Whirlpool Project Report

Market Research On
Whirlpool
Refrigerators
SUBMITTED BY:
Salil Wadhawan
MBA-IB (2007-2009)
Roll No. : A1802009358
INDUSTRY GUIDE FACULTY GUIDE
Mr. Pradeep Singh Rawat Ms. Seema Sahai

Marketing Delhi Branch Assistant Professor
Whirlpool of India Ltd AIBS
AMITY INTERNATIONAL BUSINESS SCHOOL,

NOIDA AMITY UNIVERSITY - UTTAR
PRADESH
TO WHOM IT MAY CONCERN
This is to certify that , a student of Amity

International Business School, Noida, undertook a project on
64 1 at
from to .
Ms./Mr._________________ has successfully completed the project

under the guidance of Mr./Ms.,,,,,,,,,,,,,,,,,,,,. She/He is a
sincere and hard-working student with pleasant manners.
We wish all success in her/him future endeavors.
Signature with date

(Name)
(Designation)
(Company Name)
2
CERTIFICATE OF ORIGIN
This is to certify that Ms./Mr.,,,,,,,,,,,,,,,,,,,, a student of Post

Graduate Degree in , Amity International Business
School, Noida has worked in the ____________________ , under the able
guidance and supervision of Mr ./Ms., , , ,, , , ,, , ,, ,, ,, ,, ,, ,, ,, ,,
designation,,,,,,,,,,,,,,, Company ___ .
The period for which he/ she was on training was for ________ weeks, starting
from _to _____________ . This Summer Internship report has
the requisite standard for the partial fulfillment the Post Graduate Degree in
International Business. To the best of our knowledge no part of this report
has been reproduced from any other report and the contents are based on
original research.
Signature Signature
(Faculty Guide) (Student)
3
, (Designation)
,
ACKNOWLEDGEMENT
I express my sincere gratitude to my industry guide
(Company) ,
for his/her able guidance, continuous support and cooperation
throughout my project, without which the present work would not
have been possible.
I would also like to thank the entire team of

for the constant support
, and help in the successful completion of my
project.
Also, I am thankful to my faculty guide Prof./Mr./Ms. of my

institute, for his/her continued guidance and invaluable
encouragement.
Signature
(Student)
4
TABLE OF CONTENTS
CHAPTER SUBJECT PAGE NO.

NO.
1 EXECUTIVE SUMMARY 6
2 INTRODUCTION 10
3 INDUSTRY PROFILE 14
4 COMPANY PROFILE 19
5 DATA 29
6 FINDINGS & ANALYSIS 46
7 RECOMMENDATIONS 57
8 BIBLIOGRAPHY 61
9 CASE STUDY 63
10 SYNOPSIS 87
5
CHAPTER 1
Executive Summary
Whirlpool Corporation is a global manufacturer and marketer of major home appliances.
The company manufactures in 13 countries and markets products in approximately 170
countries under 11 major brand names such as Whirlpool, Maytag Kitchen Aid, Roper,
Estate, Bauknecht, Laden and Ignis.
Whirlpool Corporation entered India in the late '80's and today has grown to become one
of the leading manufacturers and marketers of major home appliances in India. Whirlpool
Corporation entered into a joint venture agreement with TVS group to produce automatic
washers at a plant set up in Pondicherry. A modest beginning was made to establish the
Whirlpool brand in India. In 1995 Whirlpool Corporation acquired Kelvinator of India
Limited and entered into the Refrigerator market in India. In late 1995 majority
ownership was gained in the TVS joint venture and the two entities were merged to form
Whirlpool of India Limited in 1996.
Whirlpool has the distinction of having ISO certification for all its facilities in India. The
refrigerator facility is located at Faridabad and manufactures a complete range of direct
cool refrigerators. With the infusion of technology, machinery and streamlining the
processes the capacity of this plant was increased from 700,000 to 1,000,000 annually.
Whirlpool's commitment to the Indian operation has resulted in the setting up of a state-
of-the-art facility for the manufacture of no frost refrigerators at Ranjangaon near Pune.
This facility has set the standards as one of the world's front runners in environmentally
sensitive eco-friendly manufacturing units.
The washer facility is located at Pondicherry and manufactures both fully automatic and
semi automatic washers. Constant feedback is taken from the consumers resulting in
products being continuously upgrade in features and in styling.
Products manufactured in the above facilities match Whirlpool's global standards and are
exported to over 70 countries across the globe. Whirlpool of India is today India's largest
exporter of home appliance and has been approved as an Export House.
Thus, in short the history of the company can be stated as below:

1908: The first Automatic washer was launched to public in late 1908, by 1900
Corporation which in 1911 was renamed to Upton Machine Company.
1957: The Company was rechristened as ' The Whirlpool Corporation.'
1958: The Company moved out of country for the first time and invested in Brazilian
appliance market through purchase of equity in Multibras S.A.
1987: Whirlpool tied-up with Sundaram Clayton Ltd. of India to form Whirlpool Ltd.
1993: First time Whirlpool became the No.1 stand-alone brand in UK, Ireland,
Netherlands and Belgium
1995: Whirlpool Corp. acquired majority of stake in the TVS Whirlpool Ltd. The DC
manufacturing facility of Kelvinator India was also acquired.
1996: Whirlpool Washing Machines Ltd. and Kelvinator India Ltd. merged together to
form Whirlpool of India Ltd
1999: Whirlpool of India crossed the milestone of 1 million sales of appliances.

2006: Whirlpool Corporation acquires Maytag and become the Worlds largest white
goods company.
Vision
Every Home... Everywhere... with Pride, Passion and Performance
Mission
Everyone, Passionately Creating Loyal Customers for Life
Values
Whirlpools values are constant and define the way that all Whirlpool Corporation
employees are expected to behave and conduct business everywhere in the world.
Respect — We must trust one another as individuals and value the capabilities and
contributions of each person.
Integrity — We must conduct all aspects of business honorably — ever mindful of the
longtime Whirlpool Corporation belief that there is no right way to do a wrong thing.
Diversity and Inclusion — We must maintain the broad diversity of Whirlpool people
and ideas. Diversity honors differences, while inclusion allows everyone to contribute.
Together, we create value.
Teamwork — We must recognize that pride results in working together to unleash
everyone's potential, achieving exceptional results.
Spirit of Winning — We must promote a Whirlpool culture that enables individuals and
teams to reach and take pride in extraordinary results and further inspire the "Spirit of
Winning" in all of us.

CHAPTER 2
Introduction
By the way of doing the marketing mix mapping for the Whirlpool, it will provide
necessary market information, competitors marketing mix strategies and accordingly
comparison can be done and which will ultimately help to offer the product with the right
combination of the four Ps and with this Whirlpool can improve their results and
marketing effectiveness in Refrigerators, washing machine and A.C segment"
Consumer durables Industry is growing at a rapid pace. Price Affordability, Product
Awareness and availability have helped the industry players to generate great business.
But doing business in Indian Market is not easy. Continuous improvement in Product
quality and post sales service at affordable price is common to all Consumer durable
manufacturers across Industry. But the company which would introduce innovative
product, with unique technology and provide convenience by satisfying them with
something new would surely attract customers. Whirlpool Appliances which is one of
the largest Home Appliances brand in the world.
There are more worries than just fierce competition for Whirlpool, to get a foothold in an
already crowded market. Other cheap Chinese products have flooded the Indian market
over the last few years, leaving Whirlpool with little chance for a premium positioning.
Trade circles have similar apprehensions, and fighting this image is taking most of
Whirlpool time in India.
Despite this Whirlpool entered the Indian market with a premium line of products, which
prohibited the brand from building a mass appeal. Although, there are so many players in
the market and there is enough space for players like Whirlpool seeing the economy grow
at around 8-10%. This calls reevaluation of Whirlpool marketing mix strategies in the
market.
Objectives
As an integral part of the curriculum, all MBA students are required to complete
summer training internship in an industry or organization in two months. It is a great
opportunity for us to prove ourselves.
The main objective is to supplement the student theoretical knowledge with exposure to
the working environment of an organization. The program enhances the students
capabilities to cope up with the uncertainty and challenges, which are the part and parcel
of the organization. The exposure we all will get will benefit us immensely from the
practical point of view.
For the same, I had an opportunity to do my training in Whirlpool Corporation. I had
chosen to work in the marketing department. It gave me an insight into function of trade
marketing that helped me to learn about the organization. I am thoroughly enriched with
the knowledge and mechanism of working of organization.
All the staff members of Whirlpool Corporation with whom I got an opportunity to
interact were very co-operative and made me very comfortable and accepted me as apart
of their organization. I will always cherish the relationship with all of them. I was always
supported with their expert comments and suggestion concerning various aspects of the
roject and they guided me to complete this project very diligently.
The aim of this report is to learn some practical knowledge and how to convert our
theoretical work into practical work. In marketing sector, this training is very beneficial
for me because here I have learnt how to interact with the retail shop owners. I have taken
this project very sincerely and I have gained more knowledge from this project.
PRACTICAL KNOWLEDGE GAINED FROM TRAINING
1.HOW THE COMPANY PREPARES ITSELF FOR THE COMPETETION
2.HOW TO SET PRICES FOR DIFFERENT PRODUCTS
3.WHAT ALL CONSIDERATIONS HAVE TO BE TAKEN TO SET THE FINAL

PRICE
4.DIFFERENT TAXES WHICH ARE CHARGED

CHAPTER 3
Industry Profile
Before the liberalization of the Indian economy, only a few companies like Kelvinator,
Godrej, Allwyn, and Voltas were the major players in the consumer durables market,
accounting for no less than 90% of the market. Then, after the liberalization, foreign
players like LG, Sony, Samsung, Whirlpool, Daewoo, and Aiwa came into the picture.
Today, these players control the major share of the consumer durables market.
Consumer durables market is expected to grow at 10-15% in 2007-2008. It is growing
very fast because of rise in living standards, easy access to consumer finance, and wide
range of choice, as many foreign players are entering in the market
With the increase in income levels, easy availability of finance, increase in consumer
awareness, and introduction of new models, the demand for consumer durables has
increased significantly. Products like washing machines, air conditioners, microwave
ovens, color televisions (CTVs) are no longer considered luxury items. However, there
are still very few players in categories like vacuum cleaners, and dishwashers
Consumer durables sector is characterized by the emergence of MNCs,exchange offers,
discounts, and intense competition. The market share of MNCs in consumer durables
sector is 65%. MNC's major target is the growing middle class of India. MNCs offer
superior technology to the
Consumers whereas the Indian companies compete on the basis of firm grasp of the local
market, their well-acknowledged brands, and hold over wide distribution network.
However, the penetration level of the consumer durables is still low in India.
Home Appliance Companies in India
There are many Home Appliance companies in India like Videocon, Voltas, Godrej,
Bluestar, Kenstar etc. Apart from them there are various international companies also that
deal in domestic appliances. Some of these home appliances manufacturers are Samsung,
LG, IFB, Whirlpool, and Kenmore etc. With the arrival of international brands in Indian
market, the competition among rival companies have become stiff, which results in
further improvement in qualities and depreciation in prices of most of the home
appliances in India. Since, a majority of products are electrically operated; the focus is on
such household appliances that are efficient in power consumption.
MAJOR COMPANIES
Whirlpool
LG
Samsung
G oodrej
P anas onic
H i ta ch i
Haier
Industry Growth
SWOT- Industry
Scope
1. In term of purchasing power parity (ppp), India is the 4th largest economy
in the world and overtake Japan in the near future become the 3rd largest.
2. Indian consumer durable market is expected to reach $400 billion by on
2010
3. India has the youngest population amongst the major countries. There are
lots of people in the different income categories nearly the two third
population is below the age of 35 and nearly 50% is below 25.
4. There are 56 million people in middle class, who are earning us$4,400-
US$ 21,800 a year. And there are 6 million rich household in India.
5. The upper-middle and high-income household in urban areas are expected
to grew to 38.2 million in 2007 as against 14.6 million in 2000
Opportunity
1. In India the penetration level of white goods is lower as compared to
other developing countries.
2. Unexploited rural market.

3. Rapid urbanization.
4. Increase in income level, i.e. increase in purchasing power of consumers.

5. Easy availability of finance.
Weaknesses & Threats

1.Higher import duties on row materials.
2.Cheap imports from Singapore, China and from other Asian countries.
CHAPTER 4
Company Profile
Whirlpool, right from its inception in 1911 as first commercial manufacturer of
motorized washers to the current market position of being world's number one
manufacturer and marketer of major home appliances, has always set industry milestones
and benchmarks. The parent company is headquartered at Benton Harbor, Michigan,
USA with a global presence in over 170 countries and manufacturing operation in 13
countries with 11 major brand names such as Whirlpool, KitchenAid, Roper, Estate,
Bauknecht, Laden and Ignis. The company boasts of resources and capabilities beyond
achievable feat of any other in the industry.
Whirlpool initiated its international expansion in 1958 by entering Brazil. However, it
emerged as truly global leader in the1980's. This encouraging trend brought the company
to India in the late 1980s. It forayed into the market under a joint venture with TVS group
and established the first Whirlpool manufacturing facility in Pondicherry.
Soon Whirlpool acquired Kelvinator India Limited in 1995 and marked an entry into
Indian refrigerator market as well. The same year also saw acquisition of major share in
TVS joint venture and later in 1996, Kelvinator and TVS acquisitions were merged to
create Indian home appliance leader of the future, Whirlpool India. This expanded the
company's portfolio in the Indian subcontinent to washing machines, refrigerator,
microwave ovens and air conditioners.
Today, Whirlpool is the most recognized brand in home appliances in India and holds a
market share of over 25%. The company owns three state-of-the-art manufacturing
facilities at Faridabad, Pondicherry and Pune. Each of these manufacturing set-ups
features an infrastructure that is witness of Whirlpool's commitment to consumer interests
and advanced technology.
In the year ending in March '09, the annual turnover of the company for its Indian
enterprise was Rs.1,719 Crores.
The company's brand and image speaks of its commitment to the homemaker from every
aspect of its functioning. It has derived its functioning principles out of an undaunted
partnership with the homemakers and thus a slogan of "You and whirlpool, the world's
best homemaker" dots its promotional campaigns. The products are engineered to suit the
requirements of 'smart, confident and in-control' homemaker who knows what she wants.
The product range is designed in a way that it employs unique technology and offers
consumer relevant solutions.

HISTORY OF WHIRLPOOL
1911 Louis Upton founded the Upton Machine in this year to produce motor-driven
wringer washers.
1916 First order of washers was sold to Sears, Roebuck & Co.
1929 Upton Machine Company merged with Nineteen Hundred Washer Company of
NewYork.
1948:First 'Whirlpool' brand automatic washer with dual distribution was

introduced. It included two product lines one each was distributed through Sears and
Nineteen Hundred.
1957: The Company was rechristened as ' The Whirlpool Corporation.'
1958: the Company moved out of country for the first time and invested in Brazilian
appliance market through purchase of equity in Multibras S.A.
1968: The Elisha Gray II Research & Engineering Center was completed in Benton
Harbor. In the same year the company's revenues crossed the legendary $1 Billion
mark for the first time.
1978: Within a decade company doubled its feat of $1 Billion mark and reached the
$2billion revenue level.
1986: The 'Kitchen Aid' division of Hobart Corporation was purchased.
1987: Whirlpool tied-up with Sundaram Clayton Ltd. of India to form TVS
WhirlpoolLtd.
1989: This was a historic year since the revenues catapulted to heights of over $6
Billion mark. Also, the joint venture with N.V.Philips of Netherlands called
Whirlpool Europe B.V. was formed to manufacture and market appliances in Europe.
1991: The Company introduced and committed globally to its Worldwide Excellence
System, which is a TQM program dedicated to exceeding customer expectations. The
vision to globalize 'Whirlpool Corp'. was realized in the same year.
1993: First time Whirlpool became the No.1 stand-alone brand in UK, Ireland,
Netherlands and Belgium
1995: Whirlpool Corp. acquired majority of stake in the TVS Whirlpool Ltd. The DC
manufacturing facility of Kelvinator India was also acquired
1996: Whirlpool Washing Machines Ltd. and Kelvinator India Ltd. merged together
to form Whirlpool of India Ltd.
1998: This year gave birth to a new company vision that says, "Every Home
every where with Pride, Passion & Performance."
1999: Whirlpool of India crossed the milestone of 1 million sales of appliances.
2002: The ' Whirlpool Strategic Architecture ' was launched as a framework to
achieve the vision. The revenues of Whirlpool Corp. soared to $10.5 Billion.
2001: Whirlpool India registered profit & sold 1.2 million appliances. It also
achieved the No.1 position in DC & FA.
2002: The Aircon range was successfully launched and the Whirlpool of India
acquired 6% market share.
2003: A new mission statement of "Everybody creating loyal customers for life" was
adopted.
2006: Whirlpool Corporation acquires Maytag and become the Worlds largest white
goods company
Company Growth
New Product Launches
Key Priorities For 2010
SWOT- Company
StrenMths
1. The company manufactures in 13 countries on 4 continents namely :-- Canada,
United States, Mexico, Argentina, Brazil, Slovakia, Germany, Sweden, France,
Italy, South Africa, China and India and markets products in more than 170
countries under major Brands (26 including Affiliates) names such as Whirlpool,
Kitchen Aid, Roper, Estate, Bauknects, Ignis, Laden, Inglis, Braotemp, Crolls and
Acros.
2. Whirlpool is also the principal supplier to Searo, Roebuck and company of many
major home appliances marketed under the Kenmore brand names.
3. Whirlpool Corporation is the world's leading manufacturer and marketer of
major home appliances.
Weakness
1.Service issues
2.Dealer price margin
27
Opportunity
1. In India the penetration level of white goods is lower as compared to other
developing countries.
2. Unexploited rural market.

0. Rapid urbanization.
3. Increase in income level, i.e. increase in purchasing power of consumers.
4. Easy availability of finance.
Threats
1. Increasing competition
28
CHAPTER 5
Data
1. Primary Data Collection
For Product:
Customer survey through use of a structured questionnaire.
For Price:
Direct meeting with the dealers to know other companies pricing, by collecting and
analyzing prices for customers (MRP) dealers (D.P), direct dealers, and distributors.
For Place:
Obtaining feedback from the existing dealers of Whirlpool and other consumer electronic
dealers in the Delhi market through direct interviews. To establishing and implementing
processes for obtaining ideas, Information and insights from the dealers regarding the
Whirlpool marketing proposition for refrigerators and washing machine, after that
evaluating the feedback, assessing the benefits and any risks associated with possible
options, and making recommendations towards enhancing the WHIRLPOOL marketing
proposition especially "place" or in other words dealer expansion in Delhi city.
Promotion:
Observing the number of marketing activities done by the other companies by keeping
the record of activities done by them, and also attending the activities to feel the
difference between the Whirlpool marketing activities.
2. Secondary Data Collection
C ompany websites
Journals
Annual reports.
Data Collection-refrigerators (DC )
BR SU CA S MOD FEATURES M DP M
A B P T EL R O
N BR AC A NO. P P
D A I R
N
dcD TY
200 5 gl- Fastest Ice Making,C ell Fresh 12 11 10
LG 211nt Crisper,Bas e
Stand with Drawer,anti bacteria 15 65 00
d5 cask et 0 0 0
dc 200 5 gl- Fastest Ice Making,Cu p- 12 12 10
211s Deodorizer,open
door alarm,Bas e Stand with 60 15 50
m
dg5 Drawer,Cell
Fresh Crisper 0 0 0
dc 200 5 gl- Fastest Ice Making,Cu p- 13 12 11
211sa Deodorizer,Anti
Bacteria Gask et,Bas e Stand with 05 60 80
dg5 Drawer,Cell Fresh Crisper 0 0 0
dc 230 5 gl- Cell Fresh Crisper,Fastest Ice 13 12 11
241n Making 25 85 20
m5 0 0 0
241s Making,C
Fresh ell
Crisper 90 45 40
m5
g 0 0 0
241nt Making,Cu p
- Deodorizer,humidity controller 65 20 75
5 0 0 0
241sa Making,
VCM ART
Finish 65 20 60
dg5 0 0 0
281s Making,O pen Door Alarm 20 65 47
m
g5 0 0 5
281n Making 70 20 10
m5 0 0 0
225fd Making, Vita
Plus 65 10 00
d5 0 0 0
sa dc 200 5 gl- Fastest Ice Making,Cu p- 11 11 99
m
sun 211n Deodorizer,Anti
Bacteria Gask et 60 10 50
g m5 0 0
dc 180 4 GL185 Opaqu e Door Bask ets,Glass Veg 84 78 71
RP4 Tray
Cover with Deco 50 00 00
dc 180 4 GL185 Opaqu e Door Bask ets,Glass Veg 85 79 70
tP4 Tray
Cover with Deco 50 00 00
dc 185 5 G L- Open Door Alarm,Fastest Ice 10 97 87
195N Making,C ell
Fresh Crisper 20 00 50
M5 0
dc 185 5 G L- Open Door Alarm,Fastest Ice 93 89 81
195Nh Making,
Fresh Cell
Crisper 00 00 00
5
dc 185 5 G L- Anti Bacteria Gask et,Fastest Ice 93 90 81
195Np Making, Works without Stabilizer 50 50 00
5
dc 185 5 G L- Anti Bacteria Gask et,Fastest Ice 94 90 80
195Nc Making, Works without Stabilizer 00 00 00
5
dc 185 5 G L- Fastest Ice Making, O pen Door 11 10 92
195s Alarm,
Toughened Glass S helves, Bas e 20 90 00
m
dg5 Stand
with Drawer 0 0
dc 185 5 gl Fastest Ice Making, O pen Door 12 11 10
195sa Alarm,
Toughened Glass S helves, Bas e 10 60 05
dg5 Stand
with Drawer 0 0 0
dc 210 5 ra21b Stabiliser Free Operation,Rust 12 11 10
SA d Resistant
Body,Fresh Tech 65 70 79
MS 0 0 0
UN
G
dc 190 5 ra19w Stabiliser Free Operation,Rust 11 11 10
Resistant
Body,Fresh Tech 70 15 39
0 0 0
dc 210 5 ra21c Stabiliser Free Operation,Rust 12 12 10
d Resistant Tech
Body,Fresh 70 20 99
0 0 0
dc 190 5 ra19y Stabiliser Free Operation,Rust 11 10 91
Resistant Tech
Body,Fresh 30 75 10
0 0
dc 230 5 ra23z Stabiliser Free Operation,Rust 14 13 11
Resistant Tech ,an ti-funga l door 05
Body,Fresh 45 75
gask et 0 0 0
dc 190 5 ra19f Stabiliser Free Operation,Fresh 10 10 89
d Tech,Rust Body
Resistant 99 20 00
0 0
dc 190 5 RA19 Stabiliser-free operation,Fresh 11 11 92
WBPS kit,wired
shelves 70 15 90
1/XTL 0 0
dc 190 5 RA19 Stabiliser-free operation,Fresh 12 11 99
WBLB kit,wired
shelves 40 30 90
1/XTL 0 0
dc 210 5 ra21z Stabiliser-free operation,Fresh 12 11 10
b
ux1/x kit,wired
shelves,an ti-funga l door 35 80 40
lt gask et,base
stand 0 0 0
dc 210 5 RA21 Stabiliser Free Operation,Rust 12 12 10
WBPS Resistant Tech
Body,Fresh 70 20 90
1/XTL 0 0 0
dc 210 5 RA21 Stabiliser Free Operation,Rust 12 12 10
WBPR Resistant Tech
Body,Fresh 70 20 99
1/XTL 0 0 0
dc 210 5 RA21 case veg divider,Stabiliser-free 13 12 11
WBLB operation,Fresh kit,wired 10 60 10
1/XTL shelves,anti-
fungal door gask et,base stand 0 0 0
dc 230 5 RA23Y case veg divider,Stabiliser-free 13 12 11
BMS1/ operation,Fresh kit,wired 40 90 50
XTL shelves,anti-
WBPS operation,Fresh kit,wired 35 65 60
1/XTL shelves,anti-
WBLB operation,Fresh kit,wired 95 25 90
1/XTL shelves,anti-
dc 185 5 gde- Stabiliser Free Operation 160 V— 11 10 89
19d4 250 V 18 48 00
0 0
dc 225 5 23d4 Stabiliser Free Operation 160 V— 12 12 11
GO 250 V 98 36 50
DRE 0 0 0
J
dc 173 4 gdn18 Stabiliser Free Operation 160 V— 90 84 78
5b 250
V,ZOP Technology— 10 Year Rust 60 80 00
Free
Warranty,100% green
dc 181 3 gda19 ZOP Technology— 10 Year Rust 96 92 84
d Free
Warranty,100% green,High 90 20 00
Efficiency
Compressor
dc 300 2 gdd31 ZOP Technology— 10 Year Rust 16 15 14
0s Free
Efficiency
Compressor 0 0 0
dc 300 2 gdd31 ZOP Technology— 10 Year Rust 15 15 14
0p Free
Efficiency
Compressor 0 0 0
dc 99 3 gdc Zop technology,Glass veg tray 79 73 69
110s cove,external thermostat control 40 40 90
dc 170 3 gdn Adjustable Shelves,Water 87 81 72
180p Dispenser, 60 80 00
5c 250
Free
Warranty,100% green
5d 250
Free
Warranty,100% green
dc 181 3 gda19 ZOP Technology— 10 Year Rust 92 87 75
Free
b Warranty,100% green,High 70 60 00
Efficiency Compressor
d 181 3 gda1 ZOP Technology — 10 Year Rust 93 89 76
c 9
c Free
Efficiency
Compressor
d 183 5 gde1 ZOP Technology — 10 Year Rust 97 92 83
c 9
b1 Free
Efficiency
Compressor
c 9
b2 Free
Efficiency
Compressor 0
c 9
c2 Free
Efficiency
Compressor 0 0
c 3
b1 Free
Efficiency
Compressor 0 0
c 3
c2 Free
Efficiency
Compressor 0 0 0
c 6
b1 Free
Efficiency
Compressor 0 0 0
c 6
c2 Free
Efficiency
Compressor 0 0 0
Data Collection-refrigerators (FF )
S BR S C S M0 FEATURES M D M
. AN U A T DEL R P
B P A N0. P 0
N D B
A R P
0 R CI
1 LG ff 32 5 G L- Green Ion Door Cooling 2 2 2
0 338 Technology,Cell Fresh Crisper 4 2 0
VT5 ,Humidity Controller 1 7 4
LG ff 29 5 G L- Green Ion Door Cooling 0
2 5
2 7
1
ya5 ,Humidity Controller 5 2 6
LG ff 26 5 G L- Green Ion Door Cooling 0
19 5
1 3
1
ya5 ,Humidity Controller 1 7
5
LG ff 55 4 B6 Green Ion Door Cooling 5 5
5 0
4
2y ,Humidity Controller 9 0 8
LG ff 42 4 s
Gp Green Ion Door Cooling 0
4 0
3 0
3
2 L- Technology,Cell Fresh Crisper 1 9 6
47 ,Humidity Controller 0 8 8
8 0 0 2
LG ff 49 4 ys
gl- Green Ion Door Cooling 0
4 0
4 0
4
5 5 5
yt
LG ff 32 5 gl- Green Ion Door Cooling 0
2 0
2 0
2
ys 5 0 0
3 0
3 0
1
yy 5 5 0
q
2 0
2 0
2
yt
q 5 0 0
LG ff 32 5 gl- Green Ion Door Cooling 0 0
2 24 0
2
8 ,Humidity Controller 4 0
0
LG ff 26 4 ya
gl- Cell Fresh Crisper, Humidity 5
1 1 0
1
0 27 Controlller, Anti Bacteria Door,Green 9 8 7
8 Ion Door Cooling Technology 1 1 1
ye 5 5 0
s4 / 0 0 0
LG ff 26 5 gl- Anti Bacteria Gasket,Freeze ,n, Cook 19 18 17
0 278 Box,Green Ion Door 65 65 30
vs5 Cooling,Ca techein Free
Deodrizer,Stabilizer 0 0 0
vsx Cooling,Ca techein Free
5
vsx Cooling,Ca techein Free
5
LG ff 24 5 gl- green Ion Door Cooling 15 16 14
0 255 Technology,Cell
Crisper ,egg cumFresh
ice tray, 30 30 75
vm 0 0 0
5
ice tray, 40 40 00
vt5 0 0 0
ice tray, 60 60 20
va5 0 0 0
ice tray, 45 95 50
vv5 0 0 0
ice tray, 65 15 65
vv5 0 0 0
BK
LG ff 24 5 gl- Cell Fresh Crisper, Hum idity 16 16 14
0 255 Controlller, Anti
Bacteria Door,Green Ion Door Cooling 80 30 80
va5 Technology 0 0 0
0 258 Controlller,
Bacteria Anti
Door,Green Ion Door Cooling 45 95 20
ve5 Technology 0 0 0
0 258 Controlller,
Bacteria Anti
vs5 Technology 0 0 0
vv5 Technology 0 0 0
0 275 Controlller,
Bacteria Anti
vv Technology 0 0 0
6
LG ff 26 5 bk
gl- Cell Fresh Crisper, Hum idity 18 18 15
LG ff 26 5 gl- Anti Bacteria Gask et,Freeze ,n, Cook 19 18 16
vt5 Cooling,Ca techein Free
va5 Cooling,Ca techein Free
LG ff 26 5 gl- Anti Bacteria Gask et,Freeze ,n, Cook 19 18 16
ve5 Cooling,Ca techein Free
0 305 Controlller,
Bacteria Anti
Door,Green Ion Door 70 90 65
vv Cooling
Technology 0 0 0
5
LG ff 29 5 bk
0 308 Controlller,
Bacteria Anti
vt5 Cooling
Technology 0 0 0
0 308 Controlller,
Bacteria Anti
Bacteria Door,Green Ion Door 50 70 20
ve5 Cooling
Technology 0 0 0
0 335 Controlller,
Bacteria Anti
LG ff 32 5 gl3 Cell Fresh Crisper, Hum idity 23 22 19
0 35v Controlller,
Bacteria Anti
v5 Cooling
Technology 0 0 0
bk
0 335 Controlller,
Bacteria Anti
0 338 Controlller,
Bacteria Anti
va5 Cooling
Technology 0 0 0
ve5 Technology 0 0 0
0 365 Controlller,
Bacteria Anti
Cooling
y Technology 0 0 0
m
LG ff 35 4 qg
yv Technology 0 0 0
q
LG ff 35 4 g
gl-
4
Cell Fresh Crisper, Hum idity 26 24 22
0 368 Controlller,
Bacteria Anti
yv Cooling
Technology 0 0 0
q
LG ff 35 4 g
gl-
4
0 368 Controlller,
Bacteria Anti
ya Technology 0 0 0
q
LG ff 35 4 g
gl-
4
Bacteria Door,Green Ion Door 60 10 45
ytq Cooling
Technology 0 0 0
g4
ysq Technology 0 0 0
g5
0 05y Controlller,
Bacteria Anti
m Cooling
Technology 0 0 0
q
LG ff 39 4 g 4
gl4 Cell Fresh Crisper, Hum idity 30 29 24
0 05y Controlller,
Bacteria Anti
vqg Technology 0 0 0
4
0 08y Controlller,
Bacteria Anti
tqg Cooling
Technology 0 0 0
4
0 08y Controlller,
Bacteria Anti
sqg Technology 0 0 0
4
2 78y Controlller,
Bacteria Anti
lq4 Cooling
Technology 0 0 0
2 78y Controlller,
Bacteria Anti
tqg Technology 0 0 0
4
2 78y Controlller,
Bacteria Anti
Cooling
tx4 Technology 0 0 0
2 78y Controlller,
Bacteria Anti
sx4 Technology 0 0 0
6 28y Controlller, Anti
lq4 Technology 0 0 0
6 28y Controlller,
Bacteria Anti
tqg Technology 0 0 0
4
6 28y Controlller,
Bacteria Anti
1 48y Controlller,
Bacteria Anti
tq4 Technology 0 0 0
1 48y Controlller,
Bacteria Anti
LG ff 55 4 gr- Cell Fresh Crisper, Hum idity 55 51 47
9 b65 Controlller,
Bacteria Anti
2yls Technology 0 0 0
LG ff 60 4 gr- Cell Fresh Crisper, Hum idity 60 57 52
4 m7 Controlller,
Bacteria Anti
12 Technology 0 0 0
y
LG ff 60 4 sq
gr- Cell Fresh Crisper, Hum idity 60 56 53
4 m7 Controlller,
Bacteria Anti
12 Technology 0 0 0
y
LG ff 58 tq
gcb Multi Airflow,Slide out Spill Stop 57 53 48
1 217 Shelves,Sna ck & dairy corner,Digital 00 00 50
w Multi
Sensors,Bio Shield,LED display 0 0 0
v
LG ff 58 q
gcb Multi Airflow,Slide out Spill Stop 60 56 52
wlq Multi
LG ff 58 gcb Multi Airflow,Slide out Spill Stop 61 57 58
Multi
MS UN G btj Sensors,Bio Shield,LED display 0 0 0
LG ff 56 gcl2 Multi Airflow,Slide out Spill Stop 70 65 59
0
7 17f Shelves,Snack & dairy corner,Digital 00 00 45
vq Multi
50 mm sm
LG ff 56 gcl Multi Airflow,Slide out Spill Stop 75 70 64
SA
7 ff 2
17 Shelves,Sna ck & dairy corner,Digital 00 00 75
53 wtq Multi
LG ff 56
4 gcl2 Multi Airflow,Slide out Spill Stop 75 70 64
rt- 7 17b Shelves,Snack & dairy corner,Digital 00 00 75
MS UN G tj Multi
LG ff 56 gcl Multi Airflow,Slide out Spill Stop 80 75 70
7 0 2
17b Shelves,Sna ck & dairy corner,Digital 00 00 35
pj Multi
LG ff63 wbs
56m gcp Multi Airflow,Slide out Spill Stop 90 80 75
SA 7 217 Shelves,Snack & dairy corner,Digital 00 00 00
ff w Multi
37 v
LG ff 4
56 q
gcp Multi Airflow,Slide out Spill Stop 11 10 99
rt- 7 227 Shelves,Sna ck & dairy corner,Digital 10 50 80
MS UN G lg Multi
b
5 b
LG ff 56 gcp Multi Airflow,Slide out Spill Stop 11 11 10
7 227 Shelves,Snack & dairy corner,Digital 50 20 67
41 mcs m1
lg Multi
SA
b
ff
LG ff 72 40 w
grp Multi Airflow,Slide out Spill Stop 12 11 10
rt- btb Multi
LG ffMS UN
72G grp Multi Airflow,Slide out Spill Stop 15 14 13
1 267 Shelves,Snack & dairy corner,Digital 00 00 47
0 zgb Multi
LG ff 69 grp Multi Airflow,Slide out Spill Stop 17 16 15
45 mcs3 m1 247 Shelves,Sna ck & dairy corner,Digital 50 50 90
SA jhm Multi
LG ff 79 ff grg Multi Airflow,Slide out Spill Stop 22 20 19
5 28 287 Shelves,Snack & dairy corner,Digital 50 50 78
5 stw Multi
2 SA ffrt- 23 5 rt- i-SPIN C OOL , Humidity Control 16 15 11
MS Crispers
MS 0 24y 00 15 30
UN
U b 0 0 0
N m
G 0 s1
SA ff 28 5 rt- Freshness Lamp 20 18 15
MS 0 29z 75 75 90
29z
UN bps blb 0 0 0
G G
SA ff 43 4 rt- cool curtain sys tem ,mu lti-flow,Silver 40 36
Nano
SA
ff
31
rt3
MS
UN
2zb 00 50
ps1 technology
0 0
G
cool curtain sys tem ,mu lti-flow,digital display and control,air

51 00
shower
0 45in
00freezer
0
SA
ff
coolever zone,cool booster,air shower,multi flow
31 00 0 26 30 0
23
5
rt-
MS
coolever
UN zone,cool booster,air shower,multi flow,Silver Nano
32 00deodoriser
0 28 50 0
cool pack
24y in freezer and ref compartment,i?spin cool,twin
20thermo
7518
0 7517
0sensor
10 0
bux
G
cool pack in freezer and ref compartment,i?spin cool,twin

22thermo
8021
0 6019
0sensor
00 0
1
SA 16
ff i-SPIN COOL ,Hum idity Control Crispers
16 85 01513 30 0
23 0
5
rt- 16
MS 17 05 01513 30 0
i-SPIN COOL ,Hum idity Control Crispers
UN
0
0
17 0516
0 1513
0 30 0
24z
bps
G

17 2516
0 3513
0 50 0
1
SA
ff i-SPIN COOL ,Hum idity Control Crispers
17 2516
0 3513
0 50 0
23
5
rt- 18
MS i-SPIN COOL ,Hum idity Control Crispers 1517 2514
0 50 0
UN 0
24z
bpr
G
1
SA
ff
23
SA ff 25
5 5 rt- Air Flow type i-Spin Cool , 17 16 13
MS rt- 0 26y InsulationCyclopentane, Clean Ba ck, 50 55 65
U MS bu Deodourising Temparature 0 0 0
N UN x1 Control Dial, Quick Freezing
G
SA ff 25 5 rt- Component,
Air Flow typeChiller Tray ,
i-Spin Cool 17 16 13
MS 0 0 26z InsulationCyclopentane, Clean Ba ck, 40 45 60
U bp Deodourising Temparature 0 0 0
N 24z s1 Control Dial, Quick Freezing
G
SA ff bcr
25 5 rt- Component,
MS G 0 26z InsulationCyclopentane, Clean Ba ck, 40 45 60
U bp Deodourising Temparature 0 0 0
N r1 Control Dial, Quick Freezing
G
SA ff 25 5 rt- Component,
MS 1 0 26z InsulationCyclopentane, Clean Ba ck, 60 65 65
U SA bl Deodourising Temparature 0 0 0
N ff b Control Dial, Quick Freezing
G 23 1 Component,
SA ff 26
5 5 rt- Cool pack in Chiller
freezerTray
and ref 16 15 12
MS rt- 0 27y compartment,Unique freshness 80 90 20
U MS b lamp,Stabiliser-free operation 0 0 0
N UN m
G
SA ff 26 5 s1
rt- Cool pack in freezer and ref 18 17 14
MS 0 0 27y compartment,Unique freshness 25 35 55
UN bux lamp,Stabiliser-free operation 0 0 0
G 24z 1
SA ff 26
blb 5 rt- Cool pack in freezer and ref 19 18 16
MS G 0 27z compartment,Unique freshness 05 05 60
UN bcr lamp,Stabiliser-free operation 0 0 0
G 1
SA ff 26 5 rt- Cool pack in freezer and ref 19 18 16
MS 1 0 27z compartment,Unique freshness 05 05 60
UN SA blb lamp,Stabiliser-free operation 0 0 0
G ff 1
SA ff 28 23 5 rt- cool pack in freezer and ref 19 17 14
MS 50 29y compartment,i-
spin cool,twin thermo sensor 15 75 90
U rt- b 0 0 0
N MS m
G UN s1
SA ff 28 5 rt- cool pack in freezer and ref 19 18 16
MS 0 29y spin cool,twin thermo sensor 75 45 75
0
UN bux 0 0 0
G 1
24e
SA ff 28 5
bux rt- cool pack in freezer and ref 20 18 16
MS G 0 29z compartment,i-
UN bpr 0 0 0
G 1
MS 1 0 29z spin cool,twin thermo sensor 25 75 90
UN bpr 0 0 0
G 1
MS 0 29z compartment,i-
UN bcr 0 0 0
G 1
MS 0 29z spin cool,twin thermo sensor 75 25 00
UN blb 0 0 0
G 1
SA ff 31 5 rt3 cool pack in freezer and ref 21 20 18
MS 5 2yb compartment,i-
UN ms 0 0 0
G 1
MS 5 2yb spin cool,twin thermo sensor 40 20 75
UN ux1 0 0 0
G
MS 5 2zb compartment,i-
UN pr1 0 0 0
G
MS 5 2zbl spin cool,twin thermo sensor 10 90 45
UN b1 0 0 0
G
MS 5 compartment,i-
2eb spin cool,twin thermo sensor 40 20 80
UN ux1 0 0 0
G
UN ms 0 0 0
G 1
UN ux1 0 0 0
G
MS 5 compartment,i-
5zb spin cool,twin thermo sensor 50 00 55
UN ps1 0 0 0
G
MS 5 compartment,i-
5zb spin cool,twin thermo sensor 50 00 55
UN pr1 0 0 0
G
MS 5 compartment,i-
5zbl spin cool,twin thermo sensor 70 20 70
U b1 0 0 0
N
G
S ff 34 5 rt3 cool pack in freezer and ref 2 2 2
A 5 5e compartment,i- spin cool,twin 7 5 2
M b thermo sensor 0 5 9
S ux 0 0 5
3 U
GO ff 33 4 1
gfe- Silver Shower Technology,Silver 0 23
24 0 0
21
DR 0 35d Fresh
Zone,Aroma L ock,zop 70 83 70
EJ z technology,polybag
suspender 0 6 0
GO ff 29 4 gfe- Silver Shower Technology,Silver 22 20 19
DR 4 31d Fresh
EJ y technology,polybag
suspender 0 6 0
DR 1 29d Fresh
EJ z technology,polybag
suspender 0 2 0
DR 1 25a Fresh
suspender 0 5 0
DR 0 30d Fresh
suspender 0 8 0
DR 0 36d Fresh
suspender 0 6 0
GO ff 25 4 27b Anti-B Technology,Deodorizer 17 16 15
DR 0 y 51 07 00
EJ 0 0 0
GO ff 27 4 29b Anti-B Technology,Deodorizer 18 16 14
DR 0 z 08 22 20
EJ 0 0 0
GO ff 23 4 gfe Having Anti-B technology, Poly Bag 14 13 10
DR 0 25a Suspenders,Wire shelves,Cool 11 03 90
EJ c Shower
Technology,Full length Lamp 0 5 0
EJ d Shower
EJ z Shower
DR 0 25b Suspenders,Wire shelves,Cool 48 24 45
EJ y Shower
DR 0 25b Suspenders,Wire shelves,Cool 05 79 50
EJ z Shower
GO ff 25 4 gfe Anti-B Technology,Deodorizer 17 16 13
D 0 27b 51 07 00
EJ Y 0 0 0
GO ff 25 4 gfe Anti-B TechnologY,Deodorizer 18 16 13
DR 0 27b 08 62 20
EJ z 0 0 0
GO ff 27 4 gfe Silver Shower TechnologY,Silver Fresh 21 20 17
DR 0 29d Zone,Aroma Lock,zop 48 00 75
EJ z technologY,polYbag
suspender 0 2 0
suspender 0 0 0
EJ Y technologY,polYbag
suspender 0 6 0
suspender 0 2 0
EJ Y technologY,polYbag
suspender 0 6 0
suspender 0 0 0
suspender 0 0 0
CHAPTER 6
Findings & Analysis
Preferred brand in the last purchase

Out of people surveyed 36% Whirlpool in their last purchase, and this preference was
mainly for refrigerators. 10% of the people surveyed opted for Godrej, 15% LG & 23%
Samsung. LG Haier
7%
15%
Videocon
9%
Godrej whrilpool
10% 36%
Samsung
23%
Factors affecting their preference for preferred brand
40%
Brand name matters always that's why most of the companies which was opted by the
35%
customers
30% they preferred because of the brand name the market leaders like LG ,
25%
Samsung is dominating because of their aggressive brand building exercise.
20%
15%
After this service factor comes in the pictures, for each surveyed brand people preference
LG
10%
Samsung WHRILPOO L
revolves
5% around two major factor brand image and service. consumer durables represents
0%
lifestyle and if a person wants to purchase any consumer durable item he/she prefers
those products which is already established, or in other worlds which gives them a "proud
to own" feeling. People opted Whirlpool in the attributes like product features, it
represents if the product features of Whirlpool can be communicate suitably, there is
much more potential in the brand itself. This also suggests that Whirlpool needs to push
products before a customer enters inside the store; it will enhance the brand value and
will push the brand sale as well.

Brand Awareness
18
no Yes
82
This shows how much customers are aware of Whirlpool, and in other way what is the
effect of all the marketing exercises, and the communication done so far for the
Whirlpool.82% of the people surveyed were aware of Whirlpool. Marketing strategies for
Whirlpool to enhance their brand awareness and visibility in the market place has been
successful.
33
Y e s No
77
Customers had look on Whirlpool product before making the purchase
decision?
77% of people surveyed knows about Whirlpool but only 33% of the people surveyed
had look on Whirlpool product before making the purchase decisions, this is surrounded
by many factors like "Place" strategy of Whirlpool, because of unavailability of the
brand in the customers preferred multi brand store, other factor could be their will be
dealers demonization to sell the Whirlpool Products, less effort by the sales intermediaries.
77% people know but didn't want to see the products are also showing the uncertainty in
the minds of the customers in their minds.

Aware of that "Whirlpool is the largest home
appliances company in the world?
25% of the people surveyed don't know the most common strategy adopted by the
Whirlpool to create brand awareness for the brand i.e. Whirlpool is the second largest
appliances in the world. There was several lacking in their marketing communication,
because of that the people who knows about the brand still don't know about this fact.
There could be other side of this fact that by the way of promoting as a second largest
appliances brand, it automatically promoted the brand which is largest appliances Brand
in the world, because by the way of communicating that Whirlpool is the second largest it
is automatically creating a willingness in the minds of the customers that which is the
largest brand, in the world.

Factors affecting dealers focus on brands 14
12
10
From the above bar graph it is showing what the factors which are affecting the dealer
focus towards the brand, no doubt the profitability is the first factor but this other factors
also affect overall focus of the brand .
Like from this market insight it is clearly coming out that in city like Delhi dealers don't
want to put more effort to sell brand they are happier if the brand it is getting sold itself in
86420
the market. This is clearly evident that despite having good product line, better marketing
Less Sa les Effort Profitability After Sale
Samsung ProductMarketing And
support from the LG, still 13Services
out of the dealers surveyed said that they are focusing on Promotional
support
Whirlpool
LG because they don't want to give Godrej
much more Electrolux
effort to sell it. It clearly suggests that
now it is time to create the brand awareness, and push products before a customer enters
in to store. Right now the dealers in Delhi city are dealing Whirlpool much more because
of the profitability after sale service.

Interested in Whirlpool
Visited 32 dealers responded positively

Mixed for Whirlpool
Reaction andResponded
Negatively they can be negotiated
PositevelyforResponded
the
dealership, other these 7 dealers gave mixed reaction which can also be converted.
The market insight and factors influencing dealer focus
1.No push sale, no need to push these company products, less sales effort: LG and
SAMSUNG created that0 kind of image

1 in the
2 minds of3 the customers,
4 where
5 before 6
Serie s 1
making any purchase decision, customer is more inclined towards the products of these
company, and finally whatever the customer will purchase he/she will definitely have a
look for these companies products before making purchase decision. Less Customer
Complaints, Customer Awareness about the Brands .
2.Profitability and holding cost : Better Volume Sale Which Ultimately Leads to Better
Margins, And Better Bargaining with the Companies. And No blockage of money, stock
gets cleared easily

3.Whirlpool is having wide product line in refrigerator category which ultimately gives
more option to select from to customers with this their service support is good and the
customer complaints are also less especially due to home care program of whirlpool .
4.Godrej is giving extra profit margin as compare to other competitors i.e. dealer price
+scheme of 3% + 3% distributors margin+ FOC , and there is enough possibilities of
large sell according to them because of launch of new product line series in appliances
segment. With this the company better support in the form of marketing efforts, recently
company gave 5 A.C display panel stands and other POP material to many dealers.
5.Fair pricing strategies LG and Samsung prices are almost open to everyone are aware
of dealer price and customer price.
6.Samsung Loan Mela and LG No Filing Charges, No Interest Finance Scheme on Air
Conditioners Is Creating Good Response among Customers.

Comparative product models mapping (FF)
No.of models in 175 -190 lts)
No.of models in 190-230 ltrs

segment
No.of models in full

direct cool refridgeraor
segment2
Haier LG Samsung Whrilpool Godrej

Comparative product models mapping (FF)
3
200-235
liters 240
-260 liters
275-300
liters
Total no of models in
frost free segment
CHAPTER 7
Conclusion and recommendations
1. Whirlpool needs to increase the number of BTL (below the line) activities to
generate common awareness and visibility at grassroots level, because it can
be understood from the figures of their competitors BTL activities that
Whirlpool BTL activities is not up to the that mark in comparison to other
competitors.
2. In Delhi market dealers don't want to put direct push effort on brands that's
why unlike other cities market where if a dealer deals in LG they prefer not to
deals with its direct competitor Samsung, but in Gujarat every dealer is having
collection of brands, they want to be ready for everything like whatever
customer demands they can easily find out in their store. Currently Whirlpool
is available with most of the major dealers in Delhi, Whirlpool needs to focus
on those dealers also where it will not face direct competition with LG and
Samsung , a small and dedicated brand dealer will work not only for margins
but they also can see the future opportunities in form of Whirlpool.
3. Good thing about Whirlpool is that they got somehow success in positioning
themselves as a quality brand the customer survey and the dealer's survey tells
the story about it. People perceived Whirlpool as a good product quality
brand. If this can be associated with better pricing also there will be immense
possibilities for Whirlpool. Need to create a value for money brand image
which can give good product quality at affordable prices.
4. Whirlpool needs to build strong dealer relation in order to provide better

"place" strategies for the brand. Whirlpool lacks in company support factors
59
and most of the existing dealers in the dealer survey said that. Like most of the
companies are having their regular company dealers meet to get together with
their dealers, Whirlpool lacks needs to do this in order to regain dealer support
5. Service arrangements need to be strengthen, still people thinks that because
the company is having foreign origin and it is new too, if they will purchase
any product they will face service problem in future. Customers in rural areas
are not aware of the service call center facilities and don't know how do it,
company is not having the service centers also there in those area , customers
passes the complaints to dealers, and dealers to distributors, and finally
distributors has to log this complaints to the call center, which creates
overburden for them.
6. Any one accepts that as a fully fledged brand, Whirlpool can only compete
with the Korean giants LG and Samsung. Product lines and variants in the
refrigerators should be increased to give wider option to choose from to the
customer because the Whirlpool refrigerators could be proved as a benchmark
product for Whirlpool because of its unique differentiation with others.
7. Most of the products are simple in looks, in refrigerators segment even the
logo on refrigerators are not attractive as compare to others.
8. Whirlpool should adopt aggressive marketing strategies to cut down
competition and visibility at market place.
9. Appropriate product knowledge should be given by the company to dealers
60
and to dealers to create awareness towards quality.
61
10. Products should be more attractive refrigerators looks very simple and
ordinary especially direct cool refrigerators Entry level Refrigerators can do
better because of price and capacities.
11. Whirlpool has good presence in the market but one thing is also evident that
Whirlpool is present in major counters with LG and Samsung, Whirlpool also
need to focus on those dealers were it will not face direct competition with LG
and Samsung. Competitive strategy should be like this where first Whirlpool
should wipe out smaller brands compare to LG and Samsung because this brand
also have market share larger than Whirlpool, and Whirlpool is not in
competition of LG and Samsung it should target on brands like Godrej , TCL
first, so it can compete the bigger brand later on.
62
CHAPTER
Bibliography
www. whirlpool.com
www.wikipedia.org
www.google.com
www.lgindia.com
www.samsung.com
www.godrej.com
Whirlpool, LG, Samsung etc brochures
Business today
CHAPTER
CASE STUDY
WHIRLPOOL: THE FIRST VENTURE INTO INDIA
I. CASE ABSTRACT
Management at Whirlpool concluded that if the company were to be a major player
in the developing global major home appliance industry, it needed a presence in Asia
to compete with the Japanese and Korean manufacturers. Industry projections
suggested that Asia would surpass North American and Europe and represent 40% of
world demand for home appliances by 2004. In 1987, Whirlpool managers thought
that rising incomes and aspirations among India's middle class would generate
substantial demand for home appliances over the next few decades. That same year,
Whirlpool met and signed a joint venture agreement with India's TVS group, for the
purpose of manufacturing automatic washing machines and eventually other
appliances.TVS had begun as a bus service and diversified into auto component
manufacturing and other auto-related businesses. Its most recent (and least
successful) diversification into computer components was also its first into non-
automotive consumer goods.TVS then joined with Whirlpool in forming TWL
because it also wanted to take advantage of future growth in consumer products in
India.
Under the terms of the joint venture agreement, TVS provided day-to-day
operational management, with Whirlpool providing the technical expertise in
automatic washing machines. Unfortunately, TVS knew nothing of either making or

marketing major home appliances, and Whirlpool ignored the fact that the Indian
market had no interest at the time in automatic washing machines! People purchased
either manual washers or semi-automatic twin-tub washers. Fully automatic
machines were affordable only to a tiny segment of the population. TVS' and
Whirlpool's investment of time and money into the development of their first washer
meant that the venture had to sell 5,000 high-priced units per month to reach break-
even. TWL was established as an assembly operation, dependent on components
that were 80-90% externally sourced. TVS' lack of experience with appropriate
suppliers, plus the marginal ability of suppliers to deliver quality parts on time,
caused huge problems in production. TVS also had few connections with appliance
retail distribution outlets. Dealers were not interested in buying products from
single-product firms like TWL when they could deal with companies making a full
range of consumer durables, like Videocom. Even after two years of operations,
only 2,000 to 2,500 units were coming off TWL's assembly line. By 1993, TWL's
equity was reduced to zero, cash flow was weak, and losses were accumulating.
Whirlpool purchased TVS' stock in the joint venture and implemented a turnaround
strategy under the new name of Whirlpool Washers Manufacturing Limited
(WWML).
Whirlpool initiated its Worldwide Excellence Program in the Pondicherry plant to raise
the level of quality and reduce costs. It worked to develop better relations with its
suppliers. Whirlpool replaced TVS managers with its own from the United States but
still had to deal with the TVS corporate culture in the workplace. The reorganized
venture reduced its losses and became profitable. Whirlpool's market share rose from
12.9% in 1994 to 17% by the end of 1995. WWML finally made a book profit in 1995
but still had to pay off its accumulated losses of US$50 million. Increasing competition
and price wars were making the targeted 1996 market share of 20.6% difficult to achieve.
Also in 1995, Whirlpool purchased a 51% interest in Delhi-based Kelvinator of India
(KOI), one of India's leading refrigerator makers. Even though KOI had 30%
market share in India, its refrigerators were outdated and the company was
unprofitable. Whirlpool began construction of a US$119 million plant to produce
state-of-the-art refrigerators. This was on top of its investment, totaling US$120
million, in the TVS joint venture and in Kelvinator. The company was also
considering entering the Indian air conditioning market as well as the fast-growing,
Chinese major home appliance market. In the meantime, Whirlpool's erratic
corporate earnings translated into a decline in its per share stock price from $56 in
1993 to $51 in 1996. Whirlpool's plan to become a global appliance manufacturer
appeared to be in difficulty .
Decision Date:
June 1996 1995 Sales: $8,347,000,000*

1995 Net Income: $209,000,000*
II. CASE ISSUES AND SUBJECTS
Major Home Appliance Industry
Environmental Scanning
Industry Analysis
India
International Growth Strategies
Joint Ventures
Strategic Alliances
Turnaround Strategy
Strategy Formulation
Core Competencies
Core Deficiencies
Distinctive Competencies
SWOT Analysis
Competitive Strategy
Corporate Culture
Evaluation and Control
Vertical Integration vs. Outsourcing

III. STEPS COVERED IN STRATEGIC DECISION-MAKING PROCESS
Strategy Formulation Strategy Evaluation

I mplementati & Control
on
P S C E Int S Re S
er t or xt er t vie tr
fo ra p er na ra w a
r te o n l te Mis t
m gi ra a F gi sio e
an c te l a c n& g
ce P G F c F 0bj i
o ov a to a ecti c
s er c rs c ves A
tu n to to lt
re a rs rs e
nc r
e n
a
ti
v
e
s
1A 1B 2 3 4 5A 5B 6 7 8
0 X 0 0 0 0 X 0 0
0 = Emphasized in Case X = Covered in Case

IV. CASE OBJECTIVES
1. To provide an example of a large successful company entering an international market
via a joint venture. Students should be able to identify a number of mistakes that
were made.
2. To illustrate how an industry, major home appliances, can be mature in one part of the
world (North America), approaching maturity in another part of the world (Europe),
and just beginning its growth curve in another part of the world (Asia). Only rarely is
any industry at the same stage of development around the world - the automobile and
tire industries are now global and mature.
0. To show that a company's core (or even distinctive) competencies may not be
transferable to another industry (appliances in TVS' case) or to another part of the
world (India in Whirlpool's case). Both companies were extremely successful in their
own spheres of action but together proved incompetent in a joint venture requiring
new competencies and resources. Both firms' weaknesses became core deficiencies
in this situation.
3. To illustrate how large companies like Whirlpool can learn from its mistakes. Once it
realized that its partner was not offering anything to the joint venture, it moved to
take over control and to transfer to the Indian operation those things in which it was
extremely competent.
5. To show the importance of appropriate environmental scanning. Neither Whirlpool nor
TVS really understood what they were getting into. Each assumed that the other
would make up for its own deficiencies.

V. DISCUSSION QUESTIONS
1. What are the strengths and weaknesses of Whirlpool's venture in India?
2. What are the opportunities and threats facing Whirlpool's venture in India?
3. What are the strategic factors of Whirlpool's venture in
India?
a.Does Whirlpool Corporation have any core competencies ? If 'yes,' what are they?
b.Does Whirlpool's venture in India have any core competencies ? If'yes,' what are they? If not, why not?
a.Does Whirlpool Corporation have a distinctive competency ? If'yes,' what is it?
b.Does Whirlpool's venture in India have a distinctive competency ? If'yes,' what is it? If not, why not?
6. What did Whirlpool do wrong in entering India?
7. What did Whirlpool do right in entering India?
0.What did TVS do wrong in joining with Whirlpool to make major home appliances in India?
8. What did TVS do right in joining with Whirlpool to make major home appliances in
India?
10.What are the pros and cons of Whirlpool's purchase of Kelvinator of India (KOI)?
11.What did Whirlpool learn (or what should it have learned) from its Indian experience?
12. What should Whirlpool do with its Indian operations?
13. Should Whirlpool enter China? If not, why not? If so, how should it enter China?
I. CURRENT SITUATION
A. Current Performance
WWML finally made operating profit in 1995 after years of losses totaling
$US50 million.
KOI was loosing money when Whirlpool bought it in 1995.

B. Strategic Posture Implied, but not clearly stated in the case for Indian operations.
:
1. Mission Provide major home appliances to the Indian subcontinent and

:
provide a beachhead for subsequent expansion into the rest of Asia.
2. Obi ectives:
To dominate the Indian washing machine and refrigerator markets in terms
of market share.
To earn a substantial return on investment for Whirlpool Corporation.
To eventually expand into other major home appliances such as air
conditioners.
3 Strategies: Horizontal growth corporate strategy into Asia

.
First unsuccessfully tried joint venture as entry strategy into India.. .
Followed by turnaround strategy at WWML and now at KOI.

• Now using entry strategies of acquisition and green field development.
(Comment: Although these entry strategies are more expensive than joint
ventures, they may be cheaper than the turnaround at WWML.)
4. Policies Introduce Whirlpool Corporation's management practices into Indian

:
rojects.
II. CORPORATE GOVERNANCE
A. Board of Directors Whirlpool controls WWML and KOI through its control of
:
each company's board of directors. No information regarding rest of board
membership.
B. Top Management: Through its control of the boards of directors, Whirlpool is
replacing the top management of WWML and KOI with its own people.
(Comment: Since the past management was responsible for past poor performance,
this makes sense.)

III. EXTERNAL ENVIRONMENT
A. Societal
Opportunities :
Ability to work more

closely with suppliers to
reduce supplier bargaining
power and increase quality
of parts
High growth potential of

Asian market
i Only 7% of Asian's
households own
refrigerator; only 2%
own washing machine
i Rapid economic growth

of 6-8% annually is
spurring per capita
income levels
i Indian major home

appliance market is
on the verge of a
boom growth period
Recent easing of
restrictions on foreign
ownership and investment
in India makes expansion
attractive
Threats
Heavy start-up costs in Asia.
Increasing competition in
Asia, especially India
Poor infrastructure to support making,

selling, and using appliances in India.
Questionable water purity

and availability of
electricity.
Politicians perhaps less tolerant of

foreign firms in future.
B Task Environment: Major Home Appliance Industry in India
.
Rivalry among competitors is rapidly increasing; price wars are based on short-
term promotions and purchase incentives.
Threat of new entrants is high. Other major players from Japan, Korea,
United States, and Europe are planning to soon enter either India or
China or both. Must build entry barriers quickly or face greater
competitive intensity.
Threat of substitute products is high. Until infrastructure is built,

many people in less developed parts of India substitute daily
shopping for refrigerators, creeks for washers, sun for dryers, and fires
for stoves.
Bargaining power of suppliers is high for those few firms that can make
quality components.
Bargaining power of distributors is high for those appliance firms

that only make one or two products.
Relative power of other stakeholders appears low. Government is
allowing foreign companies to acquire local firms and to build green
field plants. It is doubtful that unions are a problem. Religious
norms and values could negatively affect the importation of some
U.S. management practices.

Iv .INTERNAL ENVIRONMENT
IFAS (Internal Factor Analysis Summary)
Key Internal Factors Weight Ratin Weighte Comments

g d Score
Strengths:
New management & system .10 4 .40 Needed at KOI
Kelvinator brand .05 4 .20 Well known
New manufacturing facilities .10 4 .40 2 /3 brand new
Parent company's technology .10 Excellent

5 .50
expertise
.15 4 .60 Good & growing
Market share
Weaknesses: .10 3 .30 Improving
Inadequate distribution
.05 2 .10 More money
Larger capital investment: more needed
needed .15 3 .45
Not yet dealt with
KOI's inefficient operation: losses .05 2 .10
Has to license
Lacks simpler technologies .15 3 .45
Getting better
Ignorance of Indian market
TOTAL SCORE 1.00 3.50

C. Resources: WWML and KOI
1. Marketing:
Strengths
Good market share exists for

both WWML and KOI.
KOI brand is well

respected throughout
India.
KOI has established

distribution outlets.
Weaknesses
Whirlpool brand is
not well known.
WWML is still weak

in distribution in
northern India.
2. Finance:
Strengths
Whirlpool's Indian operations

have access to corporation's
funds.
WWML is making an operating
profit and should pay down
losses.
Weaknesses
KOI is losing money; may take

years to turn it around
Decline in Whirlpool stock makes it increasingly difficult for headquarters in
United States to invest more in India, especially given interest in entering
China.
3 Research and Development:

.
Strengths
Reasonably good product R&D competence at corporate level
Excellent process R&D competence at corporate level
Weaknesses
Corporation still learning how to transfer its technology appropriately to India
R&D not connected to needs of Indian market.
4. Operations and Logistics:
Strengths
Turnaround at WWML shows that operations is a strength of Whirlpool, which
is being transferred appropriately.
Output at WWML doubled to 64,000 units in 1994 and is rising to 120,000
units in 1995 with only modest increase in workforce.

Weaknesses
KOI's inability to earn profit as market leader in refrigerator sales suggests
inefficient manufacturing and distribution.
Poor distribution for WWML is being rectified.
Relationships with suppliers are improving.
5. Human Resource Management:
Strengths
Streamlined hierarchies of management at WWML with cross-functional
work teams
WES used to clarify job responsibilities

Sales force placed on incentive system
Weaknesses
KOI must still be dealt with. HRM likely to be fairly poor.
6 Information Systems:
.
Strengths
Seem to be introducing information system to track progress
Weaknesses
• Likely that IS at KOI needs a lot of work before it can be integrated into the
rest of the Indian operations
V . ANALYSIS OF STRATEGIC FACTORS
Key Strategic Factors Weigh Rating Weighte Duratio Comments

t d n
Score S I
L
Forming closer relationship .05 4 .20 X Getting better

with suppliers (0)
Expanding sales in India (0) .10 4 .40 X X X Key to
success
Make other appliances (0) .10 2 .20 X
Investment
Weak infrastructure to .05 3 .15 X high
support appliances (T)
Getting better
Increasing competition (T) .15 4 .60 X X X
New management & system .10 4 .40 X X
Getting
(S) tougher
.05 3 .15 X X
Kelvinator brand (S) Key to profits
.10 4 .40 X X X
Market share (S) Short-term
.10 3 .30 X X X value
Inadequate distribution (W)
.10 2 .20 X X Key to
KOI's inefficient operation success
(W) .10 2 .20 X X X
Getting better
Knowledge of Indian market
(W) Must fix now!
Must improve!
TOTAL SCORES 1.00 3.20
VI . STRATEGIC ALTERNATIVES AND RECOMMENDED STRATEGY
A. Strategic Alternatives (for operations in India)
1. Retrenchment: Cut back on investments in India in order to put more emphasis on
China. Sell off KOI's operations and form a joint venture with KOI's buyer for
the new refrigerator plant in Pune
Pros:
Stops cash flow into India so cash can be used elsewhere.
Eliminates a costly turnaround of KOI.
Forming a joint venture for the new refrigerator plant keeps Whirlpool in the
refrigerator business.
WWML has been turned around and should be able to grow using its own
cash flow.
Cons:
Lack of multiple appliance products may make it increasingly difficult to sell
washing machines to India's distributors.
Lack of significant growth could cause investor pressure to completely pull
out of India.
Investment is just starting to pay off.
87
Retrenchment makes it difficult to make and market appliances in nearby
countries.
It sends a bad signal to appliance industry that Whirlpool is not a
serious global competitor. Will make it difficult to successfully enter and
grow other parts of Asia, such as China.
2. Stability Keep all current operations, but add no new ones (kill air conditioner
:
idea). WWML grows using internal cash flow. Implement turnaround at KOI
and use new plant to make refrigerators.
Pros:
Allows time to turn KOI around and to solidify WWML's turnaround.
Keeps additional investment in India in check until KOI is turned around
and new refrigerator operation begins to pay for itself.
Allows Whirlpool to turn its full attention to entering China.
Cons:
Lack of growth at a time when the appliance market is undergoing
rapid growth will make it difficult to achieve Whirlpool's goal of
dominating the major home appliance market in India.
It may hurt relations with distributors who may soon demand a full line
of appliances from any one supplier (similar to situation in United
States) and thus cut into sales growth.
88
Stability allows competitors opportunity to move ahead and take
away markets that could have been Whirlpool's.
3 Growth Push ahead with expansion of WWML and KOI. Use joint ventures to
. :
move into other major home appliances such as air conditioners, stoves, and
microwaves. Expand WWML to add clothes dryers.
Pros:
Growth enables Whirlpool's India operations to grow with the market,

with a good chance of dominating while others are focusing on China.
WWML's new profitable position may enable it to grow out of its own
cash flow.
KOI may be easier to turn around given Whirlpool's success with its
joint venture with TVS.
Expansion now will enable Whirlpool to move into related appliances

and gain bargaining power with its suppliers and distributors, thus
boosting sales and cutting costs at a time when competition is increasing.
Cons:
Growth is likely to be very costly. Will seriously cut into Whirlpool's funds
to enter China.
KOI may be very expensive to turn around - similar to Maytag's

problems with turning around its Hoover UK operations.
89
Whirlpool seems unable to successfully adapt its technology to less developed
nations. Question whether Indian market is interested in the new refrigerator.
China is hot now and should be emphasized over India.
B. Recommended Strategy
Recommend Stability Strategy : Keep all current operations but add no new ones
(kill air conditioner idea). WWML grows using internal cash flow. Implement
turnaround at KOI and use new plant to make refrigerators. This choice allows the
parent corporation sufficient time to consider and implement a good entry strategy for
China. For the time being, washers and refrigerators are the key appliances for India
and contiguous countries. Import other appliances or purchase them from
competitors in order to have a full line for distributors. Continue emphasizing quality
and cost reduction for competitive advantage. Develop policies to support this
emphasis.
90
CHAPTER 10
Market Research on Whirlpool
Whirlpool Corporation Refrigerators
Student's Name: Sail Wadhawan
OBJECTIVE OF THE STUDY:

To study brand awareness for Whirlpool in the market place.
To Study Whirlpool competitors marketing mix strategies, and then comparative
mapping with other major appliances players in the market, finding loopholes
and building effective marketing mix strategy for Whirlpool in Refrigerator.
To analyze right strategic direction for Whirlpool firstly by the way of studying
current image of the brand "Whirlpool", secondly through market mix mapping."
It gives valuable inputs regard to difference that the brand is dealing with their competitors. Like
if LG, SAMSUNG, GODREJ, ELECTROLUX are present in a segment, satisfying same
customer need, what is the difference in terms of product offering, technology of the products,
pricing strategies of the competitors. This is also suggests competitors direct monetary pricing
benefits to distribution intermediaries, i.e. distributors, direct dealers, dealers, and finally to the
customers. Which clearly identifies the different requirements that customers look to be satisfied
and at what prices. These different requirements can then be used to develop the alternative
strategies that need to be implemented, to better access the segments and tune the product offers
to suit the customer requirements and to the level of competition.
Findings:
Whirlpool needs to increase the number of BTL (below the line) activities to generate
common awareness and visibility at grassroots level, because it can be understood
from the figures of their competitors BTL activities that Whirlpool BTL activities is
not up to the that mark in comparison to other competitors.
In Delhi market dealers don't want to put direct push effort on brands that's why
unlike other cities market where if a dealer deals in LG they prefer not to deals with
its direct competitor Samsung, but in Gujarat every dealer is having collection of
brands, they want to be ready for everything like whatever customer demands they
can easily find out in their store. Currently Whirlpool is available with most of the
major dealers in Delhi, Whirlpool needs to focus on those dealers also where it will
not face direct competition with LG and Samsung , a small and dedicated brand
dealer will work not only for margins but they also can see the future opportunities
in form of Whirlpool.
Conclusion:
Whirlpool has good presence in the market but one thing is also evident that Whirlpool is present
in major counters with LG and Samsung, Whirlpool also need to focus on those dealers were it
will not face direct competition with LG and Samsung. Competitive strategy should be like this
where first Whirlpool should wipe out smaller brands compare to LG and Samsung because this
brand also have market share larger than Whirlpool, and Whirlpool is not in competition of LG
and Samsung it should target on brands like Godrej , TCL first, so it can compete the bigger
brand later on.

Whirlpool Project Report

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Market Research On

INDUSTRY GUIDE FACULTY GUIDE

Mr. Pradeep Singh Rawat Ms. Seema Sahai

AMITY INTERNATIONAL BUSINESS SCHOOL,

This is to certify that , a student of Amity

Ms./Mr._________________ has successfully completed the project

We wish all success in her/him future endeavors.

Signature with date

This is to certify that Ms./Mr.,,,,,,,,,,,,,,,,,,,, a student of Post

I express my sincere gratitude to my industry guide

I would also like to thank the entire team of

Also, I am thankful to my faculty guide Prof./Mr./Ms. of my

CHAPTER SUBJECT PAGE NO.

6 FINDINGS & ANALYSIS 46

Whirlpool Corporation is a global manufacturer and marketer of major home appliances.

The company manufactures in 13 countries and markets products in approximately 170

Estate, Bauknecht, Laden and Ignis.

Whirlpool brand in India. In 1995 Whirlpool Corporation acquired Kelvinator of India

Whirlpool of India Limited in 1996.

refrigerator facility is located at Faridabad and manufactures a complete range of direct

sensitive eco-friendly manufacturing units.

exporter of home appliance and has been approved as an Export House.

Thus, in short the history of the company can be stated as below:

Corporation which in 1911 was renamed to Upton Machine Company.

1957: The Company was rechristened as ' The Whirlpool Corporation.'

appliance market through purchase of equity in Multibras S.A.

Netherlands and Belgium

manufacturing facility of Kelvinator India was also acquired.

form Whirlpool of India Ltd

1999: Whirlpool of India crossed the milestone of 1 million sales of appliances.

Every Home... Everywhere... with Pride, Passion and Performance

Everyone, Passionately Creating Loyal Customers for Life

contributions of each person.

Together, we create value.

Teamwork — We must recognize that pride results in working together to unleash

everyone's potential, achieving exceptional results.

Winning" in all of us.

necessary market information, competitors marketing mix strategies and accordingly

marketing effectiveness in Refrigerators, washing machine and A.C segment"

Consumer durables Industry is growing at a rapid pace. Price Affordability, Product

the largest Home Appliances brand in the world.

Whirlpool time in India.

summer training internship in an industry or organization in two months. It is a great

opportunity for us to prove ourselves.

the working environment of an organization. The program enhances the students

practical point of view.

For the same, I had an opportunity to do my training in Whirlpool Corporation. I had

the knowledge and mechanism of working of organization.

roject and they guided me to complete this project very diligently.

PRACTICAL KNOWLEDGE GAINED FROM TRAINING

1.HOW THE COMPANY PREPARES ITSELF FOR THE COMPETETION

2.HOW TO SET PRICES FOR DIFFERENT PRODUCTS

3.WHAT ALL CONSIDERATIONS HAVE TO BE TAKEN TO SET THE FINAL

4.DIFFERENT TAXES WHICH ARE CHARGED

Consumer durables market is expected to grow at 10-15% in 2007-2008. It is growing

range of choice, as many foreign players are entering in the market

increased significantly. Products like washing machines, air conditioners, microwave

Consumer durables sector is characterized by the emergence of MNCs,exchange offers,

superior technology to the

further improvement in qualities and depreciation in prices of most of the home

such household appliances that are efficient in power consumption.

2. Indian consumer durable market is expected to reach $400 billion by on