whirlpool group6
TRANSCRIPT
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Whirlpool & The Global Appliance
Industry
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World's No. 1 global appliance brand
• Leader of the $120 billion global home appliance industry• Markets some of the world’s most recognized appliance brands, including
Whirlpool, Maytag, KitchenAid, Jenn- Air, Amana, Bauknecht, Brastemp and Consul
• Annual sales of approximately $17 billion, has 67,000 employees• Maintains 67 manufacturing and technology research centers around the world
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Global NetworkMicrowave
ovens RefrigeratorsWashers
Engineered- Sweden
Made in China
Designed (made) America
(Tulsa, Okla)
Stoves
Assembled Brazil
American consumers
Front -loading
Top - loading
German-made
Export:Mexico
Made in Clyde, Ohio
Export: Europe
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Global Success Factors
Access to distribution Channels
Large Scope of ProductsInnovation with regard to
Product sizeHigh in Quality
Innovative Products with new features, Operating
EfficientlyProduct Quality with respect
to durability
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Innovative Products: Efficient & Eco-
FriendlyQuality: Durability
Service to CustomersQuality, Durability
Global Success Factors
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Whirlpool's marketing goal is to leverage resources across borders. How is this evident in its marketing approach?
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Major acquisition of the Dutch consumer goods giant PHILIPS Joint ventures with companies in Mexico
and India Increased ownership in
companies in Canada and Brazil
Expansion in Latin America, Asia, and greater
presence Europe By 1995, the company
established manufacturing and marketing presence in India, China and the Asia
Pacific region. Global operating
platform adds benefits as well as complexities to its
house of brands
Whirlpool’s “Every Home…Everywhere” mantra
Global operating platform to increase worldwide market penetration while sustaining innovation, brand equity, and competitive advantage across
its house of brands Strategy of “Product
Innovation” sought to develop superior products based on consumer needs and wants
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The challenge facing Whirlpool is not only external in catering to local customers need, but also internal- all the regional and the local units have to “buy in” to the global vision. What types of particular issues may arise, and how should they be dealt with?
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ChallengesAcceptance of global vision itself
Transfer of technology - the cost associated with it
Some products do well in some markets and can’t be applied to every market as demand of consumers are different
Standardization can be an issue, as different regions have different machinery and assembly plants
Joint ventures may not buy in the whirlpool scheme of things
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Dealing with the challenges
Educate the people
concerned
Products need to be customized
according to the country’s needs
Integration of all the units in
one region
High Value parts need to be exported to some
regions to have high standard of product
Associated brands should be propagated with the family name
“WHIRLPOOL” in marketing
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Some of the Global trends among the major manufacturers of household appliances:
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Brand Company Name
Headquarters Market Share
Haier Haier Group Qingdao, China 5.1%
Whirlpool Whirlpool Corp. Michigan, USA 4.5%
LG LG Group Seoul, South Korea
4.3%
Panasonic Panasonic Corp.
Osaka, Japan 3.1%
G.E. General Electrics Co.
Fairfield, Connecticut, USA
3.0%
Top 5 Major Home Appliances Brand in the World
Source: Euro Monitor International
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Haier invades the West with a new range of connected productsHaier’s “Cloud Living” Reveals the Future of the Home at CES 2012
LG Electronics expects a double-digit growth in home appliance spending in the US
Panasonic Corp. has said it is relocating its global procurement and logistics headquarters to Singapore
General Electric Co. has spent billions of dollars in recent years to expand their overseas research labsG
lob
al Tr
en
ds
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