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Industrial Marketing

BLACK & DECKER CASECASE-STUDY ANALYSIS

Group 2

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B&D V/S Makita9% (Market Share) 50%

B&D Distribution channel was limited to

the fact that it lacked Membership Club as

against Makita

B&D positioning as a Consumer brand, not

a professional Tradesmen brandB&D makes a good popcorn popper, and my wife just loves

her dust buster, but Im out here to make a living Color-No product differentiation between

consumer and professional tools

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Buying Behavior-

Tradesman Considers B&D as a Consumer product

brand, not a professional tool

Repulsive of No Colour Differentiation

between Consumer and Professional Tools

Accepted Makitas Pricing (at a Premium)

because of Purchasing Mechanism (Strong

Distribution Channel, membership clubs)

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Buying Behavior-

OEM The Professional Industrial Segment consisted

of Commercial Contractors who worked on

large scale projects and Assembly lines

W.W.Grainger played an important role in

providing technical expertise and service

A Major market player with over 300 Branches

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Makitas Competitive

Strategy

Preferred and Strong Distribution Channel

Effective strategy of Membership club

Targeting Tradesman

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Makitas Competitive

Strategy Provide a good baseline option in all major

categories

Expanding competitive market by no

channel protection

Trading down strategy (positioning as

Fathers day giving)

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Milwaukees role

Reducing the price contrast

A major competitor to B&D

Better brand awareness Best brand as over per Consumer

Agreement Data

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Alternative Action

Recommended solution Option 2

Not recommended to dilute existing brand

Exploit and concentrate on high ranking and

awareness level (98%) of brand

Product differentiation and expansion of market

share by sub branding

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Piranha

By Black and Decker

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Group Members

Group 2

Chintan Kapasi 10

Jigisha Mehta 17

Shaily Shah 42

Shrenik Shah 44

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Thank You