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LG Case Study
LG Case Study
LG Case Study
For almost 10 years after it came to the country in 1997, LG had focused on the
mass market. Initially LG’s objective was to create a footprint among the sizeable
middle class, and other than its aggressive pricing, there was little to distinguish it
from other consumer durable companies operating in India. Its product range
choices also reflected the portfolio of its then rivals such as Whirlpool, Videocon,
and Onida.
Despite being the largest player in the consumer electronics market in India, LG
now feels the need to take the brand to the next level. So LG is making a
concerted effort to redefine itself as a youthful and up-market brand. Rivals like
Samsung, Sony and Videocon too have turned aggressive. And India is a key
element of LG’s global game plan. At the moment, India accounts for about 6 per
cent of LG’s worldwide turnover. LG Electronics India Managing Director M B
Shin wants to raise this to at least 10 per cent by 2012. By 2015, India will
become the second largest contributor to LG’s revenue after the US and ahead
of South Korea. It’s a tough challenge and the brand needs to keep the buzz
alive to meet it.
So far LG has been known in India for its home appliances and entertainment
electronics products, such as audio and video-based products. The product lines
where LG intends to make a big splash in India in 2010 are LCD televisions, and
in a departure from its past focus, for mobile phones. For the latter, being able to
appeal to youth will be a key determinant of success. LG’s advertising campaigns
and its recent products like the Jazz LCD TV sets and Chocolate mobile phones
reflect this thinking.
Q1. Based on the track record of LG Electronics to date, would you classify their
competitive strategy as that of a challenger or follower?
Q2. For consumer durable products do you feel customer retention strategies
have any value? In your assessment, has LG undertaking any such initiative,
based on information presented in the case?
Q3. Based on an assessment of its product portfolio so far, identify the factors
that could be responsible for LG not being perceived as a youth brand. LG
wishes to associate brand ambassadors with their communications campaigns
for their mobile phones. Suggest a suitable profile for youth-oriented brand
ambassadors in terms of occupation, age group and gender.
Q4. LG’s success in India so far has been based on its mass-market positioning,
in terms of pricing, and product range geared towards household products. How
successful do you feel it would be in attracting higher-end consumers for LCD TV
sets, and what are the marketing initiatives it needs to undertake in order to
make this happen?
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