Image Survey

Roll No.: 61
Name: Lokesh Tewari
Course: PGDM
Year of Passing: 2006
Project Title: Brand Perception and Image Survey of Brand Electrolux
Subject: Marketing, Consumer Durables
Key Words: Brand image, Dealership survey, Competitor Analysis, Market Share
Project Type: Summer
Executive Summary
EXECUTIVE SUMMARY

I undertook my summer training with Electrolux Kelvinator Limited, Bangalore (hereinafter

Electrolux). It is the highest selling brand in consumer electronics in the world. In India, it has
been a market leader in the washing machine and certain categories of refrigerators.
Electrolux has 18 branch offices across the country. In this report, I have tried to give my
perspective of the consumer electronics industry with respect to four products i.e.
refrigerators, microwave ovens, washing machines and air-conditioners. I have also tried to
give my perception of Electrolux, as an organization, as I have experienced it in terms of the
processes, places, and people I interacted with.
I was given opportunity to work on one project titled Brand Perception and image mapping
survey of the brand Electrolux in Bangalore City by taking into account the opinions of
the dealers and authorized service centres of the company. Right from its entry in
Indian market by acquiring the brands Kelvinator and Allwyn, the company has been
facing serious problems as far as its brand image is concerned. In Bangalore City,
serious troubles had cropped in between the company and the dealers as a result the
company was facing a sharp decline in the business since December 2004. I have
tried to find out the reasons behind this decline and have suggested measures to
improve the relations and hence the performance of the company. A study of 32
dealers was completed during the months of April-May 2005. The survey involved the
use of a structured questionnaire administered by personal interviews to the dealers of
the brand Electrolux.

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 The dealers were asked to state the brand that they will like to push the most from their
outlets. Out of the responses of total 24 dealers incorporated in the final findings the
findings were as follows across all the categories of white goods and ACs. Only 10
percent of the dealers preferred to push the direct cool model of Electrolux refrigerators
whereas for the frost free model the figure lies at 26percent.In washing machine
category dealers did not wanted to push the brand Electrolux at all. In microwave oven
category 35 percent of the dealers preferred to push Electrolux products whereas in
the Air -conditioners category the split models are preferred by 21 percent and the
window types are preferred by 7 percent of the dealers.

 The perception of the dealers toward the Brand Electrolux was mapped on the basis of
8 criteria. Only 25 percent agreed that Electrolux was the highest selling brand in their
outlets. 92 percent of the dealers responded that the products of Electrolux are
aesthetically appealing.58 percent dealers were with a view that Electrolux products
have poor technical finish. When it came to the maintenance required by the product
54 percent of dealers agreed that Electrolux products require more maintenance than
others. There was complete disagreement when the criteria mentioned was “After
sales service is good”, 83 percent disagreeing with the fact. . In fact 88 percent of the
dealers agreed that spares of Electrolux products are not made available on time. On
the criteria of competitive prices 58 percent agreed that Electrolux prices are
competitive and on retention provided to the dealers, 28 percent were neutral over the
issue and told that retention is almost equivalent to what is been provided by other
companies.
 As per the findings of the report Electrolux in the total white goods and AC market has
15 percent market share. Most of the dealers agreed that if all the problems mentioned
above are solved and if they receive good retention from the company they are ready
to give around 20 percent to Electrolux. They were only worried about the quality of
after sales service provided by the company as the customer asks for it from the
dealers only and not directly from the company.

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 After studying all these dealers and listing out all the perception about the company
following measures are suggested this may help the company to improve not only its
image in the market but also its present market share. These are:
1. Improve the communication with the dealers
2. It will be of a great help to the company if the gap in the prices and the
retention provided to different dealers is brought down to a minimum possible
level.
3. There should be an online communication system between the production
units, warehouses, distributors, dealers and service centers.
4. The company must ensure regular visits by the marketing executives to outlets
for listening to the complaints and the feedback about products and services.
5. Dispatch goods at the right time, in right quantities, models and colors.
6. More effective management of transport operators or company to ensure,
effective utilization of resources, reduced costs, negligible damages and timely
deliveries.

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Acknowledgement

Firstly, I will like to thank Electrolux Kelvinator for providing me the opportunity to work on this
project.

I would like to thank my project guide Mr. Amit Gupta, for helping us to learn our first lesson of
professional management. His able guidance and valuable inputs have helped us a lot in
successfully completing this project. I would also like to thank Mr. Abhishek, Mr. Vageesh, Mr.
Anand, Mr. Bharat and Mr. Madhavesh in helping us to understand the organizational
processes. Thanks to Mr. Prakash for his assistance in the office.

I am also thankful to Dr. Anand Sukumaran and Prof. Giribala Deosthale for their valuable
insights on the purpose of Summer Internship and guiding me from time to time to help observe
the crucial processes taking place within the organisation.

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INDEX

Serial No. Particulars Page No.

1 Introduction 7

2 Research Objective 7

3 Research Methodology 8

4 Abstract 9

5 Observations 11

6 Brand Push Level Of Dealers 13

7 Dealers Perception Towards The Brand Electrolux 15

8 Decision Making Factors Towards Buying The Product 17

9 Major Strengths Of the Company 18

10 Major Problems Faced By The Dealers 18

11 Recommendations 19

12 Refrigerator Market In Bangalore 20

13 Washing Machine Market In Bangalore 26

14 Microwave Oven Market In Bangalore 31

15 Air Conditioner Market In Bangalore 34

16 Overall Market Share Of Electrolux 37

17 Organizational Processes 39

18 Conclusion 52

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About the Organisation

The Electrolux Group

The Electrolux Group is based in Sweden and sells product across 150 countries around the
world. It had revenues of US$ 17 billion in 2003 and has over 77,000 employees worldwide. It
has two business areas, Consumer Durables and Professional Products, both of which include
products for indoor and outdoor use.

• Consumer Durables comprise mainly white goods, i.e. refrigerators, freezers, cookers, dryers,
washing machines, dishwashers, room air-conditioners and microwave ovens, as well as floor
care products and garden equipment.
• Professional Products also include products for both indoor and outdoor use. Indoor Products
comprise food-service equipment for hotels, restaurants and institutions, as well as laundry
equipment for apartments, laundry rooms, launderettes, hotels and other professional users.

Electrolux Kelvinator Limited

With revenues of over US$ 47 million Electrolux India is a subsidiary of the Electrolux Group. It
has products in Air care, Fabric care (Washing machines), Nutrition (Microwave oven) and
Food Care (Refrigerator) segments. Electrolux India today has about 1500 employees, spread
across its three plants and eighteen branch offices. Electrolux has three state-of-the art
manufacturing facilities in India located at Shahjahanpur (Rajasthan) and Warora
(Maharashtra) producing refrigerators and Butibori (Maharashtra) producing washing
machines.

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Introduction
The study was conducted to provide feedback on the image the company and its products
have, in the eyes of the dealers. This study is also an attempt to reveal attribute perceptions of
the Brand Electrolux and to determine its strength and weaknesses.

The study involved visiting the dealers and getting their ideas on the concept of Brand Image
and what makes or breaks a brand. Further, these ideas were applied to the brand Electrolux
and conclusions were drawn on the factors that are affecting the Brand Image of Electrolux.
The study analyzed the image, factors affecting the buying decision of the consumers,
problems faced by the dealers in supporting a brand, strengths and weaknesses as compared
to the competitors and the share of Electrolux in the various categories in the white goods and
air conditioner market.

Research Objectives
The objectives of the study were to find:
 The availability of the company’s product, in the market.
 The pricing of the products as compared to the prices of competitors.
 The effect of decisions, taken by commercial and sales management of the company.
 The factors that influence the decision making process of a dealer to push a particular
brand.
 The extent to which dealers’ representative or promoters assists and influences the
purchase decisions.

During the course of our study we visited thirty-two dealers and three service centers in
different areas of Bangalore City out of which we have incorporated the complete responses of
twenty-five dealers. The reason for not including the rest of the dealers is because the
concerned person was not available.

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Research Methodology
The research design was Exploratory, the objective being, getting the first hand experiences
of the dealers about the problems that the company is facing and the major issues that pose a
threat to the brand Electrolux. This particular design is helpful in gaining insights, generating
hypothesis, and the survey questions can be changed over the course of the research (keeping
in mind the differences in opinion of the dealers we had to visit)

The tool that we used during our project was Personal Interview with the Dealers and the
demonstrators of various companies at dealer’s outlet. Since the findings represent the
attitudes of the dealers, we have used the Likert’s Five point itemized rating scale for
measuring attitudes.

Limitations
1. All visits were made in the space of five weeks. Seasonal peculiarities may have crept
in.
2. Most of the outlets were visited once only. This may have given rise to incidental
biases on the part of dealers.
3. All observations reported were personal impression and are, hence, likely to carry the
weight of personal biases. This could be evened out if more persons undertake the
same exercise at the same place within the same period.

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Abstract:

A study of 32 dealers was completed during the months of April-May 2005. The survey involved
the use of a structured questionnaire administered by personal interviews to the
dealers of the brand Electrolux.

 The dealers were asked to state the brand that they will like to push the most from their
outlets. Out of the responses of total 24 dealers incorporated in the final findings the
findings were as follows across all the categories of white goods and ACs. Only 10
percent of the dealers preferred to push the direct cool model of Electrolux refrigerators
whereas for the frost free model the figure lies at 26percent.In washing machine
category dealers did not wanted to push the brand Electrolux at all. In microwave oven
category 35 percent of the dealers preferred to push Electrolux products whereas in
the Air -conditioners category the split models are preferred by 21 percent and the
window types are preferred by 7 percent of the dealers.

 The perception of the dealers toward the Brand Electrolux was mapped on the basis of
8 criteria. Only 25 percent agreed that Electrolux was the highest selling brand in their
outlets. 92 percent of the dealers responded that the products of Electrolux are
aesthetically appealing.58 percent dealers were with a view that Electrolux products
have poor technical finish. When it came to the maintenance required by the product
54 percent of dealers agreed that Electrolux products require more maintenance than
others. There was complete disagreement when the criteria mentioned was “After
sales service is good”, 83 percent disagreeing with the fact. . In fact 88 percent of the
dealers agreed that spares of Electrolux products are not made available on time. On
the criteria of competitive prices 58 percent agreed that Electrolux prices are
competitive and on retention provided to the dealers, 28 percent were neutral over the
issue and told that retention is almost equivalent to what is been provided by other
companies.

 As per the findings of the report Electrolux in the total white goods and AC market has
15 percent market share. Most of the dealers agreed that if all the problems mentioned

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above are solved and if they receive good retention from the company they are ready
to give around 20 percent to Electrolux. They were only worried about the quality of
after sales service provided by the company as the customer asks for it from the
dealers only and not directly from the company.

 After studying all these dealers and listing out all the perception about the company
following measures are suggested which may help the company to improve not only its
image in the market but also its present market share. These are:
7. Improve the communication with the dealers
8. It will be of a great help to the company if the gap in the prices and the
retention provided to different dealers is brought down to a minimum possible
level.
9. There should be an online communication system between the production
units, warehouses, distributors, dealers and service centers.
10. The company must ensure regular visits by the marketing executives to outlets
for listening to the complaints and the feedback about products and services.
11. Dispatch goods at the right time, in right quantities, models and colors.
12. More effective management of transport operators or company to ensure,
effective utilization of resources, reduced costs, negligible damages and timely
deliveries.

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Observations
Following observations were made during the course of our study:

1. The company has faced a huge loss in reputation among the customers and dealers
during last three to four months. Although, the loss of image is high, it is far from being
irreparable.

2. The promoters of various companies at the outlet largely influence the purchase
decisions. The company is providing very less commission to its promoters as
compared to other companies.

3. The company is slow in providing information about the new products and schemes to
the dealers and the promoters. There were instances of consumers inquiring about the
chimney and cooking tables and even the promoter wasn’t aware of it.

4. The policies and the pricing of the company varies from dealer to dealer and the
difference ranges from 5-15 percent.

5. The promoters at certain outlets are less energetic and less informed as compared to
the promoters of other companies.

6. Entries in the Insta-Service software are not updated time to time.

7. There is no provision in Insta-service for inventory of spares in the branch office.

8. The spares are not made available on time to the service franchisees.

9. Certain dealers are slow in informing the service franchisees about the demo calls. In
some cases the dealer don’t even inform the customers about the details of service
franchisees.

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10. The company has got product with technical superiority over its competitors in the
high-end models but the low end products as direct-cool refrigerators, semi-automatic
washing machines and solo microwaves face lots of technical problems.

11. The company follows a “No-replacements” policy

12. Company is slow in delivering products at the dealer’s place once the order is made.
The average time in delivering the products to the dealers is 24-36 hours after placing
the order. On the contrary, competitors take 5-10 hours in doing the same.

13. The stickers displaying the name of the company are loosely stuck on the products
such as refrigerators. This may seem a minor issue but it creates a negative image on
the minds of the customer.

14. The illuminated and non-illuminated display boards inside and outside the outlet create
an aura of the company and surely impacts the image in the minds of the customers.
The company shares very less or almost no display space at the outlets.

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Brand Push Level Of Dealers

During the survey, dealers were asked about the company they prefer to do business with in
each category. This became evident when we listed out the brands in each category, which
were pushed by the dealers. The following table shows the brands that were preferred over
others in each category. The dealers were also asked about the company that provides the
best after sales service. The last column denotes the maximum presence in the display area at
each outlet.
RESULTS
Brand pushed
REF WM MW AC Best after Max
DC FF FL TL SA SPLIT WIN Sales Service Presence
ELUX ELUX LG LG LG ELUX ELUX ELUX LG ELUX
10% 26% 52% 63% 63% 35% 21% 7% 71% 8%
LG LG IFB SS SS LG LG LG SS LG
42% 57% 48% 13% 4% 57% 42% 67% 4% 58%
SS SS WPL WPL SS ONIDA OND ALL ARE SAME SS
13% 4% 21% 29% 4% 25% 7% 25% 13%
WPL WPL GOD KEN VOL VOL WPL
33% 13% 4% 4% 8% 13% 13%
GOD GOD TCL GOD
8% 4% 4% 4%
ALL ARE SAME
4%

In the direct cool segment LG and Whirlpool are the leaders while Samsung and Electrolux trail
behind with a big margin. The reasons behind low market share of Electrolux are unavailability
of the product and poor quality. Although, in the frost-free refrigerator market, it holds second
position with 26 percent market share, LG leading again with a huge 57 percent market share.
In the front-loading washing machine segment, dealers are happy dealing with only two major
players, namely LG and IFB. Aurum 16 and other front loaders of Electrolux have failed to
create an image, as dealers are not happy with the availability of spare parts and general
quality of the product. In the top loading and semi-automatic washing machine segment LG and
Whirlpool are the major players. Its been noticed that in this category, Electrolux, during the
past few month has lost its second position to Whirlpool reason being non-availability of the
product from the company. Microwave market is again lead by LG but Electrolux, due to its
superb pricing in this category has been able to maintain the second position with 35 percent
dealers preferring to push the brand. Electrolux, although, is still a new player in the AC market

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but, the strategy to promote the 0.75-ton air conditioner with the price of just Rs 12000 has
provided a large part of market share. But again, the non-availability of the product at the right
time has affected the sales as well has harmed the image of the company.

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Dealers Perception Towards The Brand Electrolux

The table below charts the perception of dealers towards the brand Electrolux. Different
questions were asked to the dealers as to what they think about the company and its product.
Total of eight criteria were listed, each trying to get their ideas on different factors that make a
brand successful. They were asked to rate their views on the scale of strongly agree (SA),
agree (A), neutral (N), disagree (D) and strongly disagree (SD).

CRITERIA SA A N D SD
Electrolux is the largest selling brand 12.50 12.50 4.17 33.33 37.50
Products are very good and aesthetically appealing 45.83 45.83 4.17 4.17 0.00
Electrolux products has poor technical finish 37.50 20.83 25.00 12.50 4.17
Electrolux products require more maintenance than others 16.67 37.50 33.33 12.50 0.00
After sales service is good 4.17 8.33 4.17 20.83 62.50
Spares are not available on time 58.33 29.17 4.17 8.33 0.00
Electrolux product prices are competitive 12.50 45.83 16.67 12.50 12.50
Electrolux provides more retention than others 4.17 Elux
20.83is41.67
Products 20.83
are 12.50
the largestgood andbrand
selling
aesthetically appealing
SD
N DSD
4% 4%0%
37%
D
SA
33% 46%
A SA
46% N A
13%
4% 13%
SA
SA AA NN DD SD
SD

As evident from the findings tabulated above the brand image of Electrolux has suffered a
decline during the last few months (according to a dealer the problem started two to three
months ago). The responses of the dealers to each of these criteria is discussed with the help
of following charts:

Responding to the criterion whether Electrolux is the largest selling brand 70 percent of the
dealers responded negatively. The reasons cited out ranged from non-availability of the
product, poor after sales service, to, lack of communication with the management at the local
level. In contrast to this, dealers almost unanimously agreed (91 percent in strongly agree and
agree categories) that the products are very good in design and are aesthetically appealing.

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Elux products have poor technical finish Elux products require more maintenance
than others
D SD
D SD SA
13% 4% SA
13% 0% 17%
37%
N
25% N
A 33% A
21% 37%
SA A N D SD SA A N D SD

But when it came to the technical finish and maintenance required by the products Electrolux
scored badly with more than 50 percent of dealers in both these criteria agreeing that the
products have poor technical finish and require more maintenance than others.

After sales service is good Spares are not available on time

SA A
N N D SD
4% 8%
4% 4% 8% 0%

D A SA
SD
21% 29% 59%
63%

SA A N D SD SA A N D SD

The worst came from after sales service issues. Responding to the criterion that after sales
service is good, 20 percent of the dealers disagreed where as more than 60 percent (62.50)
strongly disagreed and in case of non-availability of spares almost 87 percent responded
positively. The after sales service is the biggest factor that has resulted in severe damage to
the brand Electrolux. Almost all the dealers visited during the course of survey raised poor
service as one of the major problem with Electrolux (in fact in the eyes of a few dealers it is the
only problem the company is facing).

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Electrolux Product prices are competitive Elux provide more retention than
others
SD SA
SD SA
13% 13%
D 13% 4% A
13% D 21%
21%
N A
16% 45%
N
41%

SA A N D SD SA A N D SD

Regarding the prices and the retention to the dealers Electrolux is offering the responses
seemed to be divided. A big percentage of dealers agreed that the prices are competitive but
on the issue of retention their responses were either neutral (indicating that the retention
provided is almost equivalent to the competitors) or varied with the dealers indicating that the
company provides different retention to different dealers.

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Decision-Making Factors Towards Buying The Product

The table below charts the various factors, which influence the buying decisions of a consumer.
Different questions were asked to the dealers as to what they think affect the decision-making
process. Total of eleven criteria were listed on the rating scale of very important (VI), important
(I), neutral (N), not so important (NSI) and not at all important (NAI).

CRITERIA
Dealers Reputation
Friends'/Family Recommendations
Salesman Recommendations
Finance Schemes/Disc. /Gifts
After Sales Service
Visibility of the Brand
Warranty Provided
Looks And Aesthetics
Promotion
Price
Capacity
VI I N NSI NAI
58.3 33.3 0 8.33 0
4.17 29.2 12.5 41.7 12.5
70.8 25 0 4.17 0
20.8 37.5 0 25 16.7
62.5 8.33 25 0 4.17
33.3 41.7 16.7 8.33 0
4.17 12.5 66.7 16.7 0
41.7 41.7 4.17 12.5 0
29.2 50 20.8 0 0
45.8 16.7 25 12.5 0
4.17 25 37.5 29.2 4.17

As we see from the above table that criteria like after sales service, dealers reputation, price of
the product and the visibility of the brand at the dealers counter are of utmost importance while
family or friends recommendations and the capacity of the products are not so important. Since
we have already seen that Electrolux fairs badly at after sales service and its visibility at the
counters, so the consumer while enquiring about the product may cancel out the chance of
buying the product of the company. Price is also one of the areas the company needs to look
after as it is on a higher side. On looks and aesthetic front the company seems to be well

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placed as almost ninety percent of the dealers said that the Electrolux product are having good
looks and features.

Major Strengths Cited By The Dealers

 The company always lives up to its reputation of providing most innovative products in
the market.
 Service manager, despite of the limitations faced by him, handles the problem patiently
and up to an extent, efficiently.
 The higher end product such as high capacity refrigerators and microwave ovens are
excellent. Their quality, and aesthetics are highly commendable.
 The overall quality of the 0.75-ton AC is very good. The way in which the company
launched and promoted it in the market has brought in lots of praises from the dealers.
 Basic models of microwave oven are very nicely priced hence the sale is quite high in
this category.

Major Problems Cited By The Dealers

 The sales executives of other companies visit the outlets of dealers regularly but in
case of Electrolux these visits are highly variable.
 Dealers have issues against the no-replacement policy
 No response from service personnel even after repeated calls from the dealers and
customers
 No supply during the last month due to various problems, one of these being late
billing.
 Frequent change in service managers has affected the coordination with the dealers as
a new person takes time to settle in.
 No new schemes have been floated for the dealers during the past two months.
 Slow in responding to request and enquiries. For example: it takes lot of time to figure
out which inventory is available at the company’s warehouse.
 Lack of offers and package deals to the customers.
 Goods get damaged during the transportation and no pre dispatch inspection is done
which creates a lot of inconvenience to the dealers.

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 Service and demo takes 3-4 days while other companies like LG and Samsung attend
these issues within a period of twenty-four hours.
 Less number of promoters at bigger counters like Viveks and Pai International,
Indiranagar, results in a higher probability of losing the customer to other companies’
promoter thus resulting in a loss in market share.
 No information is provided to the dealers about the new models and its features.
 Quality of the lower end refrigerators is poor. Also the design and looks are quite
outdated. For Example: 170L model of Whirlpool scores better in looks than Electrolux
refrigerator of the same capacity.
 Lack of transparency in pricing and accounting poses problems to the dealers.

Recommendations
 Improve the communication with the dealers, which in turn will solve the problems like
billing, accounting and settlements of claims. This will also develop a comfort level
between the dealers and the company.
 It will be of a great help to the company if the gap in the prices and the retention
provided to different dealers is brought down to a minimum possible level because if
two different dealers in the same area are provided with different prices it results in loss
of business for the dealer to whom less retention is given.
 An employee must be assigned to handle the calls from the dealers and the customers
moreover he/she must be well equipped with information about the inventory,
availability of spares etc. so that the queries and suggestions of dealers and customers
can be dealt properly.
 Improve the efficiency of the promoters- the major difference between the market
leader and Electrolux is the difference in efficiency of the promoters. The consumer
experience has become extremely important at the purchase point for the prospective
customers and any laxity on the part of the promoter leads to the loss of that customer.
The promoters of the company are not completely aware about the features of the
products and this surely creates a negative image in the minds of the customers. The
motivation level of promoters is low because the commission paid to them as
compared to the other companies is quite less.

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 The company must ensure regular visits by the marketing executives to outlets for
listening to the complaints and the feedback about products and services etc as it
leads to getting the first hand experience of the people who get to know about the
strong features of the products along with its drawbacks.
 Service centers must be connected online with the inventory of the spares in the
warehouses. This will reduce the delays in the after sales service caused by lack of
information about the availability of the spares.
 In case of the customer belonging to an area other than the limits of the service
center, the service center should take responsibility to inform the other center about the
details of the problem unlike the cases when the service center personnel listens to the
problems and then informs the customer that the area in which he is residing comes
under another service center and hence he should contact them only.
 More posters and display boards in and around outlets.
 Company is also required to carry significant inventories and provide credit to the
dealers.
 Dispatch goods at the right time, in right quantities, models and colors.
 More effective management of transport operators or company to ensure effective
utilization of resources, reduced costs, negligible damages and timely deliveries.
 There should be an online communication system between the production units,
warehouses, distributors, dealers and service centers.
 With the current proliferation of brands in the industry, companies are forced to spend
large sums of financial resources on advertising budgets. With so many players
clamoring for space in the consumers mind a successful advertising campaign is a
necessity for success. It is important that the company has a range of products for the
different market segments from the premium to the low end. The premium segment
allows larger margin but importantly provides a halo effect for the other products of the
company. The Bangalore market is price sensitive and so it is very important to have a
series of price points to suit various customers. For example, the basic model of
microwave oven (MS80WH) is the cheapest among its competitors and hence
accounts for maximum sales in this category but on the other hand there are fewer
refrigerators in the direct cool category.

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Refrigerator Market in Bangalore City

Overview
The refrigerator market in Bangalore is estimated at 4738 units in the period of May-June 2005.
The direct cool refrigerator segment accounts for 45 percent of the overall refrigerator market.
The frost-free refrigerator segment accounts for the balance 55 percent.

Features In General
In refrigerators, the various players have been differentiating their products on the basis of
both utility features and looks/aesthetics
Utility features
Freezer dimensions, compressor efficiency, number of doors-one/two, flexi sliding shelves,
compressor efficiency, Power consumption, cooling rate-speed at which ice is made in the
freezer (refer to the freezer insulation thickness), freezer dimensions-freezer to refrigerator
proportion and Deodouriser.
Looks/Aesthetics
Flat back, door handle-integrated and controls, water and ice dispenser, door open alarm and
standing out, door finish-use of vinyl coated metal/pre-coated metal/painted metal, adjustable
bottle racks, digital display

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Market Size
Four leading players- LG, Whirlpool, Samsung and Electrolux, dominate the refrigerator market
in Bangalore, with a combined market share of around 85 percent 1.

Refrigerator Market in Bangalore

OTHRS ELUX
14% 15%
WPL
20%
LG
34%
SS
17%

ELUX LG SS WPL OTHRS

LG emerged as the leader with around 30% of the market share. Whirlpool and Samsung are
almost neck-to-neck, contending for the second spot, with the market share of 20% and 19 %
respectively. Electrolux is a close third, with a market share of around 15%. Godrej, Haier are
other significant players in the market.

1
Electrolux-ELUX, Samsung-SS, Whirlpool-WPL, Godrej-GOD

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Electrolux Share In Each Category

In accordance with the trend of Bangalore market, frost-free refrigerators account for around
65% of its total refrigerator sales. Of these the 225L-275L Category accounts for the maximum
sales. The rest 35% is of Direct Cool refrigerators, and of these 170L-200L category accounts
for maximum sales. Models like DFF44 and ER40 are among the fastest moving models in
their respective categories.

Capacity-Price Mapping For Top Selling Models

Among the top selling models in the DC segment, the major competition is in 170L-190L
capacities, which accounts for almost 80% of the demand for DC refrigerators. This sub-
segment is characterized by stiff price competition, with similar price tags on models of a
particular capacity offered by different players. LG is present in the list with its two models in
the category with a price difference of almost Rs.1000 Whereas Electrolux is present with its
two models by offering extra capacity for the same price. Haier, a relatively new entrant is
catching up by offering the lowest prices as a result two of its models featured in the top selling
list. Godrej has maintained its presence with two of its model by offering competing prices. In
the higher capacity sub-segment, competition is not as stiff, which is in line with the paucity of
demand for such models. Whirlpool is seemingly losing its grip over the DC refrigerators market
because both of their tops selling models are present in this category only.

Capacity-Price Mapping ( Direct Cool

Refrigerators)
MOP in Rs

15000
10000
5000
0
160 170 180 190 200 210 220 230 240
Capacity in Ltr s

ELUX LG LG SS WPL GOD HA IER HA IER

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Capacity-Price Mapping (Fost Free Refrigerators)

40000
35000
MOP in Rs.

30000
25000
20000
15000
10000
5000
180 200 220 240 260 280 300 320 340 360 380 400 420 440 460
Capacity in Ltrs

ELUX ELUX LG LG SS SS WPL WPL GOD HAIER HAIER HAIER

In the FF segment the major players are Electrolux, Samsung, LG, Whirlpool, Godrej and
Haier. A few other players as Sharp are also present but with negligible presence. The keen
competition in this segment is in 230L-285L. The competition is so stiff that almost all the
companies are offering their models in the price bracket of Rs.12000-Rs.17000 with a minor
variation of Rs.200-Rs.300 in each of the capacity available. In the 310L-350L sub-categories
the picture is different altogether with major price differences and additional features.
Electrolux, LG and Samsung are the major players in greater than 400L sub-category.
Electrolux is a leader in this category with extremely popular models as DFF44 and DFF40.

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Washing Machine Market In Bangalore City

Overview
The washing machine market in Bangalore is primarily of fully automatic front-loading
machines. The overall market stands at approximately 3718 units. The major players in the
market are LG, IFB and Whirlpool, while Samsung, Electrolux, Onida, and Godrej are the
other significant players. Currently the top-loading category accounts for 65 percent of the
market for fully automatic washing machine, market awareness about the benefits of front-
loading machines is rising. In the fully automatic top-loading segment, the sizes range from
5Kg to 7Kg. In general, front-loading washing machines are priced higher than top-loading
washing machines but because of greater effectiveness front-loading machines have started
ousting out the top-loading machines. A few comparisons between both the type of machines
is given below:

Top-Loading Washing Machines Vs. Front-Loading Washing Machines

 Water Consumption-The front-loading machine requires much lesser water than the
top loading one. This is possible because instead of rotating the clothes the drum
itself rotates hence even if the tub is not fully filled with water the machine can
operate. This is not possible in case of top loading washing machines because level
of water has to be maintained constantly to facilitate the movement of agitator.
 Energy Consumption- Instead of 400 to 500 revolutions per minute in top loading
washing machines Front loading machines can attain speeds of 1,600 rpm.
Moreover, because of the gravitational pull, they spin faster than top loaders. And
these features save up to 58%-70% energy.
 Cost- Owing to the greater technical finesse required in manufacturing, front-loading
washing machines are costlier than the top-loading washing machines (difference
ranging from Rs.4000 to Rs.6000) and this has prevented front-loading washing
machines to acquire a major share in the market. But, with an increase in the income
levels Bangalore City has seen a constant increase in the sales of front-loading
washing machines in the last 2 years.

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 Bulkiness-But most of the front loaders are heavier than top-loading machines and
cannot be moved around the house.

Features In General
The major features incorporated in the washing machines offered by different players are:
 Multi wash programme for different types of fabrics
 Preset timer which enables the washing machines to start operating on its own at a
pre-set time; a useful feature if running water is available at fixed times
 Detergent dispenser
 Cycle end buzzer- to inform the user of the of a wash
 Hot and cold wash courses
 Air power washing-generates millions of air bubbles to remove dirt; offered by players
like Videocon
 Chaos technology- offered by some players like LG; creates powerful water currents,
which increases the effectiveness of washing machine
 Fabric load sensor-the load sensor detects the fabric of wet laundry and selects
appropriate control
 Talking Machine- launched by Electrolux, which guide the user to the complete wash
process by voice instruction in English and Hindi
 Temperature detection- before the washing operation the machine senses the
temperature of water to calculate the optimum wash time.
 Features such as, higher load capacity, faster spin speed, lower energy and water
usage are available; they usually add to the cost of the machine.

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Market Size
In this market Electrolux just manage to get only nine percent of the share and that too

Washing Machine Market In Bangalore

OTHRS ELUX
IFB 9% 11%
12%

WPL LG
18% 36%
SS
14%

ELUX LG SS WPL IFB OTHRS

because of its models like Fabriguard and Fabriglow. LG again is the leader in this market
with 36 percent of market share. IFB despite of having its presence in the front-loading
markets manage to establish itself strongly with the total market share of 12 percent. The
other significant market players are Samsung, Whirlpool, and Godrej.

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Capacity-Price Mapping Of top selling models

In the top loading washing machines the range starts from 5 Kg. LG although has a

Capacity-Price Mapping For Front Loading Washing Machine

20000
MOP in Rs.

17500
15000
12500
10000
4.5 5 5.5 6 6.5
Capacity in Kgs

ELUX ELUX LG WPL IFB

higher price in this category as compared to Whirlpool, its machines are making waves
because of their quality and looks. The top selling models of Electrolux in 5.5 kg category
namely Aurum16 Premium and Aurum16 Luxury are losing their superiority with frequent
problems in Timer and non-availability of this particular spare. Although their machines
are the highest priced ones, the market leader in all three categories is IFB, reasons
being, its stress on this particular segment and superior quality of the product. They also
score on superior after sales service as compared to the competitors.

Capacity-Price Mapping Top Loading Washing Machines

20500
17500
MOP in Rs.

14500
11500
8500
5500
2500
5.4 5.6 5.8 6 6.2 6.4 6.6
Capacity in Kgs

ELUX ELUX ELUX ELUX LG LG SS SS WPL

WPL WPL GOD GOD GOD
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In Top-loading washing machines, the top selling models are of the companies- LG,
Samsung, Whirlpool, Electrolux and Godrej. The capacities of these machines range from
5.5 Kg. to 6.5 Kg. LG is the leader with its 7012 and 7514 series in the 6 Kg. and 6.5 Kg.
respectively. Although the prices are a bit higher than the competitors the products score
due to the traditional strengths f LG i.e. aesthetics and product quality. Whirlpool is giving
LG a tough fight in this category with its prices and advance features. Samsung has
outscored Electrolux with its low prices and better availability. Where as Electrolux is
trying to secure its fourth position by its models as Washy-Talky and Fabriglow but Godrej
is giving it a run for its money with dirt-cheap prices and using its established image in
refrigerator segment.

Capacity-Price Mapping Semi-Automatic Washing Machines

10000
8000
MOP in Rs.

6000
4000
2000
0
5.8 6 6.2 6.4 6.6 6.8 7 7.2
Capacity in Kgs.

ELUX LG SS

In semi-automatic machines, three major players are fighting hard for maintaining their
shares in the shrinking market as the demand for semi-automatic machines is declining.
Samsung has an impressive share in this category with its models as 7100, 7000 and
9300 are with the maximum features. LG, with its model 9241, scores because of its good
quality at a very low price (Rs. 5800). Electrolux with its Fabriguard series had an
effective presence two to three months’ back but relatively higher price and low
availability has resulted in it slipping from the second to the third position.

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Microwave Market In Bangalore City

Overview
The Bangalore microwave oven market is primarily of basic models placed in the market by all
the major companies. These major players are LG, Electrolux, and Samsung. Kenstar and
Onida are the other players in the market. The top position is primarily belongs to LG with
market share of around 48 percent. The second position is being fought over by Samsung and
Electrolux, both having market share of around 23 percent respectively.

Features In General
The major features incorporated in microwave ovens are
 Anti-bacterial cavity- it enables easy cleaning, absorption of odours and prevention of
formation of dangerous bacteria.
 Child lock prevention
 Crisp Function-energized microwaves and the grill brown the top surfaces at the
same time the microwaves heat the entire surface of the tawa.
 Convection- aerodynamic flow patterns within the cavity ensure optimum browning of
the food while the double emission technology does the cooking down to the core. A
fan located at the back circulates the hot Air in the whole cavity.
 Recipe store- stores the recipes of famous dishes into the oven’s memory.
 Wave reflector system- the microwaves emitted bounce back from the concave
reflector that is specially designed to concentrate the microwave4s at the center. The
food is cooked evenly and faster. Saves time and energy
 Multi-stage cooking- for cooking various dishes at the same time.

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Market Size
In Bangalore city, three players namely LG, Samsung (SS) and Electrolux (Elux) dominate the
microwave market. LG tops the category with almost 48 percent of the market. Samsung and
Electrolux follow with 24 percent and 22 percent respectively. Kenstar comprises a major
chunk of others category, which constitute the remaining 9 percent of the market.

Microwave Market in Bangalore

OTHRS
ELUX
6%
SS 24%
22%

LG
48%

ELUX LG SS OTHRS

According to the dealers Electrolux scores much better in product quality and performance
than Samsung but the non-availability of products and service issues have taken their toll
resulting in its sudden slip to third position during last two to three months.

Capacity-Price Mapping For Top Selling Models

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Capacity-Price Mapping Microwave Ovens

14000
12000
MOP in Rs.
10000
8000
6000
4000
2000
0
15 17 19 21 23 25 27 29 31
Capacity in Ltrs.

ELUX ELUX ELUX LG LG LG SS SS WPL

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The competition in the microwave oven market is quite intense with both Electrolux sand LG
being in competition for the top spot. The sales of Electrolux have declined because of poor
supply during the last month but the products are quite good in features and are competitive
in their pricing. The basic model MS80WH tops the sales charts in 17 L category. Higher end
models like E86Sl and EC85 are popular because of their pricing (in fact the promoters of
competitors and the dealers are wondering how Electrolux is able offer so many features at
so low prices). But the service issues and product quality haunts this category also. Dealers
receive a lot of complaints about the performance of the basic models. LG with its Little Chef
range is also a major player in this category and its model 192, 194, 396, 767, 808 are the
highest selling ones with prices ranging from Rs. 3900 to Rs. 13000. Samsung is also offering
relatively lower prices than LG but its models are at third position because of its overstress on
the refrigerator market. Whirlpool has lost its market because of its outdated models but its
two models MT22G and AVM542 are still in the picture.

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Air Conditioner Market In Bangalore

Overview
The air conditioner market is based on the prices and the different capacity level offered by
the players. LG leads the market with the total market share of around 40 percent. Electrolux
by offering good prices and quality manage to fetch a decent 13 percent market share. The
other big players in the market are Onida, Hitachi, Carrier, Daikin and Samsung.

Features In General
In RACs, the players have been differentiating their products on the following features
 Compressor Properties
 Compressor efficiency- that is, lower power consumption for the same tonnage
(introduction in the market of rotary compressors, against reciprocating compressors
has been major event)
 Fuzzy Logic (offered by selected players)- The AC can set on its own temperature
with the changing level of room temperature.
 Five stage epoxy polyester coating for higher corrosion resistance
 Filters for removal of dust, bacteria and odors
 Ability to withstand voltage fluctuations
 Child lock facility
 Heat and cool facility
 Overall efficiency- in terms of better heat transfer evaporator and condenser coils,
and into fan efficiency

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Market Size

Air Conditioner Market in Bangalore

ELUX
OTHRS 13%
34%

WPL LG
0% SS 43%
10%

ELUX LG SS WPL OTHRS

In the Air-conditioner market, LG has a massive share of 43 percent and according to the
dealers this has been possible because of promotion backed with supply and service backup.
Others category consists mainly of Onida with a stronghold of almost 85 percent in this 34
percent of others category followed by Voltas and TCL. The share of Electrolux although is
low as compared to LG but the dealers are extremely happy with the positioning and price of
0.75 Ton AC. The low share can also be attributed to the fact that Electrolux is a new player in
this category. Almost all the dealers are of a view that the products have immense potential
and will give the market leader a tough fight in near future.

(The sales figures and market share are of Retail sales only. Institutional sales are not
included in the study. Also, two major players in AC market namely Carrier and Hitachi are not
in the scene because none of the dealers we visited deals in them.)

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Capacity-Price Mapping Of Top Selling Models

Capacity-Price Mapping Airconditioners

40000
MOP in Rs.

30000

20000

10000

0
0.5 0.75 1 1.25 1.5 1.75 2 2.25
Capacity in Tons

ELUX LG SS SS ONIDA

The retail AC market (specialized AC dealers were not included in the survey) in Bangalore
city is dominated by four major brands namely Electrolux, Samsung, Onida and LG.
Electrolux is trying to capture the market with its low prices and is been successful in
introducing a completely new category of 0.75 Ton but it still has a way to go in displacing LG
from 1 Ton and 1.5 Ton categories. LG lead these categories by claiming that the products
are equipped with better technology. Onida is trying to follow a low price strategy but
according to the dealers, customers still have doubts about the technical features of the
products.

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Overall Market Share of Electrolux

While taking into account the overall market of white goods and air-conditioners in Bangalore
City (as from the details received from 24 dealers) the share of Electrolux stands somewhere
around 15 percent.

Electrolux vs. Other Players

OTHRS Elux
IFB 13% 15%
4%
WPL
13%

LG
SS
39%
16%

Elux LG SS WPL IFB OTHRS

LG emerged out as a market leader with 39 percent of market share. Samsung, Electrolux and
Whirlpool are in close contest for the second spot with 16 percent, 15 percent and 13 percent
of market share respectively. Others category has 13 percent of market share and comprises
players like Godrej, Voltas, Kenstar etc. IFB has also shown impressive results by having a 4
percent of market share solely on the basis of its front-loading washing machines.
Approx. Market of white goods

Overall Market Share of Electrolux in

Bangalore

6000
4786
5000
and ACs

4000 3718

3000 2331

2000 1413
731 557
1000 406
187
0
REF WM MW AC

Categories

Electrolux
40 Total
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The overall share of Electrolux in Refrigerator is approximately 15 percent market. In washing

machines category this figure stands somewhere around 11 percent. In microwave the position
of the company is relatively stronger with 24 percent of market. In the air-conditioners
category13 percent is the market share of Electrolux.

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ORGANIZATIONAL PROCESSES

Character of Motivational Forces

During the eight weeks that I spent in Electrolux, I found one thing; it’s a sales driven
organization. Every thing is decided by the volumes of trade given by the branch office. My
Guide, (Branch Manager of Bangalore and the upcountry region), Mr. Amit Gupta had to be in
touch with the head office continuously and used to get quite annoyed by this. Once he told
us that the top management wants him to device unique and innovative ways to increase the
sales and laughed out loud. He said that probably the marketing guys at top level do not
know how sales are done.
Most individuals under him lacked a comprehensive understanding of the larger goal of the
organization. Every one feels responsible and motivated towards achieving the goals laid
down for his department or division or the personal targets assigned to the individual.

Kind of attitudes developed toward organization and its goals

The goal of Electrolux has been: -
“The goal which we strive for is to be the world leader in profitably marketing innovative product
and service solutions to real problems, thereby making the personal and professional lives of
our customers easier and more enjoyable.”

“This we will achieve through

 a commitment to driving performance throughout the entire organization

 a commitment to innovation and marketing – to products and brands

 a commitment to superior talent management

 a commitment to the Electrolux way of doing things”

After observing the processes at Electrolux, I have found out that the organizational goals do
not matter much for the employees in fact when I asked a few of the employees about the
goals, mission and vision of the company they started laughing and told me that these things
exist in theories only. For them the only meaning of goals is to perform the duties that they are
assigned with and achieving the targets that they are provided with.

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About the ways in which Electrolux plans to achieve the goals are enforced quite strongly. “The
commitment for driving performance” is probably achieved by Branch Manager shouting at the
sales officers and other subordinates working in different functions at the branch office.
The commitment to superior talent management was not seen at all; within two months of our
internship we saw two service managers and a sales officer leaving the organization. We got a
chance to talk with the sales officer who was leaving the organization. He told us that he was
getting a better offer from a competitor and the way the organization tries to achieve the “goals”
are quite autocratic. But its very wrong to infer that the goal setting process is autocratic at
Electrolux only, we talked to the sales officers that were working with competitors earlier.
According to them, the consumer durables industry is guided by sheer volumes only, and in
almost all the companies, organization goals have taken a backstage. It’s the sales that rules.

The extent to which motivational forces conflict with each other or reinforce
On interacting with the employees of the office we got to know that our project guide (who
happened to be the top boss at Bangalore Branch), is famous for his abilities to achieve targets
and exceptional growth. Just in 6 months of his joining he gave company a 42% rise in sales.
But he is also famous for the way in which he treats the subordinates. He used to shout on the
people whenever they used to commit mistakes (and these sessions were in front of the whole
office with all kinds bad words included). Except the sales officers, the motivation level of staff
was quite low. The boss never ever used to interact with the staff other than sales officers
unless and until required.
On the contrary, I never ever found him harsh whenever he spoke to me. He used to motivate
me by giving me insights about the consumer durables industry and praising my institute along
with a senior of mine who had worked under him earlier.

Amount of responsibility felt by each member for achieving organizational goals

I never ever found that people were striving to work for a specific organizational goal; instead
the only concern for them was either to achieve the sales/service targets or to enter a specific
number of entries in the ERP system. We clearly saw people passing the buck to each other
when it came to performing duties other than their regular routine.

Attitude towards other members of organization

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I found out that there were groups within the staff members. The sales officers and service
managers used to have their lunch together and our project guide joined them often. The C &
F department was further divided into subgroups with people of same age groups eating
together. The most secluded person in the office was the Accounts Manager. People used to
interact with him only when they needed any reimbursements or when he had any problem
with billing etc. The new person that joined the organization in the C & F department was
quite worried as the senior C & F employees didn’t tell him how to use the ERP system
properly. The sales people often had arguments with the C & F team.

Communication Processes

Amount of interaction and communication aimed at achieving organizational

objectives
I don’t know whether achieving sales target, billing them properly on time and servicing all the
defective products can be included in organizational objective or not but, the only interaction
that used to happen between the employees was related to business only. “Why you have not
handled this query?”, “when a particular spare is going to come?” and, “when a particular bill
will get ready?” was the only interaction happening between employees of different functions.
But people working in the same function used to interact a lot amongst them. Jokes and pranks
on each other were quite common. There was one common feature in these types of
communication and that was they simply stopped when boss used to come in. I found that this
behavior was more because of fear than because of respect.

Direction of information flow

Although the systems for communications were in place to connect different departments and
to get reports/ feedback from the “demonstrators” (floor salesmen at dealers’ place), those
systems were not properly utilized. There was a daily response sheet for the demonstrators to
fill in the daily sales data but since the company used to get those data directly from the order
forms and replacement sheets given by dealers, these response sheets were not filled at all.
So, the information flow was unidirectional only. That is, the company conveying the targets to
the people at lower ends and collating data from its own order forms. Since, these response
sheets used to have information about the competitors also the company had to rely on

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external sources for analyzing its position with respect to competitors even when it was quite
easy for them to get the data with the existing systems in place. Since proper information flow
was lacking between the departments there were serious problems in billing the goods sold
and servicing them.

Downward communication
The boss was constantly in touch with corporate office through telephone and intranet system
that Electrolux was having and hence it all used to initiate from corporate office in Gurgaon. My
boss had to report to the Vice-President (Sales) and the meetings were held once in 15 days.
These meetings were used for reporting about the targets and were used for deciding the
schemes and promotional campaigns.

But a very interesting event happened just 15 days ahead of our completion of our summer
internship. An article in Economic Times stated that AB Electrolux (the Swedish parent of
Electrolux Kelvinator Limited) is planning to sell its Indian operations and then there was a
chaos in the office. The employees were quite worried and this issue ruled their conversations
for the whole day. When we enquired from our project guide he told us that all these are
rumors, he has talked to the CEO Mr. Rajiv Karwal, who has told him that this news is not true.
The very next day there was an article in Economic Times in which the CEO had termed all
these speculations baseless and told the press that company had no such plans. The
employees never got an official communication or circular about this news. By the time we
were about to end our internship, newspapers were full of articles saying that the Videocon
group is planning to buy Electrolux but the sources were not named in any of those articles.
The news was again termed as speculations by our project guide. The environment at the
office was getting tense day-by-day because of the ambiguity. And within a week after we
completed our internship came the news that the CEO, Mr. Rajiv Karwal has resigned along
with the official declaration that AB Electrolux has sold its 92% equity in Electrolux Kelvinator
Limited to Videocon International Limited.
All the HR management cases done by us regarding, how to involve employees in merger and
acquisitions in order to make them successful were proven a waste because I got to know from
my guide that employees received news regarding this development through newspapers. The
downward communication was quite ineffective in this case.

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Extent to which goals were accepted by subordinates

The targets provided by the company were then passed on to the sales officers. These sales
officers were in-charge of dealers’ outlets and the company demonstrators working there used
to report to them. The targets were then told to the demonstrators in meetings that were
conducted once in every 15 days. The demonstrators were encouraged to commit for more and
more numbers (volumes) which they used to decide according to their experience and the
knowledge of the market in which there outlets used to exist. There was not much dissent on
the targets during the meeting and demonstrators used to readily accept the target that were
more or less imposed on them. But later on they used to mumble about the targets and the non
regular supply of the goods to their outlets.

Upward Communication and its adequacy

Regular reporting was done by the sales officers to the branch manager. The C & F department
used to work in coordination with the service department and the service department used to
report regularly to the branch manager. The branch manager used to call the employees in C &
F department regularly to enquire about the status of inventory of products and spare parts.

Subordinates’ willingness to initiate

During the two months that I spent in the organization I never saw a single employee trying to
meet the branch manager without any work or unless called upon by the manager himself.
Except the sales officers and service managers whose responsibilities included reporting to the
manager daily, others did not used to meet him for days. So, I can safely say that the
environment of the Bangalore branch was not conducive enough for the employees to initiate
the communication.

Need for supplementary channels

The only supplementary channels available (besides the direct communication between
subordinates and the boss), were the notice boards outside the conference hall/ notices on
personal desks. But those notices were hardly or ever changed and never draw any attention. I
feel there was definitely a need for the supplementary channels so that all employees should

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get a feeling that they are also an integral part of the organization and they are involved in
decision making processes.

Lateral Communication, its adequacy and the psychological closeness of superiors

with subordinates
As I have already mentioned our boss hardly interacted with the members other than the sales
and service personnel, the informal communication was with these people only. Our project
guide whenever was having free time, come out of his cabin and had small chat sessions with
sales officers. Those were lighter moments and everyone used to laugh on his comments.
Everyone in the office used to call my project guide as “Boss” and used to maintain a minimum
level of courtesy even if they were cracking a joke. Apart from the service manager, people
usually used to agree with the “boss”. The service manager was quite outright in his approach
and used to express his disagreement on the issues with the “boss”. The cigarette break after
the lunch session was the time when almost all the members of the office used to go out for 15-
20 minutes to a nearby shop and interacted freely. “The Boss” used to have these breaks at a
time other than this “post-lunch session” and during these breaks he used to interact with a
selected few.

But I realized that “boss” loved maintaining a distance between him and the subordinates and
used to make them realize this by speaking harshly to them on different occasions. We got to
know from the grapevine prevalent in the organization that during the festive season,
“boss“used to behave as an autocrat. He used to shout a lot on the subordinates and this had
created an invisible barrier between them.

Interaction-Influence Process

The interaction, amount and character of the interaction between the company members have
been dealt in detail in the communication processes. But regarding the teamwork, the people
working in the C & F team used to interact and cooperate a lot within themselves as they were
handling a very complex ERP system and that was JDE (JD Edwards ERP). Certain functions
of this system were beyond the understanding of team members and this used to lead to a lot
of problems that were handled collectively.

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Extent to which subordinates can influence goals and the methods and activities of
their units
Subordinates, as already been told were not having a say in deciding upon the goals. They
were supposed to meet the targets with in the given time limits. There were basically four
functions in the organization. They were Sales, Carrying and Forwarding, Accounting and
Servicing of the sold goods.

The Sales team was divided into two parts:-

1. Bangalore City and
2. Upcountry (including the semi-urban or rural towns through out the state of Karnataka and
Andhra Pradesh)
The sales officers were provided with weekly and monthly targets of sales for the different
products. They used to report daily, weekly or fortnightly according to the regions allotted to
them.

The Carrying and Forwarding Team had varied and complex functions. These included
1. Billing the products sold on the accounts of different dealers
2. Taking care of the fact that a particular dealer is within the credit limits allotted to him and
entering all the details into the ERP system
3. Ensuring that right quantity is ordered at right time from the factories and is supplied to the
dealers as per the orders they have placed
4. Making sure that the inventory of spare parts was available with the service department (this
was the most painstaking task in the organization as, the number of spare parts for the
complete range of appliances was more than 1 lakh and sorting and billing them according to
the codes that they were assigned and in the end entering them into the system was a very
complex procedure) and at last but not least
5. Getting the bills approved from accounts department.
The Accounts department was having just one member who was responsible for
1. Approving the bills
2. Maintaining the records
3. Approving the reimbursements to the employees and;

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4. Maintaining the day-to-day accounts.

This person was the busiest man in the office and was quite secluded one because of the
nature of his job.
The Service Department was the department that
1. Handled the complaints regarding the products
2. Used to act as a coordinator for the three authorized service dealers
3. Ensured that complaints were handled on time, and above all,
4. Used to face the brunt of the aggrieved customers.

Actual influence exercised by superiors over goals

The superior here, in the Bangalore Branch, was our project guide and the Branch Manager Mr.
Amit Gupta. He had a direct influence over the departments and all the people used to report to
him directly. Since he was responsible for the achievement of the targets and the goals that
were assigned to him, he often used his influence to make sure that the targets were met on
time.
Mr. Gupta acted as a supervisor and controller of all the functions mentioned under the
previous heading. Moreover, he was in charge of the promotional activities and the way in
which they should be done. He had to report to the VP sales every fortnight to decide about the
targets and whether things were running smoothly.

Decision Making Process

Levels where decisions are formally taken

The decisions regarding setting up the sales targets and formulating marketing strategies were
taken at levels higher up from the branch manager. The branch manager had to decide about
the promotion at local level, to decide about the quantity that has to be ordered from the plants
of the company, to decide about the margins that can be offered to dealers on the basis of the
quantities ordered by them, and above to devise the “unique ways” to achieve the sales
targets. So, decisions were taken by top management and branch manager is more or less
responsible to ensure that the directions are carried out properly.

Accuracy and adequacy of information available to decision makers

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I did not get a chance to interact with people who were really at the level of strategic decision
making that is officials who were above the designation of Branch Manager in the company.
But at the level of branch manager, decisions were taken on the basis of data provided by the
sales officers and the service engineers along with the C & F department. Since the information
provided in this case was a direct reflection of the performance of the employee it was quite
accurate. I can’t comment on the adequacy of the information made available by the
employees, the awareness at decision-making levels of problems at lower level and the extent
of use of technical and professional knowledge in decision making because I was not involved
in any of these processes.

Goal Setting Process

Manner in which it is usually done

The goals were set at higher levels taking into account the suggestions of the branch manager.
The branch manager was very well aware of the market situation through his own
understanding and the reports given by the sales officers. While setting the sales targets and
the other organizational goals the employees were thus, not involved directly.

Extent of striving for high performance goals

The remuneration provided to the employees was quite good by industry standards and it was
the sole motivator for the employees. Since the money paid was quite handsome, the
relationship between employees (I don’t exactly know whether they strived for higher goals or
not) and the company was quite clear, the company will pay them money and the employees
will achieve the targets provided to them.

Forces which accept resist or reject goals

The acceptance, resistance or rejection of goals was possible only at the level of Branch
Manager and later on the goals were just passed on to the employees who just had to achieve
the goals.

Control Process

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Hierarchical level at which concern for control exists

It clearly existed at the level of Branch manager and he used to exhibit the maximum control
over the processes. In fact, I observed a strange norm, the person whose neck is on line used
to exhibit the maximum control and used to shout the most. The branch manager, naturally was
acting as a bridge between the lower level of hierarchy and the higher level so all the control
processes were handled by him. The sales officer also used to exhibit some amount of control
by grilling the coordinator of the demonstrators time to time.

Accuracy of measurement and information used for purpose of control

As I have already mentioned, the information available about the volume of sales was quite
accurate, as the billing was done (has to be done) quite efficiently. This was most important
information used for controlling the processes. Besides this, the information provided by the
sales force about the competitors was also quite authentic as they were constantly in touch
with the market and this also resulted in tighter control over the processes. The Branch
Manager was connected to the corporate office through the intranet and hence used to get the
performance statistics of other branches continuously which also lead to a lot of competition
among the branches and hence tighter control.
Extent of informal organization and its role in supporting or opposing goals of formal
organization
I really don’t think so that the concept of informal organization existed at Branch Level or even
if it existed, it was not strong enough in supporting or opposing the goals of formal organization.
Although, I am not very sure about this, but during the interaction with our branch manager I
got to know that he has a say while deciding on the goals of the organization. He told us that
the VP respects him a lot and it’s up to him whether he wants to commit for a particular
achievement or not.

Performance Characteristics

Productivity
The productivity of employees was high because of the tight control over the processes by the
branch manager. The work load on C & F department and accounts head was phenomenal.
This was due to implementation of new tax regime (VAT). The billing of goods had started after

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three months because of indecisiveness at higher levels and this had lead to huge pile ups of
billing of goods and spare parts. The employees were given daily targets to enter the piled up
bills and were treated badly if they were not been able to meet them. The C & F people were
working for seven days a week from 10 AM till 8 or 9 PM. Regarding the sales department,
there was no scope at all for being non-productive because of strict control by “the boss”.

Quality
It is hard to judge the quality by being an observer in an organization but after interacting with
the branch manager for a while and being in touch with the sales officer along with the C & F
department I can at least mention my observations on this issue.
My project guides always use to complain about the inefficiency of his staff. His favorite quote
being “I run like a hare and my staff moves like a tortoise”. “The sales people don’t even have
capability to maintain relationships with the dealers”, “if I will move out of this branch they will
simply be unable to take a decision by themselves” were his general complaints about the staff.
The sales personnel were quite annoyed by the billing issues, they generally used to argue
about the billing of the dealers who were their responsibility.
I think it is safe to assume that the quality was suffering because of the tremendous pressure of
achieving the targets.

Absenteeism
Because of the tremendous work pressure, absenteeism was simply non-existent in the
organization. People although used to come late but they were there even on Sundays to finish
off the piled up work. Even the branch manager used to be in the office on Sundays. In short, a
12 hour and seven day week for all (except the sales officers).

Employee Turnover
After observing the Electrolux for two months there is one thing which I can claim with absolute
surety, it was not the best place to work in. In consumer durable industry Employee turnover is
generally high. This was clearly evident from the fact that almost all of the employees, including
my project guide, started their careers in with different consumer electronics brands and left
them for better remuneration or perks. Two experienced sales officers and two service
managers had left within three months and one sales officer along with a C & F personnel

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joined during these three months. Our guide had also joined almost 10 months earlier; he used
to tell us that “this company does not take care of its employees. When my employees ask me
whether they should join a particular organization or not I tell them go ahead even if they are
getting a bit less in monetary terms”. He told us that he is running the branch just because of
the personal terms with Mr. Rajeev Karwal (the CEO of the organization). The discovery that
people join an organization for money and later leave it for the perks reminded me of the
Maslow’s need hierarchy theory which says that once a lower order need is satisfied people
start striving for higher order needs.

Waste
There was a huge warehouse adjacent to the office, which used to contain just the products
that were defective because of mishandling on dealers part or on company’s part. I really got
scared watching such a huge inventory, because most of these products had to be taken back
to the manufacturing plants which were quite far off and the transportation cost had to borne by
the company only. All this was happening because of extremely poor handling while loading
and unloading the products (in case of other companies, they have reduced these numbers
drastically by appointing specialized carriers or by strict control over the ways of loading and
unloading it onto the trucks)

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Innovations
Electrolux is known for its unique and innovative products. Over the years they have launched
products as “Bijlee” that has got a power backup in case of power cuts, “Washy-Talky” a
washing machine that “speaks” out instructions for washing clothes and many more products
which were a bit different from others. So, the image of the company in the market is of a
progressive company. In case of organizational practices, probably they were the first player in
the industry who used to run a “Cash and Carry” policy instead of the traditional “credit period”
policy (although dealers were quite unhappy with this “innovative” policy). In terms of
organizational structures they removed the hierarchical level of “regional manager” completely
and the Branch Manager now deals directly to the VPs in order to have a better control.

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Lessons from Internship

Working in the Consumer durables sector and especially with Electrolux, the biggest consumer
durable company in the world has lead to a very unique experience. I was quite excited initially
as I was working with an MNC.I used to think that very thing about MNC’s would be special. My
first day at Electrolux started with a shock. The Bangalore operations were taking place from a
makeshift office in a garage. It took almost a month when the new office was ready and till that
time I was working in a “garage operation”. On the second day, I saw an aggrieved customer,
who came to office and started abusing the service head of the company. This abuse session
continued for almost an hour, and later I found that the salary of Service head is 6 lakhs per
annum. Lessons were clear no matter how much you are earning, if you fail to offer good
service, you will have to bear the brunt of it.
As the internship progressed I found out that the company was in serious trouble. The supplies
were irregular to the dealers; company was lagging behind in quality for almost all the product
categories and above all company had extremely poor after sales service.
The dealers were extremely unhappy with the company policies and services and we had to
bear the brunt, because the dealers used to think that we were company employees and hence
they used to tell us a long list of complaints they had against the company.
I got to know the real market from my internship experience. I found out that the real business
is very different from the theories that we study in the classroom. But, I found out one thing,
companies are suffering losses just because they have forgotten the basics long time ago. We
found out that, just giving thought to small things may lead to great benefits to the company.
Listening to the experiences of the employees was the greatest gain for me, as I got to know
the factors that motivate or de motivates an employee.
By the end of my internship I was very well aware that the company management has lost
hopes and was ready to sell it off. This got confirmed within 15 days of the completion of my
project when the news came that the CEO had resigned and the parent company AB
Electrolux, Sweden has decided to sell off the Indian operations to Videocon International. I felt
very bad when I listened to the news as my whole project revolved around suggesting ways to
improve the Brand Image and performance of the company. Somewhere deep in my heart I still
feel that, better control processes and emphasis on overall organizational processes (instead of
emphasizing on Sales only) would surely have resulted in something better.

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Conclusions
Working in Electrolux has given me valuable experience about the way businesses function,
the actual processes involved to develop a brand, factors that can make or break a brand and
the organisation culture that can motivate a member to try and strive for the benefit of the
organisation. No amount of advertisements and promotion can be substitute for timely supply,
smooth distribution and attempt to understand the customer demand.

Even the biggest brands can lose out to local players if they lose focus on the processes and
the services. Also though concepts do help a lot in making decisions, it is more of practical
knowledge that finally helps to judge the situation and take the most appropriate decision at the
moment.

To conclude, I would like to mention that the whole experience of working with an organisation
was extremely enriching. It helped me in understanding the intricacies that every organisation
faces and helped me in relating my studies with my experiences. It also helped me developing
my own approach in understanding marketing as a function and how it’s practiced in the
organizations.

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Brand pushed
Dealer Dealer REF WM MW AC Best after
Code Name DC FF FL TL SA SPLIT WIN Sales Servic
D1 Girias Rajajinagar LG ELUX IFB SS HAIER LG LG LG LG
D2 Girias Jaynagar WPL LG IFB LG LG LG LG LG LG
D3 Girias Gandhinagar GOD LG IFB LG LG LG LG LG ALL ARE SAM
D4 Girias Brigade Road WPL LG IFB SS WPL LG LG LG LG
D5 Vivek's Kormangala WPL ELUX IFB LG LG ELUX ELUX ELUX LG
D6 Vivek's Rajajinagar SS ELUX LG GOD LG LG ELUX LG LG
D7 Vivek's CMH Road WPL LG LG LG WPL SS LG ……. LG
D8 Vivek's Jayanagar WPL LG IFB WPL LG LG LG ……. LG
D9 Vivek's KH Road WPL LG IFB LG WPL ELUX LG LG LG
D10 Vivek's Central WPL ELUX IFB LG WPL ELUX ELUX …….. LG
D11 Vivek's JP Nagar SS WPL LG LG WPL LG LG LG SS
D12 Vivek's RT Nagar WPL LG IFB LG LG ELUX ELUX LG LG
D13 Pai Indiranagar LG LG LG LG LG LG OND LG LG
D14 Pai Vijaynagar LG WPL WPL WPL WPL KEN OND …….. LG
D15 Pai RT Nagar LG WPL LG LG WPL LG OND LG LG
D16 VGP KH Road GOD GOD IFB WPL LG LG LG …….. LG
D17 Shubham Rajajinagar ELUX ELUX LG LG LG ELUX ELUX …….. ALL ARE SAM
D18 Metro Yeshwantpur LG LG LG LG LG LG VOL VOL ALL ARE SAM
D19 Metro Kanakpura LG LG LG LG LG LG VOL VOL LG
D20 Balaji Rajajinagar LG ELUX LG LG LG ELUX LG ………. ALL ARE SAM
D21 Coolwell Electrix SS SS LG SS SS ELUX OND SS LG
D22 VK Coolers KH Road NO SUPPORT FROM THE DEALER
D23 Devi International LG LG IFB WPL LG LG OND OND ALL ARE SAM
D24 Pai Kormangla LG LG LG WPL LG ELUX OND ……. LG
D25 Kundan Rajajinagar LG LG LG LG LG …….. TCL ……. ALL ARE SAM

RESULTS
Brand pushed
REF WM MW AC Best after
DC FF FL TL SA SPLIT WIN Sales Servic
ELUX ELUX LG LG LG ELUX ELUX ELUX LG
10% 26% 52% 63% 63% 35% 21% 7% 71%
LG LG IFB SS SS LG LG LG SS
42% 57% 48% 13% 4% 57% 42% 67% 4%
SS SS WPL WPL SS ONIDA OND ALL ARE SAM
13% 4% 21% 29% 4% 25% 7% 25%
WPL WPL GOD KEN VOL VOL
33% 13% 4% 4% 8% 13%
GOD GOD TCL

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8% 4% 4%

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Factors Affecting Consumers' Decision Making Towards Buying The Product

S No. Criteria/Dealers D1 D2 D3 D4 D5 D6 D7 D8 D9 D10 D11 D12
1 Dealers Reputation VI VI VI VI I I VI VI I VI VI NSI
2 Friends'/Family Recommendations I N I NSI NSI I NAI NSI I NAI I NSI
3 Salesman Recommendations VI VI VI VI VI I I VI VI I VI VI
4 Finance Schemes/Disc./Gifts NSI NAI NSI NAI NAI I NSI I NSI NSI VI I
5 After Sales Service VI I VI VI NAI VI VI VI VI VI N N
6 Visibility of the Brand VI I I N I VI N I I VI I I
7 Warranty Provided N NSI I N I N N NSI NSI N N VI
8 Looks And Aesthetics I VI N VI VI VI VI VI I VI NSI I
9 Promotion I I I VI I I I N VI VI I I
10 Price N NSI I N N VI VI I VI NSI VI VI
11 Capacity N N NSI NSI VI NSI N N NSI N N NSI

S. No. Criteria/Dealers D13 D14 D15 D16 D17 D18 D19 D20 D21 D22 D23 D24 D25
1 Dealers Reputation VI I VI I I VI VI I VI N I VI NSI
2 Friends'/Family Recommendations NSI VI NSI I NSI N NSI NAI I O N NSI NSI
3 Salesman Recommendations VI VI VI VI I I NSI VI VI VI VI I
4 Finance Schemes/Disc./Gifts I VI I I I I NAI VI NSI S VI I VI
5 After Sales Service VI N N VI N VI VI N VI U VI VI I
6 Visibility of the Brand NSI VI I VI I VI I VI VI P N NSI N
7 Warranty Provided N N N NSI N N N N N P N N I
8 Looks And Aesthetics I VI VI I VI I I NSI I O N NSI I
9 Promotion VI VI N N N N I I I R I VI VI
10 Price N VI I VI I VI VI VI N T NSI N VI
11 Capacity I I N I N NSI I I NSI N NAI I

VI - VERY IMPORTANT
I - IMPORTANT
N - NEUTRAL
NSI - NOT SO IMPORTANT-
NAI-NOT AT ALL IMPORTANT

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Buying Decision Factor Number of responses In percentages

S. No. CRITERIA VI I N NSI NAI VI I N NSI NAI
1 Dealers Reputation 14 8 0 2 0 24 58.33 33.33 0.00 8.33 0.00
2 Friends'/Family Recommendations 1 7 3 10 3 24 4.17 29.17 12.50 41.67 12.50
3 Salesman Recommendations 17 6 0 1 0 24 70.83 25.00 0.00 4.17 0.00
4 Finance Schemes/Disc./Gifts 5 9 0 6 4 24 20.83 37.50 0.00 25.00 16.67
5 After Sales Service 15 2 6 0 1 24 62.50 8.33 25.00 0.00 4.17
6 Visibility of the Brand 8 10 4 2 0 24 33.33 41.67 16.67 8.33 0.00
7 Warranty Provided 1 3 16 4 0 24 4.17 12.50 66.67 16.67 0.00
8 Looks And Aesthetics 10 10 1 3 0 24 41.67 41.67 4.17 12.50 0.00
9 Promotion 7 12 5 0 0 24 29.17 50.00 20.83 0.00 0.00
10 Price 11 4 6 3 0 24 45.83 16.67 25.00 12.50 0.00
11 Capacity 1 6 9 7 1 24 4.17 25.00 37.50 29.17 4.17
Perception of Dealers
S. No. CRITERIA SA A N D SD SA A N D SD
1 Electrolux is the largest selling brand 3 3 1 8 9 24 12.50 12.50 4.17 33.33 37.50
2 Products are very good and aesthetically appealing 11 11 1 1 0 24 45.83 45.83 4.17 4.17 0.00
3 Electrolux products has poor technical finish 9 5 6 3 1 24 37.50 20.83 25.00 12.50 4.17
4 Electrolux products require more maintenance than others 4 9 8 3 0 24 16.67 37.50 33.33 12.50 0.00
5 After sales service is good 1 2 1 5 15 24 4.17 8.33 4.17 20.83 62.50
6 Spares are not available on time 14 7 1 2 0 24 58.33 29.17 4.17 8.33 0.00
7 Electrolux product prices are competitive 3 11 4 3 3 24 12.50 45.83 16.67 12.50 12.50
8 Electrolux provides more retention than others 1 5 10 5 3 24 4.17 20.83 41.67 20.83 12.50

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The Market operating price of top selling models of various companies

Ref AC
DC Capacity MOP FF Capacity MOP Capacity MOP
ELUX Oxy polo 170 7700 Ozone Lux 235 14000 0.75 15300
Oxy fesh 190 8500 Ozone Prem 235 12000 1 18600
Ozone Prem 275 15000 1.5 24000
Ozone Lux 275 17000
ER 40 285 27500
ER 45 355 31000
DFF 40 415 29500
DFF44 445 31800
LG 181RPEX 180 9490 242 GP 230 12000 1 20400
181 TPLX 180 8500 262 GP 250 13000 1.5 24500
262 QL 250 14200 2 29000
292GV 280 16000
322QL 310 18500
SS RA18 180 8500 RT 23 ECO 230 12200 1 22000
RA 20 195 10000 RT 23 PRE 230 13600 1.5 24500
RT 26 260 14800 1.5 26500
RT 31 315 20000 2 32000
WPL Corona Elite 175 F 23 DLX 220 12500
Genius 180 7800 F 23 ELITE 220 13200
R 21 Elite 200 10200 F 26 DLX 250 13500
R 24 Clas. 230 11400 F 26 ELITE 250 14500
INOX 350 24000
F36 ELITE 350 22500
GODREJ GDP190SF 170 7000 GFP 220P 200 10000
GD180P 180 9000 GF 23 220 13200
GFP 280 X 260 14800
HAIER Royal 170 5800 281 FDA 280 27000
180 Dx 180 7600 351 FDA 350 18000
180 Vx 180 8200

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Brand Image As Perceived By Dealers

S. No. CRITERIA D1 D2 D3 D4 D5 D6 D7 D8 D9 D10 D11 D12
1 Electrolux is the largest selling brand SD D A SD A SA SD D A SA N D
2 Products are very good and aesthetically appealing D SA A SA A A A SA A SA SA SA
3 Electrolux products has poor technical finish SA N SA A N N N D N SA SA A
4 Electrolux products require more maintenance than others SA D A A A N SA A A A D N
5 After sales service is good SD D D SD D D SD SD SD SD SD SD
6 Spares are not available on time SA A SA SA SA A SA SA SA SA SA A
7 Electrolux product prices are competitive D A A A A SA SA A A D D A
8 Electrolux provides more retention than others N N A N D N D A A D A A

S. No. CRITERIA D13 D14 D15 D16 D17 D18 D19 D20 D21 D22 D23 D24 D25
1 Electrolux is the largest selling brand SD SD D SD SA D D D D NO SD SD SD
2 Products are very good and aesthetically appealing SA A A SA SA SA A SA A S A N A
3 Electrolux products has poor technical finish SA SA SA A SD D D N A U SA SA N
4 Electrolux products require more maintenance than others A A A N N N D N N P SA SA N
5 After sales service is good SD SD SD SD A A SA D SD P SD SD N
6 Spares are not available on time SA SA A A D D D A SA O SA SA N
7 Electrolux product prices are competitive A SD SD SD SA N N A A R N N A
8 Electrolux provides more retention than others N D D SD SA N N N N T SD SD N

SD - STRONGLY DISAGREE
D - DISAGREE
N - NEUTRAL
A - AGREE
SA - STRONGLY AGREE

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CATEGORY
REFRIGERATORS WASHING MACHINES MICROWAVE AIRCONDITIONERS
Code Dealers Elx LG SS Wpl Oth Total Elx LG SS Wpl IFB Oth Total Elx LG SS Oth Total Elx LG SS Oth Total
D1 Girias Rajajinagar 35 40 25 10 5 115 11 43 27 1 30 16 128 20 15 15 0 50 5 8 2 0 15
D2 Girias Jaynagar 35 45 30 20 0 130 25 55 8 15 40 0 143 3 12 7 0 22 0 32 15 15 62
D3 Girias Gandhinagar 75 100 40 55 30 300 45 185 80 50 35 25 420 25 105 25 0 155 5 91 0 40 136
D4 Girias Brigade Road 40 85 25 60 25 235 35 115 70 35 42 30 327 20 130 35 0 185 4 80 5 25 114
D5 Vivek's Kormangala 32 17 0 30 20 99 19 8 0 17 10 0 54 40 20 0 0 60 10 10 0 0 20
D6 Vivek's Rajajinagar 18 12 10 13 22 75 3 14 6 7 3 7 40 17 18 5 2 42 15 14 0 0 29
D7 Vivek's CMH Road 72 105 83 57 33 350 0 61 43 39 20 25 188 15 95 90 30 230 10 18 0 0 49
D8 Vivek's Jayanagar 15 20 10 25 20 90 15 25 5 25 15 5 90 10 32 0 5 47 5 25 0 0 30
D9 Vivek's KH Road 30 60 17 30 40 177 12 30 9 33 4 6 94 14 30 15 5 64 10 10 0 0 20
D10 Vivek's Central 15 15 25 5 5 65 10 12 12 10 12 3 59 45 10 18 10 83 15 15 0 0 30
D11 Vivek's JP Nagar 15 32 20 60 12 139 12 38 15 5 25 8 103 15 25 20 5 65 5 10 0 0 15
D12 Vivek's RT Nagar 12 16 12 9 5 54 8 24 10 5 6 3 56 12 25 15 5 57 4 8 0 0 12
D13 Pai Indiranagar 0 240 150 180 50 620 0 225 40 63 50 15 393 15 88 50 25 178 0 20 5 48 73
D14 Pai Vijaynagar 5 25 22 22 25 99 4 31 5 38 5 5 88 1 1 0 8 10 0 4 4 21 29
D15 Pai RT Nagar 2 30 25 15 30 102 5 25 8 15 15 5 73 15 13 0 4 32 0 5 3 15 23
D16 VGP KH Road 20 50 30 50 70 220 0 33 11 32 12 12 100 10 40 20 21 91 12 20 0 22 54
D17 Shubham Rajajinagar 50 17 5 20 5 97 19 42 0 9 4 7 81 20 18 0 5 43 5 4 0 2 11
D18 Metro Yeshwantpur 80 210 30 65 0 385 75 120 25 85 0 0 305 80 150 50 0 280 25 85 20 56 186
D19 Metro Kanakpura 65 220 0 60 60 405 65 130 35 95 0 0 325 90 160 65 0 315 30 50 20 66 166
D20 Balaji Rajajinagar 60 28 15 33 28 164 15 35 15 6 5 10 86 15 23 6 10 54 2 4 0 4 10
D21 Coolwell Electrix 35 25 85 15 22 182 15 20 25 5 15 20 100 25 5 25 8 63 25 30 25 35 115
D22 VK Coolers NO SUPPORT FROM THE DEALER
D23 Devi International 0 150 100 100 115 465 0 70 45 50 75 120 360 30 90 45 0 165 0 65 40 105 210
D24 Pai Kormangla 20 40 10 10 15 95 13 10 28 15 8 0 74 20 15 0 0 35 0 0 0 20 20
D25 Kundan Rajajinagar 0 50 35 0 38 123 0 15 1 2 1 12 31 0 0 0 5 5 0 1 0 4 230
Total Market 731 1632 804 944 675 4786 406 1366 523 657 432 334 3718 557 1120 506 148 2331 187 609 139 478 1413
Elx LG SS Wpl Oth Total Elx LG SS Wpl IFB Oth Total Elx LG SS Oth Total Elx LG SS Oth Total

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The Market operating price of top selling models of various companies

WM MW
Brand FL CAP MOP TL CAP MOP SA CAP MOP MODEL CAP MOP
Elux AURUM 16 PRE 5.5 16000WASHY TALKY 6 13400FABRIGUARD PRE 6.5 6900MS80WH 17 3700
AURUM 16 LUX 5.5 18800 14300FABRIGUARD DLX. 6.8 7000EG80WH 17 4700
FABRIGLOW 6 12200FABRIGUARD LUX. 7 8000EG80SL 17 4990
12600 E86SL 25 8490
EC85 25 9990
LG TROMM 5 164007012EN 6 14000 9241 6.2 5800 192 19 3900
TROMM 6 210007012 DN 6 12500 194 19 5200
7514 EN 6.5 16000 396 19 7000
7514 ES 6.5 17000 767 26 10800
808 30 13000
SS 75 K 6 5.8 10500 7100 6 600071X 20 5200
75 K8 5.8 11200 7800 6.2 700082WSOLO 23 4800
80 K6 6 12000 9300 7 840082WGRILL 23 7500
103F 28 12000
WPL T50 5 15500F65 6 13700 MT22G 22 11000
H65 6 16000 AVM542 18 5000
Fp 65 6 12800
GOD 901 5.5 8000
1101 5.5 9300
1201 5.5 10600
IFB SENORITA PLUS 17000
SENATOR 23000
EXECUTIVE ELITE 20500

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