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Distribution Project

A few words on the worlds best homemakers


WIL was incorporated in 1960 by J R Desai in collaboration with Kelvinator International
Corporation, USA. Later the company integrated backwards to manufacture electrical grade
stampings used in motors, compressors, super enameled copper wire and other allied
products. Electrolux, Sweden, the worldwide consumer durable giant has 12.5% stake in
Whirlpool. Electrolux tried to increase its holding to 51%, however, the idea was stalled due
to price disagreements. In 1995, WIL negotiated with Whirlpool Inc, US, another major
player in the global white goods market, who was willing to buy a company at a higher
price. The deal ultimately went to Whirlpool who invested $200mn mainly to acquire 51% in
Desai family owned Kelvinator of India. They set up a Rs3.65bn Greenfield project in Pune
to make frost-free fridges. The new management hived off the automotive and compressor
divisions and amalgamated WIL with Whirlpool Washing Machines Ltd and Expo
Machinery Ltd in 1996. Later in 1997 Whirlpool Financial India Private Ltd was merged
with WIL. Subsequently Whirlpool Inc increased its stake to 82.3% in the Indian arm.
Whirlpool Inc, US are the world's leading manufacturer and marketer of major home
appliances. The company has principal manufacturing operations and marketing activities in
North and South America, Europe, and Asia. Whirlpool's primary brand names - Kitchen
Aid, Roper, Bauknecht, Ignis, Brastemp, Consul and its global Whirlpool brand - are
marketed in more than 170 countries worldwide.

Whirlpool of India Ltd.

Whirlpool of India Ltd (WIL) is an 82.3% subsidiary of Whirlpool Inc, US. The company
manufactures its products in 13 countries and markets them in more than 170 countries
under brand names such as Whirlpool, KitchenAid, Roper, Estate, Bauknecht, Ignis, Laden,
Inglis, Brastemp and Consul. Whirlpool is among India's leading Home Appliance company.
It manufactures and markets refrigerators, washing machines, air-conditioners and
microwave ovens.
WIL has its main plant at Faridabad in Haryana - to manufacture refrigerators and freezers.
The washing machine unit is located at Pondicherry. In 1998, the company established yet
another refrigeration plant at Ranjangaon near Pune.
The main product offerings of Whirlpool are Refrigerators and Washing Machines. ACs and
Microwaves are the two other products which form the basket of offerings from Whirlpool
to the Indian market. These two are however having a very low share in the Indian AC and
Microwave markets respectively.
The terminology used popularly by Whirlpool for its products is T2 and T4 categories. It
couples its Refs and Washers business into the T2 category i.e. Top 2 and together with
AC and Microwave calls these 4 products T4 i.e. top 4 product categories.
Whirlpool is facing tough competition from LG in all market segments while Electrolux,
Samsung and Godrej also form a formidable threat. This market has seen the entry of quite a
few players in the last few years. Haier is the latest entrant in the consumer durable sector
and has started off with a very aggressive marketing strategy.
WIL's export business has an excellent volume. It is the largest exporter of home appliances
from India. WIL made several new markets in Asia Pacific, Latin America, Africa and
Australia. Supported by the strong growth in exports, the Engineering Export Promotion

Whirlpool of India Ltd.

Council had awarded Whirlpool a 'Certificate of Export Excellence'. Whirlpool is the only
multinational corporation which received this recognition in the year 2001.
The company has developed 3 new products indigenously which were launched in the year
2000 - Coffee Grinder Bag, Dryer, Voltage Stabilizer. These products were received very
well by the consumers resulting in a total revenue impact of Rs55mn.
The company extended its consumer services operations by setting up integrated call centers
all over the country. Large portion of the service network was integrated with the help of
online ERP system. Another major initiative aimed at improving customer satisfaction was
the SMS interface through which the response time could be further reduced to 4 hours,
begun in Calcutta during the same year.
The annual turnover of Whirlpool India is close to Rs. 1300 crores. The main thrust of
Whirlpool is not on product/technology but being a homemaker. The 4 main pillars of
Whirlpool are communication, product, retail and service. Whirlpool does not believe in
heavy ad spending as compared to its Korean counterparts LG and Samsung who are very
heavy ad spenders. Also it cannot justify its ad spending as the no. of products it offers is 4
while LG, Samsung etc. offer a whole range of products including electronic goods like
Televisions, Music Systems etc.
The important touch point for any Consumer Durable co. is the dealers as compared to
communication in the FMCG sector. It is the dealer who determines which companys
product sells from his shop. In other words, he is in a way, a party to the decision made by
the customer.
Whirlpool has been a pioneer of brands in India with its 1-2, 1-2, and 6th sense technologies.
It has been a pioneer in identifying innovations which are of operational excellence and lead
to cost reduction and at the same time offer better quality. The latest offering of Whirlpool to
Whirlpool of India Ltd.

the Indian market is its 6th Sense Frost Control: Refrigerators which have a unique
property of having Frost Free features in a Direct Cool Refrigerator. This is a revolution in
the Indian Market.
While Whirlpools positioning is on being the Worlds Best Homemakers i.e. a very strong
consumer focus, LG positioned itself for the top end customers in the beginning. Godrej, on
the other hand banks on the trust of its brand and the loyalty of old customers.
The company divides the Indian market into 5 Zones, i.e. North, East, West, South and
Central. The company has got 18 sales branch offices in India which have in turn got 1 CFA
each. The co. markets its products through CFAs who further provide the goods to the Direct
Dealers. The Direct Dealers can also source the products directly from the company. Another
Alternative Channel is selling through Sub-Dealers who in turn source their products from
either the Distributors or the Direct Dealers.

Table Of Contents

Whirlpool of India Ltd.

S. No. Topic Covered

Page No.

1.

Title of The Project

2.

Acknowledgements

4.

About Whirlpool

5.

Table of Contents

6.

Executive Summary

9
13

7.

Team Charter at Whirlpool


14

8.

Comparison between Whirlpool and LG Distribution


Network
17

9.

Stage 1- Market Mapping


31

10.

Stage 2- The Delhi Analysis


34

11.

Stage 3- Francis Kanoi Refrigerator Database Analysis


42

12.

Recommendations for the company


43

13.

Bibliography
44

14.

Appendix

Executive Summary

Whirlpool of India Ltd.

The project given to us involved study of distribution channels and review of related policies
at Whirlpool across sales branches of India. As a part of the project, we were fortunate to
study a process of major restructuring being done across levels involving sales, distribution
etc. A department was specially working to facilitate change in policy formulation and
achievement of goals through several data analysis techniques. What was observed was that
the branches were not able to implement the action plans of the head office due to lack of a
well structured system which could make the interpretation of things common between these
two levels. The branches were having a feeling that whatever was being done by them was
appropriate while the overall results to the corporate office were dismal. Also, the corporate
office was not able to take any appropriate action on this as it had to rely on the information
passed to it by their branches which was always pleasing to the eyes. The requirement was to
a have a user friendly and action oriented approach which made it easy for the corporate
office to pinpoint mistakes at zonal, state, town as well as counter level. The objective was
not to harass the sales branches but to give them a sense of direction as to what kind of an
action plan to undertake.
The first stage was structuring a well defined market mapping process to identify and
coordinate the identification of key thrust areas for each branch. This was to eventually carry
out territory realignment across the country. The data for the same was sought from the 18
sales branches. The data contained annual sales figures for 3 categories i.e. Direct Cool
Refrigerators, Frost Free Refrigerators, Washing Machines across all counters of India.
It contained information regarding how much was the counter size of a particular shop and
what were the share of various brands in them. The task in hand was to first filter out and
arrange all the 18 databases into 1 common format and then to make a user friendly analysis
through the use of Microsoft Excel. At the end it was to be made possible for anyone who
uses the file to view the market share, extraction, volume weighted and numeric share at a
mere glance across all brands. Also, it was required to have information for districts, towns,
Whirlpool of India Ltd.

outlets etc. analyzed in uniform format. At the end of an all India compilation, it was felt that
the data sent by the branches tended to be giving a huge bias towards Whirlpool. For the
same, a market survey of all the dealers across Delhi was planned which was to be taken as a
sample of the whole country.
The second stage i.e. the Delhi Market Survey was to be conducted in cooperation of both
the corporate as well as the Delhi Sales Branch. A questionnaire was framed to extract
information regarding brand shares in total counter volumes, display share in terms of each
brand, reasons for stocking of a particular brand by the dealers and finally any feedback or
suggestions by the dealers for the company.
The market survey which lasted 5 days was indeed an eye opener. It was found that the sales
branches had reduced volumes of all other brands other than Whirlpool to give a comfortable
picture. Also, it was a finding that shop display in most cases had a high correlation with the
amount of sales for a particular brand.
A common complaint by a large proportion of dealers was the lack of proper service
providers and poor quality of service. Out of the factors responsible for making a dealer
stock a brand, after sales service came out to be a clear winner. It was felt that the dealer
wanted not only to sell a product but also get the loyalty of the customer and hence was
demanding excellent after sales from all companies. Terms of credit was the lowest
motivator for all dealers as companies were only providing goods on cash down basis. It was
also found that dealers were such an important asset for the company that they could actually
induce the customer to buy any companys product.
After a detailed analysis, it was concluded that the data be recalled from the sales branches
with all the necessary improvements etc. A need was also felt for a 3 rd party dealer database
study such as one done by ORG.This led to the third and final step in the project.

Whirlpool of India Ltd.

In the third and final step, a dealer database survey done by a market survey company called
Francis Kanoi was used in the analysis and was provided to us also by the company. This
dealer database was a rich source of facts and figures and also of various parameters like
External Signboards present, Internal Shop Display, Multi or Exclusive Brand Outlets,
Analysis of Change from 2000-2004 in the Refrigerator Market across the country.
The only fallback in the Francis Kanoi Dealer Survey Database was that it did not give the
exact market share for various brands.
These 3 stages were very helpful in identifying as to what is the crux of the Consumer
Durable Industry, where does a company go wrong in terms of strategy and what kind of
action plans can be implemented to have a balance between strategy formulation and its real
implementation.
The main findings of the project were as follows:
Whirlpool was the unquestioned market leader in Direct Cool refrigerators across
India, while it fell behind in the Frost Free segment.
The quality of Whirlpool products was the main strength while LG, Samsung etc.
were gaining mainly due to a wide basket of products and a very heave ad and
promotional spend strategy.
After Sales Service came out to be one of the biggest concerns for Dealers who were
moving on to competitors products for this reason.
There was a marked difference in the Net Landing Price between Dealers due to
which smaller dealers were finding it very tough to survive against the big players.

Whirlpool of India Ltd.

The main focus of a Consumer Durable Company should be to keep the Dealers
satisfies because at the end of the day, it is these dealers who determine the sale of the
companys products.

Team Charter at Whirlpool :


Institutionalize sales processes / resources to focus on secondary /
off take:
Drive sales execution focus on volume weighted distribution and market working.
Determine and drive roles & accountabilities required at each layer of the sales &
marketing organizations.
Direct focus on effective planning & execution of trade marketing and consumer
centric approach.
Improve discipline through effective commercial / credit control.
Category/marketing involvement in developing, execution & reviewing the branch
plans.

Whirlpool of India Ltd.

Comparison of
Whirlpool &
LG Distribution Network

Whirlpool Distribution Network---Manufacturing


Units
CFA
18 each for each sales
branch

Distributors

Institutions

Sub-Dealers

Direct Dealers

Consumers

Some findings at Whirlpool


60%of the sales at Whirlpool is done through Distributors while the rest 40% is
undertaken by the direct dealers.

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Distributors are being preferred as they increase the companys reach into rural
markets as well reduce the risk exposure of the company by providing credit
worthiness in the shape of Distributors.

Direct Dealers are also important as there are some stores where each of these
companies has to be present so as to have a superior business relationship with the
customer.
Here the problem arises as to
o How many outlets to be present in ?
o How big a counter to be present in ?
o How to take out the most from these counters ?
These aspects are covered well in detail in the rest of the project report.
We came at a general conclusion at this stage that
o Market Share=f{weighted dealership,counter share}
The distributor margin is around 3.25% while the dealer margin is around 1.25%
There are 3 factories of Whirlpool which server by providing the following goods
o Faridabad----Refrigerators
o Pune----------Washing Machines+Refrigerators+Exports

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o Pondicherry-Washing Machines

LGs Distribution Network


Manufacturing Units

Distributors

Retailers

Institutions

Consumers

Some findings at LG
Unlike Whirlpool, LG has a distributor appointed for each of its Dealers/ Sub Dealers
LG has fixed a Net Landing Cost for all the dealers and a minimum price below which
no dealer of it can sell the product in the market. This gives higher satisfaction to

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multi brand dealers selling LG as they do not fall completely in competition with
bigger dealers as in the case of Whirlpool.

LG follows a network of both Exclusive Dealers as well as Multi Brand


Dealers. The element of Exclusive dealers is missing at Whirlpool as the
company does not manufacture products like Televisions, Music Systems,
Mobile Phiones etc. which contributes to around 50% sales at any
electronic goods counter across India.

Stage 1:

Market Mapping Of 18 Sales Branches Across


Refrigerators And Washing Machines

Objectives:
To identify issues in numeric reach, volume weighted, extraction & market share at a
micro level based on the geography (Branch, District & Town)
To identify issues in numeric reach, volume weighted, extraction & market share at a
micro level based on dealer classification (A+, A, B, C, D)
To plan actions based on the above analysis at a micro level (both geography &
dealer)

Components of the file:


Sheet 1: Branch Details
Sheet 2: Branch Analysis
Sheet 3: Distribution Analysis
Sheet 4: Observations
Sheet 5: Base Data
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Sheet 6: Network Structure DC


Sheet 7: Network Structure FF
Sheet 8: Network Structure WM
Sheet 9: Network Structure T2
Sheet 10: Network Profile DC
Sheet 11: Network Profile FF
Sheet 12: Network Profile WM
Sheet 13: Network Profile T2
Sheet 14: Competitor Wise Analysis DC
Sheet 15: Competitor Wise Analysis FF
Sheet 16: Competitor Wise Analysis WM
Sheet 17: Competitor Wise Analysis T2

Analysis of all the Sheets:


A) Branch Details:
This sheet contains the information regarding the Branch Name, Name of the States covered
within the Branch, No. of Districts covered, No. of Towns covered, Population and the MPV
of the State.

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B) Branch Analysis:
This Sheet gives the Total Volume of all brands and Whirlpools Volumes across DC, FF And
WM in the Branch. It also states the market share of Whirlpool in the respective DC, FF and
WM Markets and provides links to view these in the subsequent Network Structure Sheets.

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C) Distribution Analysis:
This sheet provides the Numeric Reach, Volume Weighted, Extraction and Market Share of
Whirlpool across DC, FF, WM and T2 and provides links for comparison with competitors
as well as a District and Town Wise Analysis.

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D) Observations:
This sheet provides users to formulate strategies for Branch, Districts as well as Towns.

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E) Base data sheet:


This sheet contains all the market mapping data presented in a standard structure. This data
has been used to arrive at the analysis in network structure & network profile.

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Do:
You can change any data in the volume columns of any company from column N till
column AO.
You can change name of the towns or districts in columns C & B respectively. But
please ensure that the name is consistent in the entire sheet (Ajmer has to be typed as
Ajmer only in all cells and not as AJMER).
You can add any outlet which is missing in this base data. If you do this, please ensure
that the outlet is added next to the last outlet and not inserted in between. Once the
outlet is added, the entire sheet could be sorted first on Column B and then by Column
C.

Do nots:
Please do not change any part of the formulae columns which start from Column AP
The outlets have been classified as A+, A, B, C, D for DC, FF, WM & T2 separately.
So an outlet which is A+ for DC could be C for WM.

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F) Network Structure
The points to analyze:

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Numeric Reach (Z-AF), volume weighted (AG-AM), extraction (AN-AS) & market
share (AT-AZ) on a town & district level. The names of the towns & districts are
mentioned in the column A (Names in Blue represent Towns and Names in Pink are
Districts).
Each market player has 3 columns with the names NOS, POT, VOL. These refer to
NOS : number of outlets the player is present in
POT: potential overall volume of the outlets, the player is present in.
VOL: the sales of this particular player in these outlets.
In the analysis of the districts two more points of analysis are given in columns B & C
Column B : this gives the contribution of the district volumes to that of the industry
volumes (for this state)
Column C: this gives the contribution of the district volumes of WPL to that of its
overall sales in the state
The differences in the contribution of the district to industry & WPL sales could be
further analyzed.

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G) Network Profile

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All the dealers in the branch are classified in to A+, A, B, C and D. For each of the
classifications the following data are provided:
a) Total number of dealers in each classification for the geography (row 13)
b) Total number of dealers in which WPL is present (row 14)
c) Total volume of all the dealers in the geography (row 17)
d) Total volume of those dealers in which WPL is present (row 18)
e) Total sales of WPL for each classification (row 22)
The numeric weighted, volume weighted, extraction & market share analysis should be done
differently for each classification of dealers.
The above analysis is provided at three levels based on geography
a) Branch level
b) Town level: the name of the town you would like to analyze should be typed in the
cell B 29. Please make sure the name should be exactly the same as in the base
sheet (including the Capitals)
c) District level: the name of the district you would like to analyze should be typed in
the cell B 50. Please make sure the name should be exactly the same as in the base
sheet (including the Capitals)
Once the name is typed for town and district, the analysis appears automatically.
At the branch level nothing needs to be done to arrive at the analysis.

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H) Competitor Wise Analysis

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This Sheet provides the Numeric Reach, Volume Weighted, Extraction and Market Share of
all the Major Players in the DC, FF and WM market.

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Plan of Action:
In this stage of the project, data was collected by the 18 Sales branches in each of
their areas and sent to the Head office.
The first step after data collection was the sorting out and filtering of this data into
a single format for the possibility of analysis.
After this the sorted data was entered into the Base Data Sheet and a sort of
common template was designed to facilitate quick analysis.
Sheets like Network Structure and Network Profiles were designed to give instant
analysis in a prescribed format to the user.
User Friendliness was enhanced with the use of Hyperlinks and Summary Sheets
to present the data in a much more organized manner.
Outputs along with the detailed feedback were sent back to the Sales Branches to
coordinate the implementation of action plans regarding the distribution network
and customized solutions were given for each geographical area.

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Conclusions Derived
It was found out that the Whirlpool figures and market share was shown higher
than usual by either omitting certain outlets where Whirlpool was not a major
seller or be reducing the units sold by competitor brands in the market.
The objective behind the same was to show a comfortable position of Whirlpool in
each of the respective branches by the respective territory executives.
The branches were asked to resend the correct data in the correct format and it was
emphasized that there was a need to be aware of the real situation and the corporate
office had just one purpose in doing such a study i.e. facilitating coordination
between sales branches and Corporate office in terms of Strategy Formulation and
implementation of Action Plans in terms of effective distribution..

Stage 2:

The Delhi Analysis

Objectives:

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Since there was a marked difference in the figures reported and the actual
figures of the Company, a need was felt to go into the market and find out as
to:
o What was motivating these territory executives to misstate facts?
o What was the real position of Whirlpool in the market
o What problems were being faced by the dealers of Whirlpool?
o

What were the motivating factors for a dealer to actually stock a


particular brand?

Whether or not Store displays were a factor affecting the sales of a


companys product at the counters?

o What improvements can be undertaken to improve the distribution


network of the company?

Research Methodology:
A questionnaire was designed (a copy of which is attached in the appendices).
The dealers were visited personally and a detailed feedback and questioning
session was carried out.

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In some of the outlets, awareness about the G4 and the Auto Frost range
of Refrigerators was also sought to test the level of new product launches of
Whirlpool.
The figures obtained for internal shop display across brands were put inside
the market mapping sheets to get the share of Display among all brands
across product categories.
Limitations of the Survey:
Due to Lack of time, not all the dealers were questioned.
Not all dealers were willing to reveal figures regarding sales of various
products and brands from their counter.
Findings of the Study:
There was a very high correlation between internal shop display and amount
of brand sale in all the counters.
The most important factor for a dealer to stock a particular companys product
was not margin but the after sales service provided by the company as they
have come to the conclusion that customer loyalty is the best form to increase
sales and loyalty can only be achieved by selling them products of companies
which had an excellent after sales service network.
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The percentage share of Colour Televisions and Music Systems in the Total
Turnover of an Outlet is close to 50 % for almost all dealers while the rest is
dominated by Refrigerators, Washing Machines, Microwaves and Air
Conditioners etc.
It was the convincing power of the Dealer which finally persuades the
consumer to choose a particular brand and not totally the strategies or action
plans implemented in the corporate offices so there is a high need to stay in
touch with the market.

Stage 3:

Analysis of the Refrigerator Market with the


help of Francis Kanoi Dealer Database 2004 for
Refrigerators

Objectives:
The Delhi analysis highlighted the fact that the figures reported by internal
sources of Whirlpool were grossly misleading and there was a need for a 3 rd
party Dealer level information for the same.
Francis Kanoi Dealer Database 2004 for Refrigerators was considered as the
best option. Its clientage ranges from LG, Samsung, Godrej, Sony, Electrolux
etc. and includes almost all major Consumer Durable as well as Electronic
Goods Companies.

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Methodology:

The data was to be analyzed on 6 parameters across all the states of India
and the relevant strategies were to be formulated.
The six parameters for the study were:

1. Comparison of Numeric Reach across towns and counters and


Volume Weighted across the state and a comparison of the
changes occurring between 2000-2004

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2. Comparison of Numeric Reach across towns

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3. Comparison of Numeric Reach across dealers in various Districts


of the state

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4. Volume Weighted of various brands across towns in

various

population ranges.

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5. The share of internal display across all brands in the state

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6. The share of external signboards at dealer outlets across all


brands in the state

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Findings of the Study:


The customized analysis was provided across all these 6 parameters for all the states.
This analysis was sent to the branches in order to guide them in implementing action
plans regarding distribution network and sales policies..
Whirlpool came out with a very poor share in the External Sign boards across all the
states.

Recommendations for the company


There should be a constant check on the after sales service provided by the authorized
service providers.
The sales branches should be made to understand the need for identifying
shortcomings and working in coherence with the Corporate Offices Strategies in
terms of distribution network..
The company should also focus on advertisement related to its Washing Machines,
Microwaves and Air Conditioners.
The company should use the dealers feedback as a serious measure to implement a
fair and transparent pricing policy for dealers.

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The company sales people should regularly visit outlets to know about the feedback of
its dealers and make it apriority to keep them satisfied.

Bibliography
1. Francis Kanoi Dealer Database for Refrigerators 2004.
2. http://www.indiastat.com

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Appendix
Appendix 1: Terminology used in the Project Report

Numeric Reach: The number of outlets in which the brand is present over the total
number of outlets. This shows the reach of a particular brand. For example, if
Whirlpool is present in 200 outlets out of a total of 400, the numeric reach of
Whirlpool would be 50%
Volume Weighted: Total Volume of a brand in case it has 100% counter share in all
the shares it is present. For example, if the total amount of sales in the 200 counters in
which Whirlpool is present is 4,000 units per year, the Volume Weighted for
Whirlpool is 4,000 units.

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Extraction: It is the percentage share of the company in the total potential of the
counters.
Market Share: It is the total units of goods sold by a particular company divided by
the total units sold by all companies.

Appendix 2: Abbreviations used in the Project Report

TP:

Trade Partner

NR:

Numeric Reach

Vol. Wtd.: Volume Weighted


Refs:

Refrigerators

Washers: Washing Machines


T2:

Top 2 Products i.e. Refrigerators & Washing Machines

T4:

Top 4 Products i.e. Refrigerators, Washing Machines,


Air Conditioners & Microwave Ovens.

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CFA:

Carrying and Forwarding Agents

Appendix 3: Questionnaire used for Delhi Analysis

Dealer Survey for Consumer Durables


Name of the Dealer

__________________________________

Name of the Trade Partner/Shop

__________________________________

Type of Dealer

__________________________________

Contact Details

__________________________________
__________________________________

1. What all products do you sell from your shop?


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Washing Machines

Refrigerators

Microwaves

Air Conditioners

Color Televisions

Music Systems

Mobile Phones

Computer Peripherals

Any Others (Please Specify)

____________________________

____________________________
2. Which brands do you stock/sell?

Whirlpool
Samsung
LG
Godrej
Electrolux (Kelvinator)
Videocon

___________________________
___________________________
Any Others (Please Specify)

3. What is the total Counter Size/Sales of the following Products in your shop?
Whirlpool Samsung

LG

Godrej

Electrolux

Videocon

Others

SA
WM
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Total

FA
WM
DC
Refs
FF

Whirlpool

Samsung

LG

Godrej

Electrolux

Videocon

Others

Refs
SA WM
MWO
AC
FA WM
CTV
Total
DC Refs
FF Refs
MWO
AC
CTV
Total

4. What is your annual/monthly turnover in :

All products

___________

T2 (Refs, Washers)

___________

T4 (Refs, Washers, AC, MWO)

___________

Store Displays

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Total

5. Which are the important factors for you to stock a particular


from 1-5, 1 being the most important factor

brand? (Rank them

and going down to 5 being the least

important factor.)

Customer Demand

______

After Sales Service

______

Terms of Credit

______

Range of Products (CTV, Refs, WM, MWO, etc.)

______

Sales Promotions

______

Any Others(Please Mention)

____________________________________
____________________________________

6. Any suggestions/feedback for the Company?


____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
_________

Comments :
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
_________

Thank You for sparing your valuable time, Have a nice day!!!!!
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Appendix 4: Format for Market Mapping Analysis

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Type all the data in the same rows and columns as shown above.
(For example,
Whirlpool DC Sales should be entered in column N and Videocon FF Sales should be entered in
column AE only.)
Columns in black need not be filled as they will be calculated by the formulas entered in the cells
automatically.

Whirlpool of India Ltd.

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