A Case Study: Whirlpool Corporation Case

Whirlpool is the world’s largest producer and marketer of small and large home appliances such as mixers, food processors, washing machines, refrigerators, air conditioners, etc. Whirlpool also has a long standing relationship with Sears, which sells Whirlpool products under the brand name Kenmore. In addition to its North American presence (both manufacturing and sales), Whirlpool also has a strong presence in Mexico, and Europe. Being the largest producer in the world has helped Whirlpool to compete on lower costs through economies of scale and through its Global Procurement Organization (GPO). In addition, its large networks also help in

“First, I would like to start off with a brief introduction of the company that you will be helping increase sales for during this promotional time. Whirlpool Corporation was founded in 1911 in St. Joseph, Michigan. So with over 100 years of experience Whirlpool is the world’s leading global manufacturer of home appliances. Focusing on consumer needs fuels our growth and keeps us relevant in homes around the world. We exist to create purposeful innovation that keeps homes running smoothly so personal and family lives can flourish.”

The most dominant problem addressed in the case that Haier is facing is that it lacks of brand popularity in the global market, comparing to its direct competitors such as Whirlpool, GE appliances, and Electrolux. Even though Haier made its effort to amplify its brand image and popularity globally by making a bid to acquire Maytag Corporation yet did not succeed, it is still difficult for Haier to enter the high-end segment of the US white goods market. According to statistics from Euromonitor, Haier’s 2013 market shares in consumer appliances segment in the North American and Western European markets were 0.9% and 0.5% respectively, which are significantly lower than Whirlpool’s, one of Haier’s major competitors in the U.S. and Europe,

Whirlpool Corporation is the largest global manufacturer of home appliances (Innovation at the Pace of Life, 2016). Although, Whirlpool is globally the largest manufacturer, they do not dominate all markets as they do in North America. In North America, Whirlpool’s strength lies in a strong and vast brand portfolio, consisting of seven brands (Fettig, 2016). In 2006, the United States Department of Justice approved the acquisition of Maytag Corporation by Whirlpool (Henriques, 2006). The acquisition served a two-fold purpose, seating Whirlpool in the number one market share position in North America and adding strong brands such as Maytag, Jenn-Air, and Amana to the portfolio. A series of acquisitions is accelerating growth for Whirlpool and ensuring global market leadership. Whirlpool acquired Italian manufacturer,

I believe, Wolters has established itself in the regional market pretty well. It should now create and focus on its international

This was not only a business decision, but it carried social and ethical responsibilities with it because the company was thinking for the benefit of its shareholders and consumers by making more energy-efficient products while keeping consumer prices fair. By moving the operation to Mexico this allowed the company to do so. But their ethical and social responsibilities to the community and to their employees were not held up due to lay-offs and relocation. Whirlpool did not

The Whirlpool Europe case provides an opportunity to look at different ways to evaluate a major IT investment the company is considering. To undertake this analysis we have to make a few assumptions because the case does not have all the details needed to estimate benefits and investment cost. However, if you were in a company faced with this situation, these numbers would be available.

Ask just about anyone on the street what company boast a large red bulls-eye on its stores, and surely it would be difficult to find anyone who doesn’t immediately respond, “Target.” Target Corporation’s roots stem all the way back to 1902, and in the years since, the corporation has grown into a common household name. With 1,790 (2014) stores nationwide, Target is currently ranked as 4th largest retailer in the United States (Press). The corporation has achieved this status through hard work, brilliant ideas, and dedicated leadership. However this is just the brief on their success.

The Last in first out (LIFO) liquidation Inventory valuation method was changed as Inventory level in1984, 1983 and 1984 was decreased by Harnischfeger. By adopting this process, inventory that was purchased at lower cost in previous years was sold at higher prices.

1) Evaluate HTC’s performance as described in the case. What are its competitive assets and liabilities?

Centralized Pricing – no wonder it takes 110 days to reprice its entire product line, when you are trying to manage an 180,000 line report. The centralized pricing will make Whirlpool more competitive in its 170 countries worldwide. Very smart move.

1. Evaluate the economics of Gulf's exploration and development program in net present value terms. How do Gulf's outlay for exploration and development compare to cash returns Gulf generates from these activities.

Its primary objective was, simply put, to become the “most recognized and respected brand in the world.” This objective required most of the

The company’s new focus was on developing an emotional connection with the customer and increasing brand loyalty. The change was to re-positioning the company towards a customer service approach. This later became the business model that other white good manufacturers would benchmark themselves against. The CEO at the time made it clear that, the company was aware of changing consumer trends, and wanted to appease the customer’s hybrid needs. Nancy Snyder, who was appointed Whirlpool 's Vice President of Leadership and Strategic Competency Development, said, "You begin to see the magnitude of infrastructure that has to change to support it (plans to reinvent the corporate culture to embed innovation as a core competency). And remember, we weren 't adding on to a core competency. We were creating one that didn 't exist" (cited in Rivkin et al, 2005).

For international business strategy, Hill and Jones (2004) suggested that there is four basic components of strategy development need to be addressed by a firm in order to succeed in foreign markets. These components are: ¡¥distinctive competence¡¦, ¡¥scope of operations¡¦, ¡¥resource deployment¡¦, and ¡¥synergy¡¦. By applying the theory, it is revealed that Whirlpool¡¦s distinctive competence is its brand name ¡V Whirlpool, the world¡¦s largest white-goods manufacturer. For the scope of operations, Whirlpool is specialised in broad middle market niche of white-goods products. In terms of resource deployment, Whirlpool allocates the resources equally to its three product lines. As far as synergy concern, due to the poor business performance of Bauknecht and Ignis, Whirlpool is not benefited in whole.