Competitor Analysis of Philips-Electrolux: Sinhgad Institute of Management and Computer Applications

COMPETITOR ANALYSIS OF PHILIPS-ELECTROLUX
PROJECT REPORT
ON
“COMPETITOR ANALYSIS OF PHILIPS-ELECTROLUX WITH SPECIAL REFERENCE TO

LCD TELEVISIONS”
BY
AMEY ASHOK JADHAV
UNDER THE GUIDANCE OF
PROF. SHAILESH PANDEY
SUBMITTED TO
UNIVERSITY OF PUNE
IN PARTIAL FULFILLMENT OF THE 2 YEARS FULL TIME COURSE
MASTER OF BUSINESS ADMINISTRATION (MBA)
ACADEMIC YEAR 2009-2011
SINHGAD INSTITUTE OF MANAGEMENT AND COMPUTER APPLICATION, NARHE-

AMBEGAON
PUNE - 411041
SINHGAD INSTITUTE OF MANAGEMENT AND COMPUTER APPLICATIONS 1

DECLARATION
I, the undersigned, hereby declare that the Project Report entitled

“COMPETITOR ANALYSIS OF PHILIPS-ELECTROLUX WITH SPECIAL REFERENCE
TO LCD TELEVISIONS” written and submitted by me to the University of
Pune, Pune in partial fulfillment of the requirements for the award of
degree of “MASTER OF BUSINESS ADMINISTRATION” under the guidance
of Prof. SHAILESH PANDEY is my original work and the conclusions drawn
therein are based on the material collected by myself.
Place: Pune AMEY. A. JADHAV

Date: Research Student
GUIDE’S CERTIFICATE

This is to certify that the Project Report entitled “COMPETITOR ANALYSIS
OF PHILIPS-ELECTROLUX WITH SPECIAL REFERENCE TO LCD TELEVISIONS”
which is being submitted herewith for the award of the degree of
Master of Business Administration of University of Pune, Pune is the
result of the original research work completed by “AMEY ASHOK JADHAV”
under my supervision and guidance and to the best of my knowledge
and belief the work embodied in this Project Report has not formed
earlier the basis for the award of any degree or similar title of this or
any other University or examining body.
Place: Pune Prof. SHAILESH PANDEY

Date: Research Guide

In formulating business strategy, managers must consider the strategies of the

firm's competitors. While in highly fragmented commodity industries the moves

of any single competitor may be less important, in concentrated industries

competitor analysis becomes a vital part of strategic planning.
Competitor analysis has two primary activities,
1) Obtaining information about important competitors, and
2) Using that information to predict competitor behaviour.
The goal of competitor analysis is to understand:
 with which competitors to compete,

 competitors' strategies and planned actions,
 how competitors might react to a firm's actions,
 How to influence competitor behavior to the firm's own advantage.
Casual knowledge about competitors usually is insufficient in competitor analysis.

Rather, competitors should be analyzed systematically; using organized
competitor intelligence-gathering to compile a wide array of information so that
well informed strategy decisions can be made.
Competitor Analysis Framework
Michael Porter presented a framework for analyzing competitors. This framework

is based on the following four key aspects of a competitor:
 Competitor's objectives
 Competitor's assumptions
 Competitor's strategy
 Competitor's capabilities
Objectives and assumptions are what drive the competitor, and strategy and
capabilities are what the competitor is doing or is capable of doing. These
components can be depicted as shown in the following diagram:

A competitor analysis should include the more important existing competitors as

well as potential competitors such as those firms that might enter the industry,
for example, by extending their present strategy or by vertically integrating.
Competitor's Current Strategy
The two main sources of information about a competitor's strategy is what the
competitor says and what it does. What a competitor is saying about its strategy
is revealed in:
 annual shareholder reports

 10K reports
 interviews with analysts
 statements by managers
 press releases
However, this stated strategy often differs from what the competitor actually is
doing. What the competitor is doing is evident in where its cash flow is directed,
such as in the following tangible actions:
 hiring activity
 R & D projects
 capital investments
 promotional campaigns
 strategic partnerships
 mergers and acquisitions
Competitor's Objectives
Knowledge of a competitor's objectives facilitates a better prediction of the

competitor's reaction to different competitive moves. For example, a competitor
that is focused on reaching short-term financial goals might not be willing to
spend much money responding to a competitive attack. Rather, such a competitor
might favour focusing on the products that hold positions that better can be
defended. On the other hand, a company that has no short term profitability
objectives might be willing to participate in destructive price competition in which
neither firm earns a profit.
Competitor objectives may be financial or other types. Some examples include

growth rate, market share, and technology leadership. Goals may be associated
with each hierarchical level of strategy - corporate, business unit, and functional
level.
The competitor's organizational structure provides clues as to which functions of

the company are deemed to be the more important. For example, those functions
that report directly to the chief executive officer are likely to be given priority
over those that report to a senior vice president.

Other aspects of the competitor that serve as indicators of its objectives include
risk tolerance, management incentives, backgrounds of the executives,
composition of the board of directors, legal or contractual restrictions, and any
additional corporate-level goals that may influence the competing business unit.
Whether the competitor is meeting its objectives provides an indication of how

likely it is to change its strategy.
Competitor's Assumptions
The assumptions that a competitor's managers hold about their firm and their
industry help to define the moves that they will consider. For example, if in the
past the industry introduced a new type of product that failed, the industry
executives may assume that there is no market for the product. Such assumptions
are not always accurate and if incorrect may present opportunities. For example,
new entrants may have the opportunity to introduce a product similar to a
previously unsuccessful one without retaliation because incumbent firms may not
take their threat seriously. Honda was able to enter the U.S. motorcycle market
with a small motorbike because U.S. manufacturers had assumed that there was
no market for small bikes based on their past experience.
A competitor's assumptions may be based on a number of factors, including any

of the following:
 beliefs about its competitive position

 past experience with a product
 regional factors
 industry trends
 rules of thumb

A thorough competitor analysis also would include assumptions that a competitor

makes about its own competitors, and whether that assessment is accurate.
Competitor's Resources and Capabilities
Knowledge of the competitor's assumptions, objectives, and current strategy is

useful in understanding how the competitor might want to respond to a
competitive attack. However, its resources and capabilities determine its ability to
respond effectively.
A competitor's capabilities can be analyzed according to its strengths and

weaknesses in various functional areas, as is done in a SWOT analysis. The
competitor's strengths define its capabilities. The analysis can be taken further to
evaluate the competitor's ability to increase its capabilities in certain areas. A
financial analysis can be performed to reveal its sustainable growth rate.
Finally, since the competitive environment is dynamic, the competitor's ability to

react swiftly to change should be evaluated. Some firms have heavy momentum
and may continue for many years in the same direction before adapting. Others
are able to mobilize and adapt very quickly. Factors that slow a company down
include low cash reserves, large investments in fixed assets, and an organizational
structure that hinders quick action.
Competitor Response Profile
Information from an analysis of the competitor's objectives, assumptions,

strategy, and capabilities can be compiled into a response profile of possible
moves that might be made by the competitor. This profile includes both potential
offensive and defensive moves. The specific moves and their expected strength
can be estimated using information gleaned from the analysis.
The result of the competitor analysis should be an improved ability to predict the
competitor's behaviour and even to influence that behaviour to the firm's
advantage.


Competitor analysis has several important roles in strategic planning:
• To help management understand their competitive advantages/disadvantages

relative to competitors
• To generate understanding of competitors’ past, present (and most importantly)

future strategies
• To provide an informed basis to develop strategies to achieve competitive

advantage in the future
• To help forecast the returns that may be made from future investments (e.g.
how will competitors respond to a new product or pricing strategy?

What businesses probably already What businesses probably already

know their competitors know their competitors
Overall sales and profits Sales and profits by product
Sales and profits by market Relative costs
Sales by main brand Customer satisfaction and service
levels
Cost structure Customer retention levels
Market shares (revenues and volumes) Distribution costs
Organization structure New product strategies
Identity / profile of senior Size and quality of customer databases
management
Advertising strategy and spending Advertising effectiveness
Customer / consumer profile & Future investment strategy
attitudes
Customer retention levels Contractual terms with key suppliers
Terms of strategic partnerships

 To study the competitive environment of consumer durable goods (LCD)

market.
 Which are the major players of consumer durable goods (LCD) market?
 To find the market share of other competitor.
 What competitors are offering?
 To find out customers parameter of purchasing from dealer point view.
 To find out market condition of consumer durable (LCD) in Pune.


PROFILE OF THE ORGANISATION
Koninklijke Philips Electronics N.V. (Royal Philips Electronics Inc.), most

commonly known as Philips, is a multinational Dutch electronics corporation.
Philips is one of the largest electronics companies in the world. In 2009, its sales
were €23.18 billion. The company employs 115,924 people in more than 60
countries.
Philips is organized in a number of sectors: Philips Consumer Lifestyles (formerly

Philips Consumer Electronics and Philips Domestic Appliances and Personal Care),
Philips Lighting and Philips Healthcare (formerly Philips Medical Systems).

History
The company was founded in 1891 by Gerard Philips, a maternal cousin of Karl
Marx, in Eindhoven, Netherlands. Its first products were light bulbs and other
electro-technical equipment. Its first factory survives as a museum devoted to
light sculpture. In the 1920s, the company started to manufacture other products,
such as vacuum tubes (also known worldwide as 'valves'), in 1927 they acquired
the British electronic valve manufacturers Mullard and in 1932 the German tube
manufacturer Valvo, both of which became subsidiaries. In 1939 they introduced
their electric razor, the Philishave (marketed in the USA using the Norelco brand
name).
Main inventions
 Compact Cassette
In 1962 Philips invented the compact audio cassette medium for audio storage.
Although there were other magnetic tape cartridge systems, the Compact
Cassette became dominant as a result of Philips's decision to license the format
free of charge.
 Laserdisc
Laserdisc was a 30 cm disc designed with MCA meant to compete with VHS and
even replace it. It was not as generally popular as VHS, because of the initial

investment costs of players, somewhat higher costs of movie titles, and the read-
only format. But like Betamax, it enjoyed extensive success among serious video
collectors. The technologies created for Laserdisc would later be used again for
the Compact Disc.
 Compact Disc
Although Philips' and MCA's Laserdisc project never reached the VHS mass market
level, Philips still thought the format should be able to succeed, and (with Sony's
help), in 1982 they launched the smaller CD.
 DVD
The DVD, the eventual successor of the CD, met a long road of setbacks. Philips
wanted to continue with the CD in a new format called MultiMedia Compact Disc
(MMCD), while another group (led by Toshiba) was developing a competing
format, then named Super Density (SD) disc. Their representatives approached
IBM for advice on the file system. IBM also learned of Philips' and Sony's initiative.
IBM convinced a group of computer industry experts to form a working group.
The Technical Working Group (TWG) voted to boycott both formats unless they
merged to prevent another format war (like the videotape format war). The result
was the DVD specification, finalized in 1995. The DVD video format was first
introduced in Japan in 1996, later in 1997 in the U.S. as limited test run, then
across Europe and the other continents from late 1998 onwards.
 Blu-Ray
Blu-Ray, yet again primarily developed by Philips and Sony, utilizes blue-violet
colored diodes to create an even shorter wavelength beam than CD or DVD.
Because of this, the capacity is much more than that of CD or DVD, being 25 GB
single-layered or 50 GB dual-layered.
Corporate affairs
In 2004, Philips abandoned the slogan "Let's make things better" in favour of a
new one: "Sense and simplicity".
Origin, now part of Atos Origin, is a former division of Philips.

Its record division, Polygram, was sold to Seagram in 1998 to form Universal
Music Group.
Philips Intellectual Property and Standards, is the company's division dealing with
licensing, trademark protection and patenting. Philips currently holds about
55,000 patent rights, 33,000 trademark registrations, and 49,000 design
registrations.
Presence in India
Philips started operations in India at Kolkata (Calcutta) in 1930 under the name
Philips Electrical Co. (India) Pvt Ltd, comprising a staff of 75. It was a sales outlet
for Philips lamps imported from overseas.
In 1938, Philips India set up its first Indian lamp-manufacturing factory in Kolkata.
After the Second World War in 1948, Philips started manufacturing radios in
Kolkata. In 1959, a second radio factory is established near Pune.
 In 1957, the company is converted into a public limited company, renamed

"Philips India Ltd".
 In 1965 on 3 April, the millionth Philips radio is manufactured in India.

 In 1970 a new consumer electronics factory is started in Pimpri near Pune.

(This factory was shut down in 2006.)
 In 1982, Philips brought colour television transmission to India with the
supply of four outdoor broadcast vans to DD National during the IX Asian
Games.
 In 1996, the Philips Software Centre was established in Bangalore (It is now
called the Philips Innovation Campus).
 In 2008, Philips India entered a new product category, water purifiers
designed and made in India, and exported to other countries.
As of 2008, Philips India has about 4,000 employees.
Major consumer electronics products
1951 – Introduced the Philishave two-headed rotary shaver, marketed in the USA
under the Norelco name.
1963 – Introduced the Compact cassette.
1963 – Introduced the first domestic home video tape recorder, the 405 line 1"
tape reel model EL3400.
1978 – Introduced the laserdisc player, using technology invented in the 1960s.
1978 – Introduced the Philips Videopac G7000 (pictured at right), a home video
game console developed by its Magnavox division. Marketed in the United States
as the Odyssey console. Variations of the console are sold worldwide through
1984.
1979 – Introduced the Video 2000-system: a technically superior design, but a

commercial failure.

1982 – Launched the Compact Disc in partnership with Sony.
1983 – Participated in developing the MSX home computer standard. This

computer standard was mainly popular in Japan and the Netherlands.
1991 – Introduced the CD-i, the Compact Disc Interactive system which had many
video-game console-type features, but was not a sales success.
1992 – Launched the ill-fated Digital Compact Cassette format.
1995 – Manufactured the Atari Jaguar's CD add-on for Atari.
1999 – Launched the Super Audio CD in partnership with Sony.
2000 - Launched the luminaries Iridium.
2001 – Successfully launched the Senseo coffeemaker, first in the Netherlands

and from 2002 onwards, in other countries across Europe. It produces coffee by
brewing from custom-made pads containing coffee grounds. The original Senseo
pads are produced by Douwe Egberts. The Senseo has been available in the US
since 2004.
2004 – Philips HomeLabs research center created the Mirror TV technology used
in their MiraVision television line.
2006 – Introduced the Blu-ray Disc in partnership with Sony.
2008 – Introduced flatscreen with WOW VX technology. (3D tv)
2008 – Introduced the Relationship Care range of Philips Intimate Massagers to

the UK market.
The company receives a royalty on every DVD manufactured.
2009 – Introduced the Philips Cinema 21:9 TV in a widescreen mode for HDTVs
with an LCD display using the aspect ratio.

The Electrolux Group is a publicly-owned, Swedish manufacturer of home and

professional appliances for cooking and cleaning.
Electrolux products include white goods and vacuum cleaners sold under a variety
of brand names, including its own.
Forbes Magazine says Electrolux is one of the top 5 companies in consumer

durable goods, worldwide, and named it to its list of 130 Global High Performers
in 2010.
Notable products
1919: The Lux vacuum is the first product Electrolux sold.
1925: D, Electrolux's first refrigerator, is an absorption model.

1940: Assistant, the company's only wartime consumer product, is a mixer /food
processor.
1951: W 20, Electrolux's first home washing machine, is manufactured in post-

World War II Gothenburg, Sweden.
1959: D 10, the company's first dishwasher, is a countertop model nicknamed

"round jar".
1964: Luxomatic is a feature-filled vacuum cleaner that uses self-sealing paper

dust bags.
2001: Launch of the Electrolux Trilobite, a robot vacuum cleaner.
2002: The Washy Talky 'talking' washing machine goes on sale in India.
PHILIPS-ELECTROLUX JOINT VENTURE
Videocon has set up a separate business unit to market and sell Electrolux and
Philips brands in India. Videocon acquired the rights for marketing Philips
television in India, in April. It already has the India brand rights for Electrolux
home appliances.
Currently, Videocon operates through product-specific business units that

manage multiple brands and the new entity will change the existing structure.
Anil Khera will be the chief executive officer for the Philips-Electrolux unit, who
will be shouldering this additional role along with continuing to head Videocon’s
direct-to-home and mobile handsets businesses. The group has also hired Sajeev
Rajasekharan as the COO of Electrolux and Neeraj Sethi as COO of Philips brand.
The five-year agreement was signed when Videocon acquired the manufacturing
operations of Electrolux in India along with rights to market appliance brands
Electrolux and Kelvinator in the country. The discussions about renewal of the
contract between Videocon and Electrolux are one.

Philips and Electrolux were clubbed together as a business unit as they are the
premium brands in the Videocon portfolio and complement rather than compete
with each other given their product mix.

RESEARCH METHODOLOGY
Research in common refers to a search for knowledge. One can also define
research as a scientific and systematic search for pertinent information of a
specific topic. It is the pursuit of truth with the help of study observation,
comparison and experiment.
Developing Research Plan
After deciding the objective of marketing research next step is deciding research
plan for gathering effective information related to this research project. The
research plan consists of following steps, which are discussed subsequently.
Research Design
1. Descriptive Research: -

In my market survey descriptive research process was carried out to describe the
market characteristics, competitor profiles, marketing strategies, market
potential, etc.
2. Data source:-
While project study I used primary as well as secondary data source. For primary
data collection I visited retailers in Pune region and for secondary data went
through various journals and Internet also. The information collected is relevant,
correct and unbiased.
3. Research Approach:-
I followed survey technique for collecting the data. In market survey of Philips-
Electrolux I have used survey research approach. Here I carried out information
from retailers. I have carefully selected the instrument and methods of surveying
like I have chosen personal contact methods, not telephone survey because of
higher response rate meaningful responses. This helped me to get the general
feedback in Philips-Electrolux etc.
4. Research Instruments:
The research instrument used was questionnaire form. For this I have visited
outlets and check the competition facing by Philips-Electrolux brand from others
in market. A detailed questionnaire was prepared for this. In my research process
I have used close ended and open- ended questionnaire where respondents could

answer in their manner. Through this I was able to extract information from the
respondents about Philips-Electrolux and other brand competing each other.
5. Sampling Plan:
In designing a sampling plan following points where considered:
Sampling unit
It includes who is to be surveyed in research. I have surveyed retailers of Pune

region.
Sampling size
I have surveyed about each and every outlet of the area specified to me size
would reach up to 50 retailers. I have covered the area of Pune region like
Sinhgad Road, Tilak Road, Swargate, Shivaji nagar, Kadki, etc.
Sampling Technique
For carrying out survey at retail level non-probability method, convenience

sampling technique is used.
6. Methods of data interpretation:
In this market study I have used pie chart and bar chart for data analysis and
interpretation.
Data Collection

This report was prepared after collecting data from the retailers/ dealers and past
data was arranged from the various studies conducted in last few years and
various other records of company.
Primary Data:
These data were collected by personal interview with retailers/ dealer. For this
purpose questionnaires were prepared in such that all necessary data would be
collected.
Secondary Data:
Information regarding the project, secondary data was also required. These data
were collected from various past studies and other sources of the company.

 The number of brands of which retailers are aware of
Number of Brands known to Retailers

One 0
Two 0
Three 4
More than Three 46
No. of Brands Known

8%
One
Two
Three
More Than Three
92%

INTERPRETATION
The number of brands of which retailers are aware of are more than 3
because more than 90%.
 The important parameter on which LCD’s mostly sold
Most important Parameter

Price 32
Quality 12
Brand name 4
Various Schemes 2
Parameter
35
30
25
20
15
10
5
0
Price Quality Brand Name Various Schemess
Parameter

INTERPRETATION
64% retailers says that its price on the basis of which customer purchase
LCD’s. 24% says that it is quality and 8% says that it is Brand Name. So,
price is important parameter for selling a LCD.
 The brand of LCD that mostly sold from retail shop
Most Selling Brand

SAMSUNG 12
SONY 24
LG 10
PANASONIC 2
OTHERS 2
Maximum Sales
4%4%
Samsung
24%
Sony
20% LG
Panasonic
Others
48%
INTERPRETATION

The maximum selling brand in LCD’s in Pune region seems to be Sony because
48% of retailer’s maximum sells is from Sony. No retailer from Pune region sells
Philips-Electrolux LCD as maximum sales.
 The profit margin they gets maximum from the company
Maximum Profit Margin

SAMSUNG 18
SONY 14
LG 8
PANASONIC 6
OTHERS 4
Maximum Sales Margin

8%
Samsung
12% Sony
36% LG
Panasonic
16% Others
28%
INTERPRETATION

According to above data it was found that Samsung leads by giving more profit
margins to their retailer.
 The most satisfying post sales service by a particular brand
Most Satisfying Post Sales Service

SAMSUNG 24
SONY 12
LG 6
PANASONIC 6
OTHERS 2
Most Satisfying Service

4%
12% Samsung
Sony
LG
12% Panasonic
48%
Others
24%
INTERPRETATION
From the above data we can interpret that here also Samsung leads by
giving most satisfying service to their customers.

 The most schemes provided by particular brand
Most Schemes Provided

SAMSUNG 16
SONY 12
LG 18
PANASONIC 2
OTHERS 2
Schemes Provided
4% 4%
Samsung
32% Sony
LG
36% Panasonic
Others
24%
INTERPRETATION
From the above data we can interpret that brand which provides most
schemes to their retailers is LG.
 The ranking of particular brand according to their consumer demand

Ranking According to Consumer Demand

SAMSUNG 16
SONY 24
LG 6
PANASONIC 4
OTHERS 2
Ranking
4%
8% SONY
Samsung
12% LG
46% Panasonic
Others
31%
INTERPRETATION
Most of the consumers ranked SONY as their first preference, the second choice is
to SAMSUNG and then to LG.

PHILIPS-ELECTROLUX LCDS’ ANALYSIS BASED ON
PORTERS’ FIVE FORCE MODEL

 Threat Of New Entrants
A growing industry often faces threat of new entrants that can alter the
competitive environment. Same is with the consumer durable goods as Philips-

Electrolux has a threat that new entrant like VU, Sharpe, Sansui and many
more could increase competition.
 Rivalry Among Existing Competitors
Rivalry among existing competitors is often the most conspicuous of the

competitions. Companies like LG, SONY, SAMSUNG, PANASONIC are mutually
dependent and thus any competitive move of a firm usually affects others
and may be retaliated.
 Threat Of Substitutes
An important force of competition is the power of substitutes. The kind of

substitute of which Philip LCDS’ have threat is that, many technological
changes are been taking place in market. The entry of LED television can be
substituted to current LCD range. 3D technology is another threat for LCD
technology.
 Bargaining Power Of Suppliers
Profit margin is the point where suppliers could bargain for having more
profit and the company which provides maximum profit they promotes that
particular brand of LCDs.
 Bargaining Power Of Buyers

There is different degree of bargaining power of buyers. From the analysis it

comes out that buyers could compete the industry by forcing down prices
of LCDs’, bargaining for higher quality or more services.

FINDINGS
 The number of brands of which retailers are aware of are more than 3
because more than 90%.

 Brands such as Samsung, Sony, LG & Panasonic are well known brands and
known to almost all retailers.
 64% retailers says that its price on the basis of which customer
purchase LCD’s. 24% says that it is quality and 8% says that it is
Brand Name. So, price is important parameter for selling a LCD.
 The maximum selling brand in LCD’s in Pune region seems to be Sony

because 48% of retailer’s maximum sells is from Sony.
SUGGESTIONS
 Company should have their post sale services network good for attracting
more number of consumers.

 Company should do regular visit to the retail outlets for having more
personal contacts with retailers.
 During the project work it was found that less promotional activity is
causing loss of market base for Philips so company should promote
their products more aggressively.
 Introduction of new technology like LED, IPS panel and 3D can make
difference.
 Company should have good warranty period of their product which is less
can compete with other brands in the market
 Company could encash brand name by giving little bit more profit
margins to retailers in comparisons to others.
 Company should create more awareness in customers as well as in

retailers regarding Philip LCD television.

CONCLUSION
1. Philip-Electrolux is one of the leading company of consumer durable

goods but when it comes to LCDs’ it is not so. Quality and good
service is something what required for its supremacy.

2. After analyzing competitors it can be said that others brands is

causing cut- throat competition for the organized sector.
3. In the project it was observed that LCDs’ having quality and long
replacement warranty are leading the market.
4. After analyzing the market it can be said that post sales service plays
a vital role in market penetration.
5. Retailers are expecting more profit margins from brands.

BIBILIOGRAPHY
BOOKS & JOURNALS
⇨ KOTLER PHILIP, MARKETING MANAGEMENT, PEARSON EDUCATION,

13th EDITION
⇨ KOTHARI C.R., RESEARCH MRTHODOLOGY, NEW AGE INTERNATIONAL

PUBLISHERS, REVISED 2nd EDITION
⇨ CHERUNILAM FRANCHIS, BUSINESS ENVIRONMENT, HIMALAYA PUBLISHING

HOUSE
WEB SITE
⇨ www.google.com
⇨www.philips.co.in
⇨www.electrolux.com

Retail shop
Address
Retailer’s Name
Contact no.
QUESTIONNAIRE

1) Do you sale LCD from your shop?

a. YES
b. NO
2) How many LCDs’ do you keep in your store?
a. 0-2
b. 2-4
c. 4-6
d. More than 6.
3) How many brand of LCD are you aware of?
a. ONE
b. TWO
c. THREE
d. MORE THAN THREE
4) Name the LCD brand you are aware of.

a. ………………………………………………..
b. ………………………………………………..
c. ………………………………………………..
d. ………………………………………………..
e. ………………………………………………..
5) What is the important parameter for more sale of LCD?

a. Price
b. Quality
c. Brand Name
d. Schemes
6) Which is the brand of LCD that mostly sold from your shop?
a. SONY
b. SAMSUNG
c. LG
d. PANASONIC
e. OTHERS
7) Which brand gives you most satisfying post sales service?
a. SONY
b. SAMSUNG
c. LG
d. PANASONIC
e. OTHERS
8) Which company’s LCD gives you highest profit margin?

a. SONY
b. SAMSUNG
c. LG
d. PANASONIC
e. OTHERS
9) Does there any new brand enter in LCD market?
a. YES
b. NO
If Yes, Name the Brand: ………………………………………
10) Which brand gives more schemes in their products?
a. SONY
b. SAMSUNG
c. LG
d. PANASONIC
e. OTHERS
11) Are you aware about Philips-Electrolux LCD?
a. YES

b. NO
12) Rank the brands according to the consumers demand.
a. SONY
b. SAMSUNG
c. LG
d. PANASONIC
e. OTHERS

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COMPETITOR ANALYSIS OF PHILIPS-ELECTROLUX

“COMPETITOR ANALYSIS OF PHILIPS-ELECTROLUX WITH SPECIAL REFERENCE TO

AMEY ASHOK JADHAV

UNDER THE GUIDANCE OF

PROF. SHAILESH PANDEY

IN PARTIAL FULFILLMENT OF THE 2 YEARS FULL TIME COURSE

MASTER OF BUSINESS ADMINISTRATION (MBA)

ACADEMIC YEAR 2009-2011

SINHGAD INSTITUTE OF MANAGEMENT AND COMPUTER APPLICATION, NARHE-

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I, the undersigned, hereby declare that the Project Report entitled

Place: Pune AMEY. A. JADHAV

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This is to certify that the Project Report entitled “COMPETITOR ANALYSIS

OF PHILIPS-ELECTROLUX WITH SPECIAL REFERENCE TO LCD TELEVISIONS”

which is being submitted herewith for the award of the degree of

Master of Business Administration of University of Pune, Pune is the

result of the original research work completed by “AMEY ASHOK JADHAV”

under my supervision and guidance and to the best of my knowledge

any other University or examining body.

Place: Pune Prof. SHAILESH PANDEY

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In formulating business strategy, managers must consider the strategies of the

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of any single competitor may be less important, in concentrated industries

Competitor analysis has two primary activities,

1) Obtaining information about important competitors, and

2) Using that information to predict competitor behaviour.

The goal of competitor analysis is to understand:

 with which competitors to compete,

Casual knowledge about competitors usually is insufficient in competitor analysis.

Competitor Analysis Framework

Michael Porter presented a framework for analyzing competitors. This framework

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A competitor analysis should include the more important existing competitors as

Competitor's Current Strategy

 annual shareholder reports

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Knowledge of a competitor's objectives facilitates a better prediction of the

Competitor objectives may be financial or other types. Some examples include

The competitor's organizational structure provides clues as to which functions of

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Whether the competitor is meeting its objectives provides an indication of how

A competitor's assumptions may be based on a number of factors, including any

 beliefs about its competitive position

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A thorough competitor analysis also would include assumptions that a competitor

Competitor's Resources and Capabilities

Knowledge of the competitor's assumptions, objectives, and current strategy is

A competitor's capabilities can be analyzed according to its strengths and

Finally, since the competitive environment is dynamic, the competitor's ability to

Competitor Response Profile

Information from an analysis of the competitor's objectives, assumptions,

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Competitor analysis has several important roles in strategic planning:

• To help management understand their competitive advantages/disadvantages

• To generate understanding of competitors’ past, present (and most importantly)

• To provide an informed basis to develop strategies to achieve competitive

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What businesses probably already What businesses probably already

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