Haier Ceiling Fan


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Haier Ceiling Fan

  1. 1. Marketing strategies on haier ceiling fan <br />PRESENTED BY; GROUP 5<br />IRA JOSHI<br />RAHUL SINGH<br />HIMANSHU<br />PANKAJ JAGGI<br />RIVA ARORA<br />ROHIT GAUR<br />SANDEEP SANGWAN<br />SONIA ARYA<br />
  2. 2. HAIER Industries is in<br />Manufacturing<br /><ul><li>Fans
  3. 3. Appliances</li></ul>Marketing<br />Franchisee<br />Distribution<br />BRIEF INTRODUCTION:<br />www.HAIER.com<br />
  4. 4. MISSION AND VISION:<br /> We aim to bring greater happiness to our customers by improving their quality of life, while enhancing stakeholder value.<br />
  5. 5. Ceiling fans,<br />Portable fans,<br />Exhaust fans,<br />Cooler kit,<br />Industrial fans,<br />Air curtains &<br />Water heaters.<br />Air conditioners<br />Refrigeratiors<br />PRODUCT MIX OF THE COMPANY:<br />
  7. 7. In this segment the growth rate is higher for the companies which are emerging in this market ,And due to the growing needs of residential as well as commercial properties which directly and indirectly increase the prospective customer and demand for our entire product range.<br />WHY WE CHOOSE THIS SEGMENT:<br />
  8. 8. PHILOSOPHY:<br /> SOCIETAL MARKETING:<br /><ul><li>Providing economical products for the society people
  9. 9. Provide products that consume less electricity</li></ul> CUSTOMER MARKETING:<br /><ul><li>Business method process control techniques for finding, making, keeping and developing profitable customers by providing high qualtiy economical product. </li></ul> INTERNET MARKETING:<br /><ul><li>Will help customer to research & purchase product online.</li></ul> NETWORK MARKETING:<br /><ul><li>Haier will provide a commission based upon the volume of product sold.</li></li></ul><li>Anchor<br />Havells <br />Usha <br />Crompton greaves<br />Orient<br />COMPETITORS OF PRODUCT :<br />
  10. 10. PORTERMODEL:<br />
  11. 11. <ul><li>Low pricing- Giving higher margin to our dealers for there motivation
  12. 12. Advertisement
  13. 13. Organizing dealer meet and felicitating them for good performance
  14. 14. Distributors-two distributors in a region
  15. 15. Better credit policies
  16. 16. Improving the quality of product
  17. 17. Low electricity consuming goods
  18. 18. Long term sustainability and low maintenance cost</li></ul>STRATEGIES TO OVERCOME COMPETITORS:<br />
  19. 19. <ul><li>ADVERTISING:</li></ul> Print ads, radio, television, billboard, motion pictures, Web pages, banner ads, and emails.<br /><ul><li>SELLING:</li></ul>Sales presentations, sales meetings.<br /><ul><li>SALES AND MARKETING:</li></ul>Coupons, sweepstakes, contests, product samples, rebates, tie-ins, self-liquidating premiums, trade shows, trade-ins, and exhibitions.<br /><ul><li>PUBLIC RELATIONS:</li></ul>Newspaper and magazine articles/reports, TVs and radio presentations, charitable contributions, speeches, issue advertising, and seminars. <br />PROMOTIONAL MIX :<br />
  20. 20. Company SWOT Analysis<br />Strengths<br />Leading manufacture of appliances<br />Global availability<br />Setting the Standard<br />
  21. 21. Company SWOT Analysis<br />Weaknesses <br />Marketing<br />
  22. 22. Company SWOT Analysis<br />Opportunities <br />Expansion<br />Technology advancement<br />Haier Commercial<br />
  23. 23. Company SWOT Analysis<br />Threats <br />Competition<br />Global Expansion <br />
  24. 24. SWOT ANALYSIS<br />
  25. 25. Competitor Analysis<br />Electrolux<br />General Electric<br />Whirlpool<br />
  26. 26. Pest analysis<br />Political Factors –Seems no effect<br />Socioculture Factor- easy availability, & easy handling.<br />Economic Factor- Cost Cutting due to recession.<br />Technical Factor-high quality machinery. <br />Legal Factor- only ISI mark.<br />
  27. 27. Segmentation targeting and<br /> positioning<br />Basis of segmentation<br />Demographic – Occupation, lifestyle(for individuals),industry, company size<br />Operating variables – heavy users<br />Purchasing criteria- quality and price<br />Targeting <br />Market specialization <br />
  28. 28. S T P<br />`<br />Positioning <br /><ul><li>Positioned the products as “ECO FRIENDLY”
  29. 29. The concept creating product image is for middle or upper class
  30. 30. The brand name Haier in itself is supporting the </li></ul> Positioning .<br />
  31. 31. PRODUCT LIFE CYCLE:<br />PRODUCT features may be enhanced to differentiate the product from that of competitors.<br />PRICING may be lower because of the new competition.<br />DISTRIBUTION becomes more intensive and incentives may be offered to encourage preference over competing products.<br />PROMOTION emphasizes product differentiation.<br />
  32. 32. Product Life Cycles and the Boston Matrix<br />Product Life Cycle – shows the stages that products go through from development to withdrawal from the market<br />Product Portfolio – the range of products a company has in development or available for consumers at any one time<br />Managing product portfolio is important for cash flow<br />
  33. 33. Product Life Cycles and the Boston Matrix<br />Product Life Cycle (PLC):<br />Each product may have a different life cycle<br />PLC determines revenue earned<br />Contributes to strategic marketing planning<br />May help the firm to identify when a product needs support, redesign, reinvigorating, withdrawal, etc.<br />May help in new product development planning<br />May help in forecasting and managing cash flow<br />
  34. 34. Product Life Cycles and the Boston Matrix<br />The Stages of the Product Life Cycle:<br />Development<br />Introduction/Launch<br />Growth<br />Maturity<br />Saturation<br />Decline<br />Withdrawal<br />
  35. 35. Product Life Cycles and the Boston Matrix<br />The Development Stage:<br />Initial Ideas – possibly large number<br />May come from any of the following – <br />Market research – identifies gaps in the market<br />Monitoring competitors<br />Planned research and development (R&D)<br />Luck or intuition – stumble across ideas?<br />Creative thinking – inventions, hunches?<br />Futures thinking – what will people be using/wanting/needing 5,10,20 years hence?<br />
  36. 36. Product Life Cycles and the Boston Matrix<br />Product Development: Stages<br />New ideas/possible inventions<br />Market analysis – is it wanted? Can it be produced at a profit? Who is it likely to be aimed at?<br />Product Development and refinement<br />Test Marketing – possibly local/regional<br />Analysis of test marketing results and amendment of product/production process<br />Preparations for launch – publicity, marketing campaign<br />
  37. 37. Product Life Cycles and the Boston Matrix<br />Introduction/Launch:<br />Advertising and promotion campaigns<br />Target campaign at specific audience? <br />Monitor initial sales<br />Maximise publicity<br />High cost/low sales<br />Length of time – type of product<br />
  38. 38. Product Life Cycles and the Boston Matrix<br />Growth:<br />Increased consumer awareness<br />Sales rise<br />Revenues increase<br />Costs - fixed costs/variable costs, profits may be made<br />Monitor market – competitors reaction?<br />
  39. 39. Product Life Cycles and the Boston Matrix<br />Maturity:<br />Sales reach peak<br />Cost of supporting the product declines<br />Ratio of revenue to cost high<br />Sales growth likely to be low<br />Market share may be high<br />Competition likely to be greater<br />Price elasticity of demand?<br />Monitor market – changes/amendments/new strategies?<br />
  40. 40. Product Life Cycles and the Boston Matrix<br />Saturation:<br />New entrants likely to mean market is ‘flooded’<br />Necessity to develop new strategies becomes more pressing:<br />Searching out new markets:<br />Linking to changing fashions<br />Seeking new or exploiting market segments<br />Linking to joint ventures – media/music, etc.<br />Developing new uses<br />Focus on adapting the product<br />Re-packaging or format<br />Improving the standard or quality<br />Developing the product range<br />
  41. 41. Product Life Cycles and the Boston Matrix<br />Decline and Withdrawal:<br />Product outlives/outgrows its usefulness/value<br />Fashions change<br />Technology changes<br />Sales decline<br />Cost of supporting starts to rise too far<br />Decision to withdraw may be dependent on availability of new products and whether fashions/trends will come around again?<br />
  42. 42. The Boston Matrix<br />The Boston Matrix:<br />A means of analysing the product portfolio and informing decision making about possible marketing strategies<br />Developed by the Boston Consulting Group – a business strategy and marketing consultancy in 1968<br />Links growth rate, market share and cash flow<br />
  43. 43. The Boston Matrix<br />Classifies Products into four simple categories:<br />Stars – products in markets experiencing high growth rates with a high or increasing share of the market<br />- Potential for high revenue growth<br />
  44. 44. The Boston Matrix<br />Cash Cows:<br />High market share<br />Low growth markets – maturity stage of PLC<br />Low cost support<br />High cash revenue – positive cash flows<br />
  45. 45. The Boston Matrix<br />Dogs:<br />Products in a low growth market <br />Have low or declining market share (decline stage of PLC)<br />Associated with negative cash flow<br />May require large sums of money to support<br />Is your product starting to <br />embarrass your company?<br />
  46. 46. The Boston Matrix<br />Problem Child:<br /><ul><li>Products having a low market share in a high growth market
  47. 47. Need money spent to develop them
  48. 48. May produce negative cash flow
  49. 49. Potential for the future?</li></ul>Problem children – worth spending <br />good money on?<br />
  50. 50. The Boston Matrix<br />Market Growth<br />High<br />Market Share<br />Low<br />High<br />
  51. 51. The Boston Matrix<br />Implications:<br />Dogs:<br />Are they worth persevering with?<br />How much are they costing?<br />Could they be revived in some way?<br />How much would it cost to continue to support such products?<br />How much would it cost to remove from the market?<br />
  52. 52. The Boston Matrix<br />Implications:<br />Problem Children:<br />What are the chances of these products securing a hold in the market?<br />How much will it cost to promote them to a stronger position?<br />Is it worth it?<br />
  53. 53. The Boston Matrix<br />Implications:<br />Stars:<br />Huge potential<br />May have been expensive to develop<br />Worth spending money to promote<br />Consider the extent of their product life cycle in decision making<br />
  54. 54. The Boston Matrix<br />Implications:<br />Cash Cows:<br />Cheap to promote<br />Generate large amounts of cash – use for further R&D?<br />Costs of developing and promoting have largely gone<br />Need to monitor their performance – the long term?<br />At the maturity stage of the PLC?<br />
  55. 55. HAIER INDUSTRIES<br />….......…………..……Geared for growth<br />THANKS<br />