Introduction:

Whirlpool Corporation (“Whirlpool”) is the world’s leading manufacturer of major home

appliances with revenues of $18.9 billion and net earnings of $418 million for the year ended

December 31, 2008. Whirlpool is the leading producer of major home appliances in North

America and Latin America and has a significant presence in markets throughout Europe and

India. Whirlpool received worldwide recognition for accomplishments in a variety of business

and social efforts, including leadership, diversity, innovative product design, business ethics,

social responsibility and community involvement. They conducted their business through four

reportable segments, which they define based on geography. The reportable segments consist

of North America (57% of revenue), Europe (21% of revenue), Latin America (19% of revenue),

and Asia (3% of revenue).

Whirlpool vision:

Every Home… Everywhere… with Pride, Passion and Performance

This vision statement reinforces that every home is their domain, every customer and

customer activity is their opportunity. This vision fuels the passion that they have for

customers, pushing towards to provide innovative solutions to uniquely meet their needs.

Pride... in work and each other

Passion... for creating unmatched customer loyalty for their brands

Performance... that excites and rewards global investors with superior returns

Whirlpool mission:

Everyone, Passionately Creating Loyal Customers for Life

Whirlpool mission defines the focus and what it does differently to create value. Its a company

of people captivated with creating loyal customers. From every job, across every contact, it

builds unmatched customer loyalty…one customer at a time.

Whirlpool values:

The company’s values are constant and define the way that all Whirlpool Corporation

employees are expected to behave and conduct business everywhere in the world.

Respect — Trust one another as individuals and value the capabilities and contributions of each

person.

Integrity — It conducts all aspects of business honorably – ever mindful of the longtime

Whirlpool Corporation belief that there is no right way to do a wrong thing.

Diversity and Inclusion — It maintains the broad diversity of Whirlpool people and ideas.

Diversity honors differences, while inclusion allows everyone to contribute. Together, it creates

value.

Teamwork — It recognizes that pride results in working together to unleash everyone’s

potential, achieving exceptional results.

Spirit of Winning — The company promotes a Whirlpool culture that enables individuals and

teams to reach and take pride in extraordinary results and further inspire the "Spirit of

Winning" in everyone.

Innovation:

Whirlpool Corporation firmly believes innovative thinking comes from everyone,

everywhere. Nearly 10 years ago, they launched a worldwide effort to instill innovation as a

core competency throughout the entire organization. Since then, Whirlpool employees

worldwide have participated in and contributed to innovation-related activities resulting in new

ideas, products and services; thus delivering real value to consumers in ways never before seen

in either the company or the home appliance industry.

Focused on embedding innovation as a core competency, Whirlpool Corporation has

made a long-standing investment to build this competency. This investment includes

redesigning business processes, training thousands of employees, building an innovation

management system and changing the culture of the company.

Innovation attracts consumers to the wide portfolio of brands; Whirlpool Corporation

generated more than $2.5 billion of worldwide revenue from product innovations—well

exceeding projected targets for the year—and the robust pipeline of $4.5 billion will allow for

continued growth over time.

Promising entity of the company :

Whirlpool Corporation is committed in building products that consumers around the

world can rely upon to meet their daily needs. This commitment to quality begins in the

concept stages and continues throughout the lifetime of the appliance. The result of these

efforts is a sustainable and competitive advantage for the company.

Globally, Whirlpool Corporation manufactures products using principles of lean

manufacturing and operational excellence to ensure continuous improvement of processes and

to produce products that meet the company's high-quality standards.

At Whirlpool, there is a constant focus on seeking out new and unique ways to improve

the function, performance and sustainability of their products.

The ring of promise circling the Whirlpool Corporation logo

The ring around the whirlpool logo clearly shows how the company encompasses with a

promising nature in developing a individual customer loyalty with its services .

Building the Corporate Brand:

The Whirlpool corporate brand has a history dating back to 1911. The company has

steadily expanded its product line, revenues, and global footprint for more than five decades,

evident by milestone returns – from $1 billion in 1968, to $2 billion by 1978, to $6 billion by

1989, to the $13 billion reported in 2004. The corporate mission has also remained focused

over time, demonstrated by mantras such as “Unmatched customer loyalty – the core of our

strategy” and “Customer passion and lifelong relationships – the focus of our business.”

The corporate brand has also been built on a long history of design innovation, a safe

and diverse employee environment, customer-centered manufacturing, and a spirit of social

responsibility. In fact, the depth of the company’s commitment to multiple social efforts is

evident by a six-year inclusion of Whirlpool on the “100 Best Corporate Citizens” list published

by Business Ethics Magazine. The company boasts an impressive set of

accomplishments that foster these commitments:

The implementation of Operational Excellence, Whirlpool’s custom version of the Six

Sigma program, improves quality while lowering costs and shortening cycle times. This

program helped Whirlpool leverage its global manufacturing experience to save $175

million in manufacturing costs in its first three years of use.

Whirlpool’s commitment to innovation was recognized in 2002 with a National Design

Award for Corporate Achievement from the Smithsonian Institution.

Whirlpool is a six-time winner of the ENERGY STAR Partner of the Year award from the

U.S. Environmental Protection Agency (EPA) and Department of Energy, demonstrating

the company’s commitment to environmental protection.

More than 3,500 Whirlpool employees are involved in a five-year, $25 million

commitment to Habitat for Humanity International. The partnership has provided more

than 65,000 appliances to Habitat homes built in North America. In addition,

Whirlpool has raised over a million dollars to support the fight against breast cancer through

the “Cook for the Cure” program, sponsored by KitchenAid. Over 90 years of history gives

Whirlpool an extremely valuable asset: a corporate brand that communicates innovation,

consumer-driven research and development, and excellence in design and performance.

Injecting these principles into internal and customer-facing business processes enables the

company to invoke a consistent set of emotional responses from consumers including trust,

uniqueness, and most important, loyalty.

Establishing a House of Brands:

Whirlpool offers a wide range of household appliance products, including washing

machines, clothes dryers, refrigerators, freezers, cooking appliances, microwave ovens,

dishwashers and a complete range of built-in appliances. Within these product lines, the

company has also established a portfolio of brands through innovative product design, targeted

marketing, and a spectrum of partnerships with trade customers. This portfolio enables

Whirlpool to offer multiple brands with distinct values in the same product category. A prime

example is the company’s “house of brands” for kitchen appliances:

KitchenAid – an up-market brand serving professional chefs and the “home enthusiast

or entertainer.” Characteristics and features for this brand are geared toward thorough

processing, precision, and accuracy. Branding for KitchenAid appliances includes

taglines such as “innovative products for the well-equipped kitchen,” “more than a

mixer,” and “cater to higher expectations.”

Whirlpool – a mass-market brand serving families and in particular, the “active

balancer” or “super-mom.” Characteristics and features for this brand are geared

toward speed, high capacity, and durability. Branding for Whirlpool appliances includes

taglines such as “cook more,” “style and performance unite,” and “Form. Function.

Unity.”

Roper – a value brand serving cost-conscious consumers who buy based on price.

Characteristics and features for this brand are geared toward simplicity, reliability, and

in particular, affordability. Branding for Roper appliances includes taglines such as

“sensible solutions for your family” and “simple, sturdy, affordable workhorse

appliances.”

Whirlpool’s ability to establish multiple consumer-preferred brand positions within the

same product line represents a corporate investment in the millions of dollars for research,

design, production and marketing. A key success factor has been the creation of emotional links

between the corporate brand, individual brands and consumer reaction. The effect has been

viral and measurable, demonstrated by continuous growth in the pool of “brand ambassadors”

that recommend Whirlpool products, upgrade existing products, and cross purchase products

from other Whirlpool brands.

Whirlpool Brands :

Whirlpool

Strategy execution:

The main strategy of the whirlpool is building strong brands which has a loyal consumer

base. Whirlpool is trying to build trustworthiness of the customer and lead the customer life

easier. Whirlpool mailnly does lot of work contributing in building unmatched levels of loyalty

to their brands through lifelong relationships with the customers.

Whirlpool is committed to create the brand value using various strategies such as

focusing on innovation, cost productivity, product quality and consumer value. Whirlpool

always had a continous effort to improve its global operating platform to ensure the position

of the best-cost and best-quality appliance manufacturer worldwide. The company is

maintaining a strong supply chain to better deliver products in trading customers and

consumers. The benefits of these actions today through a stronger network, increased

efficiencies and timely deliveries.

Now and then, even in the future the whirlpool focus is not simply on producing

products but more on the innovation and customer perception in creating them. Its major

focus is always on maximizing the benefits of their worldwide network of resources, which is

unmatched in the industry. They are creating better, more innovative products that improve

consumers' lives—in and around the home—each and every day. The company is always

committed in being an agile, global consumer products company that creates value through

their brands and innovations. With their compelling and growing brands, fueled with

innovation, the company always attracts and retain loyal customers for life.

Going Global with the House:

According to the Fredonia Group, “World demand for major household appliances

(white goods) will reach 367 million units in 2007. The Asia/Pacific, Latin American and

Africa/Mideast regions will grow the fastest based on rising urban populations and per capita

incomes.” As a result of a growth strategy initiated in the mid 1980’s to expand its presence

outside the U.S. market, Whirlpool is in an enviable position to meet the worldwide demand for

household appliances.

A major acquisition in Europe, joint ventures with companies in Mexico and India, and

increased ownership in companies in Canada and Brazil represented the first phase of global

expansion for the company. The early 1990's marked Whirlpool’s expansion in Latin America,

Asia, and greater presence Europe. By 1995, the company established manufacturing and

marketing presence in India, China and the Asia Pacific region. Today, Whirlpool Corporation

boasts the number one market positions in North America and Latin America.

Whirlpool’s global operating platform adds benefits as well as complexities to its house

of brands. On the one hand, the KitchenAid, Whirlpool, and Roper brands leverage worldwide

efficiencies and best practices in product development, engineering, and manufacturing

processes. Each brand also benefits from a well-established corporate brand as it enters new

geographical segments.

On the other hand, the corporation is well aware that Whirlpool’s “Every Home…

Everywhere” mantra must account for the identification and respect of genuine national and

regional differences in customer expectations. Hence, individual brand messaging, positioning,

and imagery must be consistent without compromising geographical uniqueness. Given a

platform that spans 170 countries across North America, Europe, Latin America, and Asia, this

can be a tall order. Hence, Whirlpool’s challenge for the 21st century is to leverage its global

operating platform to increase worldwide market penetration while sustaining innovation,

brand equity, and competitive advantage across its house of brands. With a foundation of

innovative design and development, consistent brand management, and proactive customer

relationship management, Whirlpool has established the groundwork it needs to do so.

GLOBAL CONSUMER DESIGN

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

Corporation a multicultural team of designers, usability experts, anthropologists, behavior

psychologists, color experts and interactive designers.

Whirlpool Corporation's Global Consumer Design Studios are based in four locations -

North America, Mexico, Europe and Asia - reflecting strong connections with the Company’s

global vision “Every Home, Everywhere” and its truly global approach to design. Global

Consumer Design’s four design centers are led from Whirlpool Corporation's headquarters in

Benton Harbor, Michigan in the U.S.

Monterrey: Northern Mexico’s largest city

Benton Harbor: purpose-built facilities at the company headquarters, close to Chicago

Cassinetta: located in Northern Italy, close to Milan, a hub for design and fashion

New Delhi and Shanghai: bridging two of Asia’s centers of gravity

Design acts as an open conduit for influences into the company, and a catalyst for

innovation and cultural change. Taking a “global but local” approach, Global Consumer Design

tests the relevance of its design vision and concepts to reflect local influences and market

diversity. Projects are driven by innovation, yet they are also balanced by understanding

emerging consumer trends, analyzing consumer experience and seeking out “real-life” insights.

Environment responsibility:

“At Whirlpool Corporation, we take our environmental responsibilities very seriously.

Just as we have taken a global approach to our home appliance business, we believe our

world's environmental issues, such as climate change, must be addressed in a similarly

comprehensive way. This is why we continue to develop innovative products that minimize

their impact on the environment while making our consumers' lives easier.”

— Jeff M. Fettig, Chairman and CEO, Whirlpool Corporation

Whirlpool Corporation is an industry leader in developing high-performance appliances

that help conserve the earth's resources and allow homeowners to use resources more

efficiently. They continually strive to understand and manage the environmental effects of their

business, not only by creating new and innovative products that consume less energy and

water, but also by improving our processes and using materials that minimize the impact on the

planet.

Whirlpool Corporation focuses its energy and water efficiency efforts on four key areas:

1. Design and development

Focused on creating even more resource-saving appliances as studies show that 93

percent of life-cycle GHG emissions come from in-home use

Whirlpool Corporation manufactures and markets more than 300 ENERGY STAR®-

qualified major appliances in the United States, plus numerous ENERGY STAR®-qualified

appliances in Canada, PROCEL appliances in Brazil and Class-A appliances in Europe

2. Manufacturing

Lessened power plant emissions through low-energy lighting and high-efficiency

equipment

Participated in the EPA's voluntary emissions reductions program

In process of discontinuing the use of volatile organic compound (VOC) paints and

eliminating emissions from their solvents

3. Product distribution

Partnered with Smart Way Transport®, a collaboration between the U.S. Environmental

Protection Agency and the freight industry to increase energy efficiency while reducing

carbon dioxide by 33 to 66 million metric tons and up to 200,000 tons of nitrogen oxide

per year by 2012

Installed electric truck lifts in the United States, resulting in fewer net emissions

4. End-of-life management

Eighty-five to 90 percent of materials (steel and other metals, some plastics) used in

Whirlpool Corporation-produced products can be recycled

Pioneered efforts to safely dispose of ozone-depleting refrigerants

Reuse plastic foam that was previously sent to landfills; it’s now ground up and made

into plastic furniture, food containers, playground equipment and other consumer

products

GLOBAL SCENARIO OF WHIRLPOOL

COUNTRY KEY STATS BRANDS LOCATIONS

NORTH AMERICA -No. 1 position in theindustry -$7.9 billion of sales-$810 million ofoperating profit-Approximately 31,000 employees

United States KitchenAid,Whirlpool,Roper by WhirlpoolCorporation, Estate,GladiatorCanada Inglis,Whirlpool,KitchenAidMexico Whirlpool, Acros,Supermatic, Crolls

Headquarters: Benton Harbor, MIManufacturing Locations:United States Laverne, TN;Findlay, OH; Marion, OH;Greenville, OH; Clyde, OH;Benton Harbor, MI; Evansville, IN; FortSmith, AR; Tulsa, OK; Oxford, MSCanada Montmagny, QCMexico Monterrey

EUROPE- No. 3 position in Western andCentral Europe_ $2.7 billion in 2003 sales_ $124 million in 2003operating profit_ Approximately 14,000 employees

Whirlpool, Bauknecht,Ignis, Polar, Laden inFrance, KIC in SouthAfrica

Operations Center: Comerio, ItalyManufacturing Locations:France AmiensGermany Neunkirchen, SchorndorfItaly Naples, Siena, Cassinetta, TrentoPoland WroclawSlovakia PopradSouth Africa IsithebeSweden Norrköping

ASIA Leader among Westerncompanies, with No. 1 marketposition in India_ $416 million in 2003 sales_ $7 million in 2003 operating profit_ Approximately 5,000 employees

WhirlpoolHeadquarters: Hong Kong, PRCManufacturing Locations:India Faridabad, Pune, PondicherryChina Shanghai, ShundeWhirlpool

Global strategies:

OPERATING REVIEW ON NORTH AMERICA:

Whirlpool North America operations posted a solid performance in 2003, despite

economic uncertainty early in the year and a significant rise in pension costs compared to 2002.

Meeting these challenges with an array of new product introductions and productivity

measures, the region set new records for sales and productivity, while further expanding

consumer demand for the company’s key North American brands, Whirlpool  and KitchenAid.

Whirlpool North America operations made considerable head way with several ongoing

initiatives that put customer’s front and centre of all our operations.

Other customer loyalty initiatives, driven by Whirlpool engineers, designers and

marketers, helped produce a number of outstanding products that reached their first full year

of sales in 2003. Among them were: the Whirlpool  Duet  clothes washer and dryer pair—

Whirlpool brand’s most energy- and water-efficient washer and dryer pair—and the KitchenAid 

briva, a unique in-sink dishwasher that supplements the cleaning needs of culinary enthusiasts

and meets the space constraints of small households.

In 2005, KitchenAid introduced the KitchenAid Pro Line series of major and countertop

appliances to consumers who are passionate about cooking. The KitchenAid Pro Line  series

products feature distinctive design and professional-level performance, plus personalized

premium services that include dedicated customer service, online recipes and culinary tips. The

Whirlpool Polara refrigerated range—which gives customers the freedom and convenience to

time and cook pre-prepared meals using the range’s innovative cooling and cooking

technologies—also was available nationwide last year. The Whirlpool Polara refrigerated range

is ideal for families with busy daily schedules who still seek the intimacy of sit-down meals. As a

next step, pilot tests are underway to give customers remote control of the Whirlpool Polara 

refrigerated range using cell phones.Other competitors in north America like LG, Electrolux

unlike Whirlpool did not focus on the satisfaction of customers but they concentrated on the

branding of their products. This helped to gain the retention of the market share by whirlpool.

These Korean companies like Electrolux and all mainly concentrated on the upgrading of the

technology and more and more innovation only.

OPERATING REVIEW ON EUROPE:

Whirlpool Europe operations turned in strong performance improvement in 2006,

despite challenging economic conditions and weak consumer demand that resulted in the most

significant industry price declines in several years. Revenue of $2.7 billion was up 22 percent.

Customer-focused initiatives and products in key European markets have put Whirlpool Europe

in a strong position to continue growing its business on the continent.

For example, growing consumer demand for the company’s regional portfolio of

refrigeration products was reflected in the strong sales of the Whirlpool Conquest side-by-side

refrigerator. The operation extended its line of popular refrigeration products with the

introduction of the new Whirlpool   Symphony  frost-free refrigerator, manufactured at the

company’s facilities in Brazil and customized to fit the unique lifestyles and expectations of

customers in Europe.

The region’s efforts to enhance its trade-partner relationships also made significant

headway in 2003. Whirlpool Europe further cemented its strategic partnership with the IKEA

group, a global retailer of home furniture and furnishings. Whirlpool will provide exclusively a

full range of appliances—including built-in appliances—to IKEA regionally and worldwide. The

agreement helps extend the company’s European distribution capability and expand its built-in

business, particularly for cooking products.

The Whirlpool  Dreamspace  and Bauknecht  big  clothes washing systems appealed to

customers as well, because of their ease of use, energy efficiency and innovative features. And

the Whirlpool  Mini-BI microwave oven received strong consumer interest for its built-in

convenience and style.

OPERATING REVIEW ON ASIA:

The company’s operations in China and India, Whirlpool’s largest regional markets,

continued to make deeper distribution inroads in 2003 into the countryside from each country’s

urban hubs, thanks to enhanced partnerships with key retailers. The company also retained its

No. 1 position in India for refrigeration products. Another success was the Whirlpool White 

magic Stain wash, the only clothes washer on the Indian market that can completely remove

common household stains without hand scrubbing. Another unique Whitemagic   Stainwash 

washer benefit for this Asian market is that it is internationally certified by Woolmark, the

global authority on wool, as safe for the most delicate of fabrics.

Also first to India is the Whirlpool MagiCook 22Gsi  with 6th Sense steam function, the

market’s only microwave oven with the capability  to steam cook. The oven’s 6thSense  fuzzy

logic features take guesswork out of cooking by sensing the temperature and humidity of food

items to establish precise cooking times. These features also permit steaming to prepare many

Indian delicacies and crisping for pizzas and pastries.

Operations in India and China became increasingly  important to the company’s overall

global operating platform. India, for  example, increased its year-over-year exports by 20

percent and expanded the number of markets to which it exports. Whirlpool China continues to

manufacture the bulk of the company’s microwave ovens for world markets. China also is fast

becoming an integral supply source for the company’s global procurement activities. Whirlpool

Asia expanded its product development capabilities with the opening of three new technology

centers that support regional and global products involving refrigeration, air conditioning and

fabric care. The new centers extend the company’s worldwide network of  integrated

technology resources.

Whirlpool Ahead of competitors:

Whirlpool doesn’t take any company as competitor to it. According to the global market

survey there are 3 major competitors LG, VIDEOCON, G.E.

In comparision with the competitors

Whirlpool is always a step ahead in taking the first advantage of innovative

production.

It is always been the one who is in concern with the environmental factors in its

production patterns

Localization of products specific to every lifestyle considering every group as a

unique entity

Building of unmatched customer loyalty

Any of its competitors like L.G, VIDEOCON,G.E have not followed these strategies as

whirlpool did.

Suggestions of the day :

Improvement in the visual perspective of the product ( the outer look of the product) .

Create a premium niche experience for few products which fit into that category.

Design of strategies in grabbing market from the upper middle class.

Conclusion:

Nearly five years ago, Whirlpool Corporation set out on a course to reach the homes and

hearts of customers around the globe. By listening intensely to their customers, understanding

their needs and desires, and creating innovative solutions that meet and exceed those needs,

Whirlpool’s organizations worldwide are building unmatched levels of customer loyalty to the

brands.

“ Its about innovation, eco efficiency and the consumer”

The driving and the major elements the company considers are the

Innovation

Eco friendly in nature

Consumer

In this present world and in this emerging scenarios of business whirlpool has exactly aimed on

the aspects which it has to be.

“Through increased speed to market and international project teams, we’re changing the way

we do business.”

Time being the major concern for any person in the world the company has attained a

beautiful place in establishing a standard of producing products and placing products delivering

them on time when needed

“I make quality products that help people express their personal styles”

Personal belonging toward s anything is a major aspect for a human being in driving

towards it interest in attaining it.so whirlpool has got its uniqueness in producing products

according to lifestyles of individuals.

References:

1. http://www.whirlpoolcorp.com

2. whirlpool annual report 2008.pdf

3. Implementing global marketing strategy.pdf An interview with Whirlpool Corporation

Ilkka A. Ronkainen              School of Business, Georgetown University, Washington DC, USA, and Ivan Menezes

Whirlpool Corporation

4. Building a House of Brands: Whirlpool Corporation’s Blueprint for Success.pdf

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