Distribution project whirlpool

Distribution Project
 .

A few words on the world’s best homemakers……

WIL was incorporated in 1960 by J R Desai in collaboration with Kelvinator
International Corporation, USA. Later the company integrated backwards to
manufacture electrical grade stampings used in motors, compressors, super
enameled copper wire and other allied products. Electrolux, Sweden, the
worldwide consumer durable giant has 12.5% stake in Whirlpool. Electrolux
tried to increase its holding to 51%, however, the idea was stalled due to
price disagreements. In 1995, WIL negotiated with Whirlpool Inc, US,
another major player in the global white goods market, who was willing to
buy a company at a higher price. The deal ultimately went to Whirlpool who
invested $200mn mainly to acquire 51% in Desai family owned Kelvinator
of India. They set up a Rs3.65bn Greenfield project in Pune to make frost-
free fridges. The new management hived off the automotive and compressor
divisions and amalgamated WIL with Whirlpool Washing Machines Ltd and
Expo Machinery Ltd in 1996. Later in 1997 Whirlpool Financial India
Private Ltd was merged with WIL. Subsequently Whirlpool Inc increased its
stake to 82.3% in the Indian arm.

Whirlpool Inc, US are the world's leading manufacturer and marketer of
major home appliances. The company has principal manufacturing
operations and marketing activities in North and South America, Europe,
and Asia. Whirlpool's primary brand names - Kitchen Aid, Roper,

Whirlpool of India Ltd. 1

Bauknecht, Ignis, Brastemp, Consul and its global Whirlpool brand - are
marketed in more than 170 countries worldwide.

Whirlpool of India Ltd (WIL) is an 82.3% subsidiary of Whirlpool Inc, US.
The company manufactures its products in 13 countries and markets them in
more than 170 countries under brand names such as Whirlpool, KitchenAid,
Roper, Estate, Bauknecht, Ignis, Laden, Inglis, Brastemp and Consul.
Whirlpool is among India's leading Home Appliance company. It
manufactures and markets refrigerators, washing machines, air-conditioners
and microwave ovens.

WIL has its main plant at Faridabad in Haryana - to manufacture
refrigerators and freezers. The washing machine unit is located at
Pondicherry. In 1998, the company established yet another refrigeration
plant at Ranjangaon near Pune.

The main product offerings of Whirlpool are Refrigerators and Washing
Machines. ACs and Microwaves are the two other products which form the
basket of offerings from Whirlpool to the Indian market. These two are
however having a very low share in the Indian AC and Microwave markets
respectively.

The terminology used popularly by Whirlpool for its products is T2 and T4
categories. It couples its Refs and Washers business into the “T2” category


i.e. Top 2 and together with AC and Microwave calls these 4 products “T4”
i.e. top 4 product categories.

Whirlpool is facing tough competition from LG in all market segments
while Electrolux, Samsung and Godrej also form a formidable threat. This
market has seen the entry of quite a few players in the last few years. Haier
is the latest entrant in the consumer durable sector and has started off with a
very aggressive marketing strategy.

WIL's export business has an excellent volume. It is the largest exporter of
home appliances from India. WIL made several new markets in Asia Pacific,
Latin America, Africa and Australia. Supported by the strong growth in
exports, the Engineering Export Promotion Council had awarded Whirlpool
a 'Certificate of Export Excellence'. Whirlpool is the only multinational
corporation which received this recognition in the year 2001.

The company has developed 3 new products indigenously which were
launched in the year 2000 - Coffee Grinder Bag, Dryer, Voltage Stabilizer.
These products were received very well by the consumers resulting in a total
revenue impact of Rs55mn.

The company extended its consumer services operations by setting up
integrated call centers all over the country. Large portion of the service
network was integrated with the help of online ERP system. Another major


initiative aimed at improving customer satisfaction was the SMS interface
through which the response time could be further reduced to 4 hours, begun
in Calcutta during the same year.

The annual turnover of Whirlpool India is close to Rs. 1300 crores. The
main thrust of Whirlpool is not on product/technology but being a
homemaker. The 4 main pillars of Whirlpool are communication, product,
retail and service. Whirlpool does not believe in heavy ad spending as
compared to its Korean counterparts LG and Samsung who are very heavy
ad spenders. Also it cannot justify its ad spending as the no. of products it
offers is 4 while LG, Samsung etc. offer a whole range of products including
electronic goods like Televisions, Music Systems etc.

The important touch point for any Consumer Durable co. is the dealers as
compared to communication in the FMCG sector. It is the dealer who
determines which company’s product sells from his shop. In other words, he
is in a way, a party to the decision made by the customer.

Whirlpool has been a pioneer of brands in India with its 1-2, 1-2, and 6th
sense technologies. It has been a pioneer in identifying innovations which
are of operational excellence and lead to cost reduction and at the same time
offer better quality. The latest offering of Whirlpool to the Indian market is
its 6th Sense “Frost Control”: Refrigerators which have a unique property of
having Frost Free features in a Direct Cool Refrigerator. This is a revolution
in the Indian Market.


While Whirlpool’s positioning is on being the World’s Best Homemakers
i.e. a very strong consumer focus, LG positioned itself for the top end
customers in the beginning. Godrej, on the other hand banks on the trust of
its brand and the loyalty of old customers.

The company divides the Indian market into 5 Zones, i.e. North, East, West,
South and Central. The company has got 18 sales branch offices in India
which have in turn got 1 CFA each. The co. markets its products through
CFA’s who further provide the goods to the Direct Dealers. The Direct
Dealers can also source the products directly from the company. Another
Alternative Channel is selling through Sub-Dealers who in turn source their
products from either the Distributors or the Direct Dealers.


Table Of Contents

S. No. Topic Covered Page No.

1. Title of The Project 1

2. Certificate of the company 2

3. Acknowledgements 3

4. About Whirlpool 5

5. Table of Contents 8

6. Executive Summary 9

7. Team Charter at Whirlpool 13

8. Comparison between Whirlpool and LG Distribution 14
Network
9. Stage 1- Market Mapping 17

10. Stage 2- The Delhi Analysis 31

11. Stage 3- Francis Kanoi Refrigerator Database Analysis 34


12. Recommendations for the company 42

13. Bibliography 43

14. Appendix 44

Executive Summary

The project given to us involved study of distribution channels and review
of related policiesv at Whirlpool across sales branches of India. As a part of
the project, we were fortunate to study a process of major restructuring
being done across levels involving sales, distribution etc. A department was
specially working to facilitate change in policy formulation and achievement
of goals through several data analysis techniques. What was observed was
that the branches were not able to implement the action plans of the head
office due to lack of a well structured system which could make the
interpretation of things common between these two levels. The branches
were having a feeling that whatever was being done by them was
appropriate while the overall results to the corporate office were dismal.
Also, the corporate office was not able to take any appropriate action on this
as it had to rely on the information passed to it by their branches which was
always pleasing to the eyes. The requirement was to a have a user friendly
and action oriented approach which made it easy for the corporate office to
pinpoint mistakes at zonal, state, town as well as counter level. The
objective was not to harass the sales branches but to give them a sense of
direction as to what kind of an action plan to undertake.

The first stage was structuring a well defined market mapping process to
identify and coordinate the identification of key thrust areas for each branch.


This was to eventually carry out territory realignment across the country.
The data for the same was sought from the 18 sales branches. The data
contained annual sales figures for 3 categories i.e. Direct Cool Refrigerators,
Frost Free Refrigerators, Washing Machines across all counters of India.

It contained information regarding how much was the counter size of a
particular shop and what were the share of various brands in them. The task
in hand was to first filter out and arrange all the 18 databases into 1 common
format and then to make a user friendly analysis through the use of
Microsoft Excel. At the end it was to be made possible for anyone who uses
the file to view the market share, extraction, volume weighted and numeric
share at a mere glance across all brands. Also, it was required to have
information for districts, towns, outlets etc. analyzed in uniform format. At
the end of an all India compilation, it was felt that the data sent by the
branches tended to be giving a huge bias towards Whirlpool. For the same, a
market survey of all the dealers across Delhi was planned which was to be
taken as a sample of the whole country.

The second stage i.e. the Delhi Market Survey was to be conducted in
cooperation of both the corporate as well as the Delhi Sales Branch. A
questionnaire was framed to extract information regarding brand shares in
total counter volumes, display share in terms of each brand, reasons for
stocking of a particular brand by the dealers and finally any feedback or
suggestions by the dealers for the company.


The market survey which lasted 5 days was indeed an eye opener. It was
found that the sales branches had reduced volumes of all other brands other
than Whirlpool to give a comfortable picture. Also, it was a finding that
shop display in most cases had a high correlation with the amount of sales
for a particular brand.

A common complaint by a large proportion of dealers was the lack of proper
service providers and poor quality of service. Out of the factors responsible
for making a dealer stock a brand, after sales service came out to be a clear
winner. It was felt that the dealer wanted not only to sell a product but also
get the loyalty of the customer and hence was demanding excellent after
sales from all companies. Terms of credit was the lowest motivator for all
dealers as companies were only providing goods on cash down basis. It was
also found that dealers were such an important asset for the company that
they could actually induce the customer to buy any company’s product.

After a detailed analysis, it was concluded that the data be recalled from the
sales branches with all the necessary improvements etc. A need was also felt
for a 3rd party dealer database study such as one done by ORG.This led to
the third and final step in the project.

In the third and final step, a dealer database survey done by a market survey
company called Francis Kanoi was used in the analysis and was provided to
us also by the company. This dealer database was a rich source of facts and
figures and also of various parameters like External Signboards present,


Internal Shop Display, Multi or Exclusive Brand Outlets, Analysis of
Change from 2000-2004 in the Refrigerator Market across the country.

The only fallback in the Francis Kanoi Dealer Survey Database was that it
did not give the exact market share for various brands.

These 3 stages were very helpful in identifying as to what is the crux of the
Consumer Durable Industry, where does a company go wrong in terms of
strategy and what kind of action plans can be implemented to have a balance
between strategy formulation and its real implementation.

The main findings of the project were as follows:

 Whirlpool was the unquestioned market leader in Direct Cool
refrigerators across India, while it fell behind in the Frost Free
segment.
 The quality of Whirlpool products was the main strength while LG,
Samsung etc. were gaining mainly due to a wide basket of products
and a very heave ad and promotional spend strategy.
 After Sales Service came out to be one of the biggest concerns for
Dealers who were moving on to competitors products for this reason.
 There was a marked difference in the Net Landing Price between
Dealers due to which smaller dealers were finding it very tough to
survive against the big players.


 The main focus of a Consumer Durable Company should be to keep
the Dealers satisfies because at the end of the day, it is these dealers
who determine the sale of the company’s products.

Team Charter at Whirlpool :

Institutionalize sales processes /

resources to focus on secondary / off take

• Drive sales execution focus on volume weighted distribution and
market working.
• Determine and drive roles & accountabilities required at each layer of
the sales & marketing organizations.
• Direct focus on effective planning & execution of trade marketing and
consumer centric approach.
• Improve discipline through effective commercial / credit control.
• Category/marketing involvement in developing, execution &
reviewing the branch plans.


Comparison of
Whirlpool &
LG Distribution Network

Whirlpool Distribution Network----

Manufacturing
Units

CFA
Distributors 18 each for each sales
branch

Sub-Dealers Institutions Direct Dealers

Consumers


Some findings at Whirlpool
• 60%of the sales at Whirlpool is done through Distributors while the
rest 40% is undertaken by the direct dealers.
• Distributors are being preferred as they increase the company’s reach
into rural markets as well reduce the risk exposure of the company by
providing credit worthiness in the shape of Distributors.

• Direct Dealers are also important as there are some stores where each
of these companies has to be present so as to have a superior business
relationship with the customer.
• Here the problem arises as to
o How many outlets to be present in ?
o How big a counter to be present in ?
o How to take out the most from these counters ?
• These aspects are covered well in detail in the rest of the project
report.
• We came at a general conclusion at this stage that
o Market Share=f{weighted dealership,counter share}
• The distributor margin is around 3.25% while the dealer margin is
around 1.25%
• There are 3 factories of Whirlpool which server by providing the
following goods
o Faridabad----Refrigerators


o Pune----------Washing Machines+Refrigerators+Exports
o Pondicherry-Washing Machines

LG’s Distribution Network

Manufacturing Units

Distributors

Retailers Institutions

Consumers

Some findings at LG
• Unlike Whirlpool, LG has a distributor appointed for each of its
Dealers/ Sub Dealers
• LG has fixed a Net Landing Cost for all the dealers and a minimum
price below which no dealer of it can sell the product in the market.


This gives higher satisfaction to multi brand dealers selling LG as
they do not fall completely in competition with bigger dealers as in
the case of Whirlpool.
• LG follows a network of both Exclusive Dealers as well as
Multi Brand Dealers. The element of Exclusive dealers is
missing at Whirlpool as the company does not manufacture
products like Televisions, Music Systems, Mobile Phiones
etc. which contributes to around 50% sales at any electronic
goods counter across India.

Stage 1: Market Mapping of 18 Sales
Branches across Refrigerators and
Washing Machines
Objectives:

 To identify issues in numeric reach, volume weighted, extraction &
market share at a micro level based on the geography (Branch,
District & Town)

 To identify issues in numeric reach, volume weighted, extraction &
market share at a micro level based on dealer classification (A+, A, B,
C, D)

 To plan actions based on the above analysis at a micro level (both
geography & dealer)

Components of the file:

Sheet 1: Branch Details


Sheet 2: Branch Analysis
Sheet 3: Distribution Analysis
Sheet 4: Observations
Sheet 5: Base Data
Sheet 6: Network Structure DC
Sheet 7: Network Structure FF
Sheet 8: Network Structure WM
Sheet 9: Network Structure T2
Sheet 10: Network Profile DC
Sheet 11: Network Profile FF
Sheet 12: Network Profile WM
Sheet 13: Network Profile T2
Sheet 14: Competitor Wise Analysis DC
Sheet 15: Competitor Wise Analysis FF
Sheet 16: Competitor Wise Analysis WM
Sheet 17: Competitor Wise Analysis T2

Analysis of all the Sheets:

A) Branch Details:

This sheet contains the information regarding the Branch Name, Name of
the States covered within the Branch, No. of Districts covered, No. of
Towns covered, Population and the MPV of the State.


B) Branch Analysis:

This Sheet gives the Total Volume of all brands and Whirlpool’s Volumes
across DC, FF And WM in the Branch. It also states the market share of
Whirlpool in the respective DC, FF and WM Markets and provides links to
view these in the subsequent Network Structure Sheets.


C) Distribution Analysis:

This sheet provides the Numeric Reach, Volume Weighted, Extraction and
Market Share of Whirlpool across DC, FF, WM and T2 and provides links
for comparison with competitors as well as a District and Town Wise
Analysis.


D) Observations:

This sheet provides users to formulate strategies for Branch, Districts as well
as Towns.


E) Base data sheet:


This sheet contains all the market mapping data presented in a standard
structure. This data has been used to arrive at the analysis in network
structure & network profile.

Do:
 You can change any data in the volume columns of any company
from column N till column AO.
 You can change name of the towns or districts in columns C & B
respectively. But please ensure that the name is consistent in the entire
sheet (Ajmer has to be typed as Ajmer only in all cells and not as
AJMER).
 You can add any outlet which is missing in this base data. If you do
this, please ensure that the outlet is added next to the last outlet and
not inserted in between. Once the outlet is added, the entire sheet
could be sorted first on Column B and then by Column C.

Do nots:
 Please do not change any part of the formulae columns which start
from Column AP
 The outlets have been classified as A+, A, B, C, D for DC, FF, WM &
T2 separately. So an outlet which is A+ for DC could be C for WM.


F) Network Structure

The points to analyze:


 Numeric Reach (Z-AF), volume weighted (AG-AM), extraction (AN-

AS) & market share (AT-AZ) on a town & district level. The names
of the towns & districts are mentioned in the column A (Names in
Blue represent Towns and Names in Pink are Districts).

 Each market player has 3 columns with the names NOS, POT, VOL.
These refer to
 NOS : number of outlets the player is present in
 POT: potential overall volume of the outlets, the player is present in.
 VOL: the sales of this particular player in these outlets.

 In the analysis of the districts two more points of analysis are given in
columns B & C
 Column B : this gives the contribution of the district volumes to that
of the industry volumes (for this state)
 Column C: this gives the contribution of the district volumes of WPL
to that of its overall sales in the state
 The differences in the contribution of the district to industry & WPL
sales could be further analyzed.


G) Network Profile


All the dealers in the branch are classified in to A+, A, B, C and D. For each
of the classifications the following data are provided:
a) Total number of dealers in each classification for the geography
(row 13)
b) Total number of dealers in which WPL is present (row 14)
c) Total volume of all the dealers in the geography (row 17)
d) Total volume of those dealers in which WPL is present (row 18)
e) Total sales of WPL for each classification (row 22)

The numeric weighted, volume weighted, extraction & market share analysis
should be done differently for each classification of dealers.

The above analysis is provided at three levels based on geography

a) Branch level
b) Town level: the name of the town you would like to analyze

should be typed in the cell B 29. Please make sure the name
should be exactly the same as in the base sheet (including the
Capitals)
c) District level: the name of the district you would like to analyze
should be typed in the cell B 50. Please make sure the name should
be exactly the same as in the base sheet (including the Capitals)
Once the name is typed for town and district, the analysis appears
automatically.

At the branch level nothing needs to be done to arrive at the analysis.


H) Competitor Wise Analysis


This Sheet provides the Numeric Reach, Volume Weighted, Extraction and
Market Share of all the Major Players in the DC, FF and WM market.


Plan of Action:

 In this stage of the project, data was collected by the 18 Sales

branches in each of their areas and sent to the Head office.

 The first step after data collection was the sorting out and filtering

of this data into a single format for the possibility of analysis.

 After this the sorted data was entered into the Base Data Sheet and

a sort of common template was designed to facilitate quick

analysis.

 Sheets like Network Structure and Network Profiles were designed

to give instant analysis in a prescribed format to the user.

 User Friendliness was enhanced with the use of Hyperlinks and

Summary Sheets to present the data in a much more organized

manner.

 Outputs along with the detailed feedback were sent back to the

Sales Branches to coordinate the implementation of action plans

regarding the distribution network and customized solutions were

given for each geographical area.


Conclusions Derived

 It was found out that the Whirlpool figures and market share was

shown higher than usual by either omitting certain outlets where

Whirlpool was not a major seller or be reducing the units sold by

competitor brands in the market.

 The objective behind the same was to show a comfortable position

of Whirlpool in each of the respective branches by the respective

territory executives.

 The branches were asked to resend the correct data in the correct

format and it was emphasized that there was a need to be aware of

the real situation and the corporate office had just one purpose in

doing such a study i.e. facilitating coordination between sales

branches and Corporate office in terms of Strategy Formulation

and implementation of Action Plans in terms of effective

distribution..


Stage 2: The Delhi Analysis

Objectives:

 Since there was a marked difference in the figures reported and

the actual figures of the Company, a need was felt to go into

the market and find out as to:

o What was motivating these territory executives to

misstate facts?

o What was the real position of Whirlpool in the market

o What problems were being faced by the dealers of

Whirlpool?

o What were the motivating factors for a dealer to actually

stock a particular brand?

o Whether or not Store displays were a factor affecting the

sales of a company’s product at the counters?

o What improvements can be undertaken to improve the

distribution network of the company?


Research Methodology:

 A questionnaire was designed (a copy of which is attached in

the appendices).

 The dealers were visited personally and a detailed feedback

and questioning session was carried out.

 In some of the outlets, awareness about the “G4” and the “Auto

Frost” range of Refrigerators was also sought to test the level of

new product launches of Whirlpool.

 The figures obtained for internal shop display across brands

were put inside the market mapping sheets to get the share of

Display among all brands across product categories.

Limitations of the Survey:

 Due to Lack of time, not all the dealers were questioned.

 Not all dealers were willing to reveal figures regarding sales of

various products and brands from their counter.


Findings of the Study:

 There was a very high correlation between internal shop display

and amount of brand sale in all the counters.

 The most important factor for a dealer to stock a particular

company’s product was not margin but the after sales service

provided by the company as they have come to the conclusion

that customer loyalty is the best form to increase sales and

loyalty can only be achieved by selling them products of

companies which had an excellent after sales service network.

 The percentage share of Colour Televisions and Music

Systems in the Total Turnover of an Outlet is close to 50 % for

almost all dealers while the rest is dominated by Refrigerators,

Washing Machines, Microwaves and Air Conditioners etc.

 It was the convincing power of the Dealer which finally

persuades the consumer to choose a particular brand and not

totally the strategies or action plans implemented in the

corporate offices so there is a high need to stay in touch with

the market.


Stage 3: Analysis of the Refrigerator
Market with the help of Francis
Kanoi Dealer Database 2004 for
Refrigerators

Objectives:

The Delhi analysis highlighted the fact that the figures reported
by internal sources of Whirlpool were grossly misleading and
there was a need for a 3rd party Dealer level information for the
same.

Francis Kanoi Dealer Database 2004 for Refrigerators was
considered as the best option. Its clientage ranges from LG,
Samsung, Godrej, Sony, Electrolux etc. and includes almost all
major Consumer Durable as well as Electronic Goods
Companies.

Methodology:

The data was to be analyzed on 6 parameters across all the
states of India and the relevant strategies were to be
formulated.

The six parameters for the study were:


1. Comparison of Numeric Reach across towns and
counters and Volume Weighted across the state and
a comparison of the changes occurring between
2000-2004


2. Comparison of Numeric Reach across towns


3. Comparison of Numeric Reach across dealers in
various Districts of the state


4. Volume Weighted of various brands across towns in
various population ranges.


5. The share of internal display across all brands in the
state


6. The share of external signboards at dealer outlets
across all brands in the state


Findings of the Study:


 The customized analysis was provided across all these 6 parameters

for all the states.

 This analysis was sent to the branches in order to guide them in

implementing action plans regarding distribution network and sales

policies..

 Whirlpool came out with a very poor share in the External Sign

boards across all the states.

Recommendations for the company


 There should be a constant check on the after sales service provided

by the authorized service providers.

 The sales branches should be made to understand the need for

identifying shortcomings and working in coherence with the

Corporate Office’s Strategies in terms of distribution network..

 The company should also focus on advertisement related to its

Washing Machines, Microwaves and Air Conditioners.

 The company should use the dealer’s feedback as a serious measure to

implement a fair and transparent pricing policy for dealers.

 The company sales people should regularly visit outlets to know about

the feedback of its dealers and make it apriority to keep them

satisfied.

Bibliography

1. Francis Kanoi Dealer Database for Refrigerators 2004.


2. http://www.indiastat.com

Appendix

Appendix 1: Terminology used in the Project Report


 Numeric Reach: The number of outlets in which the brand is present

over the total number of outlets. This shows the reach of a particular

brand. For example, if Whirlpool is present in 200 outlets out of a

total of 400, the numeric reach of Whirlpool would be 50%

 Volume Weighted: Total Volume of a brand in case it has 100%

counter share in all the shares it is present. For example, if the total

amount of sales in the 200 counters in which Whirlpool is present is

4,000 units per year, the Volume Weighted for Whirlpool is 4,000

units.

 Extraction: It is the percentage share of the company in the total

potential of the counters.

 Market Share: It is the total units of goods sold by a particular

company divided by the total units sold by all companies.

Appendix 2: Abbreviations used in the Project Report

 TP: Trade Partner

 NR: Numeric Reach


 Vol. Wtd.: Volume Weighted

 Refs: Refrigerators

 Washers: Washing Machines

 T2: Top 2 Products i.e. Refrigerators & Washing Machines

 T4: Top 4 Products i.e. Refrigerators, Washing Machines,

Air Conditioners & Microwave Ovens.

 CFA: Carrying and Forwarding Agents

Appendix 3: Questionnaire used for Delhi Analysis

Dealer Survey for Consumer Durables


Name of the Dealer : __________________________________

Name of the Trade Partner/Shop : __________________________________

Type of Dealer : __________________________________

Contact Details : __________________________________

__________________________________

1. What all products do you sell from your shop?

• Washing Machines

• Refrigerators

• Microwaves

• Air Conditioners

• Color Televisions

• Music Systems

• Mobile Phones

• Computer Peripherals

• Any Others (Please Specify) ____________________________

____________________________
2. Which brands do you stock/sell?

• Whirlpool
• Samsung
• LG


• Godrej
• Electrolux (Kelvinator)
• Videocon
• Any Others (Please Specify) ___________________________

___________________________
3. What is the total Counter Size/Sales of the following Products in your shop?
Whirlpool Samsung LG Godrej Electrolux Videocon Others Total
SA
WM
FA
WM
DC
Refs
FF
Refs
MWO
AC
CTV
Total

4. What is your annual/monthly turnover in :
• All products ___________
• T2 (Refs, Washers) ___________
• T4 (Refs, Washers, AC, MWO) ___________

Store Displays


Whirlpool Samsung LG Godrej Electrolux Videocon Others Total

SA WM

FA WM

DC Refs

FF Refs

MWO

AC

CTV

Total

5. Which are the important factors for you to stock a particular
brand? (Rank them from 1-5, 1 being the most important factor
and going down to 5 being the least important factor.)
• Customer Demand ______
• After Sales Service ______
• Terms of Credit ______
• Range of Products (CTV, Refs, WM, MWO, etc.) ______
• Sales Promotions ______
• Any Others(Please Mention) ____________________________________
___________________________________
_

6. Any suggestions/feedback for the Company?
____________________________________________________________________
____________________________________________________________________


____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
_____

Comments :
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
____________________________________________________________________
_____

Thank You for sparing your valuable time, Have a nice day!!!!!


Appendix 4: Format for Market Mapping Analysis


• Type all the data in the same rows and columns as shown above.
(For example, Whirlpool DC Sales should be entered in column N and
Videocon FF Sales should be entered in column AE only.)
• Columns in black need not be filled as they will be calculated by the formulas
entered in the cells automatically.


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