Industrial Marketing BLACK & DECKER CASE

CASE-STUDY ANALYSIS

Group 2

B&D V/S Makita

9% (Market Share) 50%
B&D Distribution channel was limited to the fact that it lacked Membership Club as against Makita B&D positioning as a Consumer brand, not a professional Tradesmen brand
B&D makes a good popcorn popper, and my wife just loves her dust buster, but Im out here to make a living

Color-No product differentiation between consumer and professional tools

Buying BehaviorTradesman
Considers B&D as a Consumer product brand, not a professional tool Repulsive of No Colour Differentiation between Consumer and Professional Tools

Accepted Makitas Pricing (at a Premium) because of Purchasing Mechanism (Strong Distribution Channel, membership clubs)

Buying BehaviorOEM
The Professional Industrial Segment consisted of Commercial Contractors who worked on large scale projects and Assembly lines

W.W.Grainger played an important role in providing technical expertise and service A Major market player with over 300 Branches

Makitas Competitive Strategy

Preferred and Strong Distribution Channel Effective strategy of Membership club
Targeting Tradesman

Makitas Competitive Strategy

Provide a good baseline option in all major categories Expanding competitive market by no channel protection

Trading down strategy (positioning as Fathers day giving)

Milwaukees role
Reducing the price contrast A major competitor to B&D
Better brand awareness Best brand as over per Consumer Agreement Data

Alternative Action
Recommended solution Option 2 Not recommended to dilute existing brand

Exploit and concentrate on high ranking and awareness level (98%) of brand
Product differentiation and expansion of market share by sub branding

Piranha By Black and Decker

Group Members
Group 2 Chintan Kapasi 10

Jigisha Mehta
Shaily Shah Shrenik Shah

17
42 44

Thank You