Whirlpool Group6

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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



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



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



Innovative Products: Efficient & Eco-

FriendlyQuality: Durability

Service to CustomersQuality, Durability

Global Success Factors



Whirlpool's marketing goal is to leverage resources across borders. How is this evident in its marketing approach?



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



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?



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



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



Some of the Global trends among the major manufacturers of household appliances:



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



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

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Whirlpool Group6