late 1980s. It forayed into the market under a joint venture with TVS group and established the first Whirlpool manufacturing facility in Pondicherry.

Soon Whirlpool acquired Kelvinator India Limited in 1995 and marked an entry into Indian refrigerator market as well. The same year also saw acquisition of major share in TVS joint venture and later in 1996, Kelvinator and TVS acquisi acqu isitions tions were merged to to create Indian home appliance leader of the future, Whirlpool India. This expanded t he company's portfolio in the Indian subcontinent to washing wash ing machines, refrigerator, microwave ovens and air conditioners.

Today, Whirlpool is the most recognized brand in home appliances in India and holds a market share of over 25%. The T he company owns three state-of-the-art manufacturing facilities at Faridabad, Pondicherry and Pune. Each of these manufacturing set-ups 20

features an infrastructure that is witness of Whirlpool's commitment to consumer interests and advanced technology.

In the year ending in March '09, the annual turnover of the company for its Indian enterprise was Rs.1,719 Crores.

The company's brand and image speaks of its commitment to the homemaker from every aspect of its functioning. It has derived its functioning principles out of an undaunted partnership with the homemakers and thus a slogan of ³You and whirlpool, whirlpoo l, the world's best homemaker´ dots its promotional campaigns. The products p roducts are engineered to suit the requirements of µsmart, confident and in-control' homemaker who knows what she wants. The product range is designed in a way that it employs unique technology and offers consumer relevant solutions.

21

HISTORY OF WHIRLPOOL 

1911 Louis Upton founded the Upton Machine in this year to produce motor-driven wringer washers.



1916 First order of washers was sold to Sears, Roebuck & Co.



1929 Upton Machine Company merged with Nineteen Hundred Washer Company of NewYork.



1948:First 'Whirlpool' brand automatic washer with dual distribution was introduced. It included two product lines one each was distributed through Sears and Nineteen Hundred.



1957: The Company was rechristened as ' The Whirlpool Corporation.'



1958: the Company Co mpany moved out of country for the first time and invested in Brazilian appliance market through purchase of o f equity in Multibras S.A.



1968: The Elisha Gray II Research & Engineering Center was completed in Benton Harbor. In the same year the company's co mpany's revenues crossed the legendary $1 Billi B illion on mark for the first time.



1978: Within a decade company doubled its feat of $1 Billion mark and reached the $2billion revenue level.



1986: The 'Kitchen Aid' division division of o f Hobart Corporation was purchased.



1987: Whirlpool tied-up with Sundaram Clayto n Ltd. of India to form TVS WhirlpoolLtd.



1989: This was a historic year since the revenues catapulted to heights of over $6 Billion Billion mark. Also, the joint venture with N.V.Philips of Netherlands called Whirlpool Europe B.V. was formed to manufacture and market appliances in Europe.

22



1991: The Company introduced and committed globally to its Worldwide Excellence System, which is a TQM program dedicated to exceeding customer expectations. The vision to globalize 'Whirlpool Corp'. was realized in the sa me year.



1993: First time Whirlpool became the No.1 No. 1 stand-alone brand in UK, Ireland, Netherlands and Belgium



1995: Whirlpool Corp. acquired acqu ired majority majority of o f stake in the TVS Whirlpool Whirlpool Ltd. The DC manufacturing facility of Kelvinator India was also acquired



1996: Whirlpool Washing Machines Ltd. and Kelvinator India Ltd. merged together to form Whirlpool of India Ltd.



1998: This year gave birth to a new company vision that says, "Every Home every where with Pride, Passion & Performance."



1999: Whirlpool of India crossed the milestone milestone of o f 1 million sales of appliances.



2002: The ' Whirlpool Strategic Architecture Architecture ' was launched as a framework to achieve the vision. The revenues reve nues of Whirlpool Corp. soared to $10.5 Billion. Billion.



2001: Whirlpool India registered profit & sold 1.2 1. 2 million million appliances. app liances. It also achieved the No.1 position in DC & FA.



2002: The Aircon range was successfully su ccessfully launched and the Whirlpool Whirlpoo l of India acquired 6% market share.



2003: A new mission mission statement of o f "Everybody creating loyal customers for life" was adopted.



2006: Whirlpool Corporation acquires Maytag and beco me the Worlds largest white goods company

23

Company Growth

24

New Product Launches

25

Key Priorities For 2010

26

SWOT- Company

Strengths

1. The company manufactures in 13 countries on 4 continents namely :-- Canada, United States, Mexico, Argentina, Brazil, Slovakia, Germany, Sweden, France, Italy, South Africa, China and India and markets products in more than 170 countries under major Brands (26 including Affiliates) names such as Whirlpoo l, Kitchen Aid, Roper, Estate, Bauknects, Ignis, Laden, Inglis, Braotemp, Crolls and Acros.

2.

Whirlpool is also the principal supplier to Searo, Roebuck and company of many major home appliances marketed under the Kenmore brand names.

3.

Whirlpool Corporation is the world¶s leading manufacturer and marketer o f major home appliances.

Weakness

1. Service issues 2. Dealer price margin

27

Opportunity

1.

In India the penetration level of white goo ds is lower as compared to other ot her developing countries.

2.

Unexploited rural market.

3. Rapid urbanization. 4.

Increase in income level, i.e. increase in purchasing power of consumers.

5.

Easy availability of finance.

Threats

1. Increasing competition

28

CHAPTER 5

29

Data 1. Primary Data Collection y

For Product:

Customer survey through use of a structured questionnaire. questionnaire. y

For Price:

Direct meeting with the dealers to know other companies pricing, by collecting and analyzing prices for customers (MRP) dealers (D.P), direct dealers, and distributors. y

For Place:

Obtaining feedback from the existing dealers of Whirlpool and other consumer electronic dealers in the Delhi market through direct interviews. To establishing and implementing processes for obtaining ideas, Information and insights from the dealers r egarding the Whirlpool marketing proposition proposition for refrigerators and washing machine, after that evaluating the feedback, assessing the benefits and any risks associated with possible options, and making recommendations towards enhancing the WHIRLPOOL marketing proposition especially ³place´ or in other words dealer expansion in Delhi city. y

Promotion:

Observing the number of marketing activities done by the other companies by keeping the record of activities done by them, and also attending the activities to feel the difference between the Whirlpool marketing activities. activities.

2. Secondary Data Collection y

Company

websites

y

Journals

y

Annual reports.

30

Data Collection-refrigerators (DC ) BRA

SUB

ND

BRA ND

CAP ACI TY

S T

MODE L NO.

FEATURES

gl211nt d5 gl211sm dg5

Fastest Ice Making,Cell Fresh Crisper,Base Stand with Drawer,anti bacteria casket

M

DP

M OP

11 65 0 12 15 0 12 60 0 12 85 0 13 45 0 13 20 0 14 20 0 14 65 0 14 20 0 12 10 0 11 10 0 78 00 79 00 97 00

10 00 0 10 50 0 11 80 0 11 20 0 12 40 0 11 75 0 12 60 0 12 47 5 12 10 0 11 00 0 99 50

RP

A R

dc

200

5

dc

200

5

dc

200

5

dc

230

5

dc

230

5

dc

230

5

dc

230

5

dc

270

5

dc

270

5

dc

215

5

LG

sam sun g

dc

200

5

dc

180

4

dc

180

4

dc

185

5

gl211sa dg5 gl241n m5 gl241sm g5 gl241nt 5 gl241sa dg5 gl281sm g5 gl281n m5 gl225fd d5 gl211n m5 GL185 RP4 GL185

tP4 GL195N M5

Fastest Ice Making,Cup-Deodorizer,open door alarm,Base Stand with Drawer,Cell Fresh Crisper Fastest Ice Making,Cup-Deodorizer,Anti Bacteria Gasket,Base Stand with Drawer,Cell Fresh Crisper Cell Fresh Crisper,Fastest Ice Making

Cell

Fresh Crisper,Fastest Ice Making,Cell Fresh Crisper Cell

Fresh Crisper,Fastest Ice Making,Cup - Deodorizer,humidity controller Cell

Fresh Crisper,Fastest Ice Making,ART VCM Finish Cell

Fresh Crisper,Fastest Ice Making,Open Door Alarm

Cell

Fresh Crisper,Fastest Ice Making

Cell

Fresh Crisper,Fastest Ice Making,Vita

Plus

Fastest Ice Making,Cup-Deodorizer,Anti Bacteria Gasket Opaque Door Baskets,Glass Veg Tray Cover with Deco Opaque Door Baskets,Glass Veg Tray Cover with Deco Open Door Alarm,Fastest Ice Making,Cell Fresh Crisper

12 15 0 12 60 0 13 05 0 13 25 0 13 90 0 13 65 0 14 65 0 15 20 0 14 70 0 12 65 0 11 60 0 84 50 85 50 10 20 0

71 00 70 00 87 50

31

dc

185

5

GL-

195Nh 5 GL195Np 5 GL195Nc 5 GL195sm dg5 gl 195sa dg5 ra21b d

Open Door Alarm,Fastest Ice Making,Cell Fresh Crisper

93 00

89 00

81 00

Anti Bacteria Gasket,Fastest Ice Making,Works without Stabilizer

93 50

90 50

81 00

Anti Bacteria Gasket,Fastest Ice Making,Works without Stabilizer

94 00

90 00

80 00

Fastest Ice Making, Open Door Alarm, Toughened Glass Shelves, Base Stand with Drawer Fastest Ice Making, Open Door Alarm, Toughened Glass Shelves, Base Stand with Drawer Stabili ser Free Operation,Rust Resistant Body,Fresh Tech

11 20 0 12 10 0 12 65 0

10 90 0 11 60 0 11 70 0

92 00

11 70 0 12 70 0 11 30 0 14 05 0 10 99 0 11 70 0 12 40 0 12 35 0 12 70

11 15 0 12 20 0 10 75 0 13 45 0 10 20 0 11 15 0 11 30 0 11 80 0 12 20

10 39 0 10 99 0 91 10

dc

185

5

dc

185

5

dc

185

5

dc

185

5

dc

210

5

dc

190

5

ra19w

Stabili ser Free Operation,Rust Resistant Body,Fresh Tech

dc

210

5

ra21cd


dc

190

5

ra19y


dc

230

5

ra23z

Stabili ser Free Operation,Rust Resistant Body,Fresh Tech ,anti-f unga ungal door gasket

dc

190

5

ra19fd

Stabili ser Free Operation,Fresh Tech,Rust Resistant Body

dc

190

5

Stabili ser-free operation,Fresh kit,wired shelves

dc

190

5

dc

210

5

dc

210

5

RA19 WBPS 1/XTL RA19 WBLB 1/XTL ra21zb ux1/xt l RA21 WBPS

SA MS UN G

Stabili ser-free operation,Fresh kit,wired shelves Stabili ser-free operation,Fresh kit,wired shelves,anti-f unga ungal door gasket,base stand Stabili ser Free Operation,Rust Resistant Body,Fresh Tech

10 05 0 10 79 0

11 75 0 89 00 92 90 99 90 10 40 0 10 90 32

1/XTL dc

210

5

RA21 WBPR 1/XTL RA21 WBLB 1/XTL RA23Y BMS1/ XTL RA23 WBPS 1/XTL RA23 WBLB 1/XTL gde19d4


dc

210

5

dc

230

5

dc

230

5

dc

230

5

dc

185

5

dc

225

5

23d4

Stabili ser Free Operation 160 V  250 V

dc

173

4

gdn18 5b

dc

181

3

gda19 d

dc

300

2

gdd31 0s

dc

300

2

gdd31 0p

dc

99

3

dc

170

3

dc

173

4

gdc 110s gdn 180p gdn18 5c

Stabili ser Free Operation 160 V  250 V,ZOP Technology  10 Year Rust Free Warranty,100% green ZOP Technology  10 Year Rust Free Warranty,100% green,High Efficiency Compressor ZOP Technology  10 Year Rust Free Warranty,100% green,High Efficiency Compressor ZOP Technology  10 Year Rust Free Warranty,100% green,High Efficiency Compressor Zop technology,Glass veg tray cove,external thermostat control Adjustable Shelves,Water Dispenser,

dc

173

4

gdn18 5d

dc

181

3

gda19

case veg divider,Stabili ser-free operation,Fresh kit,wired shelves,antif unga ungal door gasket,base stand case veg divider,Stabili ser-free operation,Fresh kit,wired shelves,antif unga ungal door gasket,base stand case veg divider,Stabili ser-free operation,Fresh kit,wired shelves,antif unga ungal door gasket,base stand case veg divider,Stabili ser-free operation,Fresh kit,wired shelves,antif unga ungal door gasket,base stand Stabili ser Free Operation 160 V  250 V

GO DRE J

Stabili ser Free Operation 160 V  250 V,ZOP Technology  10 Year Rust Free Warranty,100% green Stabili ser Free Operation 160 V  250 V,ZOP Technology  10 Year Rust Free Warranty,100% green ZOP Technology  10 Year Rust Free

0

0

0

12 70 0 13 10 0 13 40 0 14 35 0 14 95 0 11 18 0 12 98 0

12 20 0 12 60 0 12 90 0 13 65 0 14 25 0 10 48 0 12 36 0

10 99 0 11 10 0 11 50 0 12 60 0 12 90 0 89 00

90 60

84 80

78 00

96 90

92 20

84 00

16 48 0 15 87 0 79 40 87 60 92 10

15 60 0 15 07 0 73 40 81 80 86 30

14 20 0 14 30 0 69 90 72 00 75 00

94 10

88 30

77 50

92

87

75

11 50 0

33

b dc

181

3

gda19 c

dc

183

5

gde19 b1

dc

183

5

gde19 b2

dc

183

5

gde19 c2

dc

221

5

gde23 b1

dc

221

5

gde23 c2

dc

250

5

gde26 b1

dc

250

5

gde26 c2

Warranty,100% green,High Efficiency Compressor ZOP Technology  10 Year Rust Free Warranty,100% green,High Efficiency Compressor ZOP Technology  10 Year Rust Free Warranty,100% green,High Efficiency Compressor ZOP Technology  10 Year Rust Free Warranty,100% green,High Efficiency Compressor ZOP Technology  10 Year Rust Free Warranty,100% green,High Efficiency Compressor ZOP Technology  10 Year Rust Free Warranty,100% green,High Efficiency Compressor ZOP Technology  10 Year Rust Free Warranty,100% green,High Efficiency Compressor ZOP Technology  10 Year Rust Free Warranty,100% green,High Efficiency Compressor ZOP Technology  10 Year Rust Free Warranty,100% green,High Efficiency Compressor

70

60

00

93 80

89 20

76 50

97 40

92 50

83 00

10 05 0 10 61 0 11 26 0 12 47 0 13 81 0 14 60 0

95 80

84 50

10 13 0 10 76 0 11 86 0 13 07 0 13 84 0

88 90 94 00 10 10 0 11 50 0 11 65 0

34

Data Collection-refrigerators (FF ) S .

BR

SU

CA

AN

BB

PA

N

D

RA

CIT Y

O 1

ND

LG

ff

S T A

MO DEL NO.

FEATURES

GL-

Green

M

D

RP

P

M O P

R

32 0

5

LG

ff

29 0

5

LG

ff

26 0

5

LG

ff

55 9

4

LG

ff

42 2

4

LG

ff

49 1

4

LG

ff

32 0

5

LG

ff

39 0

4

LG

ff

35 0

4

LG

ff

32 0

5

LG

ff

26 0

4

338 VT5 GL308 va5 GL278 va5 B65 2ys p GL478 ysx 4 gl548 ytx 4 gl338 vsx 5 gl408 yv q g4 gl368 ytq g4 gl338 va5 gl278 ves /VA 4

Ion Door Cooling Technology,Cell Fresh Crisper ,Humidity Controller

24 10 0 21 50 0 19 42 5 56 90 0 41 00 0

22 75 0 20 25 0 18 15 0 52 00 0 39 80 0

20 47 5 18 63 0 16 70 0 46 80 0 36 82 0

Green


49 05 0

48 55 0

44 75 0

Green


25 45 0

25 30 0

24 00 0

Green


31 45 0

30 95 0

18 90 0

Green


27 65 0

27 60 0

25 90 0

Green

24 45 0 19 15 0

24 40 0 18 15 0

22 00 0 17 10 0

Green


Green


Green


Green


Ion Door Cooling Technology,Cell Fresh Crisper ,Humidity Controller Cell

Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology

35

LG

ff

26 0

5

gl278 v s5

LG

ff

29 0

5

LG

ff

32 0

5

LG

ff

24 0

5

LG

ff

24 0

5

LG

ff

24 0

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LG

ff

24 0

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ff

24 0

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ff

24 0

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24 0

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gl308 vsx 5 gl338 vsx 5 gl255 vm 5 gl258 vt5 gl258 va5 gl255 vv5 gl255 vv5 BK gl255 va5 gl258 ve5

LG

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24 0

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LG

ff

26 0

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LG

ff

26 0

5

LG

ff

26 0

5

gl258 v s5 gl275 vv5 gl275 vv6 bk gl275 va5

Anti Bacteria Gasket,Freeze 'n' Cook Box,Green Ion Door Cooling,Catechein Deodrizer,Stabilizer Free Anti Bacteria Gasket,Freeze 'n' Cook Box,Green Ion Door Cooling,Catechein Deodrizer,Stabilizer Free

19 65 0 22 75 0

18 65 0 21 25 0

17 30 0 19 75 0

Anti Bacteria Gasket,Freeze 'n' Cook Box,Green Ion Door Cooling,Catechein Deodrizer,Stabilizer Free

25 45 0

23 95 0

22 30 0

green Ion Door Cooling Technology,Cell Fresh Crisper ,egg cum ice tray,

15 30 0

16 30 0

14 75 0

green Ion Door Cooling Technology,Cell Fresh Crisper ,egg cum ice tray,

16 40 0 16 60 0 16 45 0 16 65 0

17 40 0 17 60 0 15 95 0 16 15 0

16 00 0 16 20 0 14 50 0 14 65 0

Cell

Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology

16 80 0 17 45 0 17 85 0 18 10 0 18 50 0

16 30 0 16 95 0 17 35 0 17 50 0 17 90 0

14 80 0 15 20 0 15 50 0 15 60 0 15 75 0

Cell

18 65 0

18 05 0

15 80 0

green Ion Door Cooling Technology,Cell Fresh Crisper ,egg cum ice tray, green Ion Door Cooling Technology,Cell Fresh Crisper ,egg cum ice tray, green Ion Door Cooling Technology,Cell Fresh Crisper ,egg cum ice tray,


36

LG

ff

26 0

5

gl278 vt5

LG

ff

26 0

5

LG

ff

26 0

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LG

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29 0

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LG

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29 0

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29 0

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LG

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29 0

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29 0

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29 0

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32 0

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32 0

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32 0

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32 0

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32 0

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ff

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Anti Bacteria Gasket,Freeze 'n' Cook Box,Green Ion Door Cooling,Catechein Deodrizer,Stabilizer Free Anti Bacteria Gasket,Freeze 'n' Cook Box,Green Ion Door Cooling,Catechein Deodrizer,Stabilizer Free Anti Bacteria Gasket,Freeze 'n' Cook Box,Green Ion Door Cooling,Catechein Deodrizer,Stabilizer Free Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology

19 10 0 19 42 5 19 42 5 20 30 0 20 70 0

18 50 0 18 82 5 18 82 5 19 50 0 19 90 0

16 35 0 16 50 0 16 50 0 17 47 5 17 65 0

Cell

Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology

20 85 0 21 30 0 21 50 0 21 50 0 22 90 0 23 50 0

20 05 0 20 50 0 20 70 0 20 70 0 22 00 0 22 60 0

17 70 0 18 00 0 18 20 0 18 20 0 18 75 0 19 10 0

Cell

23 65 0 24 30 0 24 30 0 29 85

22 75 0 23 40 0 23 40 0 28 35

19 30 0 19 55 0 19 55 0 25 15

Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling

37

LG

ff

35 0

4

LG

ff

35 0

4

LG

ff

35 0

4

LG

ff

35 0

4

LG

ff

35 0

5

LG

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39 0

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LG

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39 0

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39 0

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39 0

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42 2

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42 2

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Technology

0

0

0

Cell


25 50 0

24 00 0

22 30 0

Cell


26 15 0

24 65 0

22 55 0

Cell


27 10 0

25 60 0

23 00 0

Cell


27 60 0

26 10 0

23 45 0

Cell


28 50 0

27 00 0

23 70 0

Cell


29 85 0

28 35 0

24 35 0

Cell


30 50 0

29 00 0

24 75 0

Cell


32 50 0

31 00 0

27 90 0

Cell


33 50 0

32 00 0

28 45 0

Cell

Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology

36 55 0 38 00 0

35 05 0 36 50 0

32 80 0 34 00 0

Cell

39 55

38 05

35 25

Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling

38

LG

ff

42 2

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LG

ff

46 6

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46 6

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46 6

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tx4

Technology

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0

0

0

Cell

Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology

41 00 0 41 55 0 43 00 0

39 50 0 40 05 0 41 50 0

35 60 0 36 35 0 36 90 0

Cell

Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology Cell Fresh Crisper , Humidity Controlller , Anti Bacteria Door,Green Ion Door Cooling Technology

45 55 0 47 00 0 47 00 0 48 55 0 50 00 0 55 00 0 60 90 0

44 05 0 45 50 0 45 50 0 47 05 0 48 50 0 51 00 0 57 00 0

40 50 0 40 90 0 40 90 0 44 00 0 45 60 0 47 00 0 52 80 0

Cell


60 00 0

56 00 0

53 00 0

Multi Airflow,Slide out Spill Stop Shelves,Snack & dairy corner,Digital Multi Sensors,Bio Shield,LED display

57 00 0

53 00 0

48 50 0

Multi Airflow,Slide out Spill Stop Shelves,Snack & dairy corner,Digital Multi Sensors,Bio Shield,LED display Multi Airflow,Slide out Spill Stop Shelves,Snack & dairy corner,Digital Multi

60 00 0 61 00

56 00 0 57 00

52 00 0 58 00 39

2

LG

ff

56 7

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56 7

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56 7

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56 7

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56 7

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56 7

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Sensors,Bio Shield,LED display

gcl2 17f vq gcl2 17 wtq gcl2 17b tj gcl2 17b pj gcp 217 wv q gcp 227 lg b b gcp 227 lg b w grp 267 btb grp 267 zgb grp 247 jhm grg 287 stw 5 rt24y bm s1 5 rt29z blb

0

0

0

Multi Airflow,Slide out Spill Stop Shelves,Snack & dairy corner,Digital Multi Sensors,Bio Shield,LED display Multi Airflow,Slide out Spill Stop Shelves,Snack & dairy corner,Digital Multi Sensors,Bio Shield,LED display Multi Airflow,Slide out Spill Stop Shelves,Snack & dairy corner,Digital Multi Sensors,Bio Shield,LED display Multi Airflow,Slide out Spill Stop Shelves,Snack & dairy corner,Digital Multi Sensors,Bio Shield,LED display Multi Airflow,Slide out Spill Stop Shelves,Snack & dairy corner,Digital Multi Sensors,Bio Shield,LED display

70 00 0 75 00 0 75 00 0 80 00 0 90 00 0

65 00 0 70 00 0 70 00 0 75 00 0 80 00 0

59 45 0 64 75 0 64 75 0 70 35 0 75 00 0


11 10 00

10 50 00

99 80 0


11 50 00

11 20 00

10 67 50

Multi Airflow,Slide out Spill Stop Shelves,Snack & dairy corner,Digital Multi Sensors,Bio Shield,LED display Multi Airflow,Slide out Spill Stop Shelves,Snack & dairy corner,Digital Multi Sensors,Bio Shield,LED display Multi Airflow,Slide out Spill Stop Shelves,Snack & dairy corner,Digital Multi Sensors,Bio Shield,LED display Multi Airflow,Slide out Spill Stop Shelves,Snack & dairy corner,Digital Multi Sensors,Bio Shield,LED display i-SPIN COOL ,Humidity Control Crispers

12 00 00 15 00 00 17 50 00 22 50 00 16 00 0

11 00 00 14 00 00 16 50 00 20 50 00 15 15 0

10 35 00 13 47 00 15 90 00 19 78 00 11 30 0

Freshness Lamp

20 75 0

18 75 0

15 90 0

cool curtain system ,multi-flow ,Silver Nano

40

G

SA

4

rt-

36 40

MS UN

0

G

SA MS UN

50 0

cool curtain system ,multi-flow ,digital display and control,air shower in freezer

51 00 0

45 00 0

coolever zone,cool booster,air shower,multi flow

31 00 0

26 30 0

coolever zone,cool booster,air shower,multi flow,Silver Nano deodoriser

32 00 0

28 50 0

cool pack in freezer and ref compartment,ispin cool ,twin thermo sensor

20 75 0

18 75 0

17 10 0

4

ff

37 5

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28 0

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31 5

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22 80 0

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i-SPIN COOL ,Humidity Control Crispers

16 85 0

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13 30 0

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17 05 0

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Air Flow type i-Spin Cool , InsulationCyclopentane, Clean Back, Deodourising Temparature Control Dial, Q uick Freezing Component, Chiller Tray Air Flow type i-Spin Cool , InsulationCyclopentane, Clean Back, Deodourising Temparature Control Dial, Q uick Freezing Component, Chiller Tray Air Flow type i-Spin Cool , InsulationCyclopentane, Clean Back, Deodourising Temparature Control Dial, Q uick Freezing Component, Chiller Tray Air Flow type i-Spin Cool , InsulationCyclopentane, Clean Back, Deodourising Temparature Control Dial, Q uick Freezing Component, Chiller Tray Cool pack in freezer and ref compartment,Unique freshness lamp,Stabiliser-free operation

17 50 0

16 55 0

13 65 0

17 40 0

16 45 0

13 60 0

17 40 0

16 45 0

13 60 0

17 60 0

16 65 0

13 65 0

16 80 0

15 90 0

12 20 0

Cool

pack in freezer and ref compartment,Unique freshness lamp,Stabiliser-free operation

18 25 0

17 35 0

14 55 0

Cool


19 05 0

18 05 0

16 60 0

Cool


19 05 0

18 05 0

16 60 0


19 15 0

17 75 0

14 90 0


19 75 0

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20 25 0

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Silver Shower Technology,Silver Fresh Zone,Aroma Lock,zop technology,polybag suspender Silver Shower Technology,Silver Fresh Zone,Aroma Lock,zop technology,polybag suspender Silver Shower Technology,Silver Fresh Zone,Aroma Lock,zop technology,polybag suspender Silver Shower Technology,Silver Fresh Zone,Aroma Lock,zop technology,polybag suspender

ff

28 0

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35 0

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gfe30d y gfe36d y 27b y

Silver Shower Technology,Silver Fresh Zone,Aroma Lock,zop technology,polybag suspender Silver Shower Technology,Silver Fresh Zone,Aroma Lock,zop technology,polybag suspender Anti-B Technology,Deodorizer

ff

27 0

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29b z

Anti-B Technology,Deodorizer

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Havi ng Anti-B

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24 70 0 22 23 0 21 48 0 15 40 0 20 30 0 24 93 0 17 51 0 18 08 0 14 11 0 14 71 0 15 97 0 16 48 0 17 05 0 17

23 83 6 20 78 6 20 00 2 14 24 5 18 91 8 23 33 6 16 07 0 16 22 0 13 03 5 13 58 5 14 79 5 15 24 5 15 79 5 16

21 70 0 19 30 0 19 00 0 13 20 0 18 10 0 22 80 0 15 00 0 14 20 0 10 90 0 11 15 0 11 95 0 12 45 0 12 50 0 13

G

3

GO

DR EJ GO DR EJ GO DR EJ GO DR EJ GO DR EJ GO DR EJ GO DR EJ GO DR EJ GO DR EJ GO DR EJ GO DR EJ GO DR EJ GO DR EJ GO

technology, Poly Bag Suspenders,Wire shelves,Cool Shower Technology,Full length Lamp Havi ng Anti-B technology, Poly Bag Suspenders,Wire shelves,Cool Shower Technology,Full length Lamp Havi ng Anti-B technology, Poly Bag Suspenders,Wire shelves,Cool Shower Technology,Full length Lamp Havi ng Anti-B technology, Poly Bag Suspenders,Wire shelves,Cool Shower Technology,Full length Lamp Havi ng Anti-B technology, Poly Bag Suspenders,Wire shelves,Cool Shower Technology,Full length Lamp Anti-B Technology,Deodorizer

44

DR EJ GO DR EJ GO DR EJ GO DR EJ GO DR EJ GO DR EJ GO DR EJ GO DR EJ GO DR EJ

0 ff

25 0

4

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27 0

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Anti-B Technology,Deodorizer

Silver Shower Technology,Silver Fresh Zone,Aroma Lock,zop technology,polybag suspender Silver Shower Technology,Silver Fresh Zone,Aroma Lock,zop technology,polybag suspender Silver Shower Technology,Silver Fresh Zone,Aroma Lock,zop technology,polybag suspender Silver Shower Technology,Silver Fresh Zone,Aroma Lock,zop technology,polybag suspender Silver Shower Technology,Silver Fresh Zone,Aroma Lock,zop technology,polybag suspender Silver Shower Technology,Silver Fresh Zone,Aroma Lock,zop technology,polybag suspender Silver Shower Technology,Silver Fresh Zone,Aroma Lock,zop technology,polybag suspender

51 0 18 08 0 21 48 0 23 08 0 24 70 0 21 77 0 21 92 0 22 77 0 25 70 0

07 0 16 62 0 20 00 2 21 57 0 23 83 6 19 70 2 20 53 6 21 32 0 24 12 0

00 0 13 20 0 17 75 0 18 60 0 19 66 0 16 89 0 18 25 0 18 30 0 22 40 0

45

CHAPTER 6

46

Findings & Analysis

Preferred brand in the last purchase

LG

15%

Haier

7%

Videocon 9% Godrej

whrilpool 36%

10%

Samsung 23%

Out of people surveyed 36% Whirlpool in their last purchase, and this preference was mainly for refrigerators. 10% of the people surveyed opted for Godrej, 15% LG & 23% Samsung.

47

Factors affecting their preference for preferred brand 40% 35% 30% 25% 20% 15%

LG

10%

Samsung

5%

WHRILPOOL

0%

Brand name matters always that¶s why most of the companies which was opted by the customers they preferred because of the brand name the market leaders like LG , Samsung is dominating because of their aggressive brand building exercise. After this service factor comes in the pictures, for each surveyed brand people preference revolves around two major factor brand image and service. consumer durables represents lifestyle and if a person wants to purchase any consumer durable item he/she prefers those products which is already established, or in other worlds which gives them a ³proud to own´ feeling. People opted Whirlpool in the attributes like product features, it represents if the product features of Whirlpool can be communicate suitably, there is much more potential in the brand itself. This also suggests that Whirlpool needs to push products before a customer enters inside the store; it will enhance the brand value and will push the brand sale as well. 48

Brand Awareness

18 no

Yes

82

This shows how much customers are aware of Whirlpool, and in other way what is the effect of all the marketing exercises, and the communication done so far for the Whirlpool.82% of the people surveyed were aware of Whirlpool. Marketing strategies for Whirlpool to enhance their brand awareness and visibility in the market place has been successful.

49

Customers had look on Whirlpool product before making the purchase decision?

33

Yes

No

77

77% of people surveyed knows about Whirlpool but only 33% of the people surveyed had look on Whirlpool product before making the purchase decisions, this is surrounded by many factors like ³Place´ strategy of Whirlpool, because of unavailability of the brand in the customers preferred multi brand store, other factor could be their will be dealers demonization to sell the Whirlpool Products, less effort by the sales intermediaries. 77% people know but didn¶t want to see the products are also showing the uncertainty in the minds of the customers in their minds.

50

Aware

of that "Whirlpool is the largest home appliances company in the world?

YES NO

25% of the people surveyed don¶t know the most common strategy adopted by the Whirlpool to create brand awareness for the brand i.e. Whirlpool is the second largest appliances in the world. There was several lacking in their marketing communication, because of that the people peo ple who knows about the brand still st ill don¶t know about this fact. There could be other side of this fact that by the way of promoting as a second largest appliances brand, it automatically promoted the brand which is largest appliances Brand in the world, because by the way of communicating that Whirlpool is the second largest it is automatically creating a willingness in the minds of the customers that which is the largest brand, in the world.

51

Factors affecting dealers focus on brands

14 12 LG

10 8

Samsung

6

Whirlpool

4

Godrej

2

Electrol ux

0 Less Sales Effort

Profitability

After Sale Services

Product

Marketing And Promotional support

From the above bar graph it is is showing what the factors which which are affecting the dealer focus towards the brand, no doubt the profitability is the first factor but this other factors also affect overall focus of the brand . Like from this market insight it is clearly coming out that in city like Delhi dealers don¶t want to put more effort to sell brand they are happier if the brand it is getting sold itself in the market. This is clearly evident that despite having good product line, better marketing support from the LG, still 13 out of the dealers surveyed said that they are focusing on LG because they don¶t want to give much more effort to sell it. It clearly suggests that now it is time to create the brand awareness, and push products before a customer enters in to store. Right now the dealers in in Delhi city are dealing Whirlpool Whirlpool much more because of the profitability after sale service. ser vice. 52

Interested in Whirlpool

Mixed Reaction Serie s 1

Negatively Responded Positevely Responded

0

1

2

3

4

5

6

Visited 32 dealers responded positively for Whirlpool and they can be negotiated for the dealership, other these 7 dealers gave mixed reaction which can also be converted.

The market insight and factors influencing dealer focus

1. No push sale, no need to push these company products, less sales effort: LG and SAMSUNG created that kind of image in the minds of the customers, where before making any purchase decision, customer is more inclined towards the products of these company, and finally whatever the customer will purchase he/she will definitely have a look for these companies products before making purchase decision. Less Customer Complaints, Customer Awareness about the Brands. 2. Profitability and holding cost: Better Volume Sale Which Ultimately Leads to Better Margins, And Better Bargaining with the Companies. And No blockage of money, stock gets cleared easily

53

3.Whirlpool is having wide product line in refrigerator refrigerator category which ultimately ultimately gives more option to select from to customers with this their service support is good and the customer complaints are also less especially due to home care program of whirlpool .

4.Godrej is giving extra profit margin as compare to other competitors i.e. dealer price +scheme of 3% + 3% distributors margin+ FOC , and there is enough possibilities of large sell according to them because of launch of new product line series in appliances segment. With this the company better support in the form of marketing efforts, recently company gave 5 A.C display d isplay panel stands and other POP material to many dealers.

5. Fair pricing strategies LG and Samsung prices are almost open to everyone are aware of dealer price and customer price. pr ice. 6. Samsung Loan Mela and LG No Filing Charges, No Interest Finance Scheme on Air Conditioners Is Creating Good Response among Customers. Custo mers.

54

Comparative product models mapping (DC)

40 35 30 25

No.of model s in 175 -190 lts)

20

No.of model s in 190-230 ltrs segment

15

No.of model s in f ull direct cool refridgeraor segment2

10 5 0 Haier

LG

Samsung

Whrilpool

Godrej

55

Comparative product models mapping (FF)

30 25 20

200-235 liters

15

240 -260 liters

10 275-300 liters

5 0

Total no of model s in frost free segment

56

CHAPTER 7

57

Conclusion and recommendations 1. Whirlpool needs to increase increase the number of BTL (below (below the line) activities to generate common awareness and visibility at grassroots level, because it can be understood from the figures of their competitors BTL activities that Whirlpool BTL activities is not up to the that mark in comparison to other competitors. 2. In Delhi market dealers don¶t want to put direct push effort on brands that¶s why unlike other cities market where if a dealer deals in LG they prefer not to deals with its direct competitor Samsung, but in Gujarat every dealer is having collection of brands, they want to be ready for everything like whatever customer demands they can easily find out in their store. Currently Whirlpool is available with most of the major dealers in Delhi, Whirlpool needs to focus on those dealers also where it will not face direct competition with LG and Samsung , a small and dedicated brand dealer will work not only for margins but they also can see t he future opportunities in form of Whirlpool. 3. Good thing about Whirlpool is that they got somehow success in positioning themselves as a quality brand the customer survey and the dealer¶s dea ler¶s survey tells the story about it. People perceived Whirlpool as a good product quality brand. If this can be associated with better pricing also there will be immense possibilities for Whirlpool. Need to create a value for money brand image which can give good goo d product quality at affordable prices. pr ices. 4. Whirlpool needs to build strong dealer relation in order to provide better ³place´ strategies for the brand. Whirlpool lacks in company support factors 58

and most of the existing dealers dea lers in the dealer survey said that. Like most of the companies are having their regular company dealers meet to get together with their dealers, Whirlpool lacks needs to do this in order to regain dealer support 5. Service arrangements need to be strengthen, still people thinks that because the company is having foreign origin and it is new too, if they will purchase any product they will face service problem in future. Customers in rural areas are not aware of the service call center facilities and don¶t know how do it, company is not having the service centers also there in those area , customers passes the complaints to dealers, and dealers to distributors, and finally distributors has to log this complaints to the call center, which creates overburden for them. 6. Any one accepts that as a fully fledged brand, Whirlpool can only compete with the Korean giants LG and Samsung. Product lines and variants in the refrigerators should be increased to give wider option to choose from to the customer because the Whirlpool refrigerators could be proved as a benchmark product for Whirlpool because of its unique d ifferentiation ifferentiation with others. 7. Most of the products are simple in looks, in refrigerators segment even the logo on refrigerators are not attractive as compare co mpare to others. 8. Whirlpool should adopt aggressive marketing strategies to cut down competition and visibility at market place. 9. Appropriate product knowledge should be given by the company to dealers and to dealers to create creat e awareness towards quality.

59

10. Products should be more attractive refrigerators looks very simple and ordinary especially direct cool refrigerators Entry level Refrigerators can do better because of price and capacities. capac ities. 11. Whirlpool has good presence in the market but one thing is also evident that Whirlpool is present in major counters with LG and Samsung, Whirlpool also need to focus on those dealers were it will not face direct competition with LG and Samsung. Competitive strategy should be like this where first Whirlpool should wipe out smaller brands compare to LG and Samsung because this brand also have market share larger than Whirlpool, and Whirlpool is not in competition of LG LG and Samsung it should target on brands like like Godrej , TCL first, so it can compete the bigger brand later on.

60

CHAPTER 8

61

Bibliography y y y y y y y y

www.whirlpool.com www.wikipedia.org www.google.com www.lgindia.com www.samsung.com www.godrej.com Whirlpool, LG, Samsung etc brochures Business today

62

CHAPTER 9

63

CASE STUDY WHIRLPOOL: THE FIRST VENTURE INTO INDIA I. CASE ABSTRACT

Management at Whirlpool concluded that if the company were to be a major player in the developing global major home appliance industry, it needed a presence in Asia to compete compete with the Japanese and Korean manufacturers.

Industry projections

suggested that Asia would surpass North American and Europe and represent 40% of world demand for for home appliances by 2004. In 1987, Whirlpool Whirlpool managers managers thought that rising incomes and aspirations among India's middle class would generate substantial demand for for home appliances over the next next few decades. That same year, Whirlpool met and signed a joint venture agreement with India's TVS group, for the purpose of manufacturing automatic washing machines and eventually other appliances.TVS had begun as a bus service and diversified into auto component manufacturing and other auto-related businesses.

Its most recent (and least

successful) diversification into computer components was also its first into nonautomotive consumer goods.TVS then joined with Whirlpool in forming TWL because it also wanted to take advantage of future growth in consumer products in India.

Under the terms of the joint venture agreement, TVS provided day-to-day operational management, with Whirlpool providing the technical expertise in automatic washing machines. machines. Unfortunately, TVS knew nothing of either making or

64

marketing major home appliances, and Whirlpool ignored the fact that the Indian market had no interest at the time time in automatic washing machines! People purchased either manual washers or semi-automatic semi-automatic twin-tub washers. washers.

Fully automatic

machines were affordable only to a tiny segment of the population.

TVS' and

Whirlpool's investment of time and money into the development of their first washer meant that the venture had to sell 5,000 high-priced units per month to reach breakeven. TWL was established as an assembly operation, dependent on components that were 80-90% externally sourced. TVS' lack lack of experience with appropriate suppliers, plus the marginal ability of suppliers to deliver quality parts on time, caused huge problems in in production. TVS also had few few connections with with appliance retail distribution outlets.

Dealers were not interested interested in in buying products from from

single-product firms like TWL when they could deal with companies making a full range of consumer consumer durables, like Videocom. Even after two years years of operations, operations, only 2,000 to 2,500 units units were coming off TWL's assembly line. By 1993, TWL's equity was reduced to zero, cash flow was weak, and losses were accumulating. Whirlpool purchased TVS' stock in the joint venture and implemented a turnaround strategy under the new name of Whirlpool Washers Manufacturing Limited (WWML). Whirlpool initiated its Worldwide Excellence Program in the Pondicherry plant to raise the level of quality and and reduce costs. It worked to develop better better relations with its its suppliers. Whirlpool replaced TVS managers managers with its own from the United States but still had to deal with the TVS corporate culture in the workplace.

The reorganized reorganized

venture reduced its its losses and became profitable. profitable. Whirlpool's Whirlpool's market share share rose from from

65

12.9% in 1994 to 17% by the end of 1995. WWML finally made a book profit in 1995 but still had to pay off its accumulated losses of US$50 million. million. Increasing competition and price wars were making the t he targeted 1996 market share of o f 20.6% difficult to achieve.

Also in 1995, Whirlpool Whirlpoo l purchased a 51% interest in Delhi-based Kelvinator of India (KOI), one of India's India's leading refrigerator makers.

Even though KOI had 30%

market share in India, its refrigerators were outdated and the company was unprofitable.

Whirlpool began construction of a US$119 million million plant to produce

state-of-the-art refrigerators. refrigerators. This was on top of its its investment, totaling US$120 million, million, in the TVS joint joint venture and in Kelvinator.

The company was also also

considering entering the Indian air conditioning market as well as the fast-growing, Chinese major major home appliance market.

In the meantime, meantime, Whirlpool's Whirlpool's erratic

corporate earnings translated into a decline in its per share stock price from $56 in 1993 to $51 in 1996.

Whirlpool's plan to become become a global appliance manufacturer

appeared to be in difficulty.

Decision Date: June 1996

1995 Sales: $8,347,000,000* 1995 Net Income: $209,000,000*

66

II. CASE ISSUES AND SUBJECTS

Major Home Appliance Industry

Environmental Scanning Industry Analysis India International Growth Strategies Joint Ventures Strategic Alliances Turnaround Strategy Strategy Formulation Core Competencies Core Deficiencies Distinctive Competencies SWOT Analysis Competitive Strategy Corporate Culture Evaluation and Control Vertical Integration vs. Outsourcing

67

III. STEPS COVERED IN STRATEGIC DECISION-MAKING PROCESS

Strategy Formulation

P er fo r m an ce

St ra te gi c P os tu re

C or po ra te G ov er na nc e

E xt er na l F ac to rs

Int er na l F ac to rs

St ra te gi c F ac to rs

Re vie w Mis sio n& Obj ecti ves

1A

1B

2

3

4

5A

5B

S tr a t e g i c A lt e r n a ti v e s 6

O

X

O

O

O

O

X

O

= Emphasized in Case

Strategy Implementati on

Evaluation & Control

7

8

O

O

X = Covered in Case

68

IV. CASE OBJECTIVES

1. To provide an example of a large successful successful company entering an international market via a joint joint venture. Students should be able to identify a number of mistakes mistakes that were made.

2. To illustrate how an industry, industry, major home appliances, can be mature in one part of the world (North America), approaching maturity in another part of the world (Europe), and just beginning its its growth curve in another part of the world (Asia). (Asia). Only rarely is any industry at the same stage of development around the world - the automobile and tire industries are now global and mature.

3.

To show that a company's company's core (or even distinctive) competencies may not not be transferable to another industry (appliances in TVS' case) or to another part of the world (India in in Whirlpool's case). Both companies were extremely successful successful in their own spheres of action but together proved incompetent in a joint venture requiring new competencies and resources. Both firms' firms' weaknesses became became core deficiencies in this situation.

4. To illustrate illustrate how large large companies like like Whirlpool can learn from from its mistakes. mistakes. Once it realized that its partner was not offering anything to the joint venture, it moved to take over control and to transfer to the Indian operation those things in which it was extremely competent.

69

5. To show the importance importance of appropriate appropriate environmental scanning. Neither Whirlpool Whirlpool nor TVS really understood what they were getting into. into. Each assumed that the other would make up for its own o wn deficiencies.

70

V.

DISCUSSION QUESTIONS

1. What are the strengths and weaknesses of Whirlpool's venture in India?

2. What are the opportunities and threats facing Whirlpool's venture in India?

3. What are the strategic factors of Whirlpool's venture in India?

4a. Does Whirlpool Corporation have any core competencie c ompetenciess? If 'yes,' what are they?

4b. Does Whirlpool's venture in India have any core competencies? If 'yes,' what are they? If not, why not?

5a. Does Whirlpool Corporation have a distinctive competency? If 'yes,' what is it?

5b. Does Whirlpool's venture in India have a distinctive competency? If 'yes,' 'yes,' what is it? If not, why not?

6. What did did Whirlpool do wrong in in entering India?

7. What did did Whirlpool do right right in entering entering India?

8. What did TVS do wrong in joining joining with Whirlpool to make major home appliances in India?

9. What did TVS do right in in joining joining with Whirlpool to make major home home appliances in India?

71

10. What are the pros and cons of Whirlpool¶s Whirlpool¶s purchase of Kelvinator of India (KOI)? (KOI)?

11. What did Whirlpool Whirlpool learn (or what should it it have learned) from its Indian Indian experience?

12. What should Whirlpool Whirlpool do with its its Indian operations? operations?

13. Should Whirlpool Whirlpool enter China? China? If not, not, why not? not? If so, how should itit enter China? China?

72

I. CURRENT SITUATION

A. Current Performance

WWML finally made operating profit in 1995 after years of losses totaling

y

$US50 million. y

KOI was loosing money when Whirlpool bought boug ht it in 1995.

B. Strategic Posture : Implied, but not clearly stated in the case for Indian operations.

1. Mission: Provide major home appliances to the Indian subcontinent and provide

a beachhead for subsequent expansion into the rest of Asia.

2. Objectives: y

To dominate the Indian washing machine and refrigerator markets in terms of market share.

y

To earn a substantial return on investment investment for Whirlpool Whir lpool Corporation.

y

To eventually expand into other major home appliances such as air conditioners.

3.

Strategies: Horizontal growth corporate strategy into Asia y

First unsuccessfully tried joint venture as entry strategy into India. . .

y

Followed by turnaround strategy at WWML and now at KOI.

73

y

Now using entry strategies of acquisition and green field development. (Comment: Although these entry strategies are more expensive than joint ventures, they may be cheaper than the turnaround at WWML.)

4. Policies: Introduce Whirlpool Corporation's management practices into Indian

projects.

II. CORPORATE GOVERNANCE

A. Board of Directors : Whirlpool controls WWML and KOI through its control of

each company's board of directors.

No information information regarding rest of board

membership.

B. Top Management: Through its control of the boards of directors, Whirlpool is

replacing the top management of WWML and KOI with its own people. (Comment: Since the past management was responsible responsible for past poor poor performance, this makes sense.)

74

III. EXTERNAL ENVIRONMENT

A. Societal

O pportunities: y

Ability to work more closely with suppliers to reduce supplier bargaining power and increase quality of parts

y

High growth potential of Asian market 

Only 7% of Asian's households own refrigerator; only 2% own washing machine



Rapid economic growth of 6-8% annually is spurring per capita income levels



Indian major home appliance market is on the verge of a boom growth period

y

Recent easing of restrictions on foreign ownership and investment in India makes expansion attractive

Threats y

Heavy start-up costs in Asia.

y

Increasing competition in Asia, especially India

y

Poor infrastructure to support making, selling, and using appliances in India.

y

Questionable water purity and availability of electricity.

y

Politicians perhaps less tolerant of foreign firms in future.

75

B.

Task Environment: Major Home Appliance Industry in India

y

Rivalry among competitors is rapidly increasing; price wars are based on shortterm promotions and purchase incentives.

y

Threat of new entrants is is high. Other major players from from Japan, Korea, United States, and Europe are planning to soon enter either India or China or both. Must build entry barriers quickly or face greater great er competitive intensity.

y

Threat of substitute substitute products is high. high. Until infrastructure is is built, many people in less developed parts of India substitute daily shopping for refrigerators, creeks for washers, sun for dryers, and fires for stoves.

y

Bargaining power of suppliers is high for those few firms that can make quality components.

y

Bargaining power of distributors is high for those appliance firms that only make one or two products.

y

Relative power of other stakeholders appears low. Government is is allowing allowing foreign companies to acquire acquire local firms and to build green field field plants. It is doubtful that unions unions are a problem. problem.

Religious norms and values values could

negatively affect the importation of some U.S. management practices.

76

I V. INTERNAL ENVIRONMENT

IFAS (Internal Factor Analysis Summary)

Key

Internal Factors

Weight

Ratin g

Weighte d Score

Strengths: New management & system

.10

4

.40

Needed

Kelvinator brand

.05

4

.20

Well known

New

.10

4

.40

2 /3 brand new

.10

5

.50

Excellent

.15

4

.60

Good & growing

.10

3

.30

Improving

.05

2

.10

Larger capital investment: more needed

More money needed

.15

3

.45

KOI's inefficient operation: losses

.05

2

.10

Lacks simpler technologies

.15

3

.45

manufacturing facilities

Parent company's technology expertise

Comments

at KOI

Market share Weaknesses: Inadequate distribution

Not

yet dealt with

Has to license Getting better

Ignorance of Indian market TOTAL SCORE

1.00

3.50

77

C. Resources: WWML and KOI

1. Marketing:

Strengths y

Good market share exists for both WWML and KOI.

y

KOI brand is well respected throughout India. Ind ia.

y

KOI has established dis d istribution tribution outlets.

Weaknesses y

Whirlpool brand is not well known.

y

WWML is still weak in distribution in northern India.

2. Finance:

Strengths y

Whirlpool's Indian operations have access to corporation¶s funds.

y

WWML is making an operating profit and shou ld pay down losses.

y

KOI is losing money; may take years to turn it around

Weaknesses

78

y

Decline in Whirlpool stock makes it increasingly difficult for headquarters in United States to invest more in India, especially given interest in entering China.

3.

Research and Development:

Strengths y

Reasonably good product R&D competence at corporate level

y

Excellent process R&D competence at corporate level

y

Corporation still learning how to transfer its technology appropriately to

Weaknesses

India y

R&D not connected to needs of Indian market.

4. Operations and Logistics:

Strengths y

Turnaround at WWML shows that operations is a strength of Whirlpool, which is being transferred appropriately.

y

Output at WWML doubled to 64,000 units in 1994 and is rising to 120,000 units in 1995 with only modest increase in workforce.

79

Weaknesses y

KOI's inability to earn profit as market leader in refrigerator sales suggests inefficient manufacturing and distributi d istribution. on.

y

Poor distribution for WWML is being be ing rectified.

y

Relationships with suppliers are improving.

5. Human Resource Management:

Strengths y

Streamlined hierarchies of management at WWML with cross-functional work teams

y

WES used to clarify job responsibilities

y

Sales force placed on incentive system

Weaknesses y

6.

KOI must still still be dealt with. HRM likely to be be fairly poor.

Information Systems:

Strengths y

Seem to be introducing information information system to track progress

80

Weaknesses y

Likely that IS at KOI needs a lot of work before it can be integrated into the rest of the Indian operations

81

V.

ANALYSIS OF STRATEGIC FACTORS

Key

Strategic Factors

Weigh t

Rating

Weighte d Score

Duratio n S I L

Forming closer relationship with suppliers (O)

.05

4

.20

X

Expanding sales in India (O)

.10

4

.40

X

Make other appliances (O)

.10

2

.20

Weak infrastructure to support appliances (T)

.05

3

.15

X

Comments

Getting better

X X Key to success X Investment high Getting better

Increasing competition (T)

.15

4

.60

X

X X

New

.10

4

.40

X

X

.05

3

.15

X

X

management & system

(S) Kelvinator brand (S)

Getting tougher Key to profits

.10

4

.40

X

X X

Market share (S) .10

3

.30

X

Short-term X X value

.10

2

.20

X

X

.10

2

.20

X

X X

Inadequate Inadequate distribution distribution (W) KOI's inefficient operation (W)

Key to success Getting better

Knowledge of Indian market (W)

Must fix now! Must improve!

TOTAL SCORES

1.00 1. 00

3.20

82

V I.

STRATEGIC ALTERNATIVES AND RECOMMENDED STRATEGY

for operations in India) A. Strategic Alternatives ( for

1. Retrenchment: Cut back on investments in India in order to put more emphasis on

China. Sell off KOI's operations and form a joint joint venture with KOI's buyer for for the new refrigerator plant in Pune

ros: P ros y

Stops cash flow into India so cash can ca n be used elsewhere.

y

Eliminates a costly turnaround of KOI.

y

Forming a joint venture for the new refrigerator plant keeps Whirlpool in the refrigerator business.

y

WWML has been turned around and should be able to grow using its own cash flow.

ons: C ons y

Lack of multiple appliance products may make it increasingly difficult to sell washing machines to India's distributors.

y

Lack of significant growth could cause investor pressure to completely pull out of India.

y

Investment is just starting to pay off.

83

y

Retrenchment makes it difficult to make and market appliances in nearby countries.

y

It sends a bad signal to appliance industry that Whirlpool is not a serious global competitor. Will make make it difficult difficult to successfully enter and grow other parts of Asia, such as China.

no new ones (kill air conditioner 2. Stability: Keep all current operations, but add no idea). WWML grows using internal internal cash flow. flow. Implement turnaround at KOI KOI and use new plant to make refrigerators.

ros: P ros: y

Allows time to turn KOI around and to solidify WWML's turnaround.

y

Keeps additional investment in India in check until KOI is turned around and new refrigerator operation begins to pay for itself. itself.

y

Allows Whirlpool to turn its full attention to entering China.

ons: C ons y

Lack of growth at a time when the appliance market is undergoing rapid growth will make it difficult to achieve Whirlpool's goal of dominating the major home appliance market in India.

y

It may hurt relations with distributors who may soon demand a full line of appliances from any one supplier (similar to situation in United States) and thus cut into sales growth.

84

y

Stability allows competitors opportunity to move ahead and take away markets that could have been Whirlpool's. Whirlpool's.

3.

expansion of WWML WWML and KOI. Use joint joint ventures to Growth: Push ahead with expansion move into other major home appliances such as air conditioners, stoves, and microwaves. Expand WWML WWML to add clothes dryers. dryers.

ros: P ros y

Growth enables Whirlpool's India operations to grow with the market, with a good chance of o f dominating while others are focusing on China.

y

WWML's new profitable position may enable it to grow out of its own cash flow.

y

KOI may be easier to turn around given Whirlpool's success with its joint venture with TVS.

y

Expansion now will enable Whirlpool to move into related appliances and gain bargaining power with its suppliers and distributors, thus boosting sales and cutting costs at a t ime when competition is increasing.

ons: C ons y

Growth is likely likely to be very costly. Will seriously seriously cut into Whirlpool's funds to enter China.

y

KOI may be very expensive to turn around - similar to Maytag's problems with turning around its Hoover UK operations. o perations.

85

y

Whirlpool seems unable to successfully adapt its technology to less developed nations. Question whether Indian market is is interested in the new refrigerator. refrigerator.

y

China is hot now and should be emphasized over India.

B. Recommended Strategy

Recommend Stability Strategy : Keep all current operations but add no new ones

(kill air conditioner idea). WWML grows using internal cash flow.

Implement

turnaround at KOI and use new plant to make make refrigerators. This choice allows the parent corporation sufficient time to consider and implement a good entry strategy for China. For the time time being, washers and refrigerators refrigerators are the key appliances appliances for India and contiguous countries. countries.

Import other appliances or purchase purchase them from from

competitors in order to have have a full line for distributors. distributors. Continue emphasizing quality and cost reduction for for competitive advantage.

Develop policies to support this this

emphasis.

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CHAPTER 10

87

Whirlpool Corporation

Market Research on Whirlpool Refrigerators Student¶s Name: Salil Wadhawan Industry Guide: Mr. Pradeep Singh Rawat Faculty Guide: Ms. Seema Sahai

OBJECTIVE OF THE STUDY: y

To study brand awareness for Whirlpool Whirlpool in the market place.

y

To Study Whirlpool competitors marketing mix strategies, and then comparative mapping with other major appliances players in the market, finding loopholes and building effective marketing mix strategy for Whirlpool in Refrigerator.

y

To analyze right strategic direction for Whirlpool firstly by the way of studying current image of the brand ³Whirlpool´, secondly through market mix mapping.´

It gives valuable inputs regard to difference that the brand is dealing with their competitors. Like if LG, SAMSUNG, GODREJ, ELECTROLUX are present in a segment, satisfying same customer need, what is the difference in terms of product offering, technology of the products, pricing strategies of the competitors. This is also suggests competitors direct monetary pricing benefits to distribution intermediaries, i.e. distributors, direct dealers, dealers, and finally to the customers. Which clearly identifies the different requirements that customers look to be satisfied and at what prices. These different requirements can then be used to develop the alternative strategies that need to be implemented, to better access the segments and tune the product offers to suit the customer requirements and to the t he level of competition.

88

Findings: y

Whirlpool needs to increase increase the number of BTL (below the line) line) activities to generate common awareness and visibility at grassroots level, because it can be understood from the figures of their competitors BTL activities that Whirlpool BTL activities is not up to the that mark in co mparison to other competitors.

y

In Delhi market dealers don¶t want to put direct push effort on brands that¶s why unlike other cities market where if a dealer deals in LG they prefer not to deals with its direct competitor Samsung, but in Gujarat every dealer is having collection of brands, they want to be ready for everything like whatever customer demands they can easily find out in their store. Currently Whirlpool is available with most of the major dealers in Delhi, Whirlpool needs to focus on those dealers also where it will not face direct competition with LG and Samsung , a small and dedicated brand dealer will work not only for margins but they also can see the t he future opportunities in form of Whirlpool.

Conclusion: Whirlpool has good presence in the market but one thing is also evident that Whirlpool is present in major counters with LG and Samsung, Whirlpool also need to focus on those dealers were it will not face direct competition with LG and Samsung. Competitive strategy should be like this where first Whirlpool should wipe out smaller brands compare to LG and Samsung because this brand also have market share larger than Whirlpool, and Whirlpool is not in competition of LG and Samsung it should target on brands like Godrej Godrej , TCL first, first, so it can compete the bigger brand later on.

89

90

whirlpool Project Report

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