beko global marketing activities
TRANSCRIPT
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BEKOMarketing & Sales
2007
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The Brand
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key factss
BEKO brand has been in the Turkish market since 1983 and in export markets since early 90’s.
Sales Outline
In 2006, worldwide sales has reached 8.1 million units in more then 100 countries.
Every 2 seconds, somewhere in the world, one customer buys a BEKO product.
With a unit market share of around 20%, BEKO is the second biggest MDA brand in Turkey,following Arçelik.
With a unit market share of 5,8 %, BEKO is the 4th biggest freestanding MDA brand in 27countries of Europe, after Bosch, Indesit & Whirlpool (GFK 2007 end June results).
BEKO brand has reached 280 million consumers worldwide.
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key factss
FS MDA Market Share (units %)
70
60
50
40
30
20
10
Jan-Jun 06 Jan-Jun 0613 Ctr. East
Jan-Jun 06
Sales Units %100 100
2,7
6,3
3,72,3
2,2
2,9
7,4
2,53,32,4
2,3
7,8
5,4
3,42
2,7
6,1
3,52,7
2,1
3
7,5
2,63
2,72,3
7,9
5,8
3,42,2
68,5 67,7
1,9
6,7
4,81,5
3,22,5
6,7
2,1
4,81,6
2,4
8,4
3,72,7
2
6,1
4,52
32,7
7
2,2
4,41,7
2,5
8,6
42,9
25,1 25,8
6,2
7
6,2
5,7
12,7
3,8
5,6
2,84,3
3,9
5,7
7,7
6,1
5,8
12
3,9
6,2
3
4,6
4,4AEG-EluxArcelikBekoBoschCandyElectroluxHotpointHotpoint-AristonIndesitLGMieleSamsungSiemensWhirlpoolZanussi
27 Ctrs.2006 HY 2007 HY
13 Ctr. West2006 HY 2007 HY
13 Ctr. East2006 HY 2007 HY
1
2
3
4
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key factss
Although it is one of the youngest brands in Europe, BEKO holds leading positions in a number of EU countries:-
UK: Market leader in cooling
The second biggest Freestanding MDA brand
UK washing machine model, WMA 510, is the best seller washing machine in all Western Europe.
DE: The leading European FS MDA brand in Germany that does nothave a German origin. (More then 70 % of the German FS market is controlled by German brands)
BE: Market leader in freestanding cooking
The second biggest freestanding cooling brand.
LT: The leading brand in FL washing machines
The leading brand in cooking
The second biggest brand in cooling
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key factss
Awards & Certificates
2007 & 2006
2007: The renowned French consumer magazine “Que Choisir” has choosen BEKO dishwasher model DFN 6831 S as the best product for its peforance/price ratio. Among the worldls leading 11 dishwasher brands, BEKO model was ranked 2nd in the overall tests carried out by the magazine and published int its November issue.
2007: BEKO dishwasher DFN 2520S has been chosen by the Belgian Consumer Association in their publication Test-Achats/Test-Aankoop as “Best Buy” for its high performance/price ratio. The product has been the winner in a number of performance ctieria, surpassing leading European brands.
2007: Beko branded WMD 57162, "The world’s fastest washing machine” was awarded with the “Ecology” award at “Plus X”, the major technology competition in Germany.
2007: The Chicago Athenaeum awarded Beko L Series 32” LCD television with the “Good Design”award in the international industrial and graphic design competition in America.
2006: Beko strengthened its success in Polish market by being selected the “Most Tursted Brand” in the European Trusted Brands Research, carried out by the popular European family magazine Reader’s Digest.
2006 – BEKO branded washing machine WMD 56140 was chosen by the Belgian Consumer Association in their publication Test-Achats/Test-Aankoop as “Best Buy” for its high performance/price ratio.
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key factss
Awards & Certificates
2005
It was the first time for a Turkish company to compete in the “Brand of the Year” competition held in Belarus, and BEKO washing machines won first prize in the relevant product group.
BEKO branded freestanding dishwasher DFN 3730 was chosen by the Belgian Consumer Association in their publication Test-Achats/ Test-Aankoop as “Best Buy” for its high performance/price ratio.
BEKO branded built-in dishwasher D 8879 FD was chosen by the Belgian Consumer Association in their publication Test-Achats/ Test-Aankoop as “Best Buy” thanks to its good performance and low running costs.
Beko branded freezer, FDG 5700 HCA was recommended by Consumentengids, renowned consumer magazine in Netherlands as the “Adventageous Choice”.
Three Beko products, WM5554, LV5679 and NDP9560 presented to the Throphee de la Maison 2005 (Household Awards) were selected by the consumers’ panel as winners in the category of household appliances.
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key factss
Awards & Certificates
2004
BEKO branded worktop-height fridge LSA 426W was recommended by Which, UK’s leading consumer reports magazine, as “Best Buy” product in terms of performance and convenience.
BEKO branded dishwasher GS5543 was recommended by Stiftung Warentest, Germany’s leading consumer reports magazine, as a Hit Product in terms of performance and price.
BEKO branded refrigerator was awarded in the two-door refrigerator category of the European Energy + Competition of the EU Commission.
BEKO’s „Keyf“, the Turkish coffee machine has received the „IF Design“, the most prestigious industrial design award of the world.
Energy Saving Trust of UK awarded BEKO dishwashers DE 3761F and DE 3762F with “Energy Efficiency Recommended” logo due to their high energy efficiency and high performance.
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vision
To be amongst the 10most preferred brandsin the world by 2010
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targets
1,4
2,5
1,61,9 2,0
2,32,22,1
2005 2006 2007 2008 2009 2010 2011 2012
%2
To reach > 2% global unit marketshare by 2010.
This corresponds to a total MDA sales of 7.6 mio units (exlc. mwo)
Expected Beko global market share figures according to 2007 SP.
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targets
Beko Global Ranking (2006)
Source: Euromonitor, GfK and Arçelik AŞ estimations
Product Range: MDA 8
1,6
1,8
1,9
2,1
2,1
2,4
2,4
3,2
3,4
3,5
3,7
5,8
BEKO
Samsung
Frigidaire
Siemens
Maytag
Electrolux
Indesit
Bosch
GE
LG
Haier
Whirlpool1
2
3
4
5
6
7
8
9
10
11
12 1,6
1,8
1,9
2,1
2,1
2,4
2,4
3,2
3,4
3,5
3,7
5,8
BEKO
Samsung
Frigidaire
Siemens
Maytag
Electrolux
Indesit
Bosch
GE
LG
Haier
Whirlpool1
2
3
4
5
6
9
10
11
12
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brand values
Brand Personality
Brand Attributes
Brand Essence
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brand values
Challenger
Fun
VividBright
Young
Genuine
Surprising
Performance
Durability
Technology
Consumer-driven
Economy
Wideproduct range
Global
Functionality
BEKOFor the new you
Resultoriented
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Consumer Behaviour
Consumers tend to purchase white goods for two reasons:Current appliance has broken down
• When their current appliance breaks down, they generally need a quick replacement and consult the retailer to see the what the best current offer is for their needs. Rational reasons have more importance here.
There is a change in their lives: they are moving into their first apartment, getting married, having children, buying a house...
brand values
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brand values
Opportunity to Create an Emotional Bond
Starting a new life is an exciting adventure. It’s a critical time about excitement, emotions, decisions...Beko shares this feeling with the consumer and it bonds with them at the beginning of this critical stage. It differentiates itself from the competition, which tries to seal this bond as an end benefit, post-purchase. Consumers’ needs constantly change and Beko has the right products to satisfythese needs.Beko wants to be a part of every chapter of the consumer’s life.
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Consumer SegmentationThe main lifecycles can be summed up into 3 main consumergroups. Products with various capacities and sizes can therefore be segmented according to these lifecycles.Bachelors:
– Students– Single people
• Products with smaller capacities and smaller dimensionsNew nesters:
– People moving in with friends – Newly married couples
• Starter packs, products with minimum number of features
Families with children:– Families with babies– Growing families
• Products with baby functions, larger capacity products andextra features
brand values
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Beko not only wants to be a part of this journey, but it has the right products tosatisfy their needs at every stage of theirlives.
There are certain key milestones whenthe consumer “starts a new life.” Startinguniversity, moving in with friends, gettingmarried, having children, buying your newhouse... These are times when they arecreating homes and need to purchasewhite goods. We can segment theconsumer according to these lifecyclesand accordingly offer them products of various sizes and capacities they need.
brand valuesConsumer Segmentation
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brand values
Print ads that Reflect the Concept
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Brand Strategy
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brand strategyProduct Positioning: Best offer in terms of performance-quality / price ratio. Value
for money.
Price Positioning: The most competitive brand among regional / global producers’brands in all product segments for equivalent product features.
Competitors: Globally Indesit, locally although changing from one market to the other, brands like Whirlpool, Ignis, Faure, Candy, Iberna, Laden, Polar, Zanussi, Fagor, Edesa, Gorenje, LG, Samsung, Ardo.
Product Offer : Electrical Home Appliances: Freestanding & Built-in white goods, SHA, CTV, water heaters, Air conditioners.
Geographical Coverage: Global
Distribution Channel Coverage: All channels specialized in white goods sales + hyper/C&C chains.
Promotion: ATL + BTL activities targeting to create brand awareness, preferenceand value.
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product strategy
To create macro product range for BEKO brand that
enhances pool product usage (FS & BI)
To use uniform product fascia worldwide
To enhance our product range with products that differentiate
the brand from the others and helps to create brand image
eg. world’s fastest dishwasher & washing machine
To develop product features dedicated to BEKO brand which supports the brand story
To plan and execute improved product launching plans, ie. a tailor made package for all new product introductions that include competitor benchmarks, press releases, lifestyle photographs, printed ad layouts etc.
To plan and execute end-user surveys to design flagship products
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product strategy
In WEU, 36.3 % of total MDA8 market in units is BI/BU and the BI/BU ratio is still growing.
In Eastern Europe, the share of BI/BU applianceshas reached over 16% in units.
BEKO BI product offer will be enhanced with the addition of new products (ie gas hobs, ceran hobs etc) to enable the brand penetrate K/F specialists and chains with BI products.
Increase BI sales
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pricing strategy
BEKO is positioned as the most competitive brand among regional / global producers’ brands in all product segments for equivalent product features.
For all standard/commodity products, prices will be set according to the competitors’pricing for equivalent models. For innovative models, value-based pricing will be used assesing the added value to the end user.
The target is to offer value adding products to the retailers and to upgrade our product mix towards higher value segments. (ie 7 kg washing machines, NF combi range etc)
For sales actions, the secondary product ranges – differentiated from the core diffusion line – will be used.
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distribution strategy
BEKO targets to be present in all distribution channels that comply with our brand strategy.
In CIS and Balkan countries, BEKO targets to establish an exclusive shops network for MDA.
Targets
To get BEKO listed in all channels (increase weighted disribution)
To increase number of SKU’s carried in the existing channels
To maintain a healthy balance between market breakdown and sales breakdown by channel type
To closely follow new channel developments (ie internet sales)
New Product New ProductExisting Channel New Channel
Existing Product Existing ProductExisting Channel New Channel
Increase number of BEKO references
Enter into new distribution channels with BEKO prducts
NEW BUSINESS MODEL
Outsourced products SHA
Increase DW sales New product development
BI sales NEW BUSINESS MODEL
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promotion strategy
The first target is to create brand awareness, which will then be topped with creating brand values and brand image in the minds of consumers.
With the increase in brand awareness, BEKO targets to be in the shopping list of an average MDA shopper, which would reciprocally result in market share growth.
The ultimate goal is to create a unique brand identity across countries, and increase the perceived value of Beko brand.
Price
Percievedvalue
Fair value
BEKO
Poor value(Loosing share)
Superior value(Increasingshare)
Mar
ketin
g
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promotion strategy
Targets
To centrally co-ordinate marketing communications activities
To use Int. agency networks in creative works and media buying
To consistently measure brand awareness and marketing communications effectiveness.
To create common materials for use in multiple countries.
To launch an in-store merchandising program as an extension of Beko stores.
To activate common database managed internet sites in key countries.
Price
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promotion strategy
uniform advertising materials – the fastest machine
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BEKO Communication
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global network
TBWA – Global Creative AgencyTBWA Worldwide (www.tbwa.com) creates disruptive ideas for global clients, includingAbsolut, adidas, Apple, Beiersdorf, Henkel, Masterfoods, McDonald’s, Michelin, Nissan,Samsonite and Sony PlayStation. TBWA is the most-awarded agency network in theworld ( The Gunn Report, 2005) and is one of the fastest growing top-ten global agencynetworks. TBWA has 258 offices in 75 countries, and approximately 9,700 employeesworldwide.
TBWA Worldwide is a part of Omnicom Group Inc. (NYSE: OMC)(www.omnicomgroup.com). Omnicom is a leading global advertising, marketing andcorporate communications company. Omnicom's branded networks and numerousspecialty firms provide advertising, strategic media planning and buying, direct andpromotional marketing, public relations and other specialty communications services toover 5,000 clients in more than 100 countries.
OMD – Global Media Buying Our global media buying partner, OMD (Optimum Media Directing) is owned by Omnicom.OMD Has a diverse and challenging client base: Absolut Vodka, KIA, Allianz, Citroen, Yahoo, Dell, McDonald’s, Pepsico, amazon.com, Coty, Sony, Wrigley, Peuget, Henkel, Sara Lee, Tiscali, Vodafone, Nissan, Seagram, Carlsberg, Remy Martin, Reebok, Bdf Beiersdorf, Elizabeth Arden.
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global network
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1. Disruption Workshop – BEKO & TBWA (7 countries) 15-16 February 2006
2. Disruption Strategy – TBWA\Istanbul & BEKO Turkey 29 March 2006
3. International Creative Work Development TBWA International SWAT Team May 2006
distruption process
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distruption process
DISRUPTIVE IDEADISRUPTIVE IDEA
The big idea that positively disrupts the market place –that gives you the energy to leap to where you want to
be. The fastest way of changing the
rules in your favour to open up new opportunities
Disruption is a three-step structured thought process designed to help identify and overturn conventions to create significant growth for client
Today
CONVENTIONCONVENTION
A clearer strategic understanding of the
issues and assumptions which restrain a market
VISIONVISION
The vision that shapes and defines
the new market space
The big idea that positively disrupts the market place and gives you the energy to leap to where you want to be. The fastest way of changing the rules in your
favour to open up new opportunities
Tomorrow
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CONVENTIONCONVENTION
DISRUPTIVE IDEADISRUPTIVE IDEA
VISIONVISION
Owning the consumerrelationship
What is our vision?
• Consumers see white goods as boring,
functional machines. It’sa low-involvement
purchase.• Brands act as suppliers.
The retailer owns the consumer relationship
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Instruments fora new life.
CONVENTIONCONVENTION
DISRUPTIVE IDEADISRUPTIVE IDEA
VISIONVISION
Owning the consumerrelationship
How can we reach this vision?• Consumers see white
goods as boring, functional machines. It’s
a low-involvementpurchase.
• Brands act as suppliers. The retailer owns the
consumer relationship
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By sharing the feelings and values of consumers at the start of critical lifestages,
create an emotional bond with them.
“Start your new life withBeko”
Instruments for a new life.
CONVENTIONCONVENTION
DISRUPTIVE IDEADISRUPTIVE IDEA
VISIONVISION
Own the consumerrelationship
• Consumers see white goods as boring,
functional machines. It’sa low-involvement
purchase.• Brands act as suppliers.
The retailer owns the consumer relationship
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distruption process
Disruption Outcome
Increase brand awareness and create preference for BEKO
&Position BEKO as a brand
that accompanies consumers ‘in every chapter of their lives’.
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Belgium/Art Director
Russia/Art DirectorEngland/Copy Writer
Poland/Art Director Israel/Copy WriterPoland/Copy Writer
Romania/Copy Writer
Russia/Copy Writer
Murat Arlı/Art Director
Gökhan Yücel/Copy Writer
Ateş Çavdar/Copy Writer
Serkan Balak/Copy Writer
Cem Özkurt/Art Director
TaygaSoysaltürk
/Art Director
SWAT Creative TeamInternational Creative Work Development
TBWA International SWAT Team May 2006
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Launch Campaign
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dinnerlaunch campaign
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proposallaunch campaign
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birthroomlaunch campaign
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Connects with the consumers
Focuses on a territory unoccupied by competitiors
Fits with Beko’s status – “new brand – new you”
launch campaign
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launch campaign
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launch campaign
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launch campaign
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Campaign went on air in:– Russia– Poland– Kazakhstan– Ukraine– Bosnia– Azerbaijan– Bulgaria– Georgia– Morocco– Lebanon– Algeria
launch campaign
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Launch CampaignSecond Phase
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“The Fastest” campaign Washing machine & Dishwasher
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“Fastest” campaign
Campaign went on air in:
– Ukraine– Poland– Russia– Bosnia
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Combi Refrigerator
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Combi refrigerator
VO: For everything you crave, Beko Combi Refrigerator
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“Combi” refrigerator campaign
• Campaign went on air in:
– Ukraine– Poland– Russia
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BEKO Built-in Series
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VO: Your change will begin with the new Beko Built-in series.
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BEKO Local Campaign
Russia
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VO: BEKO gifts a holiday for women every day. BEKO. For the new you
Matrushka / women’s day
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evaluation of international communication
Research Objective:
To track the brand and advertisement performance of Beko and thecompetitors in white goods market.
Methodology
Product Category White goods
Research Model AdRemarker Brand and Ad Tracking Model by our research partner Synovate
InterviewingMethodology
Face to face interviews
Project Timing April 2006 – to date
Size 8 countries; 7350 interviews
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•Poland •Ukraine•Russia
•Kazakhstan•Georgia •Azerbaijan
•Israel•Romania
Countries
•Turkey
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Top of Mind Last Wave Scores
BEKO BOSCH INDESIT ARISTON LG SAMSUNG ZANUSSI ELECTROLUX
IV. Wave09/05/2007
3
12
3 1 26
Poland
III. Wave19/02/2007
37
103
14
28
4 4
Ukraine
V. Wave15/05/2007
4
17
96
1117
4 6
Russia
III. Wave14/05/2007
3 4
15
4
39
20
3 2
Kazakhstan
I. Wave12/04/2007
53
4 2 1 3
22
Azerbaijan
I. Wave14/04/2007
43
126
3 2
15
Georgia
II. Wave17/04/2007
29 7 6
Israel
III. Wave12/03/2007
25
11
1 2
15
6
Romania
evaluation of international communication
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Benchmarking Towards Prompted Advertisement Awareness
38%
44%
37%33% 34% 34% 33% 34%
45% 44% 43%
37%33%
51%
40%
51%
42%
66%
18% 26% 16% 18% 12% 16% 24% 26% 19% 28% 16% 16% 12% 18% 15% 34% 28% 54%
6,52
6,216,06
7,26
6,28 6,32 6,32
7,24
7,62
6,75
6,5
6,055,85
7,15
6,436,2
5,836,02
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Ov erall (AllCountries)
BekoOv erall (AllCountries)
Ov erallPoland
BekoOv erall Poland
Ov erallRussia
BekoOv erallRussia
Ov erallIsrael
BekoOv erallIsrael
Ov erallUkraine
BekoOv erallUkraine
Ov erallKazakhstan
BekoOv erall
Kazakhstan
Ov erallRomaine
BekoOv erall
Romaine
Ov erallGergia
BekoOv erallGeorgia
Ov erallAzerbaijan
BekoOv erall
Azerbaijan
5
6
7
8
9
Ad Recognition Correct Branding Overall Liking% mean
evaluation of international communication
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sponsorships
UK: Watford Football Club TR: BEKO Basketball League
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BEKO web sites
Beko homepage (www.beko.com)
Beko Russia homepage (www.beko.ru)
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BEKO catalogues
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BEKO at internatonal fairs
2007 IFA (International Funkausstellung) fair in Berlin
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BEKO Sales and Distribution
Network
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59 Distributors and 13 subsidiaries
More than 100 countriesBeko Deutschland GmbH, Germany Arcelitalia S.r.l., ItalyElektra Bregenz AG, Austria Beko Magyarosszag K.F.T., HungaryBeko Cesko S.R.O., Czech Rep. Beko Slovakia S.R.O., SlovakiaBeko Electronics Espana S.L., Spain Beko S.A., PolandBeko France S.A., France Beko Shanghai Trading Co. ShanghaiBeko Plc, UK
Arctic S.A., RomaniaBeko L.L.C., RussiaBeko Electrical Appliances Co.Ltd.China
Production
Subsidiaries %70 of total sales Distributors %30 of total sales 2006 BEKO brand Total Cons Sales= 647 mil €
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Breakdown of International BEKO Turnover by Country (2006)Top 10 Countries
CountryShare in BEKO
turnoverUK 34%
Germany 8%Russia 9%France 7%Poland 4%Ukraine 4%Spain 3%
Benelux 3%Iraq 3%
Romania 2%
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Etiyopya (2)
Afganistan (5)
Türkmenistan (18)
Benin (2)
Cezayir (4)Ürdün (3)
Irak (20)
Gürcistan (52)Azerbaycan (80)
Ermenistan (15)Kırgızistan (24)
Özbekistan (30)Ukrayna (6)
Moğolistan (4)Bosna(15)
Kosova(1)Sırbistan(44)
İran (100)
Dubai (11)KKTC(28)
Tunus (4)Fas (5)
Sudan (3)
Mısır (6)Libya (6)
Yemen (2)
Nijerya (1)
Lübnan (1)
Gana (1)
Suriye (2) Çin (15)
2010 target: 31 Countries, 510 BEKO Shops
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ChinaIran
BEKO Shops in the World
Azerbaijan
Georgia
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Key Account Management
Quote to global procurement request by analysing
exisiting activities and targets in each country, product
range, market price, sales price, logistics & ASS
requirements and local organization (eg. CARREFOUR,
MEDIAMARKT, NOBIA,IKEA)
Identify policies to get max benefits from one country’s
succes for other countries where we operate (eg. KESA,
DSG, MEDIAMARKT,PPR
Objectives
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Key Account ManagementObjectives
Asses & follow up the customers to choose the best partner
to grow with and be prepared to negociate locally &
internationally ;
Segmentation of customer portfolio; potential,market
share,commitment,loyalty
SWOT & BCG analysis (to whom to invest, who to milk
who to abandon )
Sales vs margin vs potential axes;
Organise KA workshops
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International Key AccountsInternational Key
AccountsTotal TRN 2005
(billion €)Total TRN 2006
(billion €) 2006 Store # International Center
CARREFOUR 74,5 77,9 11.080 France
AUCHAN 33,6 35,0 1.035 France
MSH 13,3 15,2 558 Germany
DSG 10,8 10,3 1.450 Norway
PPR 7,5 7,6 250 France
KESA 6,0 6,6 690 France
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Key Account Management
KEY ACCOUNTS2004 Arçelik WG TRN (mio. €)
2004 Arçelik WG TRN
Share
2005 Arçelik WG TRN (mio. €)
2005 Arçelik WG TRN
Share
2006 Arçelik WG TRN (mio. €)
2006 Arçelik WG TRN
Share
2007 Budget (mio. €)
2007 Budget Share
MSH 12,4 1,6% 13,0 1,4% 13,9 1,2% 35,7 2,8%
DSG 29,1 3,8% 38,3 4,3% 56,7 5,1% 62,7 4,9%
KESA 36,5 4,8% 46,5 5,2% 55,1 4,9% 57,4 4,5%
PPR 25,4 3,3% 34,4 3,8% 40,2 3,6% 37,5 2,9%
CARREFOUR 20,9 2,7% 14,9 1,7% 24,7 2,2% 23,7 1,9%
AUCHAN 5,0 0,7% 5,2 0,6% 7,8 0,7% 12,2 1,0%
Buying Groups 13,8 1,8% 26,8 3,0% 44,6 4,0% 59,7 4,7%
TOTAL 143,2 18,8% 179,1 19,9% 243,1 21,6% 288,9 22,7%
Key Accounts 2004-2007 Sales
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ARES
Data sources
Ülke Ürün Gr. Adet € FOB Ciro Kontr Kontr %Almanya
Bulaşık Mak. 36.793 5.482.450 794.757 14,5Buzdolabı 40.978 4.700.503 227.191 4,8Çamaşır Mak. 33.145 5.056.928 420.891 8,3Fırın 12.772 1.508.191 116.854 7,7Kurutucu 23.224 5.085.205 -172.216 -3,4Pişiriciler 12.544 1.283.349 49.827 3,9
Almanya Total 159.456 23.116.626 1.437.303 6,2
ArcticBulaşık Mak. 541 80.066 14.014 17,5Buzdolabı 21.419 3.753.048 439.001 11,7Çamaşır Mak. 61.729 9.493.293 2.289.395 24,1Fırın 52.815 5.157.767 113.339 2,2Klima 2 143 -177 -123,7Pişiriciler 22.228 695.123 38.271 5,5
Arctic Total 158.734 19.179.440 2.893.843 15,1
Çek CumhuriyetiBulaşık Mak. 2.217 402.328 70.757 17,6Buzdolabı 3.455 295.356 8.500 2,9Çamaşır Mak. 7.540 949.897 103.412 10,9Fırın 3.291 489.392 7.689 1,6Kurutucu 22 3.314 421 12,7Pişiriciler 484 42.924 3.415 8,0
Çek Cumhuriyeti Total 17.009 2.183.211 194.194 8,9
Grup Şirketleri Ocak - Eylül 2007 Fiili Karlılık
Profitability Reports
CIS-G.Amerika ciro ve kar matrisi, 12AY06 (ciro 81,2 milyon€; kar 10.1 bin€; kar marjı %12,5)
KarZarar
CIS-G.Amerika ciro ve kar matrisi, 12AY06 (ciro 81,2 milyon€; kar 10.1 bin€; kar marjı %12,5)
KarZarar 1.Ukrayna2.Litvanya3.Azerbaycan4.Kazakistan5.Gürcistan6.Avustralya7.Estonya8.Türkmenistan9.Hindistan10.Özbekistan11.Arjantin12.Çin13.Şili14.Hong Kong15.Moğolistan16.Güney Kore17.Y.Zelanda18.Singapur19.Afganistan20.Peru21.Filipinler22.Malezya23.Nepal
Gösterge
Fii
li c
iro
<
Bü
tçe c
iro
Fii
li c
iro
>B
ütç
e c
iro
-100
-50
0
50
100
150
-5 10 25 40
Kar/ciro, % 1
16
21
2
5
Cironun %65’iKarın % 65’iKar marjı: %12.5
Cironun %35’iKarın %35’iKar marjı: %12.6
7
Ciro-bütçe farkı, %11
6
22
3
4
14
1310
9
8
18 20 1712 1523
Tools and Data Sources
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Thank You!