INDUSTRIAL EXPOSURE PROJECT

A STUDY OF ELECTRONIC INDUSTRY

“WHIRLPOOL CORPORATION”
Submitted in Partial Fulfillment of the requirements for the
Award of Degree of Bachelor of Business Administration
(BBA)
2016-2019
Submitted by: Yamini patray

Under the guidance of: MR. Shakti Sharma

BHARATI VIDYAPEETHUNIVERSITY
SCHOOL OF DISTANCE EDUCATION,
Academic Study Center – BVIMR, New Delhi
(A Constituent Unit of Bharati Vidyapeeth University
,Pune)AnISO9001:2000CertifiedInstitute
1
 NAAC Re-Accreditation Grade “A” University

DECLARATION

This is to certify that I have completed a Project titled " A STUDY OF ELECTRONIC

INDUSTRY“WHIRLPOOL CORPORATION”under the guidance of Shakti Sharma

in the partial fulfilment of the requirement for the award of Bachelors of Business

Administration of BharatiVidyapeeth University, Delhi. This is an original piece of work

& I have not submitted it earlier elsewhere.

2
 PREFACE

It is designed in such a way that student can grasp maximum knowledge and can get
practical exposure to the corporate world in minimum possible time. Business schools of
today realize the importance of practical knowledge over the theoretical base. The
research report is necessary as it provides an opportunity to the researcher in
understanding the industry with special emphasis on the development of skills in
analyzing and interpreting practical problems through the application of management
theories and techniques. It is a new platform of learning through practical experience.

3
 ACKNOWLEDGEMENT

When we are trying hard to get down to preparing " A STUDY OF ELECTRONIC
INDUSTRY“WHIRLPOOL CORPORATION” after a tiring day at college at this time
we need all the encouragement we can get. This encouragement is more effective than
other that are given at another situation. It is very difficult to prepare a project almost
when we are new for this experience. Without any help or guide it is not easy to achieve
given target.

First and foremost, I express my deep sense of gratitude to Shakti Sharma, his helping
nature and his enthusiasm has been source of constant inspiration.
I am also very thankful to all the faculty members, the whole college staff for providing
me with necessary facilities and support, essential for bringing out this work in a short
time.

Yamini patray

4
CONTENTS
CHAPTER 1:- Introduction to Company

1.1:- Nature of Business/History

1.2:- Type & Ownership pattern

1.3:- Organisational structure

1.4:- Production Layout

1.5:-Organizational Policies

CHAPTER 2:- Industrial Analysis

2.1:- Industrial Overview

2.2:- Current Issues

2.3:- Key Competitors

2.4:- Environmental Scanning (PESTEL analysis)

2.5:-Porter’s Five Forces Model of Competition

CHAPTER 3:- Marketing Strategy

3.1:- Products of the company

3.2:- 4'Ps

3.3:- STP (Segmenting Targeting and Positioning)

3.4:- Distribution Channels

3.5:- Promotion Strategy

5
CHAPTER 4:- Financial Analysis

4.1:- Sources of Finances

4.2:- Ratio Analysis (Any 3)

4.3:-Net Profit or Net Balance Sheet

CHAPTER 5:- Key learning from the company and Recommendations

5.1:- Performance Analysis of the company [Minimum 4-5 lines]

5.2:- Reasons for the diversification of the company

5.3:- Comment on Organizational Leadership

5.4:- Market Share / Growth Rate of the company

5.5:- SWOT Analysis of the company

CHAPTER 6:- Finding

CHAPTER 7:- Conclusion

6
 CHAPTER 1: INTRODUCTION TO COMPANY
INTRODUCTION

The Whirlpool Corporation is an American multinational manufacturer and marketer

of home appliances, headquartered in Benton Charter Township, Michigan, United
States, near Benton Harbor, Michigan.[2][3] The Fortune 500[4] company has annual
revenue of approximately $21 billion, 100,000 employees, and more than 70
manufacturing and technology research centers around the world. The company markets
Whirlpool, Maytag, KitchenAid, Jenn-Air, Amana, Gladiator GarageWorks, Inglis,
Estate, Brastemp, Bauknecht, Indesit, and Consul. Whirlpool Corporation is the world's
largest home appliance maker.[5]
In the U.S., Whirlpool has eight manufacturing facilities: Amana, Iowa; Tulsa,
Oklahoma; Cleveland, Tennessee; Ohio: Clyde, Findlay, Greenville, Marion (and Ottawa,
Ohio).
Whirlpool entered India in the late 1980s as part of its global expansion strategy. It
forayed into the market under a joint venture with TVS group and established the first
Whirlpool manufacturing facility in Pondicherry for washing machine category.

In 1995 Whirlpool acquired Kelvinator India Limited and marked an entry into the
refrigerator market as well. The same year the company also saw acquisition of major
shares in TVS joint venture and later in 1996, Kelvinator and TVS acquisitions were
merged to create, Whirlpool of India Limited. This expanded the company's portfolio in
the Indian subcontinent to washing machines, refrigerator, microwave ovens and air
conditioners.

Whirlpool of India Limited headquartered in Gurugram, is now one of the leading

manufacturers and marketers of major home appliances in the country. The company
owns three state-of-the-art manufacturing facilities at Faridabad, Pondicherry and Pune.
Each of the manufacturing set-up features an infrastructure that is witness of Whirlpool's
commitment to providing its consumer with forward looking solutions.

HISTORY
Before they founded the Upton Machine Company on November 11, 1911, Louis
Upton (Lou) worked as an insurance salesman and his uncle, Emory Upton, owned

7
a machine shop. Following a failed business venture, Lou acquired a patent to a manual
clothes washer and he approached Emory to see if he could add an electric motor to the
design. With the aid of a $5,000 investment from retailing executive Lowell Bassford,
they began to produce electric motor-driven wringer washers.[6][7] Soon after its founding,
Lou's younger brother Fred joined the company. Their first customer, the Federal Electric
division of Commonwealth Edison, ordered 100 machines, but a fault in the gear
transmission led the customer to threaten their return.[8] After the machines
were recalled and repaired, Federal Electric doubled the order.[9] They remained a
customer for three years, when they began to produce their own washers. The loss of
Federal Electric forced Upton to diversify temporarily until, in 1916, they landed Sears,
Roebuck & Co. as a customer. Sears began selling two types of Upton wringer washers
under the "Allen" brand,[6] one for $54.75 and a deluxe model for $95. Sales grew quickly
and in 1921, Sears appointed Upton as their sole supplier of washers.[6][10] To avoid
becoming over-reliant on Sears, Upton began marketing a washer under their own brand
name.[6]
The increasing volume of sales led Upton to merge with the Nineteen Hundred Washer
Company of Binghamton, New York in 1929, adopting the name Nineteen Hundred
Corporation. The company was relatively unaffected by the Great Depression; during
World War II, its factories were converted to armament production. In 1947, it introduced
an automatic, spinner-type washer sold by Sears under the "Kenmore" brand, and a year
later, sold by the company under the "Whirlpool" brand name. Lou retired as president in
1949, and was replaced by Elisha "Bud" Gray II.[6]
In response to the post-war consumer demand for convenience products, the company
launched a range of home laundry products including wringer and automatic washers,
dryers, and irons.[6] In 1950, The Nineteen Hundred Corporation was renamed as the
Whirlpool Corporation. In 1951, the philanthropic Whirlpool Foundation was established.
To better compete with more diversified manufacturers, in 1955 Whirlpool acquired
Seeger Refrigerator Company and RCA's air conditioner and cooking range lines. The
company changed its name to Whirlpool-Seeger Corporation and began using the RCA-
Whirlpool brand name.[6] Whirlpool acquired International Harvester Company's
refrigeration plant in Evansville, IN in 1955.[11] In 1956, a 100-acre (0.40 km2)
administrative center was opened in Benton Harbor, Michigan. In 1957, the RCA
Whirlpool Miracle Kitchen was introduced with an estimated 15 million television
viewers. The company changed its name back to Whirlpool Corporation.
In 1962, the company's research laboratories won a contract from NASA to develop the
food and waste management system for Project Gemini.[12] In 1966, Whirlpool dropped
the RCA name so the brand name became Whirlpool. The following year, the company
introduced a 24-hour helpline. By 1978, annual revenues exceeded $2 billion.

8
 TYPE & OWNERSHIP PATTERN

Holder's Name No of Shares % Share Holding

ForeignInstitutions 5794413 4.57%

ForeignPromoter 95153872 75%

NBanksMutualFunds 12177928 9.6%

GeneralPublic 8943121 7.05%

Others 4416585 3.48%

FinancialInstitutions 385278 0.3%

CentralGovt 633 0%

9
 Organizational Structure

Jeff M. Fettig

10
Board of Directors, Executive Committee

David Binkley
Executive Committee

David Szczupak, Executive Committee

Diane M. Dietz
Board of Directors, Finance Committee, Governance/ Nominating Committee

11
Esther Berrozpe
Executive Committee

Gary T. DiCamillo
Audit Committee, Board of Directors, Finance Committee

Gerri Elliott
Audit Committee, Board of Directors, Human Resources Committee

12
Greg Creed
Board of Directors

Harish Manwani
Board of Directors, Finance Committee, Governance/ Nominating Committee

Production Layout
Raw Materials
Many parts of a washing machine are manufactured from sheet steel, usually coated with
zinc to improve rust resistance. The steel manufacturer supplies the metal in a coil, which
allows the material to be cut to size with minimum waste or automatically fed into the
forming process. On some models made by Speed Queen, the spin tub is made
of stainless steel. All other models use a steel (called enameling iron) designed for
a porcelain coating. For the wash tub, which

13
Most sheet metal parts, including the body, are formed by a machine that presses a piece
of sheet metal between two halves of a mold (die). Because metal in parts shaped by only
one die tends to wrinkle, crack, or tear, multiple dies are generally used to form each
component. 
The tub sub-assembly is manufactured automatically. After being rolled into a drum
shape, the side is welded. The weld is then smoothed out and the drum is placed on an
expander, which stretches the tub into its final shape. A bottom is then welded onto the
drum, and this weld is also smoothed.

isn't visible unless you open the machine cabinet, enameling iron with a porcelain coating
is generally used. Whirlpool is the exception, using plastic instead of enameling iron for
the outer wash tub.

Many other parts are plastic as well. Manufacturers receive raw plastic from which they
fabricate parts in pieces about the size of a small ant, using them for machine components
that do not bear weight and/or require extremely good rust resistance. Such parts include
the pump, the tub guards (which prevent your clothes from being thrown out of the spin
tub into the wash tub or the cabinet area), and the agitator.

The transmission is generally made from cast aluminum, which arrives from the
manufacturer in ingots—20 pound slabs of aluminum. Scrap parts are usually remelted
and reused. Hoses, controls (timers, switches, etc.), and motors are purchased in
prefabricated form from other manufacturers.

The Manufacturing 
Process
The manufacturing process is split into fabrication (making parts), sub-assembly (putting
parts together to make components), and assembly (putting the components together to
form the final product). The fabrication process comprises several different procedures,
each specific to a particular type of raw material—sheet metal, plastic, or aluminum.
Once the constituent parts have been made, they are assembled; major sub-assemblies, or

14
components, include the transmission, the pump, the spin and wash tubs, the balance ring,
and the painted parts. Finally, the sub-assemblies are put together inside the shell of the
washer, which is then complete.

Fabrication
 1 Most sheet metal parts are formed by a machine called a press. This name is
quite descriptive, as the machine actually presses (or squeezes) a piece of sheet
metal between two halves of a mold called a die. The metal will take the form of
the space between the halves of the die. Because metal in parts shaped by only
one die tends to wrinkle, crack, or tear, multiple dies are generally used to form
each component. Where possible, the metal is fed directly from a coil into the
press. When this is not possible, the metal is cut to length and manually (or, with
larger parts like the cabinet, automatically) placed into the die.

 2 Plastic parts are formed in an injection molding machine, a metal mold with one
or more cavities in the shape of the desired part. After being heated to its melting
point, the plastic is forced into the mold under high pressure. Next, water is
passed through the mold to cool and solidify the part. The mold is then opened
and the part pushed out by ejector pins. When you look at a plastic part, you often
can see small circles created by these pins.

 3 Aluminum transmission parts are formed into a rough shape in a die cast
machine, which works much like an injection mold except that it does not use
pressure. The

15
Most of the key components—transmission, motor, broke assembly—are housed below
the agitator. The balance ring is a weighted ring that keeps the washer from moving
around during operation.

molten metal is mechanically ladled into the mold and cooled. The ensuing rough casting
is then given its final shape by various machines which drill holes, shave excess metal off
critical surfaces, or cut metal away from the part.

Sub-assemblies
 4 The transmission is assembled manually by workers who bolt, snap, or press
(tight fit) several shafts and gears together. Workers then add a metered amount of
oil and bolt the unit together.

 5 The pump is assembled automatically. Robots place the impeller and seals in the

cover and body, and seal the pump. Some manufacturers use heat and others
vibration (which generates heat) as a sealant.

 6 The tub parts are made in presses, and the sub-assembly is manufactured
automatically. After being rolled into a drum shape, the side is welded. The weld

16
 is then smoothed out and the drum is placed on a unit called anexpander, which
stretches the tub into its final shape. A bottom is then welded onto the drum, and
this weld is also smoothed. If the tub is stainless steel it is polished so it won't
snag the clothes. Otherwise the tub is dipped in a solution called a ground
coat and heated to about 1600 degrees until this coating hardens. If the tub will
not be visible (the wash tub), the unit is done. If the tub will be visible (the spin
tub), a finish coat is applied following the same procedure used with the ground
coat; this final coat gives the tub either a white or blue color.

 7 The balance ring is a large weight that stabilizes the washer. Its outside structure
is plastic, with a ring of metal melted into the plastic for strength. Cement is
added and balanced precisely. This ring, which weighs more than twenty pounds,
keeps the machine from "walking," or moving about, when it is in use.

 8 Washing machine manufacturers use any one of several painting processes. One
manufacturer uses steel that has been prepainted by the steel manufacturer.
Although cheaper, this type of steel does not offer the best rust protection because
the cut edges are not painted. Other companies treat their parts with various
chemicals to clean and ready them before applying paint. In some cases, the paint
comes in a powder with a flour-like consistency. Mixed with air and given an
electrical charge, the powder is sprayed on the part, which is hung from an
overhead conveyor and given an opposite charge so that it and the powder will
attract one another. After spraying, the conveyor moves the part into an oven that
melts the paint; when the part cools, the paint process is completed.

Assembly
 9 This process begins with mounting the transmission on the balance ring. The
transmission is set on a bearing that is bolted on the wash tub; the wash tub is
sitting on a conveyor. Another bearing (the lower bearing), the brake assembly,
and the drive pulley are put on the end of the transmission. Next, a pivoting
mechanism called the pivot dome and legs are bolted on the assembly to hold all
the pieces together.

 10 Using a hydraulically operated mechanism, workers then lift this assembly,

called the module,  onto the washer base. Springs are added to hold module and
base together. A seal is added, the spin tub is bolted to the transmission inside of
the wash tub, and its plastic covers are snapped into place. A plastic hub, which
attaches the agitator to the transmission, is bolted onto the output end of the
transmission shaft. Then the agitator is snapped onto the hub.

17
  11 The pump and a mounting bracket are now bolted onto the motor, which is
then fitted with a shield to protect against potential leaks. This assembly is bolted
to the base of the washing machine and connected to the transmission module
with a belt and hoses.

 12 Next, the lid hinges are attached to the lid and the top. The top of the washer is
bolted to the cabinet with a hinge for easy maintenance. A mixing valve to control
the mixture of hot and cold is bolted to the back of the cabinet. The graphics
panel, which provides words and pictures to explain the controls, is mounted on
the control panel; the controls themselves are attached from the back. The wiring,
connected as one unit, is called a harness. The harness is clipped to the control
connectors at one end, and the other end is passed through a hole in the top to be
mounted to the motor. Because of its large size and weight, the cabinet assembly
is then placed in the washer by a robot.

 13 The cabinet is bolted to the base, and the controls are snapped together with
the mating connectors on the module and motor. The drain hose is pulled through
the cabinet and a part called the gooseneck  is added. This part is what gives the
hose its hook shape so that it will fasten into the drain. After being tested, the
front panel is bolted on, and a packet of information and accessories is added.

 14 The finished unit is crated automatically. A machine opens the cardboard box,
which was flat for shipment, and drops it over the washer. The top and bottom
flaps are simultaneously folded over and glued. Then the machine applies
pressure on the top and bottom of the crate to make sure the glue sets properly.
After the glue has set, the machine puts a banding strap around the top of the crate
to add strength for lift truck transportation (the units are carried from the top to
reduce the risk of damage).

Quality Control
All parts purchased from outside manufacturers are spot checked before use, and most
sub-assemblies are checked as well. For instance, all transmissions are automatically
tested for operation, noise, and vibration. All pumps are leak-tested using air,
automatically if their assembly was automated and manually if it was manual. All painted
parts are visually inspected for defects. Daily samples are put in detergent, bleach, and
steam baths for corrosion testing. Once it has been completely assembled, the machine is
filled with water and tested for noise, vibration, and visual defects, as well as properly
functional controls and mechanisms. After packaging, some units are put through severe
tests to simulate the transportation conditions to test the cartoning process.

18
Byproducts/Waste
Leftover scraps of sheet metal are sold to metal recycling centers, and leftover aluminum
is remelted for use. The leftover plastic is ground into small chunks and reused on non-
visible parts because the color cannot be kept consistent. The unused paint (in powder
form) is reclaimed and reused automatically. The chemicals from processes such as paint
are reacted into forms of harmless waste and disposed of safely.

The Future
As motors become less expensive and more durable, it will become economical to offer
washing machines driven directly by motors instead of by belts, making the washers
more versatile and less noisy. Another likely trend will be the gradual displacement of
top-load washers by front-load washers, which, because they require less water, satisfy
government restrictions on water use. In Japan, a washer is being tested that cleans with
bubbles rather than with an agitator. Using a computer, this machine "senses" how soiled
each load of clothing is and then generates the bubble activity necessary to remove that
amount of dirt. This is called "fuzzy logic" because it imitates human logic more closely
than normal computers. If successful, these machines will become available elsewhere.
Further in the future people may use washers that clean using ultrasonics—sound waves
that, vibrating at frequencies of more than

ORGANISATIONAL POLICIES
19
Values

Respect

Great results can be achieved through relationships built on trust, encouraging diversity
and making the most of every individual's potential and contribution. Work is only one of
the elements of a fulfilling and rewarding life.

Integrity

Working in a correct, responsible way is important. There is no right way of doing the
wrong thing. Maintaining the highest possible standards of personal, professional and
legal conduct, whilst treating the others with the utmost respect, is of fundamental
importance.

Diversity and Inclusion

Diversity creates value. Multiple diverse points of view is the soul of innovation and the
basis for Whirlpool Corporation's success. A culture that can embrace and value diversity
and inclusion motivates every individual to excel, stimulating passion and the free
expression of ideas.

Teamwork

Working together brings pride and frees up the potential of every individual. Through
collaboration and the confrontation of ideas, great results can be achieved.

Spirit of Winning

The awareness of being a leader generates pride and motivation to face the new
challenges of the market. Our goal is to be recognised and respected as one of the world's
best companies to work for.

I. BOARD ORGANIZATION AND COMPOSITION

A. Board Leadership. The Board currently sees no reason to separate the office of
Chairman and CEO. Depending on future circumstances the Board may or may not reach
a different conclusion and if so, appropriate action can be taken. However, the Board
believes it is appropriate for the independent Directors to elect one independent Director
to serve as Presiding Director. The Presiding Director will perform the following
functions:

20
 Preside at executive sessions of the non-management Directors and provide
feedback, as appropriate, to the Chairman and CEO;
 In consultation with the full Board, coordinate with the Chairman and CEO in
establishing the annual agenda and topic items for Board meetings;
 In consultation with the full Board, retain, at the expense of the Company, such
independent legal, financial or other advisors on behalf of the Board as the Board may
determine necessary or appropriate;
 Assist the Human Resources Committee with the annual evaluation of the
Chairman and CEO’s performance, and in conjunction with the Chair of the Human
Resources Committee, meet with the Chairman and CEO to discuss the results of such
evaluation;
 When requested and appropriate, serve as a focal point for managing shareholder
communication with independent Directors;
 Perform such other functions as the independent Directors may designate from
time to time; and
 The Presiding Director shall have no greater obligations (fiduciary or otherwise)
or liabilities than those of other Directors by reason of serving as the Presiding Director.

B. Board Tenure. Subject to the discretion of the Board to determine otherwise on a case

by case basis, no Director may stand for reelection to the Board after reaching age 72.
The Corporate Governance and Nominating Committee evaluates the continued service
of each Director annually before recommending that the Board nominate the Director for
election.
We believe these practices are appropriate and adequate to ensure director objectivity and
refreshment of the Board. We believe that experienced Directors provide valuable insight
into the operations, prospects and strategy of the Company based on their experience with
and understanding of the Company’s history and objectives. Consequently, we do not
currently favor the concept of mandatory term limits.

C. Committee Structure and Assignments.  The committee structure of an Audit

Committee, Finance Committee, Human Resources Committee and Corporate
Governance and Nominating Committee appears adequate and appropriate for the
organization. The need for other committees may evolve over time and the Board will
initiate discussion in this area if appropriate. Each committee of the Board will have a
written charter that complies with relevant NYSE listing rules and other applicable
regulations.
Committee assignments and leadership take into account considerations such as
continuity, expertise and Board tenure. On an annual basis in advance of the April Board
of Directors meeting, the Corporate Governance and Nominating Committee, in

21
consultation with the CEO and the Presiding Director, will develop and provide Board
members with information on committee tenure and proposed reassignments, if any, so
that appropriate committee assignments may be made. Committee composition will meet
all relevant NYSE listing rules and other applicable regulations.
D. Assessing the Board’s Performance. The Board believes it is appropriate to evaluate
Board and Committee performance on an annual basis with a focus on the overall
performance of the Board and the Committees. The Corporate Governance and
Nominating Committee, with input from the full Board, will on an annual basis in
connection with the election and reelection of Board members, review Board and
Committee performance based on these Guidelines, Company By-laws, and relevant
NYSE listing rules and other applicable regulations and make appropriate
recommendations to the full Board.

II.  OPERATION OF THE BOARD

A. Board Meeting Agendas and Practices. Agendas for Board meetings will be set by
the Chairman and CEO and the Presiding Director in consultation with the full Board.
In general, time at Board meetings should focus on strategic and major potential problem
areas rather than on operational/reporting issues. The Board expects to receive candid and
timely information on potential problems and be given an opportunity to discuss strategic
decisions before they are made.
B. Committee Meetings. The frequency of committee meetings and agendas for such
meetings shall be established jointly by the committee chairs and designated management
individuals in accordance with committee charters or relevant NYSE listing rules and
other applicable regulations. Information reported to the full Board following committee
meetings is determined by the Committee chairperson.
C. Conduct of Board Meetings. The Board should receive routine reports as well as
summaries of major presentations in advance of each Board meeting. This practice
permits more expeditious review of routine items and facilitates greater discussion and
debate of major decisions.
The attendance of executive officers and other senior management individuals making
presentations is appropriate and provides the Board with a first-hand opportunity to
evaluate the senior management group. To foster open discussions, the proceedings and
deliberations of the Board are confidential.
D. Executive Sessions of the Board. Non-management Board members should continue
to meet periodically with only the CEO. These sessions should be used for candid
discussion of executive management performance and succession issues and to permit the
Board and CEO to have a dialogue on critical issues.
Generally, at each Board meeting (and at such other times as it deems appropriate), the
Board will meet independently of any Company insiders to discuss whatever topics it
believes are appropriate. These meetings will be chaired by the Presiding Director, or in
his absence, the Chairman of the Corporate Governance and Nominating Committee.

III.  DIRECTORS
A. Director Responsibilities. Each member of the Board is expected to meet the
generally accepted level of performance for a director of a major, publicly held
corporation, including regular meeting attendance, attendance at an annual meeting at

22
which he or she is nominated for election, advance review of meeting materials,
compliance with the Code of Ethics and his or her fiduciary duties, and maintaining the
confidentiality of materials and information.
B. Director Compensation. The Corporate Governance and Nominating Committee is
responsible for recommending the compensation program for Board members in
accordance with relevant NYSE listing rules and other applicable regulations, as well as
these general principles: (1) the Corporate Governance and Nominating Committee, with
the assistance of compensation experts, will periodically benchmark the compensation of
directors at the same group of companies utilized by the Company for evaluating senior
management compensation; and (2) the Company should be near the median of such
comparator companies in total Director compensation.
C. Continuing Education. The Corporate Governance and Nominating Committee is
responsible for periodically reviewing and making recommendations to the Board
regarding appropriate policies and procedures in relation to the Board’s new director
orientation program and director continuing education requirements.
D. Directors with Position Changes. Any Director who experiences a position change
from that which he or she held at the time of election must provide notice to the
Chairman and the Corporate Secretary and volunteer to resign from the Board. The
Board, after evaluating the potential for the new position to create a conflict of interest,
impair independence or otherwise compromise the Director’s ability to fulfill his or her
duties to the Company, may elect to accept or reject such resignation. Directors who are
full-time employees of the Company or one of its subsidiaries must promptly resign from
the Board whenever their term of employment ends for any reason, including but not
limited to retirement, the effective date of such resignation to be not later than the last
day of employment. The requirement that a Director must submit a resignation due to a
change in position or due to the termination of employment with the Company or one of
its subsidiaries may be waived by the majority of all other Directors present at a meeting
of Directors at which it is determined that such waiver is in the best interest of the
Company.

CHAPTER 2- INDUSTRIAL ANALYSIS

INDUSTRY OVERVIEW
The electronics industry,especially meaning consumer electronics, emerged in the 20th
century and has now become a global industry worth billions of dollars. Contemporary

23
society uses all manner of electronic devices built in automated or semi-automated
factories operated by the industry. Products are assembled from integrated circuits,
principally by photolithography of printed circuit boards.

The size of the industry and the use of toxic materials, as well as the difficulty of
recycling has led to a series of problems with electronic waste. International regulation
and environmental legislation has been developed in an attempt to address the issues.

The electric power industry began in the 19th century and this led to the development of
all manner of inventions. Gramaphones were an early invention and this was followed
by radio transmitters and receivers and televisions. The first digital computers were built
in the 1940s with a slow development in technology and total sales. in the 1970s and
1980s, the vacuum tube, was largely supplanted by semiconductor components as the
fundamental technology of the industry.[1] In the 1990s the personal computer became
popular. A large part of the electronics industry is now involved with digital technology.

The industry now employs large numbers of electronics engineers and electronics

technicians to design, develop, test, manufacture, install, and repair electrical and
electronic equipment such as communication equipment, medical monitoring devices,
navigational equipment, and computers. Common parts manufactured are connectors,
system components, cell systems, computer accessories, and these are made of alloy
steel, copper, brass, stainless steel, plastic, steel tubing and other materials.[2]

Consumer electronics[edit]

Consumer electronics are products intended for everyday use, most often

in entertainment, communications and office productivity. Radio broadcasting in the
early 20th century brought the first major consumer product, the broadcast receiver. Later
products include personal computers, telephones, MP3 players, audio
equipment, televisions, calculators, GPS automotive electronics, digital cameras and
players and recorders using video media such as DVDs, VCRs or camcorders.
Increasingly these products have become based on digital technologies, and have largely
merged with the computer industry in what is increasingly referred to as
the consumerization of information technology.

The CEA (Consumer Electronics Association) estimated the value of 2007 consumer
electronics sales at US$150 billion.

CURRENT ISSUES

Whirlpool Q4 PAT may dip 5.1% YoY to Rs. 70.6 cr: KR Choksey

24
KR Choksey has come out with its fourth quarter (Jan-March’ 18) earnings estimates for
the FMCG sector. The brokerage house expects Whirlpool to report net profit at Rs. 70.6
crore down 5.1% year-on-year (up 32.8% quarter-on-quarter).

Net Sales are expected to increase by 1.5 percent Y-o-Y (up 18.1 percent Q-o-Q) to Rs.
1,131.3 crore, according to KR Choksey.

Earnings before interest, tax, depreciation and amortisation (EBITDA) are likely to fall
by 9.2 percent Y-o-Y (up 26.9 percent Q-o-Q) to Rs. 113.1 crore

Buy Whirlpool of India; target of Rs 1760: Edelweiss

We recently attended Whirlpool of India’s (WHIRL) analyst meet where we interacted

with the top brass. Key highlights: a) WHIRL plans to invest more in merchandising,
increase promoters on the shop floor, and ad spends would be primarily directed to
launch new products, which is well reflected in reducing ad spends & rising trade
commissions; and b) SKU launches have seen material traction (up 50%) in past 2-3
years in key segments like refrigerators/washing machines, which remains a focus area.
We gain comfort from WHIRL’s effective strategies which are already making a
significant mark, as visible from strong top-line/OPM growth in past few quarters. We
believe the company’s vision of achieving 2x top-line by FY20 (implying 16% CAGR
over FY16-20) seems achievable given its improving competitive profile.

Accumulate Whirlpool of India; target of Rs 1600: KR Choksey

Whirlpool of India Ltd (WOIL) posted its Q2FY18 results. Net revenue for Q2FY18 was
at INR 11,596.7 Mn which grew by 23.5% YoY and de-grew by 28.3% QoQ. The
revenue was in line with our estimates due to festive seasons and GST implementation
enabled the company to sell of the inventories. EBIDTA for Q2FY18 stood at INR 1,135
Mn with margins of 9.8% which decreased by 324 bps QoQ and increased by 24 bps
YoY due to higher raw material and employee cost. PAT for Q2FY18 stood at INR 734.3
Mn and PAT margin was at 6.3% which saw a decline of 187 bps QoQ and an increase of
8 bps YoY.

25
Key competitors

1. AB ELECTROLUX
2. LG ELECTRONICS INC.
3. SEARS HOLDINGS CORPORATION

1..AB Electrolux Company Profile

AB Electrolux knows how to run a household. The firm, a top maker of household appliances
worldwide, operates through three main segments: Major Appliances, which is divided into four
geographic regions; and Small Appliances and Professional Products, which operate globally.
Electrolux cranks out washing machines, stoves, refrigerators, and freezers under the AEG,
Electrolux, Eureka, Frigidaire, and Zanussi names. It's also the #1 maker globally of vacuum
cleaners. Electrolux makes foodservice and laundry equipment under the Electrolux and Zanussi
labels for the mass market.

2.LG Electronics Inc. Company Profile

LG Electronics (LGE) makes the products that have tech-savvy consumers chomping at the bit in
the kitchen, in the media room, and on the go. A leader in consumer electronics, mobile
communications, and home appliances, LGE operates through more than 100 subsidiaries
worldwide that design and make flat panel TVs, audio and video products, mobile handsets, air
conditioners, washing machines, refrigerators, and more. Asia and North America are its two
largest markets, each contributing about a quarter of LGE's sales. LGE owns Zenith
Electronics (acquired in 1995) and LG Display . Founded in 1958 as Goldstar, LGE established a
North American headquarters in 2004. South Korea's LG Corp.owns about one-third of LGE.

3.Sears Holdings Corporation Company Profile

Once a retail giant, Sears Holdings is growing smaller and leaner these days. The company is a
leading retailer of appliances and tools, as well as lawn and garden, fitness, and automotive repair
equipment. With 1,400 retail stores across the US, Sears Holdings operates through
subsidiariesSears, Roebuck and Co. and Kmart , offering proprietary Sears brands including
Kenmore and DieHard. Beyond retail, Sears Holdings is the largest provider of home installation
and product repair services in the US. In response to plummeting sales in a tough retail climate,
Sears Holdings has been forced to sell off assets and close or spin off hundreds of stores in recent
years.

26
 CHAPTER 3:- Marketing Strategy
Products of Whirlpool:-
1. Refrigerators

A refrigerator (colloquially fridge, or fridgefreezer in the UK) is a

popular household appliance that consists of a thermally insulated compartment
and a heat pump (mechanical, electronic or chemical) that transfers heat from the
inside of the fridge to its external environment so that the inside of the fridge is
cooled to a temperature below the ambient temperature of the
room. Refrigeration is an essential food storage technique in developed countries.

27
 The lower temperature lowers the reproduction rate of bacteria, so the refrigerator
reduces the rate of spoilage. A refrigerator maintains a temperature a few degrees
above the freezing point of water. Optimum temperature range for perishable food
storage is 3 to 5 °C (37 to 41 °F).[1] A similar device that maintains a temperature
below the freezing point of water is called a freezer. The refrigerator replaced
the icebox, which had been a common household appliance for almost a century
and a half. For this reason, a refrigerator is sometimes referred to as an icebox in
American usage.
The first cooling systems for food involved using ice. Artificial refrigeration
began in the mid-1750s, and developed in the early 1800s. In 1834, the first
working vapor-compression refrigeration system was built. The first commercial
ice-making machine was invented in 1854. In 1913, refrigerators for home use
were invented. In 1923 Frigidaire introduced the first self-contained unit. The
introduction of Freon in the 1920s expanded the refrigerator market during the
1930s. Home freezers as separate compartments (larger than necessary just for ice
cubes) were introduced in 1940. Frozen foods, previously a luxury item, became
commonplace.

2. Washing machines

A washing machine (laundry machine, clothes washer, or washer) is a device

used to wash laundry. The term is mostly applied to machines that use water as
opposed to dry cleaning(which uses alternative cleaning fluids, and is performed
by specialist businesses) or ultrasonic cleaners. Laundry detergent is added to the
wash water, and is sold in either powdered or liquid form.

3. Air conditioners

Air conditioning(often referred to as AC, A/C, or air con[1]) is the process of

removing heat and moisture from the interior of an occupied space, to improve the
comfort of occupants. Air conditioning can be used in both domestic and
commercial environments. This process is most commonly used to achieve a more
comfortable interior environment, typically for humans or animals; however, air
conditioning is also used to cool/dehumidify rooms filled with heat-producing
electronic devices, such as computer servers, power amplifiers, and even to
display and store artwork.

28
4Ps:-
PRODUCTS –
1. Refrigerators
2. Washing machines
3. Air conditioners
4. Microwave oven
5. Purifiers

PRICE
1. REGRIGERATOR

MRP :   25,375*

2. WASHING MACHINE

29
MRP :   29,475*

3. AIR CONDITIONRS

MRP :   52,000*
4. MICROWAVE OVEN

MRP :   32,990*

5. PURIFIERS

MRP :   17,990*

30
PPROMOTION:-

31
 STP (Segmentation, Targeting and Positioning)

SEGMENTATION
It is the process of dividing the market into segments based on customer characteristics
and needs.
The main activity segmenting consists of four sub activities. These are:
1. It determining who the actual and potential customers are
2. It identifying segments
3. It analyzing the intensity of competitors in the market
4. It selecting the attractive customer segments.
 It is the act of dividing a market into distinct groups of buyers who require separate p

32
  roducts.
 Its market research division has segmented consumers on the basis of following:
1. Geographic variables
2. Demographic variables
3. User status and lifestyle

TARGETING
After the most attractive segments are selected, a company should not directly start
targeting all these segments -- other important factors come into play in defining a target
market. Four sub activities form the basis for deciding on which segments will actually
be targeted.
The four sub activities within targeting are:
1. It defining the abilities of the company and resources needed to enter a market
2. It analyzing competitors on their resources and skills
3. It considering the company’s abilities compared to the competitors' abilities
4. It deciding on the actual target markets
 Act of developing measures of segment attractiveness.
 Involves evaluating various market segments.
 It targets different segments of population of all categories of age groups.
 Also targets the population outside India.

POSITIONING

When the list of target markets is made, a company might want to start on deciding on a
good marketing mix directly. But an important step before developing the marketing mix
is deciding on how to create an identity or image of the product in the mind of the
customer. Every segment is different from the others, so different customers with
different ideas of what they expect from the product. In the process of positioning the
company:

1. It identifies the differential advantages in each segment

2. It decides on a different positioning concept for each of these segments. This process is
described at the topic positioning; here different concepts of positioning are given.

33
The process-data model shows the concepts resulting from the different activities before
and within positioning. The model shows how the predefined concepts are the basis for
the positioning statement. The analyses done of the market, competitors and abilities of
the company are necessary to create a good positioning statement. When the positioning
statement is created, one can start on creating the marketing mix.

DISTRIBUTION CHANNEL

34
The chain of businesses or intermediaries through which a good or service passes until it
reaches the end consumer. A distribution channel can include wholesalers, retailers,
distributors and even the internet.

Channels are broken into direct and indirect forms, with a "direct" channel allowing the
consumer to buy the good from the manufacturer and an "indirect" channel allowing the
consumer to buy the good from a wholesaler. Direct channels are considered "shorter"
than "indirect" ones.

There are four main types of marketing channels:

 Producer --> Customer

35
The producer sells the goods or provides the service directly to the
consumer with no involvement with a middle man such as
an intermediary, a wholesaler, a retailer, an agent, or a reseller.
The consumer goes directly to the producer to buy the product without
going through any other channel.
This type of marketing is most beneficial to farmers.

 Producer --> Retailer --> Consumer

Retailers, like Walmart and Target, buy the product from the manufacturer
and sell them directly to the consumer. This channel works best for
manufacturers that produce shopping goods
like, clothes, shoes, furniture, tableware, and toys.
It is also a good strategy to use another dealer to get the product to the
end-user if the producer needs to get to the market more quickly by using
an established network that already has brand loyalty.

 Producer --> wholesaler-> Distributor --> Customer

In this channel, consumers can buy products directly from
the wholesaler in bulk. By buying the items in bulk from
the wholesaler the prices of the product are reduced. This is because the
wholesaler takes away extra costs, such as service costs or sales force
costs, that customers usually pay when buying from retail; making the
price much cheaper for the consumer. 
However, the wholesaler does not always sell directly to the consumer.
Sometimes the wholesaler will go through a retailer before the product
gets into the hands of the consumer

 Producer --> Agent/Broker --> Wholesaler or Retailer -->

Customer
This distribution channel involves more than one intermediary before the
product gets into the hands of the consumer. This middleman, known as
the agent, assists with the negotiation between the manufacturer and the
seller.

36
 Agents come into play when the producers need to get their product into
the market as quickly as possible. At times the agent will directly go to the
retailer with the goods, or take an alternate route through the wholesaler
who will go to a retailer and then finally to the consumer.

Promotion strategies

A. Advertising

 Any paid form of non personal presentation of ideas, goods or services by an

identified sponsor.

B. Personal Selling

 A paid form of personal presentation of ideas, goods or services by an identified

sponsor.

C. Publicity

 Any unpaid form of non personal present

 action of ideas, goods or services.

D. Sales Promotion

 An activity and material that acts as a direct inducement, offering added value or
incentive for the product, to resellers, consumers or employees.
E. UNIQUE SELLING PROPOSITION

• To best position your practice, you need to develop a powerful and compelling
unique selling proposition (USP).
• What is a USP? A unique selling proposition is a proposition that competitors
cannot make or have not made.

37
 CHAPTER 4:- Financial Analysis
SOURCES OF FINANCE

Holder's Name No of Shares % Share Holding

ForeignInstitutions 5794413 4.57%

ForeignPromoter 95153872 75%

NBanksMutualFunds 12177928 9.6%

GeneralPublic 8943121 7.05%

Others 4416585 3.48%

FinancialInstitutions 385278 0.3%

CentralGovt 633 0%

RATIO ANALYSIS

38
Investment Valuation Ratios
Face Value
Dividend Per Share
Operating Profit Per Share (Rs)

Net Operating Profit Per Share (Rs)

Free Reserves Per Share (Rs)
Bonus in Equity Capital

Profitability Ratios
Operating Profit Margin(%)

Profit Before Interest And Tax Margin(%)

Gross Profit Margin(%)

Cash Profit Margin(%)

Adjusted Cash Margin(%)

Net Profit Margin(%)

Liquidity And Solvency Ratios

Current Ratio 1.70 1.56 1.38 1.26 .15
Quick Ratio 1.07 0.85 0.69 0.58 .53
Debt Equity Ratio -- -- -- -- --
Long Term Debt Equity Ratio -- -- -- -- --

Debt Coverage Ratios

Interest Cover 416.19 467.87 123.52 60.70 .42
Total Debt to Owners Fund -- -- -- -- --
Financial Charges Coverage Ratio 494.19 573.70 168.41 80.79 .77
Financial Charges Coverage Ratio Post
359.93 433.87 132.34 63.66 .62
Tax

Management Efficiency Ratios

Inventory Turnover Ratio 5.64 5.43 4.92 5.31 .15

39
Debtors Turnover Ratio 20.06 20.27 16.64 18.01 .07
Investments Turnover Ratio 5.64 5.43 4.92 5.31 .15
Fixed Assets Turnover Ratio 3.10 2.93 2.85 2.89 .12

BALANCE SHEET

Balance Sheet of Whirlpool of India. ------------------- in Rs. Cr. -------------------

Mar 16 Mar 15 Mar 14 Mar 13 12

12 mths 12 mths 12 mths 12 mths ths

EQUITIES AND LIABILITIES

SHAREHOLDER'S FUNDS

Equity Share Capital 126.87 126.87 126.87 126.87 .87

Total Share Capital 126.87 126.87 126.87 126.87 .87

Revaluation Reserves 13.07 13.07 13.07 13.47 .86

1,023.2
Reserves and Surplus 775.84 600.11 477.20 .45
2

1,036.2
Total Reserves and Surplus 788.91 613.18 490.67 .32
9

1,163.1
Total Shareholders Funds 915.78 740.06 617.54 .19
6

NON-CURRENT LIABILITIES

Deferred Tax Liabilities [Net] 0.00 2.44 21.34 24.80 .27

Other Long Term Liabilities 9.02 8.47 9.88 11.51 .40

Long Term Provisions 80.35 68.40 58.60 52.33 .59

Total Non-Current Liabilities 89.36 79.32 89.82 88.64 .27

40
CURRENT LIABILITIES

Trade Payables 870.88 719.41 634.24 581.22 .19

Other Current Liabilities 87.29 90.10 63.15 57.50 .28

Short Term Provisions 42.22 44.32 41.80 39.92 .31

1,000.3
Total Current Liabilities 853.84 739.19 678.65 .77
8

2,252.9
Total Capital And Liabilities 1,848.93 1,569.06 1,384.84 .23
1

ASSETS

NON-CURRENT ASSETS

Tangible Assets 359.91 382.46 370.45 387.06 .44

Intangible Assets 6.21 0.23 0.82 1.50 .16

Capital Work-In-Progress 36.66 13.20 53.15 26.29 .03

Fixed Assets 402.79 395.89 424.43 414.86 .64

Deferred Tax Assets [Net] 1.65 0.00 0.00 0.00 .00

Long Term Loans And Advances 48.50 46.05 55.58 67.99 .50

Other Non-Current Assets 0.40 5.03 4.86 4.85 .01

Total Non-Current Assets 453.33 446.97 484.86 487.70 .14

CURRENT ASSETS

Inventories 683.51 659.01 576.67 522.28 .29

Trade Receivables 192.63 155.07 169.87 170.91 .06

Cash And Cash Equivalents 856.30 535.68 291.83 155.03 .90

41
Short Term Loans And Advances 56.44 47.98 43.72 48.17 .25

OtherCurrentAssets 10.70 4.23 2.12 0.74 .60

1,799.5
Total Current Assets 1,401.96 1,084.20 897.13 .09
8

2,252.9
Total Assets 1,848.93 1,569.06 1,384.84 .23
1

42
CHAPTER 5:- KEY LEARNING’S FROM THE COMPANY
AND RECOMMENDATIONS

Performance Analysis of the company

STRATEGIC EVALUATION
Whirlpool regains global leadership through acquisitions

Revenues are boosted by acquisition and recovery in 2014

Margin expansion continues for WhirlpoolDeveloped markets finally see the light

SWOT–Whirlpool Corp

Whirlpool strives to “grow beyond the core”

COMPETITIVE POSITIONING
Asian companies continue to grow organically…

…but Whirlpool tries to keep the pace through M&A

MARKET ASSESSMENT
Whirlpool’s acquisitions strengthen its geographic presence

Middle East and Africa, a region worth a second look

Home laundry is Whirlpool’s bread and butter

Good prospects in dishwashers for Whirlpool

Whirlpool puts strong focus on small appliances

CATEGORY AND GEOGRAPHIC OPPORTUNITIES

Developed markets’ recovery will be key to growth

Top 10 fastest growing markets in major appliances

43
US recovery finally gains momentum

US major appliance company rankings

Low cost Asian producers put strong pressure on prices

Emergence of Chinese middle class boosts sales

Whirlpool aims for an entrance into the medium segment

Sanyo will also add to Whirlpool’s manufacturing capacity in China

Domestic players freeze out foreign brands in China

Whirlpool’s strength in China lies in home laundry

Whirlpool is suffering from strong Brazilian exposure

Mexico could spell relief for Whirlpool in the region

Whirlpool reaps the gains from its 2014 acquisitions

Whirlpool looks for growth in small appliances

Whirlpool is serious about premium…

… And may even look for it through acquisition

BRAND STRATEGY
Whirlpool pursues multi-brand strategy

Middle East and Africa boosts sales of the Whirlpool brand

Maytag recovers in line with the US economy

Brastemp – cornerstone of Whirlpool sales in Brazil

OPERATIONS
Whirlpool top 10 markets by volume sales and performance

Whirlpool presence by market and growth prospects

US Whirlpool production facilities

Non-US Whirlpool production footprint

44
Whirlpool leverages on its acquisitions to shift around production

Whirlpool diversifies production footprint through acquisition

Home laundry gains share in Whirlpool’s total production

Whirlpool’s production by category

Reasons for the expansion/ Contraction or diversification of the

company
In order to understand Whirlpool's structure and culture and why they continue to be the
world's largest electronics manufacturer we conducted a SWOT analysis that allowed us
to consider every dimension involved in the business level and corporate level strategies. 
Our research indicated more viable strengths than weaknesses. Strengths such as brand
recognition, steady growth in global markets, and strong leadership. Business Week
Magazine even ranked Whirlpool's as "one of the ten most recognized brands in the
world", a position that creates significant opportunities for the company. An important
strength that continues to have the most dramatic impact on Whirlpool is their top level
management. Even though this is classified an as internal strength, Whirlpool's has
capitalized on a management style that helps to infuse a strong culture. A dynamic aspect
of the WEhirlpool's culture is the willingness to innovate and adapt, thus making
necessary changes when the need arises. 

COMMENT ON ORGANIZATIONAL LEADERSHIP

A leadership style is a leader's style of providing direction, implementing plans,

and motivating people. There are many different leadership styles that can be exhibited
by leaders in the political, business or other fields .

Leadership:

45
 ''Leadership is the process in which an individual influences others to perform for the
certain activities in common goals'' (Gibb, 1969).

Features of Leadership
 Leadership is a ongoing processes of behaviors of followers.
 Leaders always try to influences its followers to motivate and achieve common
goals.
 Leader leads its teams by direction and his own practices.
 Leadership tries to accomplish its targets by the help of follower in specified
circumstances.

Importance of leadership
 Leadership is important for any organization to motivate its employees.
 Good leadership can built a atmosphere of confidence among employees within
the organization.
 It can also built morale of employees by setting and clearing the targets.
There are many different theories on different leadership styles. Each style has its own
pros and cons. Some of leadership theories are as follows:
 Trait Theory 
 Charismatic leadership theory
 Behavioral theory
 Situational Theory

Leadership Styles
Leadership styles are the behavioral pattern adopted by leaders to influences its follower
in achievement of certain goals. These styles depend upon the behavioral or situational
approach of leadership. These are as follows:

1. Autocratic leadership
It is a leadership style in which leaders takes their own decision and direct follower
strictly according to instructions.

2. Participated leadership
It is a style in which in which leaders creates emotional and mental involvement
participation of follower to motivate and accomplish the set goals.

Whirlpool is an innovative company and follow the idea and participation of its
workforces however there are certain limitations in which large organizations like
Whirlpool has to consider some autocracies.

Whirlpool has to assess, evaluate and assimilate new ideas for brand image as an
innovative company. In electronics organization, innovation is a key to develop and
retains its brand image in order to maintain its competition with its competitors. It has to

46
accomplish its goals by functional benefits, participation and team building within the
workforce. It’s all done within the organization chain however it’s not implemented in
the outside working partners like the marketing and other production participants.

Critical analysis: 
As we have seen different leadership styles but we have to be careful in choosing these
styles in deferent organizations. These styles can be vary within the same organization as
in deferent departments, deferent styles may work may work better. For the argument
sake we can examples like a research and development department and marketing
department.
In R&D, Whirlpool can’t use autocratic style as people are really creative and motivated
by setting targets so if we put set rules to them, it will creates difficulty in new designs to
be creative. In the same way, if we talk about the marketing department of Whirlpool, it
will be very difficult to implement autocratic style of leadership as this industry requires
a lot of charismatic and innovative style of marketing. i.e. we can see the advertisement
of Whirlpool in different part of the world. 

On the contrary, departments of the same company may get its administrative
departments and accounts department, there is no need to have Free-Rein leadership
style, rather autocratic or participative style will work better in this field. Whirlpool has
created a public image and has big market share because of its good mix of leadership
style in all over the company.

MARKET SHARE OF THE COMPANY

47
Whirlpool India up its market share to 24% Whirlpool of India has consolidated its
leadership in the domestic refrigerator market. It has managed to up its market share from
around 24 per cent last year to around 26 per cent during the first nine months ended
September 2001.

SWOT ANALYSIS

SWOT Analysis

Strengths 1. World’s largest major appliances maker by revenue

2. Focus on identifying unique consumer insights and
designing high-quality products
3. It has 59 manufacturing and technology research centers
around the world.
4. Caters to different markets and this diversity helps cope
up downturn in one region. Eg: Weak industry in India led
to limited sales decline while increase seen in North
America.
5. It has established a strong profile in North America and
Latin America

48
 6. The company has popular TVCs and print ad campaigns

1.Remains a relatively modest player in Asia.

2.Over dependence on North American region. (Nearly half
of its net sales in value was still derived from the North
American region)
3. Being present in the major appliances sector exposes
Weaknesses Whirlpool to low margins and significant operational risk.

1.Recovery in the US housing market giving rise to

increased consumption of appliances.
2.Improving demand for these products internationally
3. Opportunity in India due to predicted growth in CAGR in
Opportunities consumer appliances.

1.Decreasing operating profit margin and net profit margin

over the past 3 years.
2.Slower growth in major markets like US and Europe.
Threats 3.Competition from low cost Asian manufacturers.

CHAPTER 6:- FINDINGS

This project is about the Whirlpool which is the world leader in electronics
manufacturing and holds a big electronics share of the world. This project reveals that
how a key leading electronics manufacturing company achieves its objectives and the
different characteristics of the values adopted by Whirlpool's. 

This report reveals that In order to be competitive in the world market and sustaining the
image in this era of globalization how Whirlpool is practicing the rules and what values
adopted and the procedure while recruiting staff and how Whirlpool acquire the right and
skilled people from diverse culture. This report also gives a deep insight that how
Whirlpool realize the need of training for the employees and how give them the right type

49
of training. 

This report also reveals that how Whirlpool's manage diversity in the environment and
how the staff of Whirlpool works in team work while have a different national and ethnic
background, how Whirlpool resolve the conflicts between the employees. Team work is
directly related to the success of organization when company operates in diverse culture
with diverse work force then there are more chance of conflicts so the recruitment
policies are designed according to the requirement so that the staff they hire must be
supportive and motivated and can work in team work all these things discussed in the
report in detail. 

This reports presents that the staff of Whirlpool is the key strength for the success of the
company and this report reveals that Whirlpool keep its performance up to the level by
recruiting right people, by providing them right type of training, keeping the motivation
level high and by providing the right type of leadership which always make sure that a
diverse work force work together and involve the employees by giving them the sense of
importance. The leadership makes it ensure that each and every individual of Whirlpool's
is contributing in the success and excellence of organization and achieving its goals and
objectives. 

This report reveals all those policies, strategies and features of the organization that
makes it ensure that the organization achieves all of its objectives. This report also gives
an insight that how Whirlpool's motivates its employees and how to satisfy them either
by increasing the salaries or by giving them good promotion. 

Finally this report gives an overview of the cross cultural issues facing by Whirlpool and
how Whirlpool cope up with those issues and why such issues exists in the diverse
cultural with diverse work force.

50
 Chapter 7: CONCLUSIONS & SUGGESTIONS

CONCLUSION
Whirlpool has good presence in the market but one thing is also evident that Whirlpool is
presentin major counters with LG and Whirlpool, Whirlpool also need to focus on those
dealers were itwill not face direct competition with LG and Whirlpool. Competitive
strategy should be like thiswhere first Whirlpool should wipe out smaller brands compare
to LG and Whirlpool because this brand also have market share larger than Whirlpool,
and Whirlpool is not in competition of LGand Whirlpool it should target on brands like
Godrej , TCL first, so it can compete the bigger  brand later on.

51
 SUGGESTIONS
 Company should improve the after sales service of products as it is the main
factor for the sales of consumer products.
 If the WHIRLPOOL Ltd. reduces their product price like LG and VIDEOCON
then WHIRLPOOL will take over the LG in all categories.
 Company should distribute free key chain, calendar, t-shirts for making
brand popular among people.

 Company should introduce low price and low power consumption Refrigerator

for acquiring the middle income group.
 D ea le r des ir e mo re ad ve rt is em en t to  b e   d on e t hr ou gh l oc al
n ew s pa pe r a nd   ca bl e TV ads. To make consumers aware about the product.
 Prompt of service in time.
 A d ve rt is em en t s of t he co mp an y’ s p ro du ct s s h ou ld fo cu s on
q ua li ty ra th er th en  price.
 Company should target upper middle class or premium class customers.
 Company should introduce low cost products to satisfy the needs of low or
middleclass.
 Demo calls as well as follow up Help Company to maintain customer
relationshipand hence the company should focus on these aspects.

BIBLOGRAPHY

www.whirlpoolindia.com
www.zapmeta.co.in
www.encyclopedia.com
www.slideshare.net
www.markettrearlist.com
www.flipkart.com

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