A

Project Report
ON

RETAIL MARKETING AND E- MARKETING

TOPIC

RETAIL MARKETING OF WHIRLPOOL

COORPRATION OF AIR COOLER

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DECLARATION
We hereby declare that the following
project report titled RETAIL MARKETING
AND E- MARKETING is an authentic work
done by us. This is to declare that all work
indulged in the completion of this work such
as research, analysis of activities of an
organization is a profound and honest work
of ours.

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ACKNOWLEDGEMENT

We would like to express hearty gratitude to

our faculty guide, Prof. .. for giving us the
opportunity to prepare a project report on

RETAIL MARKETING AND E- MARKETING

and

for

her

valuable

guidance

and

sincere

cooperation, which helped us in completing this

project.

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TABLES OF CONTENTS
Page No
1. Introduction ...........................................................................5
2. History Of Whirlpool ............................................................6
3. Whirlpool Vision ..................................................................9
4. Whirlpool Mission................................................................10
5. Whirlpool Values .................................................................10
6. Innovations ...11
7. Promising Entity Of The Company..12
8. Building The Corporate Brand 12
9. Whirlpool Brand...................................................................16
10 . Whirlpool Strategy Execution............................................16
11 . Going Global With The House...................17
12 . Global Consumer Design19
13 . Environmental Responsibility.....20
14 . Global Scenario Of Whirlpool ...22
15. Global Strategies .23
16. Suggestions .27
17. Conclusion...28
18. Reference 29
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1. INTRODUCTION
The Whirlpool Corporation is an American multinational manufacturer
and

marketer

of home

appliances,

headquartered

in Benton

Charter

Township, Michigan, United States, near Benton Harbor, Michigan. The Fortune 500
company has annual revenue of approximately $19 billion, 69,000 employees, and
more than 70 manufacturing and technology research centers on the world. The
company

markets

Whirlpool, Maytag, KitchenAid, Jenn-Air, Amana, Gladiator

GarageWorks, Inglis, Estate, Brastemp, Bauknecht and Consul. After acquiring

the Maytag

Corporation on

March

31,

2006,

the

Whirlpool

Corporation

surpassed Electrolux to become "the largest home appliance maker in the world."
In the U.S., Whirlpool has 8 manufacturing facilities: Amana, Iowa; Tulsa,
Oklahoma; Cleveland, Tennessee; Ohio: Clyde, Findlay, Marion (and Ottawa).
Whirlpool Corporation (Whirlpool) is the worlds leading manufacturer of
major home appliances with revenues of $18.9 billion and net earnings of $418 million
for the year ended December 31, 2008. Whirlpool is the leading producer of major
home appliances in North America and Latin America and has a significant presence in
markets throughout Europe and India. Whirlpool received worldwide recognition for
accomplishments in a variety of business and social efforts, including leadership,
diversity, innovative product design, business ethics, social responsibility and
community involvement. They conducted their business through four reportable
segments, which they define based on geography. The reportable segments consist of

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North America (57% of revenue), Europe (21% of revenue), Latin America (19% of
revenue), and Asia (3% of revenue).

2. HISTORY OF WHIRLPOOL
Year

1911

Louis and Emory Upton founded the Upton Machine Company on November 11,
1911. With the financial aid of Lowell Bassford, they began to produce electric,
motor - driven wringer washers. Soon after its founding, Lou Upton's younger
brother Fred joined the company and was an integral part of the business.
Federal Electric ordered 100 machines, but a gear failed in the transmission of
them. Louis Upton immediately replaced them at no cost to Federal Electric, who
were so impressed with Upton's ethics, they immediately doubled their order.

1916

Sears, Roebuck & Co. began selling Upton manufactured machines under the
"Allen" brand, one for $54.75 and a deluxe model for $95.

1929

Upton merged with Nineteen Hundred Washer Company of Binghamton, New

York, taking the name Nineteen Hundred Corporation.

1942

Nineteen Hundred Corporation began converting all of its factories for war
production.

1946

Nineteen Hundred Corporation begins manufacturing appliances for John Inglis

and Company of Canada.

1949 First top-loading automatic washer sold manufactured for sale under Sears' brand.
1950

The Nineteen Hundred Corporation was renamed as the Whirlpool Corporation,

and sold its first top-loading automatic washer under the Whirlpool brand.

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1951

Establishment of the Whirlpool Foundation, a philanthropic arm of Whirlpool

Corporation.

Acquires Seeger Refrigerator Company and RCA's air conditioner and cooking
range lines including ownership of RCA's Estate brand name. Company changes
1955 its name to Whirlpool-Seeger Corporation and began using the RCA-Whirlpool
brand name until the mid-1960s. Whirlpool acquires appliance division
from International Harvester Company.
1956 Opened a 100-acre (0.40 km2) administrative center in Benton Harbor, Michigan.
The RCA Whirlpool Miracle Kitchen was introduced with an estimated 15 million
1957 television viewers. The company changed its corporate name back to Whirlpool
Corporation.
1962

Won NASA's contract for the development of the feeding and waste systems
for Project Gemini.

1966 Whirlpool drops the RCA name so the brand name becomes Whirlpool.
1967 Introduced a 24-hour helpline.
1968 Surpassed $1 billion in annual revenues.
1978 Surpassed $2 billion in annual revenues.
1986 Acquired KitchenAid, a division of the Hobart Corporation.
1987

Began selling compact washers in India and acquired majority interest in Inglis of
Canada.

Begins a joint venture with Philips called Whirlpool International with Whirlpool
1988 owning 53% of the company. The joint venture was formerly Philips' major
appliance subsidiary.
1989 Acquired the Roper brand and Bauknecht of Germany.

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Surpassed $6 billion in annual revenue.

1991

Whirlpool becomes full owner of Whirlpool International by buying Philips' 47%

stake.

1997

Acquired majority stake on Embraco, a Brazilian world-leading maker of

compressors for refrigeration.

2000

Acquired Brazilian appliance maker Multibrs, owner of the brands Brastemp and
Consul, including its stake on Embraco.

2001

Inglis Ltd. changes its name to Whirlpool Canada. Whirlpool continues to market
Inglis appliances to this day. Surpassed $10 billion in annual revenues.

2002 Surpassed $11 billion in annual revenues.

2003 Surpassed $12 billion in annual revenues.
2004 Surpassed $13 billion in annual revenues.
Maytag Corporation shareholders voted to accept Whirlpool Corporation's stock
2005 purchase. U.S. Justice Department began a review of the merger.Surpassed $14
billion in annual revenues.
Acquired the Maytag, including the Maytag, Jenn-Air, Amana, Jade, Magic
Chef, Admiral, Hoover, and Dixie-Narco brands, after Justice Department
2006
approved the merger. Sold Dixie-Narco to Crane Co., and Amana
Commercial to AGA. Surpassed $18 billion in annual revenues.
Sold Hoover to Techtronic
Industries, TTI
Floorcare and Jade
Appliances to Middle by Corporation. Also closed plants in Newton, Iowa; Searcy,
2007
Arkansas; and Herrin, Illinois. This resulted in the sudden loss of 4500 jobs in the
affected communities. Surpassed $19 billion in annual revenues.
2008

Location closings in La Vergne, Tenn; Reynosa, Mexico; and Oxford, Miss. Later
the announcement of Dishwasher plant in Jackson, TN to close in August 2009

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Whirlpool acquired WC Woods from Bankruptcy and to keep Ottawa, OH plant

open; Whirlpool to close Evansville plant; Whirlpool has received $19.3 million in
2009
U.S. Department of Energy funding as part of its Smart Grid Investment Grant
program.
Whirlpool announced plans for its 100th Anniversary in 2011 and unveiled its
100th Anniversary logo as well as an updated corporate logo. The celebrations
2010
shall take place in Benton Harbor, Michigan on 11/11/11. Also, took over former
KarstadtQuelle brand Privileg from Otto Group.
Whirlpool announces the closure of the Fort Smith, Arkansas plant. Production of
built-in refrigerators will shift to Amana, Iowa. Production of trash compactors
2011 will shift to Ottawa, Ohio. Production of the reduced, declining volumes of sideby-side refrigerators will be accommodated within current excess capacity in
Ramos Arizpe , Mexico where employment levels will remain flat to negative.
Whirlpool opens a new manufacturing plant in Cleveland, TN replacing a 123year-old facility. The $200 million project added about 130 jobs to an already
2012 established workforce of 1,500. The 1 million square foot facility manufactures
premium cooking appliances for Whirlpool's portfolio of brands. The project also
includes a distribution center.
In August, Whirlpool announced it would acquire a 51% majority stake in Chinas
Hefei Sanyo (a joint venture between Japan's Sanyo Electric Co, now a unit of
2013 Panasonic Corp, and Hefei State-Owned Assets Holding Company Ltd, the
investment arm of the local state government ) for $552 million and give the
company leverage to expand in the Chinese appliance market.
In July, Whirlpool announced it has agreed to pay 758 million Euros ($1 billion) to
2014 buy a 60 percent stake in smaller Italian rival Indesit to further expand beyond its
U.S. home market.
In December, Whirlpool completed a successful mandatory tender offer for the
2014 remaining shares and delisted Indesit from the Milan Stock Exchange. Indesit is
now a wholly owned subsidiary of Whirlpool Italia Holdings S.r.l.

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3. WHIRLPOOL VISION:
Every Home Everywhere With Pride, Passion And Performance.
This vision statement reinforces that every home is their domain, every
customer and customer activity is their opportunity. This vision fuels the passion that
they have for customers, pushing towards to provide innovative solutions to uniquely
meet their needs.
Pride... in work and each other
Passion... for creating unmatched customer loyalty for their brands
Performance... that excites and rewards global investors with superior
returns.
4. WHIRLPOOL MISSION:
Everyone, Passionately Creating Loyal Customers for Life
Whirlpool mission defines the focus and what it does differently to create
value. Its a company of people captivated with creating loyal customers. From every
job, across every contact, it builds unmatched customer loyaltyone customer at a
time.
5. WHIRLPOOL VALUES:
The companys values are constant and define the way that all Whirlpool
Corporation employees are expected to behave and conduct business everywhere in the
world.

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Respect Trust one another as individuals and value the capabilities and
contributions of each person.
Integrity It conducts all aspects of business honorably ever mindful of
the longtime Whirlpool Corporation belief that there is no right way to do a wrong
thing.
Diversity and Inclusion It maintains the broad diversity of Whirlpool
people and ideas. Diversity honors differences, while inclusion allows everyone to
contribute. Together, it creates value.
Teamwork It recognizes that pride results in working together to unleash
everyones potential, achieving exceptional results.
Spirit

of

Winning

The

company

promotes

Whirlpool

culture that enables individuals and teams to reach and take pride in extraordinary
results and further inspire the "Spirit of Winning" in everyone.
6. INNOVATION:
Whirlpool Corporation firmly believes innovative thinking comes from
everyone, everywhere. Nearly 10 years ago, they launched a worldwide effort to instill
innovation as a core competency throughout the entire organization. Since then,
Whirlpool employees worldwide have participated in and contributed to innovationrelated activities resulting in new ideas, products and services; thus delivering real value
to consumers in ways never before seen in either the company or the home appliance
industry.
Focused on embedding innovation as a core competency, Whirlpool
Corporation has made a long-standing investment to build this competency. This
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investment includes redesigning business processes, training thousands of employees,

building an innovation management system and changing the culture of the company.
Innovation attracts consumers to the wide portfolio of brands;
Whirlpool Corporation generated more than $2.5 billion of worldwide revenue from
product innovationswell exceeding projected targets for the yearand the robust
pipeline of $4.5 billion will allow for continued growth over time.
7. PROMISING ENTITY OF THE COMPANY :
Whirlpool Corporation is committed in building products that consumers
around the world can rely upon to meet their daily needs. This commitment to quality
begins in the concept stages and continues throughout the lifetime of the appliance. The
result of these efforts is a sustainable and competitive advantage for the company.
Globally, Whirlpool Corporation manufactures products using
principles of lean manufacturing and operational excellence to ensure continuous
improvement of processes and to produce products that meet the company's highquality standards.
At Whirlpool, there is a constant focus on seeking out new and unique ways
to improve the function, performance and sustainability of their products.

The ring of promise circling the Whirlpool Corporation logo

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The ring around the whirlpool logo clearly shows how the company
encompasses with a promising nature in developing a individual customer loyalty with
its services .
8. BUILDING THE CORPORATE BRAND:
The Whirlpool corporate brand has a history dating back to 1911. The
company has steadily expanded its product line, revenues, and global footprint for more
than five decades, evident by milestone returns from $1 billion in 1968, to $2 billion
by 1978, to $6 billion by 1989, to the $13 billion reported in 2004. The corporate
mission has also remained focused over time, demonstrated by mantras such as
Unmatched customer loyalty the core of our strategy and Customer passion and
lifelong relationships the focus of our business.
The corporate brand has also been built on a long history of design
innovation,

safe

and

diverse

employee

environment,

customer-centered

manufacturing, and a spirit of social responsibility. In fact, the depth of the companys
commitment to multiple social efforts is evident by a six-year inclusion of Whirlpool on
the 100 Best Corporate Citizens list published by Business Ethics Magazine. The
company boasts an impressive set of accomplishments that foster these commitments:
The implementation of Operational Excellence, Whirlpools custom version of the Six
Sigma program, improves quality while lowering costs and shortening cycle times. This
program helped Whirlpool leverage its global manufacturing experience to save $175
million in manufacturing costs in its first three years of use.
Whirlpools commitment to innovation was recognized in 2002 with a National Design
Award for Corporate Achievement from the Smithsonian Institution.

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 Whirlpool is a six-time winner of the ENERGY STAR Partner of the Year award from
the U.S. Environmental Protection Agency (EPA) and Department of Energy,
demonstrating the companys commitment to environmental protection.
More than 3,500 Whirlpool employees are involved in a five-year, $25 million
commitment to Habitat for Humanity International. The partnership has provided more
than 65,000 appliances to Habitat homes built in North America. In addition,
Whirlpool has raised over a million dollars to support the fight against breast
cancer through the Cook for the Cure program, sponsored by KitchenAid. Over 90
years of history gives Whirlpool an extremely valuable asset: a corporate brand that
communicates innovation, consumer-driven research and development, and excellence
in design and performance. Injecting these principles into internal and customer-facing
business processes enables the company to invoke a consistent set of emotional
responses from consumers including trust, uniqueness, and most important, loyalty.

ESTABLISHING A HOUSE OF BRANDS:

Whirlpool offers a wide range of household appliance products,
including washing machines, clothes dryers, refrigerators, freezers, cooking appliances,
microwave ovens, dishwashers and a complete range of built-in appliances. Within
these product lines, the company has also established a portfolio of brands through
innovative product design, targeted marketing, and a spectrum of partnerships with
trade customers. This portfolio enables Whirlpool to offer multiple brands with distinct
values in the same product category. A prime example is the companys house of
brands for kitchen appliances:
KitchenAid an up-market brand serving professional chefs and the home enthusiast or
entertainer. Characteristics and features for this brand are geared toward thorough
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processing, precision, and accuracy. Branding for KitchenAid appliances includes

taglines such as innovative products for the well-equipped kitchen, more than a
mixer, and cater to higher expectations.
Whirlpool a mass-market brand serving families and in particular, the active
balancer or super-mom. Characteristics and features for this brand are geared toward
speed, high capacity, and durability. Branding for Whirlpool appliances includes
taglines such as cook more, style and performance unite, and Form. Function.
Unity.
Roper a value brand serving cost-conscious consumers who buy based on price.
Characteristics and features for this brand are geared toward simplicity, reliability, and
in particular, affordability. Branding for Roper appliances includes taglines such as
sensible solutions for your family and simple, sturdy, affordable workhorse
appliances.
Whirlpools ability to establish multiple consumer-preferred brand positions
within the same product line represents a corporate investment in the millions of dollars
for research, design, production and marketing. A key success factor has been the
creation of emotional links between the corporate brand, individual brands and
consumer reaction. The effect has been viral and measurable, demonstrated by
continuous growth in the pool of brand ambassadors that recommend Whirlpool
products, upgrade existing products, and cross purchase products from other Whirlpool
brands.

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9. WHIRLPOOL BRANDS:
B ra
ste
mp

B au
kne
cht

C on
sul

Am
ana

W hi
rlpo
Wol
hi

rlpo
ol
Jenn
-Air
Kitc
hen
Aid

10. WHIRLPOOL STRATEGY EXECUTION:

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M ay
tag

The main strategy of the whirlpool is building strong brands which has a
loyal consumer base. Whirlpool is trying to build trust worthiness of the customer and
lead the customer life easier. Whirlpool mainly does lot of work

contributing in

building unmatched levels of loyalty to their brands through lifelong relationships with
the customers.
Whirlpool is committed to create the brand value using various strategies
such as focusing on innovation, cost productivity, product quality and consumer value.
Whirlpool always had a continuous effort to improve its global operating platform to
ensure the position of the best-cost and best-quality appliance manufacturer worldwide.
The company is maintaining a strong supply chain to better deliver products in trading
customers and consumers. The benefits of these actions today through a stronger
network, increased efficiencies and timely deliveries.
Now and then, even in the future the whirlpool focus is not simply
on producing products but more on the innovation and customer perception in creating
them. Its major focus is always on maximizing the benefits of their worldwide network
of resources, which is unmatched in the industry. They are creating better, more
innovative products that improve consumers' livesin and around the homeeach and
every day. The company is always committed in being an agile, global consumer
products company that creates value through their brands and innovations. With their
compelling and growing brands, fueled with innovation, the company always attracts
and retain loyal customers for life.

11. GOING GLOBAL WITH THE HOUSE:

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According to the Fredonia Group, World demand for major household

appliances (white goods) will reach 367 million units in 2007. The Asia/Pacific, Latin
American and Africa/Mideast regions will grow the fastest based on rising urban
populations and per capita incomes. As a result of a growth strategy initiated in the
mid 1980s to expand its presence outside the U.S. market, Whirlpool is in an enviable
position to meet the worldwide demand for household appliances.
A major acquisition in Europe, joint ventures with companies in Mexico and
India, and increased ownership in companies in Canada and Brazil represented the first
phase of global expansion for the company. The early 1990's marked Whirlpools
expansion in Latin America, Asia, and greater presence Europe. By 1995, the company
established manufacturing and marketing presence in India, China and the Asia Pacific
region. Today, Whirlpool Corporation boasts the number one market positions in North
America and Latin America.
Whirlpools global operating platform adds benefits as well as complexities
to its house of brands. On the one hand, the Kitchen Aid, Whirlpool, and Roper brands
leverage worldwide efficiencies and best practices in product development, engineering,
and manufacturing processes. Each brand also benefits from a well-established
corporate brand as it enters new geographical segments.
On the other hand, the corporation is well aware that Whirlpools Every
HomeEverywhere mantra must account for the identification and respect of genuine
national and regional differences in customer expectations. Hence, individual brand
messaging, positioning, and imagery must be consistent without compromising
geographical uniqueness. Given a platform that spans 170 countries across North
America, Europe, Latin America, and Asia, this can be a tall order. Hence, Whirlpools
challenge for the 21st century is to leverage its global operating platform to increase
worldwide market penetration while sustaining innovation, brand equity, and
competitive advantage across its house of brands. With a foundation of innovative
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design and development, consistent brand management, and proactive customer

relationship management, Whirlpool has established the groundwork it needs to do so.
12. GLOBAL CONSUMER DESIGN :

This is the face and voice of the creative spirit that lives at the heart of
Whirlpool Corporation

a multicultural team of designers, usability experts,

anthropologists, behavior psychologists, color experts and interactive designers.

Whirlpool Corporation's Global Consumer Design Studios are based in four
locations - North America, Mexico, Europe and Asia - reflecting strong connections
with the Companys global vision Every Home, Everywhere and its truly global
approach to design. Global Consumer Designs four design centers are led from
Whirlpool Corporation's headquarters in Benton Harbor, Michigan in the U.S.

Monterrey : Northern Mexicos largest city

Benton Harbor : Purpose-built facilities at the company headquarters, close
to Chicago
Cassinetta : Located in Northern Italy, close to Milan, a hub for design and
fashion
New Delhi And Shanghai : Bridging two of Asias centers of gravity.

Design acts as an open conduit for influences into the company, and a
catalyst for innovation and cultural change. Taking a global but local approach,
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Global Consumer Design tests the relevance of its design vision and concepts to reflect
local influences and market diversity. Projects are driven by innovation, yet they are
also balanced by understanding emerging consumer trends, analyzing consumer
experience and seeking out real-life insights.

13. ENVIRONMENT RESPONSIBILITY:

At Whirlpool Corporation, we take our environmental responsibilities
very seriously. Just as we have taken a global approach to our home appliance
business, we believe our world's environmental issues, such as climate change,
must be addressed in a similarly comprehensive way. This is why we continue to
develop innovative products that minimize their impact on the environment while
making our consumers' lives easier.
Jeff M. Fettig, Chairman and CEO, Whirlpool Corporation
Whirlpool Corporation is an industry leader in developing high-performance
appliances that help conserve the earth's resources and allow homeowners to use
resources more efficiently. They continually strive to understand and manage the
environmental effects of their business, not only by creating new and innovative
products that consume less energy and water, but also by improving our processes and
using materials that minimize the impact on the planet.
Whirlpool Corporation focuses its energy and water efficiency efforts on
four key areas:
1. Design And Development
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 Focused on creating even more resource-saving appliances as studies show that 93

percent of life-cycle GHG emissions come from in-home use
Whirlpool Corporation manufactures and markets more than 300 ENERGY STARqualified major appliances in the United States, plus numerous ENERGY STARqualified appliances in Canada, PROCEL appliances in Brazil and Class-A appliances
in Europe
2. Manufacturing
Lessened power plant emissions through low-energy lighting and high-efficiency
equipment
Participated in the EPA's voluntary emissions reductions program
In process of discontinuing the use of volatile organic compound (VOC) paints and
eliminating emissions from their solvents
3. Product Distribution
Partnered with Smart Way Transport, a collaboration between the U.S. Environmental
Protection Agency and the freight industry to increase energy efficiency while reducing
carbon dioxide by 33 to 66 million metric tons and up to 200,000 tons of nitrogen oxide
per year by 2012
Installed electric truck lifts in the United States, resulting in fewer net emissions
4. End-Of-Life Management
Eighty-five to 90 percent of materials (steel and other metals, some plastics) used in
Whirlpool Corporation-produced products can be recycled
Pioneered efforts to safely dispose of ozone-depleting refrigerants

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 Reuse plastic foam that was previously sent to landfills; its now ground up and made
into plastic furniture, food containers, playground equipment and other consumer
products

14. GLOBAL SCENARIO OF WHIRLPOOL :

COUNTRY

KEY STATS

BRANDS

LOCATIONS

NORTH
AMERICA

No. 1 Position In
The Industry -$7.9
Billion Of Sales $810 Million Of
Operating Profit
Approximately
31,000 Employees

United States :
Kitchenaid,
Whirlpool,
Roper By
Whirlpool
Corporation,
Estate,Gladiator
Canada: Inglis,
Whirlpool,
Kitchenaid.
Mexico :
Whirlpool,
Acros,
Supermatic,Croll
s

Headquarters:
Benton Harbor, Mi
Manufacturing
Locations : United
States Laverne, Tn;
Findlay, Oh; Marion,
Oh; Greenville, Oh;
Clyde, Oh; Benton
Harbor, Mi;
Evansville, In; Fort
Smith, Ar; Tulsa, Ok;
Oxford, Ms
Canada : Montmagny,
Qc
Mexico : Monterrey.

EUROPE

No. 3 position in
Western and
Central Europe
_ $2.7 billion in
2003 sales
_ $124 million in
2003 operating
profit

Whirlpool,
Bauknecht,
Ignis, Polar,
Laden in
France, KIC in
South Africa

Operations Center:
Comerio, Italy
Manufacturing
Locations: France
Amiens Germany
Neunkirchen,
Schorndorf Italy
Naples, Siena,

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_Approximately
14,000 employees

ASIA

Leader among
Western companies,
with No.1 market
position in India
_$416 million in
2003 sales.
_$7 million in 2003
operating profit.
_Approximately
5,000 employees

Cassinetta, Trento
Poland Wroclaw
Slovakia Poprad
South Africa Isithebe
Sweden Norrkoping
Whirlpool

Headquarters: Hong
Kong, PRC
Manufacturing
Locations: India
Faridabad, Pune,
Pondicherry ; China
Shanghai, Shunde
Whirlpool

15. GLOBAL STRATEGIES:

OPERATING REVIEW ON NORTH AMERICA:

Whirlpool North America operations posted a solid performance in 2003,
despite economic uncertainty early in the year and a significant rise in pension costs
compared to 2002. Meeting these challenges with an array of new product introductions
and productivity measures, the region set new records for sales and productivity, while
further expanding consumer demand for the companys key North American brands,
Whirlpool and KitchenAid. Whirlpool North America operations made considerable
head way with several ongoing initiatives that put customers front and centre of all our
operations.

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Other customer loyalty initiatives, driven by Whirlpool engineers, designers

and marketers, helped produce a number of outstanding products that reached their first
full year of sales in 2003. Among them were: the Whirlpool Duet clothes washer and
dryer pairWhirlpool brands most energy- and water-efficient washer and dryer pair
and the KitchenAid briva, a unique in-sink dishwasher that supplements the cleaning
needs of culinary enthusiasts and meets the space constraints of small households.
In 2005, KitchenAid introduced the KitchenAid Pro Line series of major and
countertop appliances to consumers who are passionate about cooking. The KitchenAid
Pro Line series products feature distinctive design and professional-level performance,
plus personalized premium services that include dedicated customer service, online
recipes and culinary tips. The Whirlpool Polara refrigerated rangewhich gives
customers the freedom and convenience to time and cook pre-prepared meals using the
ranges innovative cooling and cooking technologiesalso was available nationwide
last year. The Whirlpool Polara refrigerated range is ideal for families with busy daily
schedules who still seek the intimacy of sit-down meals. As a next step, pilot tests are
underway to give customers remote control of the Whirlpool Polara refrigerated range
using cell phones. Other competitors in north America like LG, Electrolux unlike
Whirlpool did not focus on the satisfaction of customers but they concentrated on the
branding of their products. This helped to gain the retention of the market share by
whirlpool. These Korean companies like Electrolux and all mainly concentrated on the
upgrading of the technology and more and more innovation only.

OPERATING REVIEW ON EUROPE:

Whirlpool Europe operations turned in strong performance improvement in
2006, despite challenging economic conditions and weak consumer demand that
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resulted in the most significant industry price declines in several years. Revenue of $2.7
billion was up 22 percent.

Customer-focused initiatives and products in key European

markets have put Whirlpool Europe in a strong position to continue growing its
business on the continent.
For example, growing consumer demand for the companys regional
portfolio of refrigeration products was reflected in the strong sales of the Whirlpool
Conquest side-by-side refrigerator. The operation extended its line of popular
refrigeration products with the introduction of the new Whirlpool Symphony frost-free
refrigerator, manufactured at the companys facilities in Brazil and customized to fit the
unique lifestyles and expectations of customers in Europe.
The regions efforts to enhance its trade-partner relationships also
made significant headway in 2003. Whirlpool Europe further cemented its strategic
partnership with the IKEA group, a global retailer of home furniture and furnishings.
Whirlpool will provide exclusively a full range of appliancesincluding built-in
appliancesto IKEA regionally and worldwide. The agreement helps extend the
companys European distribution capability and expand its built-in business,
particularly for cooking products.
The Whirlpool Dreamspace and Bauknecht big clothes washing systems
appealed to customers as well, because of their ease of use, energy efficiency and
innovative features. And the Whirlpool Mini-BI microwave oven received strong
consumer interest for its built-in convenience and style.

OPERATING REVIEW ON ASIA:

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The companys operations in China and India, Whirlpools largest

regional markets, continued to make deeper distribution inroads in 2003 into the
countryside from each countrys urban hubs, thanks to enhanced partnerships with key
retailers. The company also retained its No. 1 position in India for refrigeration
products. Another success was the Whirlpool White magic Stain wash, the only clothes
washer on the Indian market that can completely remove common household stains
without hand scrubbing. Another unique Whitemagic Stainwash washer benefit for this
Asian market is that it is internationally certified by Woolmark, the global authority on
wool, as safe for the most delicate of fabrics.
Also first to India is the Whirlpool MagiCook 22Gsi with 6th Sense
steam function, the markets only microwave oven with the capability to steam cook.
The ovens 6thSense fuzzy logic features take guesswork out of cooking by sensing the
temperature and humidity of food items to establish precise cooking times. These
features also permit steaming to prepare many Indian delicacies and crisping for pizzas
and pastries.
Operations in India and China became increasingly important to the
companys overall global operating platform. India, for example, increased its yearover-year exports by 20 percent and expanded the number of markets to which it
exports. Whirlpool China continues to manufacture the bulk of the companys
microwave ovens for world markets. China also is fast becoming an integral supply
source for the companys global procurement activities. Whirlpool Asia expanded its
product development capabilities with the opening of three new technology centers that
support regional and global products involving refrigeration, air conditioning and fabric
care. The new centers extend the companys worldwide network of integrated
technology resources.

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Whirlpool Ahead of competitors:

Whirlpool doesnt take any company as competitor to it. According to the
global market survey there are 3 major competitors LG, VIDEOCON, G.E.
In comparision with the competitors
Whirlpool is always a step ahead in taking the first advantage of innovative production.
It is always been the one who is in concern with the environmental factors in its
production patterns
Localization of products specific to every lifestyle considering every group as a unique
entity
Building of unmatched customer loyalty
Any of its competitors like L.G, VIDEOCON,G.E have not followed these
strategies as whirlpool did.

16. SUGGESTIONS
Improvement in the visual perspective of the product ( the outer look of the product) .
Create a premium niche experience for few products which fit into that category.
Design of strategies in grabbing market from the upper middle class.

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17.

CONCLUSION

Nearly five years ago, Whirlpool Corporation set out on a course to reach
the homes and hearts of customers around the globe. By listening intensely to their
customers, understanding their needs and desires, and creating innovative solutions that
meet and exceed those needs, Whirlpools organizations worldwide are building
unmatched levels of customer loyalty to the brands.
Its about innovation, eco efficiency and the consumer
The driving and the major elements the company considers are the
Innovation, Eco friendly in nature, Consumer.
In this present world and in this emerging scenarios of business whirlpool
has exactly aimed on the aspects which it has to be.
Through increased speed to market and international project teams,
were changing the way we do business.
Time being the major concern for any person in the world the company has
attained a beautiful place in establishing a standard of producing products and placing
products delivering them on time when needed
I make quality products that help people express their personal styles
Personal belonging toward s anything is a major aspect for a human being in
driving towards it interest in attaining it. So whirlpool has got its uniqueness in
producing products according to lifestyles of individuals.

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18.REFERENCE
1. http://www.whirlpoolcorp.com
2. Building a House of Brands : Whirlpool Corporations Blueprint for
Success.pdf
3.

http://en.wikipedia.org/wiki/Whirlpool_Corporation.

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