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ELECTROLUX
Strategy PPT
About
Electrolux
The origins of Electrolux date back to a 1918 cooperative agreement between sales company Svenska Elektron AB and Kerosene lamp maker Lux AB It is now the second largest home appliance maker by market share just after Whirlpool. Electrolux is a swedish multinational home appliance manufacturer.
Product Categories
Market Share
SWOT
Strengths - Experience in using acquisitions to innovate and to enter new markets - Will to dispose of non-profit, non-core business - Subsidiaries as decentralized profit centres managed by RONA targets
Electrolu x
Opportunities - Gaining advantage by being the first operating in a global scale in this industry - Product innovation can be an important aspect for global competitiveness Threats - Other competitors chose to move from their domestic markets to operate in a global scale - Decline in world economy may lead to financial problems (replacement demand of longlasting consumer goods)
TIMELINE
Timeline
Electrolux
The origins of Electrolux date back to a 1918 cooperative agreement between sales company Svenska Elektron AB and Kerosene lamp maker Lux AB It is now the second largest home appliance maker by market share just after Whirlpool. Electrolux is a swedish multinational home appliance manufacturer.
Strategic Management
Strategic Management
Strategic Capability Environm ent Expectatio n& Purposes
Business Level
Strategi
Strategic Capability
Corporate level
Strate gic Strategic Positi Choices on
Developme nt directions
Environme nt
Case
Business Level
Focus on positioning Electrolux as the worlds No.1 choice and No.1 innovator Global scale of operations
Operatio ns Level
Talent Management and providing eco-friendly solutions 7 Business sectors, 28 Product lines Division into Consumer durables and Professional Products, indoor and outdoor products, white goods, floor products and small appliances
Strategic Position
Lead the development of environmentally sound products and processes Actively develop demand for these products
ER 8100B, winner of the European competition Energy+ the most energy-efficient refrigerator/freezer in Europe 2001
Consumer Insights
Strategy Action
8%
Decided CO2 emissions savings by EU at the Kyoto Conference
20-25%
4%
Energy+
A promotion program by the European Commission & 13 national energy and environmental agencies. Helping retailers and consumers to identify most efficient products - At least 25% better that energy class A
Strategy Contexts
Strategy Contexts
Profit
People
Planet
Manufacturin g
Branding
Restructuri ng
Manufacturing Context
Electroluxs manufacturing strategy is to ensure ultimate satisfaction from the Customer and Consumer. This position will develop and drive projects for sustained performance improvement across key safety, quality, cost, and delivery metrics. This will help to assist with identifying and implementing new technology in plant operations to have a significant opportunity to impact the growth, direction and future of manufacturing.
Strategic position Under utilized assets across the industry and specifically with Electrolux. Strategic choices
Cost performance - Higher prices for materials such as steel, plastics and resins cut 2 billion kronor from 2011 earnings Consumer Insight - Decline in consumer confidence in mature markets
Strategic Action Electrolux aims to save 5.1 billion kronor ($761 million) a year,
Close down of plants Raise prices across globally upto 7% Costs for closing the plants and reducing capacity will be about 3.5 billion kronor estimated
Strategic position Increasing demand of products so a need to expand production facilities. Strategic choices
Cost performance Need for low cost production of goods without the escalation of other costs
Bulky consumer durables like refrigerators were put up in Europe and US Light vacuum cleaners Eastern Europe and Asia Pacific
Strategic Action
Strategic Position - get a strong foothold in its native and surrounding countries before moving out Strategic Choices
Consumer Electrolux started with the manufacture of vacuum cleaners in the European region. While Electrolux had bought several companies before the 1960s, that decade saw the beginnings of a new wave of M&A activity. The company bought ElektroHelios, Norwegian Elektra, Danish Atlas, Finnish Slev, and Flymo, et al., in the nine years from 1960 to 1969
Strategic Action -All the acquisitions were in the European region in the 1960s. 1974 was the first acquisition out of Europe which was Eureka in USA. 1990s saw Electrolux in Asia, Africa, South America etc.
Production Areas
Bulky products like refrigerators near to the end market (European) and transportation cost will increase.
Footprints
Annual Savings to be nearly 3.4 SEKm per year by 2013 .
Saturation in existing markets of North America and Western Europe. Considerably lower saturation in Eastern Europe and Asia with increasing demand for most product areas.
Competition from Eastern Europe and China due to low production. Electrolux is restructuring for both low production and lower freight charges which their competitors could not achieve.
Consumer preferences had started becoming similar so product variants were reduced.
Market Polarisation
Goal
Relocation of production largely completed by 2008
Total Cost
Approximately SEK 810 billion
Savings
Approximately SEK 2.53.5 billion annually as of 2009
Restructuring in Production
In 2003 and 2004 investments were authorized for a new plant in Mexico and six new plants in Eastern Europe and Asia. In 2004 shut down part of production at two units in Australia and 1 unit of New Zealand.
Reducing the number of product platforms enables among other things greater standardization of components, fewer product variants and more streamlined production.
Restructuring in Purchasing
Branding Context
Strategic Position To become number 1 world over in consumer durables Strategic Choices
Industry Expertise Electrolux is the only company in its field with a distribution and local market presence in over 150 countries Electrolux targeted high end consumers in the US market and middle income households in the emerging markets like Brazil, Asia etc. They maintained the mother brand of Electrolux all over and also reached out to the local consumer with dominant local brands.
Strategic Action
Brand Building
The Electrolux brand is positioned in the premium segment throughout the world. In Latin America and Southeast Asia, the majority of the Groups appliances and all vacuum cleaners are sold under the Electrolux brand. Investments in dual brands include primarily AEGElectrolux, which is a major premium brand in several European markets. The Group also invests in strong, regional brands, such as Zanussi, Eureka and
1.5
1 0.5 0 2006 2007 2008 2009 2010
Talent Management
Re-allocate talent to various verticals Train staff to be more sensitive to Customer needs
Previously only engineers were involved in the process Designers, Marketers, Sales People were also included now Customer insight was a major study before undertaking development for new product
Strategic position Adapt to a growing market by using local talent Strategic choices
Adapt the company policy to suit Chinese Job Market/ Expectations Change in Title; Internal promotion/Job rotation coaching, Individual development plans, team building, formal mentoring
Strategic Action
Environmental context
Environmental context
After a series of protests from many environmental activist groups Electrolux devised a three part strategy Developing and promoting energy- and waterefficient products. Reducing the energy used in our operations by 28% by 2012 compared to 2005 consumption levels. Raising awareness of the importance of efficient appliances in tackling climate change
Environmental Sustainability
Legislations
Operational Adjustments
Financial Implications
Strategic Action
CFC-free refrigerators
Stakeholder Development
Strategic Position
Engagin g Supplier s
Strategic Choices
Transport Emissions
Strategic Action
Energy Reductions
Competitive Advantage
Smart Living
Strategic Position Strategic Choices
Cut per person carbon emission
Strategic Action
Smart-grid system
- Falling Sales - Products taking too long to market - Losing Value Proposition
Strategic Action
- Cross-functional teams - Visiting consumers homes - Sync R&D with commercial products
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