SlideShare a Scribd company logo
Background
• Manufacturers of white goods
• The company originates from a merger of two companies—Lux AB
and Svenska Elektron AB
• It is consistently ranked the world's second-largest appliance maker
by units sold (after Whirlpool)
Brand Values
50 million products in 150 countries
In 2013 revenue of 14.5 billion
61,000 employees worldwide
Always among top 5 global household appliances leader
Acquired GE Appliances and a 48.4% of Mabe’s
shareholding in September 2014
Business
divisions
4 major
appliances
divisions
A small
appliance
division
A professional
product division
They target low population growth &
high replacement product sales
areas like New Zealand and Japan.
Expanded to Latin America,
Southeast Asia and China.
Brand Portfolio
Strategically planned to serve luxury ,
premium and mass markets
Brand Vision
The Electrolux vision is to be the best
appliance company in the world as
measured by customers, employees and
shareholders.
4 Pillar
Strategy
Innovative
Products
Operational
Excellence
Profitable
Growth
Dedicated
Employees
SWOT Analysis
STRENGHTS
• Global presence
• Consumer insight
• Professional Legacy
• Sustainable Leadership
• People and culture
• Offers many brand names all over the world
• Offers a variety of products
• Have high and wide range of technologically advanced products
• Offers very efficient green products and also manufactures products in a
green way
SWOT Analysis
WEAKNESSES
• Incapable to maintain a high profit margin on higher priced
appliances in Germany, Spain, UK and China
• Sub-brands are more well-known than Electrolux
• Offers medium to high end products
• Low operating margin of 4.8%
SWOT Analysis
OPPORTUNITIES
• Asian middle class will increase by 1 billion in 2020
• Growth markets for Electrolux in Africa , Middle East and Eastern
Europe
• Increase its share of sales in the Southeast Asia and Latin America to
50 percent
SWOT Analysis
THREATS
• Competitors like Whirlpool, the Haier group, Bosch-Siemens and LG
Electronics.
• Changing Markets
• Presence of Internet
Evaluate
Electrolux’s
strategy in light of
its vision and the
global trends in the
household
appliance industry?
•Electrolux’s strategy is clearly working
for them as they have maintained
themselves among global leaders.
•Good green technology products
•Sub brands are well known than
Electrolux
•To create more customers, prices need o
be kept in check
•Brand promotion through internet and
better use of social media
What benefits will Electrolux
receive from the acquisition
of GE Appliance?
How does it fit in with the
strategy direction of the
group?
What strategic options can
Electrolux pursue for future
growth to achieve greater
global dominance?
• GE Appliance is one of the leading manufactures of
kitchen and laundry products in North America as it
makes 90% of its sales in this region
• Runs its own logistic network
• 48.4 % shareholding in Mabe
• Mergers and acquisition is one of the strategy to build the
brand.
• They need to have innovative products while also keeping
them as “green” as possible
• New ways to market their product with the use of the
internet and social media
• India and china are the ideal markets according to their
agenda for expansion
Summary
• 4 pillars Strategy
• Successes
• SWOT Analysis
• Future plans
Disclaimer
Created by Aaishwarya Avhad, UMIT , during a marketing internship by
Prof. Sameer Mathur , IIM Lucknow.(
(See mbaskillsin@gmail.com)

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Mini Case Study - Electrolux

  • 1.
  • 2. Background • Manufacturers of white goods • The company originates from a merger of two companies—Lux AB and Svenska Elektron AB • It is consistently ranked the world's second-largest appliance maker by units sold (after Whirlpool)
  • 4.
  • 5. 50 million products in 150 countries In 2013 revenue of 14.5 billion 61,000 employees worldwide Always among top 5 global household appliances leader Acquired GE Appliances and a 48.4% of Mabe’s shareholding in September 2014
  • 7. They target low population growth & high replacement product sales areas like New Zealand and Japan. Expanded to Latin America, Southeast Asia and China.
  • 8. Brand Portfolio Strategically planned to serve luxury , premium and mass markets
  • 9. Brand Vision The Electrolux vision is to be the best appliance company in the world as measured by customers, employees and shareholders.
  • 11.
  • 12. SWOT Analysis STRENGHTS • Global presence • Consumer insight • Professional Legacy • Sustainable Leadership • People and culture • Offers many brand names all over the world • Offers a variety of products • Have high and wide range of technologically advanced products • Offers very efficient green products and also manufactures products in a green way
  • 13. SWOT Analysis WEAKNESSES • Incapable to maintain a high profit margin on higher priced appliances in Germany, Spain, UK and China • Sub-brands are more well-known than Electrolux • Offers medium to high end products • Low operating margin of 4.8%
  • 14. SWOT Analysis OPPORTUNITIES • Asian middle class will increase by 1 billion in 2020 • Growth markets for Electrolux in Africa , Middle East and Eastern Europe • Increase its share of sales in the Southeast Asia and Latin America to 50 percent
  • 15. SWOT Analysis THREATS • Competitors like Whirlpool, the Haier group, Bosch-Siemens and LG Electronics. • Changing Markets • Presence of Internet
  • 16. Evaluate Electrolux’s strategy in light of its vision and the global trends in the household appliance industry?
  • 17. •Electrolux’s strategy is clearly working for them as they have maintained themselves among global leaders. •Good green technology products •Sub brands are well known than Electrolux •To create more customers, prices need o be kept in check •Brand promotion through internet and better use of social media
  • 18. What benefits will Electrolux receive from the acquisition of GE Appliance? How does it fit in with the strategy direction of the group? What strategic options can Electrolux pursue for future growth to achieve greater global dominance?
  • 19. • GE Appliance is one of the leading manufactures of kitchen and laundry products in North America as it makes 90% of its sales in this region • Runs its own logistic network • 48.4 % shareholding in Mabe • Mergers and acquisition is one of the strategy to build the brand. • They need to have innovative products while also keeping them as “green” as possible • New ways to market their product with the use of the internet and social media • India and china are the ideal markets according to their agenda for expansion
  • 20. Summary • 4 pillars Strategy • Successes • SWOT Analysis • Future plans
  • 21. Disclaimer Created by Aaishwarya Avhad, UMIT , during a marketing internship by Prof. Sameer Mathur , IIM Lucknow.( (See mbaskillsin@gmail.com)