Marketing Analysis : Electrolux Organization

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

D. intra-corporate inflows. 14. Optimizing the location of every activity in the value chain can yield all of the following strategic advantages except A. performance enhancement. B. cost reduction. C. extending the life cycle of the product of service. D. risk reduction. 15. Gillette's worldwide success with its Sensor razor demonstrates A. the importance of merging global and multidomestic strategies. B. the values of establishing joint ventures with several multinational corporations. C. that a global marketing effort can sometimes be successful. D. the usefulness of a multidomestic strategy.

This paper presents a marketing plan for the Electric Car Corporation (ECC); a first mover in manufacturing an electric car in the United Kingdom. The paper starts with a brief introduction to the company, its product offerings, and areas of operations and then explains why a marketing plan is essential in the strategic planning process of an organization. Afterwards, the process of new product development at ECC has been discussed. The marketing plan starts with a comprehensive situational and SWOT analysis of the company as well as its new product offering. In this paper, the SWOT Analysis is done to analyze the company's core strengths, major weaknesses, potential opportunities and threats which can be helpful for its short term and long term marketing planning.

By end of 90’s the company was dominant in many of the categories it competed in. The challenge was found in whether it can continue its dominance in it’s new, expanding product ranges and could maintain its dominance and synergy in its all categories on low and high price offering in hardware, home furnishings, office and house ware, while maintaining its management and corporate structures.

The main issue of the P&G Korea case is centered around the question of market share. P&G and Unilever are the two major market shareholders in the Korean detergent industry holding 80-85% of the total market share. The remaining 15-20% of the market is held by low-priced local Korean brands. There are no new markets either company can tap for further market share since most Korean households already use laundry detergent, making the market saturated. Other than peripheral chemical changes claimed to be “improvements”, there are no major innovations to be explored for product development or diversification. Per Ansoff’s strategic opportunities matrix, P&G and Unilever are both focused on Market Penetration,

Ocado, as the world’s largest dedicated online grocery retailer and has been voted as the best online supermarket in the UK since its foundation in early 2000 by Tim Steiner, Jason Gissing and Jonathan Fairman. (Which?, 2014) With rapid expansion of the business, it develops and operates a unique business model which only focuses on customers’ online shopping and emphasises the partnership with Waitrose. There are a range of products offered in Ocado, not only for its own brand groceries from the Waitrose supermarket chain but also there has a selection of name brand groceries and other items, such as flowers, toys and magazines, a range of Carrefour 's products are sold via Ocado website as well. Ocado is aiming at improving the customers’ shopping experience and changing the way people shop for groceries. Aligning the interests of customers, investors and stakeholders to deliver a long term shareholder value, that is the strategic objective of Ocado Group plc. (Ocado, 2014) This report will undertake a detailed analysis using financial ratios from an evaluation of its profitability, financial position and cash flow to formulate an overall view of the company’s financial performance and position from its financial statements.

The industry in which the company operates can be characterized as monopolistic competition. This is because, since there are no barriers to entry in this industry, threats of entry by potential entrants has made the industry some-what competitive. But the brand loyalty gained by the firms through massive advertising has rendered the firms within

The main differences between Matsushita and Sony’s products are that, Matsushita product line is more involved in the household appliances market as it is the world leader in this category, while Sony strives to be the globe’s technological leader and has a product line that is driven by advanced consumer electronics. “While companies such as Matsushita concentrates on being customer intimate, Sony has differentiated itself by focusing on product leadership.” Matsushita is the largest home appliances and household equipment (HAHE) producer in the world. Some of Matsushita’s products include: microwave ovens, refrigerators, irons, fax machines, air compressors, automatic washers and dryers, vacuum cleaners, air

Competition is stiff within the industry. Domestically, the major competition is General Electric, Westinghouse, and Honeywell. Internationally, competition includes Siemens and Hitachi. Emerson’s future success requires beating not only the domestic competitors but also the large global Japanese and German manufacturers. Emerson must differentiate itself from the competition using its cost-reduction, quality improvement, and superior marketing and distribution channel strategies.

5) Another example of creating value by using a related diversification strategy was when Haier applied innovation to product design and production from the Liebherr Corporation of Germany. This strategic move created value by not only competing and expanding its product categories, but also by creating market needs. (pg. 7) The activity sharing and market need helped create product breakthroughs like washing machines that operated without detergent or water, and refrigerators that needed no compressors. (pg. 8) Another example of creating value was when Haier entered a strategic business alliance with Sanyo. Sanyo wanted to increase its competiveness in China taking advantage of Haier’s extensive distribution network, whereas Haier hoped to enter the Jampanese market by utilizing Sanyo’s distribution and service centres’s. (pg. 12) In the end Zhang Ruimin utilized this diversification strategy in an attempt to gain market power. B.Also discuss how Haier can use unrelated diversification strategy to create value.

This paper will describe the details of a fictitious company and provided its background and will develop a marketing plan with a focus on segmenting and positioning its product and service. Thirdly, this paper will determine and decide upon at least one (1) foreign market for the product and service.; identify the marketing segment for the product and provide a rationale for this segment and discuss the target market and provide a rationale for this target market. Also, it will perform a SWOT analysis (strengths, weakness, opportunities, and threats) for the

Marketing is selling the product goods and service by knowing the needs and wants of the customer and consumer (Kotler P, 2009). Marketing Management expertise has capable of knowing the change of an organisation to manage both the internal and external challenges of environment (Cant M C, et al, 2009). A company needs to classify the customer needs and identifies the demand of the supplying

In contrast to Philips, Matsushita’s success stems from highly efficient and centralized operations. Also unlike Philips, Matsushita’s numerous domestic retail outlets in Japan are ideal for the sale and distribution of their products and provide valuable market research opportunities and capabilities. Both the structure and culture at Matsushita encourage an entrepreneurial drive in their employees and divisions, as they compete for funds to develop new products, and extraordinary communication exists between the international operations and the home office in Japan.

These minor details are what set Electrolux apart from the competition. The company’s ability to function as a team allowed them to gain different perspectives and create in a shorter time period than the rest. The case study proves that when it comes to the consumers, they do not care about price as much as they do effectiveness. If the product gives the consumer exactly what they need and want, they are more than willing to pay the price. A company’s success depends solely on each department’s ability to function as one and without teamwork this task is impossible.

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.