This document provides an overview of Whirlpool Corporation's global operations and innovation initiatives in 2013. It lists the company's manufacturing locations around the world and summarizes key innovation projects from regions including North America, Latin America, Europe/Middle East/Africa, India, and China. Some highlights include the opening of an Innovation Garage in North America to drive collaboration, the development of low-cost refrigerator innovations in India, and the successful launch of a new washing machine in China that was recognized with an award. The document aims to share learnings and successes from Whirlpool's global innovation communities in 2013.
Whirlpool is a large global manufacturer and marketer of home appliances headquartered in Michigan. The document discusses Whirlpool's history and operations, including its transition from a push-based to pull-based manufacturing model in the 1990s to better match production to customer demand. It also covers Whirlpool's globalization of key functions like procurement and product development, as well as its use of demand planning tools and initiatives like EDI to increase supply chain efficiency. The summary provides an overview of Whirlpool's operations and strategies over time to improve responsiveness to customers.
The document provides details about Whirlpool Corporation's initiatives to develop innovation as a core competency. It summarizes that Whirlpool faced stagnation in the late 1990s due to a lack of innovative products. It hired a consultancy firm to help establish an innovation culture and trained employees as innovation coaches and mentors. The results of these organizational development efforts showed in consistent revenue growth since 2002 and innovative products accounting for $800 million in sales in 2005, up from $10 million in 2001.
The document provides details about Rohit Ranjan's internship project on the marketing, sales and retail division of Whirlpool India Ltd. It includes an acknowledgment, approval from his mentor, and declaration sections. The project analyzes Whirlpool's product range including refrigerators, washing machines, microwaves, water purifiers and air conditioners. It also covers the company profile, market analysis using various frameworks, and conclusions from the project. The objective was to understand customer purchasing behaviors and factors influencing purchases of Whirlpool products.
Case Analysis on Whirlpool and the Global Appliance IndustrySamrat Mazumdar
Whirlpool Corporation is the largest home appliance manufacturer in the world. To address declining profits in North America and weak international sales, Whirlpool pursued an aggressive global expansion strategy in the 1980s. Key elements of the strategy included getting the entire organization to think globally, aligning around a global vision, embedding goals into daily operations, injecting new skills, focusing on long-term brand leadership over short-term gains, prioritizing customer needs, and standardizing products while pursuing innovation. This allowed Whirlpool to successfully expand globally and become the leading home appliance brand in every major region worldwide.
Whirlpool of India Ltd. is an 82.3% subsidiary of Whirlpool Inc., US. The document provides background information on Whirlpool's operations in India, including its manufacturing facilities, product offerings, competitors, export business, and marketing strategy of focusing on being a "homemaker" rather than heavy advertising. It also describes Whirlpool's sales and distribution network in India, which includes 18 sales branch offices that work with CFAs, direct dealers, and sub-dealers to market Whirlpool's home appliances.
Whirlpool is an American manufacturer and marketer of home appliances headquartered in Michigan. It has over 71,000 employees and manufactures and researches appliances in 70 countries for the global market of 130 countries. In the early 2000s, Whirlpool implemented new systems like Manufacturing Control System and advanced planning and scheduling to overhaul its supply chain and address problems with inventory management, production planning, and sales forecasting. It also used i2 Technology and SAP ERP software. These changes helped Whirlpool reduce supply chain costs and better balance supply and demand.
Case study of whirlpool quality managementTushar G
Whirlpool is a leading home appliance manufacturer with a vision of pride, passion and performance in every home. It focuses on innovation, operational excellence and customer centricity. For quality management, Whirlpool uses tools like Six Sigma and the Kano model to understand customer needs and improve products and processes. It aims to satisfy customers through attributes like effective products, good service, reasonable prices and a strong reputation. Whirlpool seeks customer feedback to address issues and enhance the customer experience.
The Whirlpool Corporation is an American home appliance manufacturer headquartered in Michigan. It was founded in 1911 and has grown significantly over the decades through mergers and acquisitions. Whirlpool entered the Indian market in the late 1980s and has three manufacturing plants in India. The boards of directors of Whirlpool Corporation and Whirlpool India oversee the business functions of finance, human resources, and auditing.
Whirlpool is a large global manufacturer and marketer of home appliances headquartered in Michigan. The document discusses Whirlpool's history and operations, including its transition from a push-based to pull-based manufacturing model in the 1990s to better match production to customer demand. It also covers Whirlpool's globalization of key functions like procurement and product development, as well as its use of demand planning tools and initiatives like EDI to increase supply chain efficiency. The summary provides an overview of Whirlpool's operations and strategies over time to improve responsiveness to customers.
The document provides details about Whirlpool Corporation's initiatives to develop innovation as a core competency. It summarizes that Whirlpool faced stagnation in the late 1990s due to a lack of innovative products. It hired a consultancy firm to help establish an innovation culture and trained employees as innovation coaches and mentors. The results of these organizational development efforts showed in consistent revenue growth since 2002 and innovative products accounting for $800 million in sales in 2005, up from $10 million in 2001.
The document provides details about Rohit Ranjan's internship project on the marketing, sales and retail division of Whirlpool India Ltd. It includes an acknowledgment, approval from his mentor, and declaration sections. The project analyzes Whirlpool's product range including refrigerators, washing machines, microwaves, water purifiers and air conditioners. It also covers the company profile, market analysis using various frameworks, and conclusions from the project. The objective was to understand customer purchasing behaviors and factors influencing purchases of Whirlpool products.
Case Analysis on Whirlpool and the Global Appliance IndustrySamrat Mazumdar
Whirlpool Corporation is the largest home appliance manufacturer in the world. To address declining profits in North America and weak international sales, Whirlpool pursued an aggressive global expansion strategy in the 1980s. Key elements of the strategy included getting the entire organization to think globally, aligning around a global vision, embedding goals into daily operations, injecting new skills, focusing on long-term brand leadership over short-term gains, prioritizing customer needs, and standardizing products while pursuing innovation. This allowed Whirlpool to successfully expand globally and become the leading home appliance brand in every major region worldwide.
Whirlpool of India Ltd. is an 82.3% subsidiary of Whirlpool Inc., US. The document provides background information on Whirlpool's operations in India, including its manufacturing facilities, product offerings, competitors, export business, and marketing strategy of focusing on being a "homemaker" rather than heavy advertising. It also describes Whirlpool's sales and distribution network in India, which includes 18 sales branch offices that work with CFAs, direct dealers, and sub-dealers to market Whirlpool's home appliances.
Whirlpool is an American manufacturer and marketer of home appliances headquartered in Michigan. It has over 71,000 employees and manufactures and researches appliances in 70 countries for the global market of 130 countries. In the early 2000s, Whirlpool implemented new systems like Manufacturing Control System and advanced planning and scheduling to overhaul its supply chain and address problems with inventory management, production planning, and sales forecasting. It also used i2 Technology and SAP ERP software. These changes helped Whirlpool reduce supply chain costs and better balance supply and demand.
Case study of whirlpool quality managementTushar G
Whirlpool is a leading home appliance manufacturer with a vision of pride, passion and performance in every home. It focuses on innovation, operational excellence and customer centricity. For quality management, Whirlpool uses tools like Six Sigma and the Kano model to understand customer needs and improve products and processes. It aims to satisfy customers through attributes like effective products, good service, reasonable prices and a strong reputation. Whirlpool seeks customer feedback to address issues and enhance the customer experience.
The Whirlpool Corporation is an American home appliance manufacturer headquartered in Michigan. It was founded in 1911 and has grown significantly over the decades through mergers and acquisitions. Whirlpool entered the Indian market in the late 1980s and has three manufacturing plants in India. The boards of directors of Whirlpool Corporation and Whirlpool India oversee the business functions of finance, human resources, and auditing.
Whirlpool Corporation is a leading global manufacturer and marketer of major home appliances. It owns multiple appliance brands that are sold worldwide. Whirlpool focuses on product innovation and sustainability to strengthen its market position. Recent strategic initiatives include developing smart, connected appliances and reducing the environmental impact of manufacturing. While the home appliance industry was negatively impacted by the 2008 recession, sales have rebounded in recent years as the economy recovers.
Branding and Promotion of Neo ichill Refrigerator for Whirlpool of India LTDAnkit Agarwal
The document is a summer training report submitted by Ankit Agarwal to Whirlpool of India Limited on a project related to branding and promotion of Whirlpool's Neo IChill refrigerator. The report provides an overview of the hotel, restaurant, catering and retail industries. It then discusses Whirlpool's company profile and marketing mix. The report details the objectives, work done, findings and recommendations of the project which involved promoting the Neo IChill refrigerator to hotels, restaurants and bars (HORECA sector) in Delhi.
Whirlpool Corporation's vision is for every home everywhere to have their appliances with pride, passion and performance. Their mission is for everyone to passionately create loyal customers for life. Whirlpool is the world's leading manufacturer and marketer of major home appliances, manufacturing in 13 countries and marketing in over 170 countries under major brand names. Whirlpool is also the principal supplier to Sears of many appliances marketed under the Kenmore brand name.
Whirlpool of India is a leader in the home appliance industry but has lost market share and executives in recent years. The document discusses Whirlpool's global leadership position, vision, mission and values. It then analyzes strengths such as its brand name and experience, but also weaknesses like reducing profits and threats from competitors gaining market share. Recommendations include motivating distributors, promoting aggressively, creating a healthy executive environment, and re-entering with competitive pricing.
Whirlpool of India Ltd is a leading manufacturer of home appliances in India with 3 manufacturing plants. It produces refrigerators, washing machines, air conditioners, and other appliances. Whirlpool entered India in the 1980s through a joint venture and now owns its manufacturing facilities. It has a range of products at various price points to meet market demand. Whirlpool distributes products through a network of regional warehouses, dealers, and retailers while using transportation agencies to deliver products via road and water nationwide.
This document provides a summary of Manan Kodia's final semester presentation on Whirlpool dishwashers. It includes the following key points:
- It discusses the FMCD (fast moving consumer durables) sector and examples like televisions, refrigerators, and dishwashers.
- It then focuses specifically on Whirlpool, providing details on the company's size, product portfolio including different dishwasher models, specifications, and strengths and weaknesses.
- Finally, it analyzes Whirlpool's position in India including target markets, competitors, the marketing mix, and SWOT analysis.
The document provides information on LG Electronics and Whirlpool Corporation. It discusses their history, global operations, products, competitors, financial information, visions and goals. It also describes how both companies use ERP systems like Oracle and SAP to manage their global businesses and supply chains. LG Electronics uses Oracle ERP in 6 countries while Whirlpool relies on SAP to handle orders from around the world. The presentation evaluates how ERP systems help the companies operate more efficiently on a global scale.
This document provides an overview of exploratory research conducted on the air conditioning industry in Pakistan. It introduces Haier as a major brand in the market and analyzes its competitors including Waves, Cool Industries, and PEL. Demographic and psychographic research targeted higher income consumers in SEC A. Findings showed people use AC 8-10 hours daily and purchase decisions are made primarily by males. Haier was the preferred brand for its price and performance compared to alternatives. A print ad concept and media plan are proposed to promote Haier air conditioners.
Marketing mix of whirlpool washing machineVibhor Agarwal
Whirlpool is an American multinational corporation that deals in household appliances founded in 1911. It has a wide marketing network in over 170 countries. Whirlpool offers various high-quality products like washing machines, refrigerators, air conditioners, and more that are compact in size, energy efficient, and durable. It has multiple brands and a wide range of products. Whirlpool implements customer-centric strategies and local customization to meet the needs of the Indian market. It focuses on competitive pricing and uses various promotional strategies like storytelling and emotional advertising to build brand preference. Whirlpool has manufacturing facilities in India and uses an extensive distribution network to supply products globally.
(1) Haier originated in China in 1984 and is now the world's largest appliance manufacturer. (2) Through innovation and entrepreneurship, Haier has transformed from an insolvent factory to the number one global home appliance brand. (3) In Pakistan, Haier has established a production facility and become the leading home appliance brand through innovative products.
Orient Group of Companies has been operating in Pakistan since 1957 and is the sole distributor of Mitsubishi air conditioners. It is a market leader in home appliances and has the vision to be the leading provider of consumer electronics in Pakistan. Some of its achievements include receiving the Best Achievement Award from the Lahore Chamber of Commerce in 2005. It promotes its products using various advertising techniques and competes with other major home appliance companies in Pakistan.
Consumer durables are products with a lifespan of at least 3 years such as refrigerators, washing machines, and air conditioners. The Indian consumer durables market is over $9.5 billion annually, with urban areas growing 10% and rural 25% per year. Televisions, refrigerators, air conditioners, and washing machines make up over 70% of sales volume. Major players in the industry include LG, Philips, Samsung, and Whirlpool, which has annual sales of over $20 billion globally and market share of over 50% in India. Whirlpool's vision is to provide appliances to every home worldwide with pride, passion and performance.
Haier presentation Taking Chinese company GlobalAniqa Komal
Haier is a Chinese appliance manufacturer that was founded in 1984 and has become the largest in China and 4th largest globally. The company was started by Zhang Ruimin who took over a failing refrigerator factory. Under his leadership, Haier focused on quality, diversified its product range through acquisitions, and has pursued international expansion aggressively since 1999. Key to Haier's success has been its organizational culture that emphasizes problem solving, innovation driven by customer needs, and rapid product development. The company also stresses social responsibility through various charitable initiatives. To sustain its growth, Haier should continue emphasizing its brands abroad while innovating and promoting its status as a Chinese company at home.
1) Whirlpool has been operating in India since 1995 and holds a 25% market share in home appliances.
2) The training covered product knowledge, field work, selling, merchandising, and promotional activities to increase Whirlpool refrigerator sales.
3) A survey of 41 respondents in Bangalore found that while Whirlpool products have good quality, issues with color options and after-sales service are causing some customers to switch to other brands.
Haier open partnership ecosystem & air tech needs by Jerry Jiang CLEEN_Ltd
CLEEN's MMEA program organised an international seminar on cleaner air - Outdoor and indoor air quality together with Zhejiang University and assistant organizer Insigma group.
This is one of the presentations in the seminar.
More info in www.mmea.fi
The cleantech field is expanding rapidly and Finnish companies are committed to working for a better environment in the fields of energy efficiency, air quality and monitoring. The world-class Cleantech know-how from Finland and the cooperation with Chinese partners and the results were highlighted in the MMEA seminar. Some of the leading Finnish cleantech companies together with Finnish and Chinese research institutions were present at the event. The seminars focused on cooperation between Finland and China concerning indoor and outdoor air quality and solutions to make them better.
The document summarizes the vision, mission, objectives, and organizational structure of Lever Brothers Pakistan Limited. The key points are:
1. The vision is to excel in all fields and provide customer delight through quality products. The mission is to be the leading consumer company in Pakistan with dominant market positions across various product categories.
2. The objectives include 15% annual growth, understanding consumer needs, delivering superior value through innovation, improving efficiency, and developing new markets.
3. The organizational structure has a chairman who leads a management committee responsible for strategy and policy. Department heads oversee functions and ensure targets are met.
Unilever is a global consumer goods company that sells products across food, home care, personal care and refreshment categories. It has a presence in over 180 countries worldwide, with around 53% of sales coming from emerging markets. Unilever pursues a strategy of winning with brands and innovation, winning in the marketplace, winning through continuous improvement, and winning with people. Emerging markets represent a major growth opportunity, and Unilever is well positioned in these markets with local roots and a global scale. Between 2005-2010, Unilever grew turnover while maintaining operating margins and increasing net profit and free cash flow.
10 Secrets to Recruiting the Brightest Grads & MillennialsGlassdoor
The document outlines 10 secrets to recruiting recent graduates and millennials, including building awareness at career fairs, recruiting with passionate representatives, building brand ambassadors through positive reviews, recognizing potential in all candidates, responding quickly to candidates, emphasizing growth opportunities over perks, valuing internship experience, embracing workplace transparency, promoting work-life balance, and fostering career development. It also recommends starting internship programs to identify strong potential hires.
Whirlpool Corporation is a leading global manufacturer and marketer of major home appliances. It owns multiple appliance brands that are sold worldwide. Whirlpool focuses on product innovation and sustainability to strengthen its market position. Recent strategic initiatives include developing smart, connected appliances and reducing the environmental impact of manufacturing. While the home appliance industry was negatively impacted by the 2008 recession, sales have rebounded in recent years as the economy recovers.
Branding and Promotion of Neo ichill Refrigerator for Whirlpool of India LTDAnkit Agarwal
The document is a summer training report submitted by Ankit Agarwal to Whirlpool of India Limited on a project related to branding and promotion of Whirlpool's Neo IChill refrigerator. The report provides an overview of the hotel, restaurant, catering and retail industries. It then discusses Whirlpool's company profile and marketing mix. The report details the objectives, work done, findings and recommendations of the project which involved promoting the Neo IChill refrigerator to hotels, restaurants and bars (HORECA sector) in Delhi.
Whirlpool Corporation's vision is for every home everywhere to have their appliances with pride, passion and performance. Their mission is for everyone to passionately create loyal customers for life. Whirlpool is the world's leading manufacturer and marketer of major home appliances, manufacturing in 13 countries and marketing in over 170 countries under major brand names. Whirlpool is also the principal supplier to Sears of many appliances marketed under the Kenmore brand name.
Whirlpool of India is a leader in the home appliance industry but has lost market share and executives in recent years. The document discusses Whirlpool's global leadership position, vision, mission and values. It then analyzes strengths such as its brand name and experience, but also weaknesses like reducing profits and threats from competitors gaining market share. Recommendations include motivating distributors, promoting aggressively, creating a healthy executive environment, and re-entering with competitive pricing.
Whirlpool of India Ltd is a leading manufacturer of home appliances in India with 3 manufacturing plants. It produces refrigerators, washing machines, air conditioners, and other appliances. Whirlpool entered India in the 1980s through a joint venture and now owns its manufacturing facilities. It has a range of products at various price points to meet market demand. Whirlpool distributes products through a network of regional warehouses, dealers, and retailers while using transportation agencies to deliver products via road and water nationwide.
This document provides a summary of Manan Kodia's final semester presentation on Whirlpool dishwashers. It includes the following key points:
- It discusses the FMCD (fast moving consumer durables) sector and examples like televisions, refrigerators, and dishwashers.
- It then focuses specifically on Whirlpool, providing details on the company's size, product portfolio including different dishwasher models, specifications, and strengths and weaknesses.
- Finally, it analyzes Whirlpool's position in India including target markets, competitors, the marketing mix, and SWOT analysis.
The document provides information on LG Electronics and Whirlpool Corporation. It discusses their history, global operations, products, competitors, financial information, visions and goals. It also describes how both companies use ERP systems like Oracle and SAP to manage their global businesses and supply chains. LG Electronics uses Oracle ERP in 6 countries while Whirlpool relies on SAP to handle orders from around the world. The presentation evaluates how ERP systems help the companies operate more efficiently on a global scale.
This document provides an overview of exploratory research conducted on the air conditioning industry in Pakistan. It introduces Haier as a major brand in the market and analyzes its competitors including Waves, Cool Industries, and PEL. Demographic and psychographic research targeted higher income consumers in SEC A. Findings showed people use AC 8-10 hours daily and purchase decisions are made primarily by males. Haier was the preferred brand for its price and performance compared to alternatives. A print ad concept and media plan are proposed to promote Haier air conditioners.
Marketing mix of whirlpool washing machineVibhor Agarwal
Whirlpool is an American multinational corporation that deals in household appliances founded in 1911. It has a wide marketing network in over 170 countries. Whirlpool offers various high-quality products like washing machines, refrigerators, air conditioners, and more that are compact in size, energy efficient, and durable. It has multiple brands and a wide range of products. Whirlpool implements customer-centric strategies and local customization to meet the needs of the Indian market. It focuses on competitive pricing and uses various promotional strategies like storytelling and emotional advertising to build brand preference. Whirlpool has manufacturing facilities in India and uses an extensive distribution network to supply products globally.
(1) Haier originated in China in 1984 and is now the world's largest appliance manufacturer. (2) Through innovation and entrepreneurship, Haier has transformed from an insolvent factory to the number one global home appliance brand. (3) In Pakistan, Haier has established a production facility and become the leading home appliance brand through innovative products.
Orient Group of Companies has been operating in Pakistan since 1957 and is the sole distributor of Mitsubishi air conditioners. It is a market leader in home appliances and has the vision to be the leading provider of consumer electronics in Pakistan. Some of its achievements include receiving the Best Achievement Award from the Lahore Chamber of Commerce in 2005. It promotes its products using various advertising techniques and competes with other major home appliance companies in Pakistan.
Consumer durables are products with a lifespan of at least 3 years such as refrigerators, washing machines, and air conditioners. The Indian consumer durables market is over $9.5 billion annually, with urban areas growing 10% and rural 25% per year. Televisions, refrigerators, air conditioners, and washing machines make up over 70% of sales volume. Major players in the industry include LG, Philips, Samsung, and Whirlpool, which has annual sales of over $20 billion globally and market share of over 50% in India. Whirlpool's vision is to provide appliances to every home worldwide with pride, passion and performance.
Haier presentation Taking Chinese company GlobalAniqa Komal
Haier is a Chinese appliance manufacturer that was founded in 1984 and has become the largest in China and 4th largest globally. The company was started by Zhang Ruimin who took over a failing refrigerator factory. Under his leadership, Haier focused on quality, diversified its product range through acquisitions, and has pursued international expansion aggressively since 1999. Key to Haier's success has been its organizational culture that emphasizes problem solving, innovation driven by customer needs, and rapid product development. The company also stresses social responsibility through various charitable initiatives. To sustain its growth, Haier should continue emphasizing its brands abroad while innovating and promoting its status as a Chinese company at home.
1) Whirlpool has been operating in India since 1995 and holds a 25% market share in home appliances.
2) The training covered product knowledge, field work, selling, merchandising, and promotional activities to increase Whirlpool refrigerator sales.
3) A survey of 41 respondents in Bangalore found that while Whirlpool products have good quality, issues with color options and after-sales service are causing some customers to switch to other brands.
Haier open partnership ecosystem & air tech needs by Jerry Jiang CLEEN_Ltd
CLEEN's MMEA program organised an international seminar on cleaner air - Outdoor and indoor air quality together with Zhejiang University and assistant organizer Insigma group.
This is one of the presentations in the seminar.
More info in www.mmea.fi
The cleantech field is expanding rapidly and Finnish companies are committed to working for a better environment in the fields of energy efficiency, air quality and monitoring. The world-class Cleantech know-how from Finland and the cooperation with Chinese partners and the results were highlighted in the MMEA seminar. Some of the leading Finnish cleantech companies together with Finnish and Chinese research institutions were present at the event. The seminars focused on cooperation between Finland and China concerning indoor and outdoor air quality and solutions to make them better.
The document summarizes the vision, mission, objectives, and organizational structure of Lever Brothers Pakistan Limited. The key points are:
1. The vision is to excel in all fields and provide customer delight through quality products. The mission is to be the leading consumer company in Pakistan with dominant market positions across various product categories.
2. The objectives include 15% annual growth, understanding consumer needs, delivering superior value through innovation, improving efficiency, and developing new markets.
3. The organizational structure has a chairman who leads a management committee responsible for strategy and policy. Department heads oversee functions and ensure targets are met.
Unilever is a global consumer goods company that sells products across food, home care, personal care and refreshment categories. It has a presence in over 180 countries worldwide, with around 53% of sales coming from emerging markets. Unilever pursues a strategy of winning with brands and innovation, winning in the marketplace, winning through continuous improvement, and winning with people. Emerging markets represent a major growth opportunity, and Unilever is well positioned in these markets with local roots and a global scale. Between 2005-2010, Unilever grew turnover while maintaining operating margins and increasing net profit and free cash flow.
10 Secrets to Recruiting the Brightest Grads & MillennialsGlassdoor
The document outlines 10 secrets to recruiting recent graduates and millennials, including building awareness at career fairs, recruiting with passionate representatives, building brand ambassadors through positive reviews, recognizing potential in all candidates, responding quickly to candidates, emphasizing growth opportunities over perks, valuing internship experience, embracing workplace transparency, promoting work-life balance, and fostering career development. It also recommends starting internship programs to identify strong potential hires.
This document outlines an exploratory design research workshop led by Elizabeth Goodman. The workshop introduces participants to various exploratory design research methods including observation, cultural probes, co-creation activities, and games. The document provides examples and exercises for each method. It emphasizes that the goal of exploratory research is to generate questions in new directions rather than precisely answer predetermined questions. The workshop schedule includes introducing methods, participating in hands-on exercises, and discussing lessons learned. References for further reading on each method are also provided.
The 2006 Whirlpool Corporation Annual Report summarizes the company's strategy of executing around the world through innovative products, processes, and customer relationships. It highlights the Duet and Cabrio washing machines which use half the water and energy of conventional washers and have received design awards. The report also outlines Whirlpool's global brand, supply chain operations, innovation pipeline worth $3.5 billion, and corporate citizenship efforts including supporting Habitat for Humanity.
Whirlpool of India Limited is a manufacturer of home appliances that produces refrigerators, washing machines, air conditioners and other appliances. It manufactures products in 13 countries and markets them in over 170 countries under various brand names. Whirlpool has over $18 billion in annual revenue and 68,000 employees worldwide. The company focuses on global expansion, innovation, and sustainability to continue its growth.
Samsung Electronics was founded in 1969 in South Korea and has since become a global leader in electronics manufacturing. It is the world's largest manufacturer of semiconductors, LCD displays, mobile phones, and memory chips. Samsung invests heavily in research and development, spending around $5 billion annually to develop innovative new products and technologies. This focus on innovation, along with a wide range of consumer electronics products, has made Samsung one of the most valuable brands in the world.
Insights Success has enlisted “The 10 Most Innovative Companies in 2019”, which are driving customer’s experiences by smartly incorporating the intersection of innovation and evolving technologies and thereby, delivering novel solutions
The Retail Insider Digital Retail Innovations report highlights some of the most interesting technological developments which are taking place in the retail sector. The report contains 50 top innovations from the UK & Ireland and 10 from the rest of the world.
Despite Group and Koko King are case studies of innovation around product systems. Despite Group innovated by developing a system of complementary products around its flagship mattress brand. It expanded into bed frames, bedding, and furniture to provide customers with full bedroom solutions. Similarly, Koko King innovated its snack product line. It launched new flavors, formats like mini packs for on-the-go consumption, and introduced cooking ingredients to create a system around its flagship coconut product. Both companies enhanced customer value and stickiness through innovative product systems that bundled complementary offerings around their core products.
The Retail Insider Digital Retail Innovations report highlights some of the most interesting technological developments which are taking place in the retail sector.
The report contains 50 top innovations from the UK & Ireland and 10 from the rest of the world
For the course project, you will select a country of interest (Rwa.docxmecklenburgstrelitzh
For the course project, you will select a country of interest (Rwanda) and assess the international business potential of that country and compare its characteristics to the characteristics of the United States. You will write a paper based on your research over the course of next 5 weeks. Include the following sections in the paper:
· Executive summary
· Macroeconomic condition
· Political and cultural environment
· Operations, Marketing, and Human Resource considerations
· Overall recommendations and risk assessment for making business investments into this country
The following organizations gather and publish data relevant to your course project. Use these resources for research.
· United Nations
· World Bank
· International Monetary Fund
· European Union
· Asian Development Bank
· Central Intelligence Agency
· Trade Information Center
· Japanese External Trade Organization
· Lexis-Nexis
· Ernst & Young
· International Trade Centre
· Dow Jones
· DIALOG
Leading Innovation and Change: Best Practice Case Study
Client - a company synonymous with the term innovation. Since its inception, the company founders have instilled a belief in unique product creation, including life altering product innovations such as the light bulb envelope, TV tube, and optical waveguides. This concept of innovation has been deemed one of the company's most essential quality programs, bridging functional groups within the organization, renewing itself through continued time and iterations. For the client, innovation not only challenges traditional ways to thinking, but has become a key impetus to drive change. Innovation converts ideas into opportunities.
The client began its journey with the realization that the rate of new product development would be insufficient to maintain company profitability in the future. In the late 1970's and early 1980's there was a cycle of small pockets of promising technological advances, defensive moves, and diminishing returns. Previously the company's innovation processes had been defined only within the areas of research, product development, and engineering. The client began by analyzing past innovations and the successes and failures associated with each, and benchmarking their own best practices and lessons learned.
The client has defined innovative effectiveness as: requiring an understanding of overall corporate and business strategies; developing organizational roadmaps based on customers, the market, competitors, strengths and weaknesses, and resources; ability to evaluate, prioritize, and select projects; and executing the selected project well. The key elements of innovation intervention are: an innovation task force, composed of key innovators; the utilization of company history as a resource for innovation; a focus on strengths and resources in a project of paramount importance, referred to as "flexible critical mass;" and a two-and-a-half-day innovation conference for 200 company leaders which focuses on reintrodu.
100%Open is dedicated to open innovation. We have the specialist know-how that makes innovating with partners more successful. Our clients profit from better new products delivered quicker and more efficiently.
A Playbook for Corporate Innovation - Explorium HKYangie Chung
Are you an innovator about to start a new innovation hub or join one?
We were in the same shoes not too long ago. We started Explorium in Hong Kong in 2018 and over the past two years we've tried, failed, hit brick walls, and succeed (on occasion) in helping the businesses of the Fung Group innovate following an ecosystem approach.
We learned a lot along the way and now are sharing back our reflections and suggestions in a Playbook for Ecosystem Innovation - this is the guide we wish we had at the beginning of our journey. Read it, and maybe you can avoid some of our mistakes.
Open innovation presentation austech 2013Frank Wyatt
Open source innovation is a paradigm shift that involves sharing ideas and intellectual property externally rather than keeping them internal. It allows companies to source ideas from outside their organizations. The document discusses why open source innovation is increasingly popular for business model innovation and provides two case studies as examples. The mountain bike industry benefited from open collaboration with customers to develop new product features. Cadbury set up an open innovation team that established external partnerships and sourced over 50% of research projects from public organizations.
P&G successfully adopted an open innovation model called "Connect + Develop" in 2000 to involve outside partners in its innovation process. This led to over 50% of P&G's innovations now involving external partners, compared to just 15% previously. Creative platform eYeka allows brands to collaborate with its global network of over 150,000 creative consumers to generate new product ideas, marketing campaigns, and engage consumers. Leading brands from various industries use eYeka's platform and creative brief competitions to identify unmet needs, accelerate innovation, and build engagement in a fast, scalable, and safe manner.
UX STRAT Europe 2019: Zachary Jean Paradis, Publicis SapientUX STRAT
This document discusses innovation approaches and the relationship between product management and service design. It provides an overview of each approach, noting their similarities in being agile, customer-centered, interdisciplinary, and iterative. Product management is framed as optimizing individual products or value pools, while service design takes a broader view of optimizing the customer experience across products. The document suggests that product management and service design are complementary rather than competitive, with product management best for optimizing business as usual and service design for addressing significant customer experience gaps across an organization.
The document discusses factors for success and failure in innovation. It outlines an innovation growth model with 5 phases (adhoc, program, co-creation, eco-innovation, value chain innovation) and the challenges of moving between each phase. Key success factors discussed are people, management processes, tools, and opening innovation processes to external partners through co-creation.
Global covid 19 insights & Content Narrative MARCH 2020Lauren Henn
This document discusses how LinkedIn usage and conversations have changed in relation to the COVID-19 pandemic. It shows data on rising engagement on coronavirus topics from January to March 2020. The top trending hashtags in January were related to business, marketing, and jobs, but by March #coronavirus was the number one trending hashtag. Industries like IT, financial services, and healthcare have discussed coronavirus the most in their LinkedIn posts. The document outlines strategies companies are taking like enabling remote work and sharing resources to support employees, customers, and their broader communities during this uncertain time.
TBWA\Group\China is a full-service integrated marketing group owned by Omnicom and part of the TBWA\ Worldwide network. It has offices in Shanghai, Beijing, and Guangzhou and incorporates specialists to deliver total brand strategies for clients across China. TBWA\ is recognized as one of the top ten global agency networks and the most creatively awarded network in the world. TBWA\China thinks of itself as a disruption agency that comes up with ideas bigger than just advertising to completely change how audiences see brands.
#DTR8: The New Innovation Paradigm for the Digital Age: Faster, Cheaper and O...Capgemini
In this edition of the Digital Transformation Review, we examine how organizations can create sustainable and successful innovation strategy, drawing on our global panel of industry executives and academics.
We focus on four key themes:
Which digital innovations should be on organizations' radar screens?
How should companies promote innovation and embed it into their culture?
What lessons can we draw from organizations that are stand-out innovators?
What is the role and impact of innovation centers, including the Capgemini Consulting-Altimeter Group report, "The Innovation Game: Why and How Businesses are Investing in Innovation Centers".
The New Innovation Paradigm for the Digital Age: Faster, Cheaper and OpenJon Nordmark
How Iterate Studio helps multinationals embrace Open Innovation is featured in Capgemini Consulting's 8th Digital Transformation Review (Oct 2015), pages 44-50. Other topics include Machine Learning and AI (University of Oxford), Innovating through Open Data, Robotics, Intrapreneurship (by Telefonica), Innovation Centers (by Capital One), Frugal Innovation (University of Cambridge), and more. -- Digital Transformation Review 8th Edition, Capgemini Consulting ( https://www.capgemini-consulting.com/digital-transformation-review-8 )
This document provides summaries of articles in a PR magazine. It discusses how design thinking processes can be applied to PR to foster innovation. It also discusses how thinking like an entrepreneur can help PR embrace opportunities. Additionally, it provides tips on using video in PR to engage audiences, such as through storytelling and testimonials. The magazine issue also previews an upcoming PR festival and provides an overview of the annual West End Festival in Scotland.
Similar to 2013 Whirlpool Corporation Innovation Report (20)
Whirlpool presents the volume 2 of the Digital School. Lesson 4 is dedicated to explain who digital natives are and how they behave, with insight for their role in companies and business environment.
Whirlpool presents the volume 2 of the Digital School. Lesson 4 is dedicated to storytelling and how to create interesting content for your audience, in order to stay relevant in a crowded landscape.
Whirlpool presents the volume 2 of the Digital School. Lesson 3 is dedicated to the new retail and how the buying experience is changing, thanks to digital transformation.
Whirlpool presents the volume 2 of the Digital School. Lesson 2 is dedicated to explain how everyday objects can become smart and more connected to each other and to the users.
The Winning Workplace is about how we work within Whirlpool. It is how we empower, enable and inspire our people with the best culture, environment and tools to deliver results beyond expectations for consumers and Whirlpool.
Success factors:
provide a collaborative, transparent workplace where we can operate with speed and work the way we live
transform the way we work.
Pubblica Amministrazione e Social Network (in Italiano)Own Company
L'utilizzo dei Social nella pubblica amministrazione. Sessione informativa per i sindaci della provincia di Varese. By Marco Giovannelli giornalista e Direttore di Varesenews.
Digital Revolution and Consumer Trends for 2013 Own Company
Whirlpool EMEA presents: Digital School, Lesson 9 | Consumer Trends 2013.
- Generation G
- Point & Know
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- Be Ethical
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- Second screen
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In this lesson, we explain how the methods of use and the production of content has completely changed over the last few years.
People as passive spectators have become producers of content: everyone has access to a camera and software for the in-house development of multimedia content.The explosion of platforms such as YouTube, Flickr and Instagram, etc. ... has enabled everyone to become a content maker.
The contents of the web are often remixed or characterized by fads that follow an unstoppable collective stream. This stream produces new content out of old, which inevitably impacts on the life of the brands.
Whirlpool EMEA presents: Digital School, Lesson 4: How to use Social Media effectively!
This lesson is devoted to explaining the principles of Social Networking:
For each social network there is an accompanying video of explanation and a series of tips and tricks for getting the most out of them.
How to use Facebook?
How to use Twitter?
How to use Google+?
How to use Pinterest?
How to use YouTube?
Whirlpool EMEA presents: Digital school, lesson 3. The third part of an online course about social media and digital life. In these slides you will understand how the communication has changed, from radio, print and tv to websites and, now, social media. For an integrated marketing and communication system.
Whirlpool EMEA presents: Digital School, Lesson 1, the first part of an online course about social media and digital life. In these slides you will understand which are the main social networks, what is their story and how they work.
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
buy old yahoo accounts buy yahoo accountsSusan Laney
As a business owner, I understand the importance of having a strong online presence and leveraging various digital platforms to reach and engage with your target audience. One often overlooked yet highly valuable asset in this regard is the humble Yahoo account. While many may perceive Yahoo as a relic of the past, the truth is that these accounts still hold immense potential for businesses of all sizes.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
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Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
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Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
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2. WHIRLPOOL CORPORATION CONFIDENTIAL INTERNAL USE ONLY PAGE 2
Europe, Middle East and Africa
Amiens, France
Athens, Greece
Barcelona, Spain
Belgrade, Serbia
Bratislava, Slovakia
Breda, The Netherlands
Bucharest, Romania
Budapest, Hungary
Casablanca, Morocco
Cassinetta, Italy
Comerio, Italy
North America
Benton Harbor, Michigan
Amana, Iowa
Celaya, Mexico
Chicago, Illinois
CIeveland , Tennessee
Clyde, Ohio
Evansville, Indiana
Findlay, Ohio
Greenville, Ohio
Guadalajara, Mexico
Knoxville, Tennessee
Marion, Ohio
Mexico City, Mexico
Mississauga, Ontario
Monterrey, Mexico
Ottawa, Ohio
Ramos Arizpe, Mexico
St. Joseph, Michigan
Tulsa, Oklahoma
Washington, D.C.
Latin America
Bogota, Colombia
Buenos Aires, Argentina
Guatemala City,
Guatelama
Jaboatao dos Guararapes,
Brazil
Joinville, Brazil
Manaus, Brazil
Lima, Peru
Rio Claro, Brazil
Santiago de Chile, Chile
Sao Paulo, Brazil
Croydon, United Kingdom
Dubai, United Arab
Emirates
Dublin. Ireland
Helsinki, Finland
Herlev, Denmark
Isithebe, South Africa
Johannesburg, South Africa
Kiev, Ukraine
Lenzburg, Switzerland
Lisbon, Portugal
Naples, Italy
Norrkoping, Sweden
Oslo, Norway
Poprad, Slovakia
Prague, Czech Republic
Riga, Latvia
Schorndorf, Germany
Siena, Italy
Sofia, Bulgaria
Stockholm, Sweden
Strombeek-Bever,
Belgium
Stuttgart, Germany
Suresnes, France
Tallinn, Estonia
Trento, Italy
Vienna, Austria
Vilnius, Lithuania
Warsaw, Poland
Wroclaw, Poland
Asia
Beijing, China
Changzxing, Zheijang
Faridabad, India
Hong Kong, China
Melbourne, Austrailia
New Delhi (Gurgaon), India
Pondicherry, India
Pune, India
Qingdao, China
Ranjangaon, India
Shanghai, China
Shenzhen, China
Shunde, China
Taipei, Taiwan
Innovation from the Whirlpool Global Community
As our physical and virtual worlds change at record pace, communities continue to play
major roles in our lives. Whirlpool Corporation itself embodies a community. We are over
65,000 individuals, from 50 different countries, speaking different languages, united in
bringing product leadership and other innovative solutions to households around the
globe. The combined activities of Innovation and Margin Realization provide a common
language for creating our future, and are essential for us to remain relevant, profitable and
drive growth as we move forward.
On the following pages, we share some of the initiatives the various Whirlpool Innovation
communities have driven in 2013 to bring about product leadership, increased margins,
new business models and a stellar future performance—by leveraging the combined
strengths and capabilities of our global and local resources.
3. WHIRLPOOL CORPORATION CONFIDENTIAL INTERNAL USE ONLY PAGE 3
Letter from Our Leadership
The nature of communities is that they overlap and intersect, weaving strong connections that strengthen us as we
together reach for our goals. With over 15 years in a quest for an embedded capability of innovation, we can see the level
of maturity and evolution in the 2013 initiatives across the world. This report serves as a reference for teams around the
world and for future generations of innovators so they can understand how we saw the future “back in 2013.” This year we
confirmed our level of thought leadership in the field of innovation with the award received from Harvard Business Review
and McKinsey on their Innovating Innovation challenge.
An example of the success that can come from our collaborations is Armstrong II, a Fabric Care Project in China recently
recognized with a W Award. The project, with its origins in the Innovation Turbo Charge initiative, was led by Tina Zhang,
China’s marketing GM, who has fully embraced the innovation process and principles.
We continue to see the relevance of our tools and process for a variety of contexts. In Product Leadership they were
effective to shape the cooking and refrigeration cost reduction initiatives in NAR. And beyond Product Leadership, the tools
have been effectively employed in process improvements for the corporate communications project that resulted in the
creation of the “news hub,” and the IT related project run in LAR. Our continuous search for the best of the best out there
confirms we have a “top of the line” process, but we’ve also found and incorporated some more tactical and practical tools
into our kit. We’ve also confirmed that the skill and dedication in their application is what makes them work.
On the following pages, we describe some of the most relevant 2013 projects throughout the global enterprise. I’d like to
take this opportunity to thank all those who contributed.
Sincerely,
Nancy Tennant
4. WHIRLPOOL CORPORATION CONFIDENTIAL INTERNAL USE ONLY PAGE 4
Discovery and Insights
With a hands-on approach, the
team sought out unmet
consumer needs across China.
The team also used the newly
introduced Analogs lens to find
successful ways to break into
the Chinese market. This phase
resulted in the creation of a
number of concepts that were
then developed in a subsequent
phase.
The Armstrong II washing
machine, winner of 2013’s
Chairman’s Award for innovation,
is an example of the disciplined
execution of the Consumer
Solutions Process executed with
innovation operational
excellence in our core business
to deliver product leadership.
Tina Zhang, General Manager,
Marketing and Product Business,
and David Hong, Fabric Care
Director, made it all possible—
from identifying unique needs
for the Chinese market to
delivering a product to the
market that addresses those
needs. Simple as it seems, it
requires leadership engagement,
focus, open-mindedness and
determination.
Armstrong II, Recipient of
Strategic Focus
As important as all other stages
in the Innovation process,
articulating and aligning the
objectives and focus of the
work and putting together a
plan ensures project focus and
sets priorities.
Opportunity (Concept)
Development
The creation, iteration, prioritization
and ultimate selection of concepts
required a collaboration among
marketing, design and engineering
teams, ultimately leading into a
concept that was selected and
brought to the Winning Definition
Tollgate (WDT). Leadership
engagement throughout the process
was key to keeping the team moving
along.
Deliver and Grow
The team utilized the Deliver and
Grow phase to develop a launch
plan that incorporated the
consumer insights found during
Discovery to convey the message
across multiple channels and to
develop marketing plans to
“launch and love” this great
innovation.
The Chairman’s Award
5. WHIRLPOOL CORPORATION CONFIDENTIAL INTERNAL USE ONLY PAGE 5
Latin America
Alexandre Czesnat
Innovation, Design
and Product Development Vice President
Mario Fioretti
Director of Design and Innovation
Paula Crespi Caselli
Innovation Manager (former employee)
Kelly Galesi
Innovation Specialist
Daniela Mazzoni
Innovation Analyst
Thayane Pancieri
Innovation Financial Analyst
Top Initiatives
2013 was full of adoption of the
Triple Diamond and Consumer
Solutions Processes by all
marketing strategy teams
involving 102 employees in 13
different areas with 10 partners
involved.
This year LAR also applied the
innovation process in different
areas like IT and Digital,
embedding the culture across the
region.
LAR continues to experiment with
corporate venturing for project
incubation.
Results from previous years like
Destroyer, Itubaina and Joy are
now delivering in the market or
are close to launch.
Key Learnings
We discovered many opportunities
in applying our innovation process
beyond products, to areas that
involve huge challenges with the
opportunity to bring millions in
savings. We learned of new
methodologies and mindsets to
tackle these challenges. These broad
projects may even serve as a way to
spread Innovation throughout the
organization. Partnering with BPEX
(Business Process Excellence) on
such projects has proven invaluable.
The Triple Diamond process has
been widely adopted in product
development by all categories.
Resource allocation this year led us
to believe that we should test
allocating a diverse, small project
team from start to finish,
guaranteeing more accountability,
speed and alignment to achieve
winning results.
Results
The effort of spreading the Triple
Diamond across the marketing
teams included:
8 light Discovery Projects
2 full Discovery Projects
3 Opportunity Development
Projects
Innovation by Community
In 2014, the Innovation team was
reorganized and is now under the
leadership of Marcos Oliveira.
Corporate Venturing
Great ideas and limited resources
forces us to think creatively.
To share risk with the market,
LAR explored the model of
corporate venturing through
inventta, a corporate venturing
firm that presented a proposal
to the Growth & Innovation board
detailing how Whirlpool might
adopt such a model. The initiative
is currently under consideration.
Launches
Destroyer brings the digital era
to cooking with electronic
controls linked to an app.
Indiana promotes a healthy diet
by preserving fruits and
vegetables for
longer periods.
New This Year
A project on process
innovation,
a partnership between BPEX, IT
and innovation proved that the
Triple Diamond tools can be
applied successfully to many
different contexts. This project
resulted in the creation of a
domain for IT processes and
embedded the mindset in a
different part of the
organization.
“In the Works”
Some projects are ready to storm
the Brazilian market. Not much
can be shared at this point but
the images speak by themselves!
6. WHIRLPOOL CORPORATION CONFIDENTIAL INTERNAL USE ONLY PAGE 6
NorthAmerica
Bryan Aown
Director,
New Business Creation and Innovation
Corey Moles
Sr. Category Manager, New Business
Creation
Sheila Stafford
Sr. Category Manager, New Business
Creation
Scot Blommel
Sr. Project Manager, New Business Creation
Becky Martin
Sr. Innovation Analyst
Top Initiatives
2013 was a milestone year for NAR
innovation with the opening of the
Innovation Garage which hosted
over 70 workshops and 30 tours
this year. But more importantly, it
hosts some of the most innovative
initiatives currently at Whirlpool.
The New Business Creation Team
continues to drive two big projects
involving a strategic partnership.
Both initiatives have the potential
to create new markets.
The introduction of the first Spark
Competition is already providing
proof of the strong entrepreneurial
spirit at Whirlpool Corporation.
Key Learnings
Bryan Aown, NAR Director of
Innovation, shared his team’s
top learnings, “Our biggest
learning for 2013 is that we
have an organization that wants
to be innovative. If you give our
people the right conditions,
incentives and support . . .
amazing things can happen. We
must embrace failure and
encourage smart risk taking to
foster the right culture. There
are mavens amongst us who
want to create transformational
growth. The Garage and the
Spark Business Plan
Competition are just
a few examples of Whirlpool
creating the right environment
for these people to thrive.”
New This Year
The Garage opened at the
beginning of the year and is
already living proof that spaces
make a difference in driving a
culture of innovation. The garage
has 10,000 sq ft of flexible space
for workshops, a shop to co-
locate teams and drive
collaboration and
experimentation and a multitude
of easily accessible tools and
gadgets to immediately drive
inspiration.
So far, some 70 group sessions
have been held at the Garage
since March 1st, representing all
functions from numerous North
American locations. Additionally,
we have hosted over 30 tours for
internal and external groups.
Innovation by Community
The Garage
7. WHIRLPOOL CORPORATION CONFIDENTIAL INTERNAL USE ONLY PAGE 7
Key projects
Total Kitchen was run to identify
opportunities to make KitchenAid be a
holistic kitchen experience across
majors and small appliances. The iLab
was attended by over 60 internal and
external participants and has resulted
in the creation of 60 opportunities
and 16 domains.
Colossus was a true execution of the
Second Diamond, a project led by
Rafael Reyes, Senior Manager for
Product Development, to generate
consumer relevant ideas to leverage
extra space in the dishwasher.
Spark Competition
Launched in Q4, the Spark
competition was created to fill the
new business creation pipeline and
engage the broader NAR
organization. The café sessions
offered participants an opportunity
to interact with outside thought
leaders and practitioners , to cross-
pollinate ideas and get professional
counsel in the different business
aspects of the submissions.
New This Year
In 2013 we began to create an
infrastructure to facilitate a more
open, multilateral Innovation
process. This enables new ideas
and technologies to flow both in
and out between Whirlpool and
external parties.
Additionally, we now engage
procurement earlier in the
process to mobilize supply base
to be development partners and
accelerate decision and delivery
points to drive product leadership
and solve critical gaps.
Launched this year
A true innovation milestone,
this year the NAR Water team
launched everydrop water
filter, a simple yet very
innovative product in the
industry.
NorthAmerica, continued
Innovation by Community
Europe,MiddleEast&Africa
Tanneke Rienders
Director, New Business Creation
and Innovation
Gianluca Vigato
Innovation Lead
Marco Signa
Innovation Expert
Giorgio Koursaris
(Former Lead)
Top Initiatives
In a challenging business climate, EMEA
has focused the majority of their efforts
on stabilizing the business.
This past spring, the Innovation team
hosted an International Session on the
Drop Go-to-Market Strategy in
Cassinetta, Italy, a fitting location since
the Drop was originally designed by
Global Consumer Design in nearby
Comerio.
For the workshop, the Innovation group
leveraged the creative brain power of
students from the CEMS program of
Universita Bocconi in Milan, a top
international business school.
New This Year
At the workshop, a new
technique in competitive
ideation was introduced. Two
groups were formed—students
versus Whirlpool employees—
and each presented European
go-to-market concepts for the
Drop. Judges were given a
budget to fund the competing
ideas. The students came out
with the most funding, but by a
small margin.
Innovation by Community
8. WHIRLPOOL CORPORATION CONFIDENTIAL INTERNAL USE ONLY PAGE 8
Subra Komal,
Vice President, Asia Marketing, Asia South
Innovation Leads
Vikram Raman
P Pandithura
Anand V Hingne
Top Initiatives
In India, Innovation is embedded
in core teams that include
Marketing, Global Consumer
Design, Engineering &
Technology, and Procurement
with the close support of Legal.
This past year, Refrigeration and
Laundry projects have been front
and center.
In Refrigeration Power Cool Zone
and Power Cut Cool are two low
cost Innovation initiatives that
offer practical consumer
solutions.
High Definition Sensorial, a
Color|Finish|Materials project,
offers customers a compelling
aesthetic experience.
In Laundry, India launched
Stainwash, a toploader, and Ace
Stain Free at the high end of the
Ace Platform.
Key Learnings
Great things can come from a
simple insight. For example, how
can Whirlpool Refrigeration lessen
a person’s frustration caused by
repeated power outages? India is
addressing this need in a couple
of ways.
To ensure innovation project
success, the business is placing
greater emphasis on Proof of
Concept (POCs) through early
research.
Particularly on low cost initiatives,
key performance indicators are
identified early on to ensure the
innovation will translate into
positive Price Margin Realization
(PMR).
Launched this Year
Stainwash
This top loader has a unique wash
cycle sequence of six steps
leveraging maximum benefit from
the thermal energy produced by a
built-in heater—an idea that came
from a brainstorm session. The
feature removes sixteen different
types of tough stains. As of
November 2013, 25,000 units were
sold.
Just launched in November of
2013, Ace Stain Free brings the first
claim for a Stain Free Washer to
the Ace, Twin Tub Platform. This
enables the Ace to command a
premium, being sold at a higher
price point than previous models.
Ace Stain Free
Innovation by Community
India
Launched this Year
Power Cool Zone
This integrated compartment in
the refrigerator keeps a bottle of
water chilled during power
outages.
“In the Works”
Power Cut Cool
Leveraging the need for cooling
solutions around power
outages, India is developing a
removable product for the
refrigerator made of a thermos-
like material that will keep a
chilled bottle chilled for up to
twelve hours.
The concept is currently being
tested with users to determine,
among other things, target
market willingness to pay and
trade-off preferences.
Launched on GenY platform, 200K+
units with this feature have sold.
FY ‘13-’14 and beyond, the feature
will cascade down to the entire entry
level DC line-up in India (0.5Mn+
units targeted).
Launched this Year
High Definition Sensorial: The
Royale Range of Refrigerators
Providing stunning and
immediate sales floor impact,
these high definition, 3-D door
finishes and internal graphics
meet an emerging consumer
preference for sensorial appeal
and aesthetics.
Currently in the market, each
“high-def” product contributes
3-4% higher gross margin than
the typical model.
9. WHIRLPOOL CORPORATION CONFIDENTIAL INTERNAL USE ONLY PAGE 9
Top Initiatives
Armstrong II, featured in the
opening pages of this report, was
China’s breakthrough initiative.
Launched in October 2013, the
project leveraged all phases of the
innovation process.
In Refrigeration, China Style: Side-
by-Side Aesthetic Innovation
explored new ways the SxS could be
designed to celebrate Chinese
culture. And Icebreaker, a multi-
door project, looks at new
configurations.
In a series of Deep Dive Consumer
Workshops, the team is ideating
around new-to-the-market
configurations and features
specifically targeting the Chinese
lifestyle, as well as generating
insights that can be applied
across platforms.
Work to-date has included twenty
in-home visits to understand users’
unmet needs relating to food
management and preservation.
At subsequent workshops, the team
collected over 500 fresh ideas and
eventually fleshed out 9 innovative
concepts for further development.
The China Style series drew
inspiration from various elements
of Chinese culture as a means of
differentiating our products in the
market and connecting with our
target consumer. Each model in the
series features unique patterns and
handle configurations.
The Beijing Opera Model celebrates
the Chinese Arts with stunning glass
panel doors and glass handle
design. The two Jade Ring models
followed shortly after and feature
two new unique patterns that
represent luck and fortune to
Chinese consumers.
Tina Zhang
General Manager,
Marketing and Product Business
David Hong
Innovation Lead and Fabric Care Director
left:
Beijing Opera Model
Exterior and Interior
with tower lighting
far left:
Jade Ring concepts
Innovation by Community
China OpenInnovation
Enrica Monticelli
Sr. Manager, Open Innovation and
External Funding – Advanced
Development
and Cross Categories
2013 team and contributors:
Paola Aresi
OI& EF coordinator
Andrea Gasparoni
OI&EF Project Engineer
Cristina Castiglioni
OI&EF People programs coordinator
Gabriele Colombo
PhD– Politecnico of Milan, Assistant
Professor
Key Initiatives
Enrica Monticelli and ADXC
(Advanced and Cross Category)
team continues to drive thought
leadership on Open Innovation on
specific technology initiatives.
The topic is of relevance in the
world and Whirlpool is no
exception. While Open Innovation
is not a formalized and broad
initiative, innovation teams across
the world continue to practice it
through partnerships with
external entities, collaboration
with suppliers, doing tech
scouting and in other forms. In
the US, the New Business
Creation team’s work with P&G is
a world-class example of Open
Innovation.
Open Innovation is a key
ingredient to innovation success
and part of Whirlpool’s toolkit
and capability.
University Partnerships
A successful example of driving
innovation through university
partnerships is the recently
established strategic collaboration
with Politecnico de Milano. This
on-going relationship yielded 16
projects in 2013 in which the
Politecnico is deepening the
technical knowledge necessary to
deliver product leadership on key
Whirlpool projects—across all the
product categories .
Based on this, a Global University
strategy to strengheten the eco-
system in NAR and Asia has been
outlined and will be operational
in 2014.
Crowdsourcing/Tech Scouting
An explosion of services in the
market is proof that this has
value to organizations. In 2013
Enrica Monticelli’s team
assessed a couple of
opportunities for Whirlpool,
making a recommendation to
move forward with a vendor.
This gave us the opportunity to
better understand some of
these services and build
capability in the space.
Innovation by Community
10. WHIRLPOOL CORPORATION CONFIDENTIAL INTERNAL USE ONLY PAGE 10
GIobaIlnnovation
Moises Norena
Global Director of Innovation
Suzanne Berberet
Manager, Global Innovation
Luiz Cunha
Senior Manager, Global Innovation
Kavita Khatri
Senior Manager, Global Innovation
Inga Matukhina
Manager, Global Innovation
Greg Weigand
Senior Manager, Global PMR
Top Initiatives
During 2013, the global team
supported most regions in key
innovation projects in addition to
continuing the proliferation of the
innovation playbook and the
addition of new, more tactical tools
to our toolkit. In addition, the team
experimented with the incubation
of the Natural Gas Vehicle (NGV)
initiative. As thought leaders in
innovation, the team participated in
and won the Harvard Business
Review/McKinsey Innovating
Innovation Challenge. On another
front, the Global Innovation team
supported Corporate
Communications effort to increase
share-of-voice resulting in the
creation of the Global News Room.
Key Learnings
We’ve learned a lot in 2013
Having seen many innovation
processes and approaches out there,
we believe we have a top-notch
process and it is up to us to extract
value from it.
Our innovation teams are finding
new ways to engage business teams
as time and business demands
increase–lighter, more practical and
visually appealing approaches help.
The innovation process is a common
language as we learned during our
work with the China team.
• Shelving a project can be as
important as continuing it, as was
the case with the Natural Gas Home
Refueling project. Although it was
disruptive, we determined the
initiative is not financially compelling
at this time.
New This Year
We have added a couple of tools
that support aspects of the
innovation process in a more
tactical and spontaneous way.
Both Innovation on-line Games
and KiIn’s IdeaKeg fit within our
framework but allow teams to
work more independently and do
a bit less preparation for their
workshops. This is no substitute
for our innovation process but a
good complement to it. We also
looked into new approaches for
scoping projects and driving
workshops in collaboration with
?Whatif!.
Assessing
the success
criteria for a
workshop
activity
Innovation by Community
China Innovation and Product
Leadership
As with the Armstrong II project,
Global Innovation and the China
team are applying the Triple
Diamond process to deep dive into
the Chinese consumers’ needs and
preferences to develop new
opportunities. This project is proving
that having a common “Innovation
language” makes meaningful
collaboration possible even when
there are multiple languages spoken
in the room.
Consumer Relevant Cost Reduction
This new Innovation application was
initially applied on the Tesla cooking
project. More recently, it is being
used in Refrigeration, a project still
in progress. Using the innovation
framework and some newly
developed tools, Innovation and
business teams work together to
drive dramatic cost reduction. This
approach is being documented
since it has proven to be an
effective means to tackle cost
challenges while maintaining or
improving upon customer
relevance.
Capability Building
The playbook that was created
during the Innovation Turbo Charge
and improved by the LAR team is
now fully available. A full 3.5 days
training has been developed and its
first introduction will be executed in
India in Feb 2014. This includes new
and fresh materials based on the
graphics from LAR and makes the
training highly energetic and
interactive.
A series of webinars on a variety of
tools and techniques has been
created; this database provides a
solid expansion of innovation tools
and principles for those people who
already have innovation
fundamentals.
11. WHIRLPOOL CORPORATION CONFIDENTIAL INTERNAL USE ONLY PAGE 11
GIobaIlnnovation,continued
Whirlpool Creatives
Whirlpool Creatives is an
association of employees who
appreciate creativity and the arts.
“The Arts” is used broadly here,
including but not limited to,
design, painting, sculpture, music,
video, writing and recipe creation.
Many of the members produce
personal works in their time away
from Whirlpool.
As the entity that established this
organization, Global Innovation
has played an essential role in it’s
growth. The organization has
been designed to strengthen the
fabric of Whirlpool Corporation by
promoting cross-category
interaction while providing an
attractive and fertile environment
for sharing creative ideas and
techniques. Promoting a global
culture of creativity & innovation, the
group fosters creative and technical
excellence here at Whirlpool and in
our respective communities.
With the support of Global Innovation,
Whirlpool Creatives has made
tremendous progress this year. A
leadership team has volunteered their
time, membership increased to two
hundred and a newsletter called
Creative Bits has received accolades.
Additionally, members launched a
global website:
creatives.whirlpool.com.
This includes an online gallery
called FOLIO with member works.
Submissions are organized by type:
Art 2D, Painting and Drawing
Art 3D, Sculptural Work
Craft
Creative Writing
Culinary
Design
Music
Performance
Photography
Poetry
Scrapbooking
Technology
Video/film
Enjoy the site. And if you make
artwork, take part by posting.
Creatives gathering
Right: Montage from
the Whirlpool Creatives Website, FOLIO
Tab
creatives.whirlpool.com
Creatives developed the visual language
of the Strategic Architecture Commutations
Innovation by Community
Creatives e-newsletter, Creative Bits
12. WHIRLPOOL CORPORATION CONFIDENTIAL INTERNAL USE ONLY PAGE 12
We continue to consistently and
rigorously measure innovation. This has
proven to be something many
companies aspire to be able to do.
While at times it can be difficult to keep
up with all these numbers and see their
value as we drive our
day-to-day, it is something that makes
our innovation meaningful and tangible
to investors and employees.
Metrics
13. WHIRLPOOL CORPORATION CONFIDENTIAL INTERNAL USE ONLY PAGE 13
CertifiedInnovationMentor
Module 3
Leading the Innovation imperative
Students will develop the acumen to
design, communicate and execute an
innovation management system that
satisfies the needs of the organizational
and long-term strategies in a scalable
and sustainable way making innovation
not an initiative but part of the fabric of
organizations
Program Structure
Module 2
Applying Innovation
Students will gain the necessary
knowledge to generate innovative
ideas and the deep understanding
essential to identify, assess and apply
the principles, tools and processes that
facilitate their generation and
conversion into successful innovation
solutions
Module 1
The business case of Innovation
Students will recognize
opportunities for starting,
improving or scaling the innovation
effort. Students will leave with
insights and elements to define or
improve innovation in an
organization as a source of
competitive advantage
Intersession Blocks
Participate in webinars that have been recorded by 20+
of the most renowned experts in the field with topics
that range from Innovation strategies to tactical
ideation tools to generating consumer insights.
Projects
Students will complete two projects: a team project
for a non-profit organization and a project for their
own company. Faculty and peers will assist in
making each project a great innovation
Innovation is essential for organizations to achieve differentiation and growth. Unlike
established competencies such as finance, acquiring it is difficult in a fragmented and
inundated market. The program is comprehensive, neutral and rigorous: providing the
individual the unique and sought-after acumen and recognition to become an innovation
catalyst for the organization.
Many companies around the world
are trying to figure innovation out,
Whirlpool is ahead of the curve. Our
15+ years of experience have
attracted renowned institutions and
innovation thinkers. We are taking
our knowledge and experience to
new heights by partnering with
University of Notre Dame’s
Mendoza School of Business and
Memorial Hospital of South Bend’s
Innovation Center in the creation of
the world’s first innovation
certification program that combines
academy and industry. The pilot
program is underway and will be
finished in May – this program will
help us prepare new innovation
leaders at Whirlpool and many of its
components will benefit generations
of innovators in our company.
Moisés Noreña
“I am excited to see this, it is
really needed in the market.”
Former Chief Learning
Officer at Xerox and Motorola
Program (CIMp )
Faculty
Our program is designed and
taught by Nancy Tennant and
Moises Norena accompanied by
Notre Dame Faculty and some of
the most renowned figures in the
innovation space including Gary
Hamel, Peter Skarzynksi and The
Tom Peter’s Company among
others. Some of the most
prominent innovation firms like
ITC, ?Whatif!, KILN, Strategos,
Clearworks have also partnered to
share some of their secrets.
Participants
In addition to Whirlpool, the pilot
program has innovation leaders
from Dell, John Deere, Bobcat,
Exelon, Saint-Gobain, YMCA,
Sonoco, Cardinal Health,
Johnsonville and Washington Penn
Plastics.
What’s in it for Whirlpool?
This pilot program will finish in
May 2014 and all the webinars
and modules will be finalized by
then. The content developed is a
wealth of innovation knowledge.
We plan to extract maximum value
for Whirlpool in the following
ways:
1. Securing seats for Whirlpool in
each session, a candidate
selection model will be
developed
2. Offering key elements of the
program to groups at
Whirlpool, like will be done in
February for the India team
3. By bringing the whole program
to key Global Whirlpool
locations in partnership with
local institutes (in progress)
TM
“Our partnership with Whirlpool's innovation
network and their thought leaders has been
instrumental in creating this new program.”
– Roger D Huang, Dean and Professor
Mendoza College of Business,
University of Notre Dame
“This groundbreaking initiative builds on Whirlpool’s long legacy of
embedding innovation as a core competency. Whirlpool’s strong and
forward-leaning executive leadership has fostered the creation of a truly
unique and impactful curriculum for those seeking advanced learning and
expertise. Whirlpool Corporation is a remarkable partner in pioneering an
expert-level leadership Innovation program in partnership with Beacon's
Memorial Hospital of South Bend.”
– Phil Newbold, CEO Beacon Health System