Summer Training Report

On

“Marketing Mix”
AT

Submitted in partial fulfilment of degree in the requirement of

Bachelor of Business Administration
Of
MAHARISHI DAYANAND UNIVERSITY, ROHTAK
(Session 2018-2019)

Submitted To: Under The Guidance of : Submitted By:

Controller of Examination Mr. Urmila Pushkar Name:

M D University Rohtak Faculty in Class:

Department of Commerce & Roll No
management
Regn. No:

Univ Roll No:

PT. J. L. N. GOVT. COLLEGE

SEC. 16-A, FARIDABAD -121002(Haryana)
 Acknowledgement

I wish to express my heartfelt appreciation to many have contributed to this project, both
explicitly and implicitly. This is my privilege to express my deep felt gratitude to Mr.
R.K.Tandan G.M. for providing me the opportunity to undertake my summer training project at
marketing department of WHIRLPOOL PVT LTD.

I want to express special thank to Mr. Sachin Sharma (HRD) for their guidance.

I want to express special thank to our project guide for their guidance.

I owe a deep intellectual debt to the numerous people who, through their varied contributions,
have greatly improved my understanding of various issues related to my projects I am thankful to
the members of the WHIRLPOOL PVT LTD. for sharing their insight sand experiences with me.

Virender Nagar
 PREFACE

This project is the result of my training in marketing Department of WHIRLPOOL Pvt. Ltd, in
Faridabad”. Summer training is an integral part of BBA course and aims at providing a firsthand
exercise of the industry to the students. This practical experience helps the students to view the
real business world closely, which in turn widely influences their conceptions and perceptions.

I was really fortunate to get an opportunity to my summer training in a reputed, well established,
fast growing and professionally managed organization.

This project was assigned to collect information about the Marketing information in the
organisation. I had personally getting the information. It gave me a great deal of exposure and I
found the practical work totally different from theoretical work.

Virender Nagar
 INDEX

Sr. Particular
No.

1 Company Profile

2. Review Of Literature

3. Research Methodology

a). Introduction to the Topic

b). Objective of the study

c). Scope of the study

d). Research design

e). Sample size

f). Data collection

g). Limitation

4 Data Analysis And Interpretation

5 Conclusions & Recommendation

6 Annexure.

Bibliography

Questionnaire
CHAPTER – 1

Company 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 2011-2012. 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 where as 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, Bluesta, 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

 Godrej

 Hitachi

 Panasonic
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 2012

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 2011 as against 14.6 million in 2010
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 -2

LITERATURE REVIEW
Introduction to topic

In today's very competitive marketplace WHIRLPOOL has a strategy that insures a consistent
approach to offering your product or service in a way that will outsell the competition is critical.
However, in concert with defining the marketing strategy one must also have a well - defined
methodology for the day-to-day process of implementing it. It is of little value to have a strategy
if you lack either the resources or the expertise to implement it. There are two major components
of marketing strategy:

 How the enterprise will address the competitive marketplace

 How will it implement and support day-to-day operations.

In the process of creating a marketing strategy whirlpool considers all the relevant factors. Each
strategy must address some unique considerations; it is not reasonable to identify every
important factor at a generic level. However, many are common to all marketing strategies.

MARKETING MIX STRATEGY

A marketing strategy is a process that can allow an organization to concentrate its limited
resources on the greatest opportunities to increase sales and achieve a sustainable competitive
advantage. A marketing strategy should be centered around the key concept that customer
satisfaction is the main goal.

Marketing research is the function that links the consumer, customer, and public to the marketer
through information - information used to identify and define marketing opportunities and
problems; generate, refine, and evaluate marketing actions; monitor marketing performance; and
improve understanding of marketing as a process. Marketing research specifies the information
required to address these issues, designs the methods for collecting information, manages and
implements the data collection process, analyzes, and communicates the findings and their
implications.

If the company has obtained an adequate understanding of the customer base and its own
competitive position in the industry, marketing managers are able to make their own key
strategic decisions and develop a marketing strategy designed to maximize the revenues and
profits of the firm. The selected strategy may aim for any of a variety of specific objectives,
including optimizing short-term unit margins, revenue growth, market share, long-term
profitability, or other goals.

To achieve the desired objectives, marketers typically identify one or more target customer
segments which they intend to pursue. Customer segments are often selected as targets because
they score highly on two dimensions: 1) The segment is attractive to serve because it is large,
growing, makes frequent purchases, is not price sensitive (i.e. is willing to pay high prices), or
other factors; and 2) The company has the resources and capabilities to compete for the
segment's business, can meet their needs better than the competition, and can do so profitably.
fact, a commonly cited definition of marketing is simply "meeting needs profitably."

The implication of selecting target segments is that the business will subsequently allocate more
resources to acquire and retain customers in the target segment(s) than it will for other, non-
targeted customers. In some cases, the firm may go so far as to turn away customers who are not
in its target segment. The doorman at a swanky nightclub, for example, may deny entry to
unfashionably dressed individuals because the business has made a strategic decision to target
the "high fashion" segment of nightclub patrons.

Marketing Strategy Planning Process

marketing strategy requires decisions about the specific customers the firm will target and the
marketing mix the firm will develop to appeal to that target market. We can organize the many
marketing mix decisions (review Exhibit 2Ð8) in terms of the four PsÑProduct, Place,
Promotion, and Price. Thus, the “final” strategy decisions are represented by the target market
surrounded by the four Ps. However, the idea isn’t just to come up with some strategy. After all,
there are hundreds or even thousands of combinations of marketing mix decisions and target
markets (i.e., strategies) that a firm might try. Rather, the challenge is to zero in on the best
strategy.

Four great marketing strategies

According to estimates by the Rural Marketing Agencies Association of India, the total budget
for rural marketing is only about Rs 500 crore (Rs 5 billion), compared to the over Rs 13,000
crore (Rs 130 billion) allotted to mass media.
This is grossly inadequate to cover the huge potential for different products in rural markets. Of
course, clients' reluctance to spend big money for bigger results in rural markets is because there
are no standard performance yardsticks for judging the efficacy of the rural marketing efforts.

The TRPs and NRS/IRS data help you determine the efficacy of TV and press marketing. But
there is no study to tell you what is the ideal cost per contact or what is the ideal number of
eyeballs or footfalls for different rural activities. But only consider the huge successes of some
regional brands, especially in the FMCG sector, which are giving the multinationals a run for
their money.

Companies like Cavin Kare (Chik Shampoo, Meera Herbal Powder, Fairever Cream and so on),
Anchor (100 per cent vegetarian toothpaste), Ghadi detergent powder and Power soap are proof
that regional brands can become brands to reckon with. And don't forget Nirma, the most
enduring example of a brand that began as a regional player and is now a giant.

What did these products do that was so different? Most of them identified a segment that was
vacant in terms of product and area of operation. They all started in small, concentrated markets,
appealing to the local ethos and aspirations of the targeted area.

Their communication, be it a simple radio spot or a wall painting or a theatre film, touched a
chord in the target audience. And, most importantly, their policies were flexible and they could
adopt to fast changing marketing situations. What should companies do to step up their payback
from rural marketing efforts? Here are some steps that should help.

People power

Rural marketing efforts need special mindsets, which many of the urban-oriented management
graduates who are at the helm of affairs at most organizations do not possess.

A separate marketing and sales vertical headed by people with passion and commitment to rural
marketing and supported by a field team that can face the rough and tough of the vast country-
side with courage and conviction is a must.

The best bet is to recruit students from specialized institutes such as the Indian Institute of Rural
Management, or at least, management graduates who have studied the subject as an elective.

Many of these are students from small towns, people with fire in their bellies who want to prove
themselves in big companies and have no issues about working in smaller markets. Pay them
well - remember, you pay peanuts, you get only monkeys - and discuss the path their careers are
likely to take in the organization. And send them out in the field only after thorough training.
Ensure the consistency of the team involved in any project, until the completion of a specific
task. Recently, we were involved with two big clients. In both cases, the teams that briefed us in
the initial stages and participated enthusiastically in the campaign were shifted out midway, in
keeping with their companies' policy of shifting and promoting people.

The teams that succeeded felt no ownership of the campaigns they had not initiated. What started
as a great rural marketing initiative has been relegated to the dustbin... the fate of many rural
marketing initiatives in the country.

Goals are good

Early on in the campaign, define your objective: is it a tactical effort to achieve increased sales in
specific areas during a specific time, or do you want to build a strong equity for your brand in
rural India?

Our experience with FMCG companies is that they are more interested in the first choice. Most
of them have previously appointed vendors who implement the company's ideas blindly, be they
van campaigns or below-the-line activities.

There is very little effort to tailor whatever communication is made in such efforts, to suit the
local audience or fit it with the overall campaign efforts in the mass media.

This invariably leads to less than satisfactory results in terms of awareness of the brands and
long-term impact of the efforts in the targeted markets. If you are interested in the second
alternative, a comprehensive brand building strategy in rural India, with both short term and long
term goals, is a must.

Know your customers

A good place to begin is studying the mindset of your customers, so you can create a customized
plan of action. All too often, clients insist their knowledge of their customers (based on studies of
urban India) is enough on which to base an action plan. Our experience shows that the attitudes,
aspirations and fears of rural customers, with regard to products and brands, is very different
from their urban counterparts.

Research can give you invaluable ideas for new product development as well as new methods of
reaching your target audience. The refrigerator with standby power for 12 hours, pressure
cookers with two handles and a radio with key-winding mechanism are all the result of research.
More and more companies turn to the local to sell their products. While some offer opportunities
to target consumers from several villages at one place, and to that extent make your effort cost-
effective, ensure that the people who patronize these are the kind who will buy your brand.

For instance, we recently conducted a survey among some in Tamil Nadu, with some interesting
results. The haats are popular with the poorest agricultural labourers who consciously buy the
duplicate, spurious products that are sold in these bazaars, since they can't afford the real thing. It
is estimated that FMCG companies lost more than Rs 10,000 crore (Rs 100 billion) to spurious
products, mostly sold through such local haats and bazaars.

Ensure availability

Most anecdotes about rural marketing centre on the distribution aspect - the humongous task of
physically reaching your product to over 600,000 villages, most of them without motorable
roads. But it's not really as nightmarish as it is made out to be, at least keeping in mind the
present goals of marketing companies in rural India.

We've all heard about the shampoo sachets that are available in even the smallest villages. How
does that happen? It's a direct result of rising aspirations, fuelled by television commercials. The
consumer demands the product from the local shopkeeper, who then buys the products from the
nearest feeder markets.

Which means if you can ensure distribution to the feeder markets in towns or villages with
populations of 10-15,000, you've already taken the first step towards reaching your target
customer.

Studies also indicate that rural consumers prefer to shop for durables such as televisions,
automobiles and appliances in the nearest big town or city. So, if your products are in towns with
populations of 50,000, you're closer to the rural consumer than you would have thought. A key
objective of marketing is to satisfy the needs of some group of customers that the firm serves.
Broadly speaking, then, in the early stages of a search for opportunities we’re looking for
customers with needs that are not being satisfied as well as they might be. Of course, potential
customers are not all alike. They don’t all have the same needsÑnor do they always want to meet
needs in the same way. Part of the reason is that there are different possible types of customers
with many different characteristics. For example, individual consumers often have different
needs than organizations, and people with certain attitudes or interests have different preferences
for how they spend their time, what shows they watch, and the like. In spite of the many possible
differences, there often are subgroups (segments) of consumers who are similar and could be
satisfied with the same marketing mix.

Thus, we try to identify and understand this different subgroupsÑwith market segmentation. A
marketing mix must meet the needs of target customers, but a firm isn’t likely to get a
competitive advantage if it just meets needs in the same way as some other firm. So, in
evaluating possible strategies the marketing manager should think about whether there is a way
to differentiate the marketing mix. Differentiation means that the marketing mix is distinct from
and better than what is available from a competitor. As suggested above, differentiation often
requires that the firm fine-tune all of the elements of its marketing mix to the specific needs of a
distinctive target market. Sometimes the difference is based mainly on one important element of
the marketing mixÑsay, an improved product or faster delivery. Differentiation is more

obvious to target customers, though, when there is a consistent theme integrated across the four
Ps decision areas. That emphasizes the difference so target customers will think of the firm as
being in a unique position to meet their needs. In this chapter, we’ll introduce concepts relevant
to this sort of positioning. Then, in Chapters 9 to 18 we’ll cover the many ways in which the four
Ps of the marketing mix can be differentiated. For now, you can see that the thrust is to narrow
down from all possible marketing mixes to one that is differentiated to meet target customers’
needs particularly well. Of course, finding the best differentiation requires that we understand
competitors as well as customers.

There are usually more different opportunities and strategy possibilitiesÑthan a firm can pursue.
Each one has its own advantages and disadvantages. Trends in the external market environment
may make a potential opportunity more or less attractive. These complications can make it
difficult to zero in on the best target market and marketing mix. However, developing a set of
specific qualitative and quantitative screening criteria can help a manager define what business
and markets the firm wants to compete in. It can also help eliminate potential strategies that are
not well suited for the firm. We will cover screening criteria in more detail. For now, you should
realize that the criteria you select in a specific situation grow out of an analysis of the company’s
objectives and resources.

Customer type refers to the final consumer or user of a product type. Here we want to choose a
name that describes all present (possible) types of customers. To define customer type, marketers
should identify the final consumer or user of the product type, rather than the buyerÑif they are
different. For instance, producers should avoid treating middlemen as a customer type unless
middlemen actually use the product in their own business.
TYPES OF STRATEGIES

Marketing strategies may differ depending on the unique situation of the individual
business. However there are a number of ways of categorizing some generic strategies. A
brief description of the most common categorizing schemes is presented below:
 Strategies based on market dominance- In this scheme, firms are classified based on their
market share or dominance of an industry. Typically there are three types of market
dominance strategies:

 Leader

 Challenger

 Follower

 Porter generic strategies- Strategy on the dimensions of strategic scope and strategic
strength. Strategic scope refers to the market penetration while strategic refers to the
firm’s sustainable competitive advantage.

 Market Segmentation

 Innovation Strategies- This deals with the firm’s rate of the new product development
and business innovation model innovation. There are three types:

 Pioneers

 Close followers

 Late followers

 Growth Strategies-In this scheme we ask the question, “How should the firm
grow?”There are a number of different ways of answering that question. But the most
common givesfour answers:

 Horizontal integration

 Vertical integration

 Diversification
  Intensification

A more detailed scheme uses the categories:

 Prospector

 Analyzer

 Defender

 Reactor

 Marketing warfare strategies- This scheme draws parallels between marketing strategies
and military strategies.

MARKETING

“Marketing is an ongoing process of planning and executing the marketing mix (Product, Price,
Place, Promotion often referred to as the 4 P’s) for products, services or ideas to create exchange
between individuals and organizations.

Marketing tends to be seen as a creative industry, which includes advertising, distribution and
selling. It is also concerned with anticipating the customer’s future needs wants, which are often
discovered through market research

Essentially, marketing is the process of creating or directing an organization to be successful in

selling a product or service that people not only desire, but are willing to buy.

Therefore good marketing must be able to create a “proposition” or set of benefits for the end
customer that delivers value through products or services.

Marketing is the process by which companies create customer interest in goods or services. It
generates the strategy that underlies sales techniques, business communication, and business
development. It is an integrated process through which companies build strong customer
relationships and create value for their customers and for themselves. Marketing is an ongoing
communications exchange with customers in a way that educates, informs and builds a
relationship over time. The over time part is important because only over time can trust be
created. With trust, a community builds organically around products and services and those
customers become as excited about the products as you are — they become advocates, loyal
evangelists, repeat customers and often, friends. Marketing is a really great way to identify what
grabs people and gets them excited about your brand and give it to them, involve them in the
process, and yeah, the best part, build great friendships in the process. Marketing is traditionally
the means by which an organization communicates to, connects with, and engages its target
audience to convey the value of and ultimately sell its products and services. However, since the
emergence of digital media, in particular social media and technology innovations, it has
increasingly become more about companies building deeper, more meaningful and lasting
relationships with the people that they want to buy their products and services. The ever-
increasingly fragmented world of media complicates marketers’ ability connect and, at the same,
time presents incredible opportunity to forge new territory.

Intuitive by design marketing matches the right message/cause to the right person. Finding
someone who has a personal connection with your product, service or cause in a way that is
unobtrusive and inviting. Marketing can be as simple as networking at an event or as complex as
a multi-million dollar global campaign that integrates print, digital, PR, social media and
broadcast delivering a specific message with one unified goal. Some of the best marketing
outcomes come from the simplest initiatives. Keeping it simple is sometimes the best strategy.

marketing as “the science and art of exploring, creating, and delivering value to satisfy the needs
of a target market at a profit. Marketing identifies unfulfilled needs and desires. It defines
measures and quantifies the size of the identified market and the profit potential. It pinpoints
which segments the company is capable of serving best and it designs and promotes the
appropriate products and services.”

Marketing is used to identify the customer, to keep the customer, and to satisfy the customer.
With the customer as the focus of its activities, it can be concluded that marketing management
is one of the major components of business management. Marketing evolved to meet the stasis in
developing new markets caused by mature markets and overcapacities in the last 2-3 centuries.
The adoption of marketing strategies requires businesses to shift their focus from production to
the perceived needs and wants of their customers as the means of staying profitable.
The term marketing holds that achieving organizational goals depends on knowing the needs and
wants of target markets and delivering the desired satisfactions. It proposes that in order to
satisfy its organizational objectives, an organization should anticipate the needs and wants of
consumers and satisfy these more effectively than competitors.

Concept of Marketing

“Marketing” is an instructive business domain that serves to inform and educate target markets
about the value and competitive advantage of a company and its products.

“Value” is worth derived by the customer from owning and using the product.

“Competitive Advantage” is a depiction that the company or its products are each doing
something better than their competition in a way that could benefit the customer.

The goal of marketing is to build and maintain a preference for a company and its products with
the target markets. The goal of any business is to build mutually profitable and sustainable
relationships with its customers. While all business domains are responsible for accomplishing
this goal, the marketing domain bears a significant share of the responsibility.

Within the larger scope of its definition, marketing is performed through the actions of three
coordinated disciplines named: “Product Marketing”, “Corporate Marketing”, and “Marketing
Communications”.

Marketing Concept rest on 4 pillars:-

 Target Market
 Customer Needs
 Integrated Marketing
 Profitability
Two levels of marketing mix

Strategic marketing: Attempts to determine how an organization competes against its

competitors in a market place. In particular, it aims at generating a competitive advantage
relative to its competitors.

Operational Marketing: Executes marketing functions to attract and keep customers and to
maximize the value derived for them, as well as to satisfy the customer with prompt services and
meeting the customer expectations. Operational Marketing includes the determination of the
porter’s five forces.

The relationships between sales and marketing

Marketing and sales differ greatly, but have the same goal. Marketing improves the selling
environment and plays a very important role in sales. If the marketing department generates a list
of potential customers, that can benefit sales. A marketing department in an organization has the
goal increasing the number of interactions between potential customers and the organization.
Achieving this goal may involve the sales team using promotional techniques such as
advertising, sales promotion, publicity, and public relations, creating new sales channel or
creating new products (new product development), among other things. It can also include
bringing the potential customer to visit the organization's website(s) for more information, or to
contact the organization for more information, or to interact with the organization via social
media such as Twitter, Facebook and blogs.

The relatively new field of sales process engineering views "sales" as the output of a larger
system, not just as the output of one department. The larger system includes many functional
areas within an organization. From this perspective, "sales" and "marketing" (among others, such
as "customer service") label for a number of processes whose inputs and outputs supply one
another to varying degrees. In this context, improving an "output" (such as sales) involves
studying and improving the broader sales process, as in any system, since the component
functional areas interact and are interdependent.

Most large corporations structure their marketing departments in a similar fashion to sales
departments and the managers of these teams must coordinate efforts in order to drive profits and
business success. For example, an "inbound" focused campaign seeks to drive more customers
"through the door", giving the sales department a better chance of selling their product to the
consumer. A good marketing program would address any potential downsides as well.

The sales department would aim to improve the interaction between the customer and the sales
facility or mechanism (example, web site) and/or salesperson. Sales management would break
down the selling process and then increase the effectiveness of the discrete processes as well as
the interaction between processes. For example, in many out-bound sales environments, the
typical process includes out-bound calling, the sales pitch, handling objections, opportunity
identification, and the close. Each step of the process has sales-related issues, skills, and training
needs, as well as marketing solutions to improve each discrete step, as well as the whole process.

One further common complication of marketing involves the inability to measure results for a
great deal of marketing initiatives. In essence, many marketing and advertising executives often
lose sight of the objective of sales/revenue/profit, as they focus on establishing a
creative/innovative program, without concern for the top or bottom - a fundamental pitfall of
marketing for marketing's sake.

Many companies find it challenging to get marketing and sales on the same page The two
departments, although different in nature, handle very similar concepts and have to work
together for sales to be successful. Building a good relationship between the two that encourages
communication can be the key to success - even in a down economy.
Marketing communications

Marketing communications breaks down the strategies involved with marketing messages into
categories based on the goals of each message. There are distinct stages in converting strangers
to consumers that govern the communication medium that should be used.

Marketing communications is a subset of the overall subject area known as marketing. Marketing
has a marketing mix that is made of price, place, promotion, product (known as the four P's), that
includes people, processes and physical evidence, when marketing services (known as the seven
P's).

Marketing Communications (or MarCom or Integrated Marketing Communications) are

messages and related media used to communicate with a market. Marketing communications is
the "promotion" part of the "Marketing Mix" or the "four Ps": price, place, promotion, and
product.

Those who practice advertising, branding, direct marketing, graphic design, marketing,
packaging, promotion, publicity, sponsorship, public relations, sales, sales promotion and online
marketing are termed marketing communicators, marketing communication managers, or more
briefly, marcom managers.

Traditionally, marketing communications practitioners focused on the creation and execution of

printed marketing collateral; however, academic and professional research developed the
practice to use strategic elements of branding and marketing in order to ensure consistency of
message delivery throughout an organization - a consistent "look & feel". Many trends in
business can be attributed to marketing communications; for example: the transition from
customer service to customer relations, and the transition from human resources to human
solutions and the trends to blogs, email, and other online communication derived from an
elevator pitch.

In branding, every opportunity to impress the organization's (or the individual's) brand upon the
customer is called a brand touch point (or brand contact point.) Examples include everything
from TV and other media advertisements, event sponsorships, webinars, and personal selling to
even product packaging. Thus, every experiential opportunity that an organization creates for its
stakeholders or customers is a brand touch point. Hence, it is vitally important for brand
strategists and managers to survey their organization’s entire brand touch points and control for
the stakeholder's or customer's experience. Marketing communications, as a vehicle of an
organization's brand management, is concerned with the promotion of an organization's brand,
product(s) and/or service(s) to stakeholders and prospective customers through these touch
points.

Marketing communications is focused on the product/produce/service as opposed to corporate

communications where the focus of communications work is the company/enterprise itself.
Marketing communications is primarily concerned with demand generation,
product/produce/service positioning while corporate communications deal with issue
management, mergers and acquisitions, litigation, etc.

Why are marketing communications 'integrated?' Integrated means combine or amalgamate, or

put simply the jigsaw pieces that together make a complete picture. This is so that a single
message is conveyed by all marketing communications. Different messages confuse your
customers and damage brands. So if a TV advert carries a particular logo, images and message,
then all newspaper adverts and point-of-sale materials should carry the same logo, images or
message, or one that fits the same theme. Coca-Cola uses its familiar red and white logos and
retains themes of togetherness and enjoyment throughout its marketing communications.

Marketing communications has a mix. Elements of the mix are blended in different quantities in
a campaign. The marketing communications mix includes many different elements, and the
following list is by no means conclusive. It is recognized that there is some cross over between
individual elements (e.g. Is donating computers to schools, by asking shoppers to collect
vouchers, public relations or sales promotion?) Here are the key of the marketing
communications mix.
Marketing potentially negates the need for sales

Some sales authors and consultants contend that an expertly planned and executed marketing
strategy may negate the need for outside sales entirely. They suggest that by effectively bringing
more customers "through the door" and enticing them into contact, sales organizations can
dramatically improve their results, efficiency, profitability, and allow salespeople to provide a
drastically higher level of customer service and satisfaction, instead of spending the majority of
their working hours searching for someone to sell to.

Industrial marketing

The idea that marketing can potentially eliminate the need for sales people depends entirely on
context. For example, this may be possible in some B2C situations; however, for many B2B
transactions (for example, those involving industrial organizations) this is mostly impossible.
Another dimension is the value of the goods being sold. Fast-moving consumer-goods (FMCG)
require no sales people at the point of sale to get them to jump off the supermarket shelf and into
the customer's trolley. However, the purchase of large mining equipment worth millions of
dollars will require a sales person to manage the sales process - particularly in the face of
competitors.

Sales and marketing alignment and integration

Another area of discussion involves the need for alignment and integration between corporate
sales and marketing functions. According to a report from the Chief Marketing Officer (CMO)
Council, only 40 percent of companies have formal programs, systems or processes in place to
align and integrate the two critical functions.

Traditionally, these two functions, as referenced above, have operated separately, left in soloed
areas of tactical responsibility. Glen Petersen’s book The Profit Maximization Paradox sees the
changes in the competitive landscape between the 1950s and the time of writing as so dramatic
that the complexity of choice, price and opportunities for the customer forced this seemingly
simple and integrated relationship between sales and marketing to change forever. Petersen goes
on to highlight that salespeople spend approximately 40 percent of their time preparing
customer-facing deliverables while leveraging less than 50 percent of the materials created by
marketing, adding to perceptions that marketing is out of touch with the customer and that sales
is resistant to messaging and strategy.
Internet applications, commonly referred to sales 2.0 tools, have also increasingly been createdto
help align the goals and responsibilities of marketing and sales departments.

4 P’S OF MARKETING MIX STRATEGY

In the early 1960s, Professor Neil Borden at Harvard Business School identified a number of
company performance actions that can influence the customer decision to purchase goods or
services. Borden suggested that all those actions of the company represented a “Marketing Mix”.
Professor E. Jerome McCarthy, at the Harvard Business School in the early 1960’s suggested
that the Marketing Mix contained 4 elements: Product, Price, Place, and Promotion.

In popular usage “Marketing” is the promotion of products, especially advertising and branding.
However, in professional usage the term has a wider meaning which recognizes that marketing is
customer-centered. Products are often developed to meet the desires of groups of customers or
even, in some cases, for specific customers. E. Jerome McCarthy divided marketing into four
general sets of activities. His Typology has become so universally recognized that his for activity
sets, the Four P’s, have past into the language.

The four Ps are:

 Product: In whirlpool the product aspects of marketing deal with the

specifications of the actual goods or services, and how it relates to the end-user’s
needs and wants. The scope of a product generally includes supporting elements
such as warranties, guarantees, and support. A tangible object or an intangible
service that is mass produced or manufactured on a large scale with a specific
volume of units.The marketer must also consider the product mix. Marketers can
expand the current product mix by increasing a certain product line's depth or by
increasing the number of product lines. Marketers should consider how to position
the product, how to exploit the brand, how to exploit the company's resources and
how to configure the product mix so that each product complements the other.
The marketer must also consider product development strategies Intangible
products are service based like the tourism industry and the hotel industry or
codes-based products like cell phone load and credits. A product is seen as an
item that satisfies what a consumer needs or wants. It is a tangible good or an
 intangible service typical examples of a mass produced tangible object are the
motor car and the disposable razor. A less obvious but ubiquitous mass produced
service is a . Packaging also needs to be taken into consideration.

 Pricing: This refers to the process of setting a price for a product, including
discounts. The price need not be monetary-it can simply be what is exchanged for
the product or services, e.g. time, energy, psychology or attention. The price is the
amount a customer pays for the product. It is determined by a number of factors
including market share, competition, material costs, product identity and the
customer's perceived value of the product. LG may increase or decrease the price
of product if other stores have the same product.

 Placement (or distribution): Refers to show how the product gets to the customer;
for example, point of sale placement or retailing. This fourth p has also sometimes
been called Place, referring to the channel by which a product or services is sold
(e.g. online vs. retail), which geographic region or industry, to which segment
(young adults, families, business people), etc. also referring to how the
environment in which the product is sold in can affect sales. Place represents the
location where a product can be purchased. It is often referred to as the
distribution channel. It can include any physical store as well as virtual stores on
the Internet. Place is not exactly a physical store where it is available Place is
nothing but how the product takes place or create image in the mind of customers.
It depends upon the perception of customers.

 Promotion: This includes advertising, sales promotion, publicity, and personal

selling, branding. Promotion refers to the various methods of promoting the
product, brand or company. Represents all of the communications that a marketer
may use in the marketplace. Promotion has four distinct elements: advertising,
public relations, personal selling and sales promotion. A certain amount of
crossover occurs when promotion uses the four principal elements together, which
is common in film promotion. Advertising covers any communication that is paid
for, from cinema commercials, radio and Internet adverts through print media and
billboards. Public relations are where the communication is not directly paid for
and includes press releases, sponsorship deals, exhibitions, conferences, seminars
or trade fairs and events. Word of mouth is any apparently informal
communication about the product by ordinary individuals, satisfied customers or
 people specifically engaged to create word of mouth momentum. Sales staff often
plays an important role in word of mouth and Public Relations. Strategy
evaluation and choice

An environmental scan will highlight all pertinent aspects that affect an organization, whether
external or sector/industry-based. Such an occurrence will also uncover areas to capitalize on, in
addition to areas in which expansion may be unwise.

These options, once identified, have to be vetted and screened by an organization. In addition to
ascertaining the suitability, feasibility and acceptability of an option, the actual modes of
progress have to be determined.

Marketing strategy planning

Marketing strategy planning tries to match opportunities to the firm’s resources (what it can do)
and its objectives (what top management wants to do). Successful strategies get their start when a
creative manager spots an attractive market opportunity. Yet, an opportunity that is attractive for
one firm may not be attractive for another. As the Hewlett-Packard case suggests, attractive
opportunities fora particular firm are those that the firm has some chance of doing something
about given its resources and objectives.
Throughout this book, we will emphasize finding breakthrough opportunities—opportunities that
help innovators develop hard-to-copy marketing strategies that will be very profitable for a long
time. That’s important because there are always imitators who want to “share” the innovator’s
profits if they can. It’s hard to continuously provide superior value to target customers if
competitors can easily copy your marketing mix.
Even if a manager can’t find a breakthrough opportunity, the firm should try to obtain a
competitive advantage to increase its chances for profit or survival. Competitive advantage
means that a firm has a marketing mix that the target market sees as better than a competitor’s
mix. A competitive advantage may result from efforts in different areas of the firmÑcost cutting
in production, innovative R&D, more effective purchasing of needed components, or financing
for a new distribution facility. Similarly, a strong sales force, a well-known brand name, or good
dealers may give it a competitive advantage in pursuing an opportunity. Whatever the source, an
advantage only succeeds if it allows the firm to provide superior value and satisfy customers
better than some competitor.
Sometimes a firm can achieve breakthrough opportunities and competitive advantage by simply
fine-tuning its current marketing mixes or developing closer relationships with its customers.
Other times it may need new facilities, new people in new parts of the world, and totally new
ways of solving problems. But every firm needs some competitive advantage Ñso the promotion
people have something unique to sell and success doesn’t just hinge on offering lower and lower
prices

Limitations of strategic management

In 2000, Gary Hamel coined the term strategic convergence to explain the limited scope of the
strategies being used by rivals in greatly differing circumstances. He lamented that successful
strategies are imitated by firms that do not understand that for a strategy for the specifics of each
situation.

But in the world where strategies must be implemented, the three elements are interdependent.
Means are as likely to determine ends as ends are to determine means. The objectives that an
organization might wish to pursue are limited by the range of feasible approaches to
implementation. (There will usually be only a small number of approaches that will not only be
technically and administratively possible, but also satisfactory to the full range of organizational
stakeholders.) In turn, the range of feasible implementation approaches is determined by the
availability of resources.

Another critique of strategic management is that it can overly constrain managerial discretion in
a dynamic environment. "How can individuals, organizations and societies cope as well as
possible with ... issues too complex to be fully understood, given the fact that actions initiated on
the basis of inadequate understanding may lead to significant regret?"

Some theorists insist on an iterative approach, considering in turn objectives, implementation and
resources .I.e., a "...repetitive learning cycle [rather than] a linear progression towards a clearly
defined final destination. Strategies must be able to adjust during implementation because
"humans rarely can proceed satisfactorily except by learning from experience; and modest
probes, serially modified on the basis of feedback, usually are the best method for such
learning."

Woodhouse and Collins claim that the essence of being “strategic” lies in a capacity for
"intelligent trial-and error" rather than strict adherence to finely-honed strategic plans. Strategy
should be seen as laying out the general path rather than precise steps.
Strategic decision making processes

Will Mulcaster argued that while much research and creative thought has been devoted to
generating alternative strategies, too little work has been done on what influences the quality of
strategic decision making and the effectiveness with which strategies are implemented. For
instance, in retrospect it can be seen that the financial crisis of 2008–9 could have been avoided
if the banks had paid more attention to the risks associated with their investments, but how
should banks change the way they make decisions to improve the quality of their decisions in the
future? Mulcaster's Managing Forces framework addresses this issue by identifying 11 forces
that should be incorporated into the processes of decision making and strategic implementation.
The 11 forces are: Time; Opposing forces; Politics; Perception; Holistic effects; Adding value;
Incentives; Learning capabilities; Opportunity cost; Risk and Style.

Concepts/approaches of strategic management

Strategic management can depend upon the size of an organization, and the proclivity to
change of its business environment. These points are highlighted below:

 A global/transnational organization may employ a more structured strategic

management model, due to its size, scope of operations, and need to encompass
stakeholder views and requirements.

 An SME (Small and Medium Enterprise) may employ an entrepreneurial

approach. This is due to its comparatively smaller size and scope of operations, as well as
possessing fewer resources. An SME's CEO (or general top management) may simply
outline a mission, and pursue all activities under that mission.

 Whittington (2001) highlighted four approaches to strategic management. These

are Classical, Procession, Evolutionary and Systemic approaches.

 Mint berg stated there are prescriptive (what should be) and descriptive (what is)
approaches. Prescriptive schools are "one size fits all" approaches that designate "best
practice" while descriptive schools describe how strategy is implemented in specific
contexts. No single strategic managerial method dominates, and remains a subjective and
context-dependent process
Marketing Goals

The Project has sole or joint responsibility for the first five of the success criteria listed above. In
the five years since launch, OpenOffice.org has been highly successful in attracting downloads
and distribution. However, its share of the global office productivity suite market is probably no
more than a few percent, with Microsoft's Office product (MS-Office) the firmly entrenched
market leader. Studies have shown the difficulty of replacing an established brand leader in
conventional products. For example, one study was made of 25 brands that held the number one
position. Sixty years later, 20 of those 25 brands still held the number one position. Similarly,
studies show that historically, the top three brands in a product category typically occupy market
share in a ratio of 4:2:1. Gartner Group predicted in May 2002 that the OpenOffice.org codebase
could eventually reach 10% market share On the other hand, academics such as Christensen
have demonstrated that under certain conditions, newcomers can dethrone even the most firmly
entrenched

market leader (see A Game Plan for Disruptive Marketing on page 8). The project believes that
with targeted marketing, OpenOffice.org can fit the criteria of being a 'disruptive technology',
and that the ambition of being 'the leading international office suite' is achievable within the five
year timescales of this Plan.

By 2010, the Project's goal is for the OpenOffice.org codebase to be in a position of market
leadership (>50%) in all its target markets; for it to be the office suite of choice for a majority of
all PC users; and for it to be in use by a significant percentage (>40%) of all office users
worldwide
 CHAPTER – 3

Research methodology
INTRODUCTION:

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 13countries with 11 major brand names such
as Whirlpool, Kitchen Aid, 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, itemerged
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 ³You 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.
OBJECTIVE OF STUDY
 OBJECTIVES OF THE STUDY

PRIMARY OBJECTIVE

The main purpose of this study is to determine different strategies that are adopted by the company
to achieve its targets. Moreover the strategies will be evaluated to see which is best amongst them.

SECONDARY OBJECTIVE

The secondary objective of the research is to find the image of the company among the customers.

In brief Objectives include-

 Analyzing the Market strength of JBM AUTO LTD.

 Identifying potential market for launching new product and increasing sales of existing ones.

 Explicit feed back on product performance.

 Determine relative quality perception of JBM AUTO LTD. brand.

 Establish decision-making criteria.

SECONDARY DATA

 I have used the secondary data relating to JBM AUTO LTD. and have collected following
information about various range the company has, the technology being used by company,
their marketing strategies & information about the competitors.

 All this information has been collected from the site

 “www.jbmautoltd.com”,“www.yahoo.com”, search engine of Google, magazines such as

Business India, Advertising & Marketing, Annual report of JBM Auto Ltd. etc.

PRIMARY DATA

 I have used personal interviewing where primary data can be directly collected from
respondents in consumer markets. I have chosen it because of its flexibility and capability of
 yielding a wide range of valuable new data. The desired information was secured using a data
collection instrument called Questionnaire.

 At times I also asked questions as to why the respondent has chosen C of a particular
company or what made him feel about that choice. I was keen to ensure that the respondent
was taking interest while filling the questionnaire. This ensured collection of unbiased and
accurate data, which helped me cause a lot.

 To know the brand awareness, consumer perception about JBM Auto Ltd. and their
satisfaction level, the consumer personal survey was undertaken which was based on non-
disguised structure questionnaire of 100 consumers. The consumers were surveyed randomly
from different areas of Delhi.

LIMITATIONS IN RESEARCH

Every study has its own limitations in terms of methodology and the resources available for its
conduct. This study has no expectation to it and has been carried under following limitation:

 Some of the dealers as well as the customers were not forthcoming with information as they thought
it to be a waste of time. Some customers were not able to respond due to lack of awareness.
 A number of dealers were biased towards a particular brand, which was giving them better returns.
 Some of the shop owners were not available so, contacted person was not able to present a fair view.
 Respondent’s lack of time to give information and their casual attitude was a big hindrance in the
study.
 The dealers were biased by some recent experiences, which they had with a particular distributor
regarding the service or distribution.

TOOLS & TECHNIQUES OF ANALYSIS

Following tools and techniques for analyzing data collected from various methods of data collection
such as questionnaire method, observation method etc. is as follows:

 Figure cal representation of the data.

 Tabular representation of collected data etc.
Research Design:
PRICE

Definition

In ordinary usage, price is the quantity of payment or compensation given from one party to another
in return for goods or services.

In all modern economies, the overwhelming majority of prices are quoted in (and the transactions
involve) units of some form of currency. Although in theory, prices could be quoted as quantities of
other goods or services this sort of barter exchange is rarely seen.

Price can sometimes alternatively refer to the quantity of payment requested by a seller of goods or
services, rather than the eventual payment amount. This requested amount is often called the asking
price or selling price, while the actual payment may be called the transaction price or traded price.
Likewise, the bid price or buying price is the quantity of payment offered by a buyer of goods or
services, although this meaning is more common in asset or financial markets than in consumer
markets.

Economic Definition

Economists sometimes define price in a more general or abstract sense to the widely understood
definition above. According to this view, price is defined as the ratio between the quantity of goods
that are exchanged for each other in a transaction.

For example, consider the case of two people exchanging goods, say 5 apples for 2 loaves of bread.
An economist might say that the price of apples was 2/5 = 0.4 loaves of bread. Likewise, the price of
bread would be 5/2 = 2.5 apples. Hence if we consider that currency is simply another type of good
like apples or bread, then this conception forms the general case of the widely held definition
outlined above.

However it is far from clear that this generalization serves any useful purpose at all. As noted above,
in all real economies prices are virtually always quoted in (and transactions always involve) units of
currency. Hence, an alternative view is that the most basic and general definition of price is that
involving exchange of goods or sevices for money, and that the exchange ratio between two goods is
simply derived from the two individual prices

.
The exchange ratio is sometimes referred to as the real price, while the price quoted in money
referred to as the nominal price.

This distinction is sometimes made to make sense of inflation. When all prices are quoted in terms of
money units, and the prices in money units change more or less proportionately, the ratio of
exchange may not change much. In the extreme case, if all prices quoted in money change in the
same proportion, the relative price remains the same.

It is now becoming clear that the distinction is not useful and indeed hides a major confusion. The
conventional wisdom is that proportional change in all nominal prices does not affect real price, and
hence should not affect either demand or supply and therefore also should not affect output. The new
criticism is that the crucial question is why is there more money to pay for the same old real output.
If this question is answered, it will show that dynamically, even as the real price remains exactly the
same, output in real terms can change, just because additional money allow additional output to be
traded. The supply curve can shift such that at the old price, the new higher output is sold. This shift
if not possible without additional money.

From this point of view, a price is similar to an opportunity cost, that is, what must be given up in
exchange for the good or service that is being purchased. For example, if x=1 and y=2, the relative
price of x in terms of y is 2, and the price of y in terms of x is 0.5.

SAMPLE SIZE :
Price Theory

Theory of price asserts that the market price reflects interaction between two opposing
considerations. On the one side are demand considerations based on marginal utility, while on the
other side are supply considerations based on marginal cost. An equilibrium price is supposed to be
at once equal to marginal utility (counted in units of income) from the buyer's side and marginal cost
from the seller's side. Though this view is accepted by almost every economist, and it constitutes the
core of mainstream economics, it has recently been challenged seriously.

Price and Value

There was time when people debated use-value versus exchange value, often wondering about the
paradox of value (diamond-water paradox). The use-value was supposed to give some measure of
usefulness, later refined as marginal benefit (which is marginal utility counted in common units of
value) while exchange value was the measure of how much one good was in terms of another,
namely what is now called relative price.

Austrian theory

The last objection is also sometimes interpreted as the paradox of value, which was observed by
classical economists. Adam Smith described what is now called the Diamond – Water Paradox:
diamonds command a higher price than water, yet water is essential for life, while diamonds are
merely ornamentation. One solution offered to this paradox is through the theory of marginal utility
proposed by Carl Menger, the father of the Austrian School of economics.

As William Barber put it, human volition, the human subject, was "brought to the centre of the
stage" by margin list economics, as a bargaining tool. Neoclassical economists sought to clarify
choices open to producers and consumers in market situations, and thus "fears that cleavages in the
economic structure might be unbridgeable could be suppressed".

Without denying the applicability of the Austrian theory of value as subjective only, within certain
contexts of price behavior, the Polish economist Oskar Lange felt it was necessary to attempt a
serious integration of the insights of classical political economy with neo-classical economics. This
would then result in a much more realistic theory of price and of real behavior in response to prices.
Marginalist theory lacked anything like a theory of the social framework of real market functioning,
and criticism sparked off by the capital controversy initiated by Piero Sraffa revealed that most of
the foundational tenets of the marginalist theory of value either reduced to tautologies, or that the
theory was true only if counter-factual conditions applied.
One insight often ignored in the debates about price theory is something that businessmen are keenly
aware of: in different markets, prices may not function according to the same principles except in
some very abstract (and therefore not very useful) sense. From the classical political economists to
Michal Kalecki it was known that prices for industrial goods behaved differently from prices for
agricultural goods, but this idea could be extended further to other broad classes of goods and
services.

Price as productive human labor time

Marxists assert that value derives from the volume of socially necessary abstract labor time exerted
in the creation of an object. This value does not relate to price in a simple manner, and the difficulty
of the conversion of the mass of values into the actual prices is known as the transformation
problem. However, many recent Marxists deny that any problem exists. Marx was not concerned
with proving that prices derive from values. In fact, he admonished the other classical political
economists (like Ricardo and Smith) for trying to make this proof. Rather, for Marx, price equal the
cost of production (capital-cost and labor-costs) plus the average rate of profit. So if the average rate
of profit (return on capital investment) is 22% then prices would reflect cost-of-production plus
22%. The perception that there is a transformation problem in Marx stems from the injection of
Walrasian equilibrium theory into Marxism where there is no such thing as equilibrium.

Confusion between prices and costs of production

Price is commonly confused with the notion of cost of production as in “I paid a high cost for buying
my new plasma television”. Technically, though, these are different concepts. Price is what a buyer
pays to acquire products from a seller. Cost of production concerns the seller’s investment (e.g.,
manufacturing expense) in the product being exchanged with a buyer. For marketing organizations
seeking to make a profit the hope is that price will exceed cost of production so the organization can
see financial gain from the transaction. Finally, while pricing is a topic central to a company's
profitability, pricing decisions are not limited to for-profit companies. Non-profit organizations, such
as charities, educational institutions and industry trade groups, also set prices, though this is often
not as apparent. For instance, charities seeking to raise money may set different “target” levels for
donations that reward donors with increases in status (e.g., name in newsletter), gifts or other
benefits. While a charitable organization may not call it a price in their promotional material, in
reality these targets are prices since they specify a cost that must be paid by buyers (donors) in order
to obtain something of value.
PLACE-DISTRIBUTION

A crucial decision in any marketing mix is to correctly identify the distribution channels. The
question " how to reach the customer" must always be in your mind.

-Definition: The place is where you can expect to find your customer and consequently, where the
sale is realized. Knowing this place, you have to look for a distribution channel in order to reach
your customer.

In fact, instead of "place" it would be better to use the word "distribution" but the MBA lingo uses
"place" to memorize the 4 Ps of the marketing mix!

Channels

It exists today, with the internet, more channels than in the past but basically, you have to consider
three main distribution channels:

-Selling to the customers: Whether you sell by yourself ( as retailer) whether you employ a sales
force, you are in these cases in front of the final customer. There are not intermediaries between you
and him. Unfortunately, except for the retailer business, this situation is far to be the general case.

-Selling to the retailers: For example, you manufacture the fun boards and you sell them to the
Arizona retailers. This practice could be a bit complicated.

-Selling to the wholesalers: There are maybe four or five sport articles wholesalers in Arizona. You
sell your fun boards to these big men. On turn the wholesalers sell the fun boards to the retailers
which finally sell to their customers.

In the case of Pacific Boat which manufactures its boats in Philippines for customers located in the
USA or in Europe, there is not alternative ways. It must sell through some big import export
corporate's. Pacific boat has not any contact with its final customers but of course it must know
exactly their profile. If the product does not fit to the profile of the final customer, the wholesaler
will not buy it.

As you can see, the choice of your distribution channel heavily depends on your product and place in
the productive process. If you are in coal mining, do not expect to sell some coal buckets to the final
consumer!
The next drawing summarizes the different possible channels: You are represented by the black
square, the wholesaler by the maroon one, the retailer by the yellow and the customer by the green!

Real life example:

A commodity is a product such as crude oil, coal, rice, wheat, sugar, copper and so on: Mainly
primary products and raw materials. In a commodity market, the products have very few
distinguished characteristics.

They are traded in few places like Chicago and London. In the rice market, there are maybe six or
seven big traders for the entire world in front of some hundred millions of little producers grouped in
cooperatives or primary marketing boards.

The big traders know each other very well and most of the bargain relies on trust.

Nevertheless, inside a type of channel, you keep the possibility to choose between the different
wholesalers and retailers. You have to choose the best. It means that your choice must focus on two
major facts: the margin and the image.
 Collection of Data:

 Secondary Collection:

1. Internal Data:

a. Went through some previous market studies provided by the guide.

b. Previous summer training reports to grasp knowledge about white goods market.
c. Study of product manual and salesman training report to get product knowledge.

2. External data:

a. Scanning of various business magazines.

b. Collected relevant information from the newspaper.

 Primary Data:

1. Interview Method:

Some of the employees of JBM Auto Ltd. from Sales & marketing department and a few dealers of
JBM Auto Ltd. were interviewed for the purpose of exploratory

a. study. The response obtained from them was very helpful in preparing the questionnaire for dealers
and deciding upon various classificatory and data variables.
b. Two questionnaires were designed one for the consumers and the other for the dealers. I visited 70
dealers and 100 consumers.

2. Observation Method:

Observation about the consumer behavior at dealer counter gave us lots of knowledge about the
customer expectations regarding products, counter preferences for brand and after sales service.
PROMOTION

Promotion is one of the four elements of marketing mix (product, price, promotion, distribution). It
is the communication link between sellers and buyers for the purpose of influencing, informing, or
persuading a potential buyer's purchasing decision.[1]

The following are two types of Promotion:

Above the line promotion: Promotion in the media (e.g. TV, radio, newspapers, Internet, Mobile
Phones, and, historically, illustrated songs) in which the advertiser pays an advertising agency to
place the ad

Below the line promotion: All other promotion. Much of this is intended to be subtle enough for the
consumer to be unaware that promotion is taking place. E.g. sponsorship, product placement,
endorsements, sales promotion, merchandising, direct mail, personal selling, public relations, trade
shows

The specification of five elements creates a promotional mix or promotional plan. These elements
are personal selling, advertising, sales promotion, direct marketing, and publicity.[2] A promotional
mix specifies how much attention to pay to each of the five subcategories, and how much money to
budget for each. A promotional plan can have a wide range of objectives, including: sales increases,
new product acceptance, creation of brand equity, positioning, competitive retaliations, or creation of
a corporate image. Fundamentally, however there are three basic objectives of promotion. These are:

1.) To present information to consumers as well as others

2.)To increase demand

3.)To differentiate a product.

There are different ways to promote a product in different areas of media. Promoters use internet
advertisement, special events, endorsements, and newspapers to advertise their product. Many times
with the purchase of a product there is an incentive like discounts, free items, or a contest. This is to
increase the sales of a given product.
The term "promotion" is usually an "in" expression used internally by the marketing company, but
not normally to the public or the market - phrases like "special offer" are more common. An example
of a fully integrated, long-term, large-scale promotion are My Coke Rewards and Pepsi Stuff

It is helpful to define the four main elements of the promotional mix before considering their
strengths and limitations.

(1) Advertising

Any paid form of non-personal communication of ideas or products in the "prime media": i.e.
television, newspapers, magazines, billboard posters, radio, cinema etc. Advertising is intended to
persuade and to inform. The two basic aspects of advertising are the message (what you want your
communication to say) and the medium (how you get your message across)

(2) Personal Selling

Oral communication with potential buyers of a product with the intention of making a sale. The
personal selling may focus initially on developing a relationship with the potential buyer, but will
always ultimately end with an attempt to "close the sale".

(3) Sales Promotion

Providing incentives to customers or to the distribution channel to stimulate demand for a product.

(4) Publicity

The communication of a product, brand or business by placing information about it in the media
without paying for the time or media space directly. otherwise known as "public relations" or PR.
Company Growth
New Product launches
Key priorities
SWOT- Company

Strengths

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 170countries under major
Brands (26 including Affiliates) names such as Whirlpool, Kitchen Aid, Roper, Estate,
Bauknects, Ignis, Laden, Inglis, Braotemp, Crolls andAcros.

2. Whirlpool is also the principal supplier to Searo, Roebuck and company of manymajor
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

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. Easy availability of finance.

Threats

1. Increasing competition
LIMITATIONS
 LIMITATIONS

 Due to limited time available consumer survey could not be undertaken for intended 150 consumers
and thus had to be limited to 80.

 As I reside in Delhi so the customers of Delhi area only were taken into account.

 Dealers did not disclose some of the confidential information.

 Some of the customers were non-cooperative in giving information, which hampered the actual
calculation.
CHAPTER 4
Data Analysis

And

Interpretation
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 ³place´ 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

o Company website
o Journal
 DATA ANALYSIS

Preferred brand in 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.

Preferred brand in last purchase:-

7%

23% 36% Whirlpool

LG
Godrej
10% Samsung
15%
haier

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.

Factor affecting their preference for the brand:

Brand name matters always that’s why most of the companies which was opted by
the customers they preferred because of the brand name the market leaders like LG
,Samsung is dominating because of their aggressive brand building exercise. After
this service factor comes in the pictures, for each surveyed brand people preference
revolves around two major factor brand image and service. consumer durables
represents life style 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 ³proudto 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:
 Sales

18%

yes
NO

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
theWhirlpool.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.

Customer had look on Whirlpool Product

before making the purchase decision

Knows the whirlpool

Surveyed before the

decision
77% of people surveyed know 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 ³Place´ 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 did not 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 appliancec company in
the world?

25%

Yes
75% No

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.

Factor affecting dealer focous on Brand:

18

16

14

12
LG
10
Samsung
8
Whirlpool
6 Godrej

4 Electrolux

0
Less sale effort Profitabilty After sale service Product Marketing &
Promotional
support

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 the market. This is
clearly evident that despite having good product line, better marketing support
from the LG, still 13 out of the dealers surveyed said that they are focusing on LG
because they don’t want to give much more effort to sell it. It clearly suggests that
now it is time to create the brand awareness, and push products before a customer
enters n to store. Right now the dealers in Delhi city are dealing Whirlpool much
more because of the profitability after sale service.

Interseted in Whirlpool

Positively
responded

Negatively
Responded
Series 1

Mixed reaction

0 2 4 6

Visited 32 dealers responded positively for Whirlpool and they can be negotiated for 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 that kind of image in the minds of the customers, where before
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. .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.

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 (DC)

40

35

30

25 No. of model in 175-190 ltr.

20 No. of modelin 190-230 ltr

segment
15 No. of model in full direct cool
refriderator segment 2
10

0
Haier LG Samsung Whirlpool Godrej
 CHAPTER 5

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 ³place´ strategies for
the brand. Whirlpool lacks in company support factors 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 centre facilities and
don’t know how do it, company is not having the service centres 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 centre, which creates over burden 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 there frigerators 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 and to dealers to
create awareness towards quality.

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.
 CHAPTER 6

Annexure

Bibliography
 A&M 2012, February, "LG's Fine Push & Pull Strategy".
 Business Today, April 2012, "Will LG be Lucky Enough to Strike Gold", George
Skaria.
 Johnson & Schools, "Exploring Corporate Strategy", Text and Cases. Prentice Hall
of India, 11 th Edition, 2011
 Kotler Philip, "Marketing Management", Prentice Hall of India, 2012.
 Strategic Marketing by Watson and Sons 2012 edition
www.whirlpool.com www.wikipedia.org

www.google.com

www.lgindia.com

www.samsung.com

www.godrej.com

Business today

Whirlpool, LG etc brochures

QUESTIONNAIRE
Name

Ph. No

E-mail

QUES: Which brands are preferred in last purchase?

(a) Whirlpool (b) Samsung (c) Godrej (d) LG

QUES: Which factor affecting their preference for the brand?

(a) less sales effort (b) profitability (c) after sales service (d) product

QUES: people brand awareness?

(a)yes (b) no

QUES: Aware of that“whirpool” is the largest home applicance company in the world?

(a)yes (b) no

QUES: Factor affecting dealer focuses on brand?

(a)Whirlpool (b) Samsung (c) Godrej (d) LG

QUES: What is response in whirlpool?

(a) Positive respond (b) negative respond (c) mix reaction

QUES: Comparative product models mapping

(a)Whirlpool (b) Samsung (c) Haier (d) LG