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    Whirpool Case Study: Nawfal Sentissi BUSS 442: International Marketing 10/14/2017

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    Nawfal Sentissi
    Whirlpool is the number 1 appliance company worldwide that sells over $18 billion of appliances annually. After facing difficulties from the economic crisis and expansion failures, Whirlpool adopted a global market segmentation approach to customize products to different markets. This included developing lower-cost products for emerging markets like Brazil, and adapting designs based on each market's customer needs and behaviors. This successful adaptation strategy increased Whirlpool's sales and global reputation.

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    Whirpool Case Study: Nawfal Sentissi BUSS 442: International Marketing 10/14/2017

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    Nawfal Sentissi
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    Whirlpool is the number 1 appliance company worldwide that sells over $18 billion of appliances annually. After facing difficulties from the economic crisis and expansion failures, Whirlpool adopted a global market segmentation approach to customize products to different markets. This included developing lower-cost products for emerging markets like Brazil, and adapting designs based on each market's customer needs and behaviors. This successful adaptation strategy increased Whirlpool's sales and global reputation.

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    Whirlpool is the number 1 appliance company worldwide that sells over $18 billion of appliances annually. After facing difficulties from the economic crisis and expansion failures, Whirlpool adopted a global market segmentation approach to customize products to different markets. This included developing lower-cost products for emerging markets like Brazil, and adapting designs based on each market's customer needs and behaviors. This successful adaptation strategy increased Whirlpool's sales and global reputation.

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    27 views8 pages

    Whirpool Case Study: Nawfal Sentissi BUSS 442: International Marketing 10/14/2017

    Uploaded by

    Nawfal Sentissi
    Whirlpool is the number 1 appliance company worldwide that sells over $18 billion of appliances annually. After facing difficulties from the economic crisis and expansion failures, Whirlpool adopted a global market segmentation approach to customize products to different markets. This included developing lower-cost products for emerging markets like Brazil, and adapting designs based on each market's customer needs and behaviors. This successful adaptation strategy increased Whirlpool's sales and global reputation.

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    Whirpool Case study

    Nawfal Sentissi
    BUSS 442 : International Marketing
    10/14/2017
     Whirlpool is an appliance company based in Michigan and considered the
    number 1 appliance company worldwide.
     The company sells more than $18 billion worth of refrigerators, stoves,
    washing machines, dryers, and microwave ovens.
     They are known for offering a variety of product in different price ranges
    Whirlpool as a global brand

     The global economic crisis affected the company’s sales.


     In Europe, Whirlpool had to face a competitive market with over 200 brands
     In the 1990s, Whirlpool tried to expand into Japan and the developing
    countries in Asia and Latin America but it was a failure due to a lack of
    market research.
     Whirlpool had to cut costs by closing over 30 warehouses and outsourcing
    some of its departments.
    Whirlpool as a global brand

     The company understood that a global market segmentation approach was


    the key to increase their sales.
     Whirlpool started analyzing customer’s behaviors and needs to help design
    different products customized differently in different parts of the world.
     In Europe, studies showed that 80% of customers either purchase a washer or
    a dryer but never both.
     Whirlpool took a market differentiation approach and created a product
    called, Duet, that combines both a washer and a dryer in the same machine.
    This product was successful and had a 20% market share.
     Before entering the market of a developing country such as Brazil, Whirlpool’s
    market research data showed that 1/3 of the Brazilian households have a low
    income and that a washer or any other appliance machine is considered as a
    luxury and not a need.
     As a response, The company invested $30 million to develop the world’s least
    expensive washer, The Ideale.
     Researches also showed that Brazilian housewives like to wash floors
    underneath furniture so they designed the Ideale on a high platform sitting on
    four legs. It is only available in white in Brazil as white is associated with
    cleanliness.
     In India, market research showed that people also care about the design of
    the machine, so they gave the Ideale a rounded design that comes in green
    and blue.
     The Ideale was also customized in China according to customers needs. An
    option called “ grease removal “ was added due to the simple reason that
    many Chinese use bicycles for daily transportation
     Whirlpool came with the idea that appliance can be furniture too, so they
    designed a high end expensive fridge with a luxurious design for high-income
    households
    Conclusion

     Whirlpool marketing strategy was successful causing the sales to increase and
    bringing back the company’s reputation as a leading appliance company.
     The company adopted a successful adaptation strategy by realizing that each
    market required a certain set of specifications.

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