INTRODUCTION

Since 1980, Dawlance Premium Home Appliances Company has been turning
houses into homes with thoughtfully innovative household appliances. The legacy
of Dawlance – that now stretches
over more than 3 decades - started off with the production ofRefrigerators. Today,
Dawlance – with reliability as its core value - provides cutting edge Washing
Machines, Chest Freezers, Vertical Freezers, Split AC, and Microwave Ovens & Water
Dispenser. Over the last 35 years, Dawlance has not only developed the largest
dealer network but has also established the largest after-sales service across
Pakistan.

is a local company that has expertise in home appliances like refrigerators, air-
conditioners, microwave ovens and dispensers. For the first time, the company is going
to introduce its COLORON LED TV with vividly true colors and a sound that will make
you go wow.

To engage the customers, the company will be providing a 4K IPS display for an
immersive experience while consuming media content. The Coloron TV will be coming
with one of the best display with a key focus on providing true colors. Moreover, the
company has also installed Dolby Digital speakers for better sound quality PEL
Coloron will be an Android supported TV with 8GB of internal storage
and 1GB of RAM

Features of Dawlance Smart TV

• Dolby Digital (5.1)

• Youtube and Netflix support
• Screen Mirroring
• Google Play
• Web browsing
• Android 6.0 Marshmallow
• 10+ watt speaker

The Smart TV will also be having nitty gritties like USB 2.0, HDMI 2.0, AUX and AV
support. Furthermore, to enhance the internet connectivity, the company is going to
include WIFI and LAN support.
The company has apparently listed the smart TV on their website but google search
results shows that the company has now taken down the pages and will re-activate
them after the official launch.

You will be able to buy PEL Coloron TV in different screen sizes including 55”, 49”, 40”
and 32” models. The launching prices are as follows:

 32″ HD: Rs. 27,500
 40″ Full HD: Rs. 40,000
 40″ Full HD Smart: Rs. 47,000
 49″ Full HD: Rs. 57,900
 49″ Full Ultra HD Smart: Rs. 64,900
 55″ Full Ultra HD Smart: Rs. 77,900

Company mission
Promote Reliability in Everything We Do In The Field Of Household Appliances

Vision
Make Dawlance A Global Brand by Practicing Reliability: Make Pakistan Proud Of Us

3.1. MARKETING STRATEGIES

The marketing mix is the organization's overall offer, or value, to the customer. 'The basic marketing mix
is often nick named "the 4Ps" (product, place/distribution, pricing, promotion); these are elements in the
marketers armory — aspects that can be manipulated to keep ahead of the competition'. Here I've
explored the marketing strategies of Dawlance in terms of marketing mix have been explored.

3.1.1 PRODUCT STRATEGY

The object of Dawlance is to provide refrigerator to all people who fall in lower middle, middle, and upper
middle class in this country such that most of the families should have refrigerators in their home because
they enhance better quality of life. Dawlance has got products, which are as per international standards
and carry all the basic features, which need in any such type of appliances.

Dawlance believe that whatever they provide to their customers should be durable and reliable. All the
products, which Dawlance market, are durable enough and customer can keep on using them for quite
many years without any problem. It provides its refrigerators, 3 years compressor guarantee and 1 year
chest freezer, and free service in spare parts under normal use.

Whereas, LG's objective is to provide world class product to upper class and upper middle class to enjoy
real luxury in their life. Since LG is a Korean brand and being imported from Korea, it has very advanced
features, which are normally demanded by in developed countries.

LG also insures that whatever product they market should be durable enough which last quite many years
and give trouble free service to their customers. It provides its refrigerators, five years compressor
guarantee and one year free service in spare parts under normal use.

3.1.2 PRICING STRATEGY

Dawlance has got around 52 models in their refrigerator product line. From the price list and discussion
had with their management, it appears that they have position their product pricing in such a way that
their main focus is middle and upper middle class. However, they have some selected range for upper
class as well. Product-wise price list enclosed in appendix for reference.

Dawlance has got a policy that their all product price should be the same in all cities and town in Pakistan
market. Dawlance bear freight cost and make their product available to their dealers irrespective of where
they are located. For this, they give uniform margin to their dealers irrespective of whether he is big or
small.

Dawlance consider pricing as one of an important element of marketing mix. It believes that their retail
prices should be uniform all over the country irrespective of whether customers buy from Peshawar or
Karachi. In order to maintain a uniform price all over the country, Dawlance bear transportation charges
and make the product available at cost price at dealer premises.

Whereas the LG pricing strategy is cost + fixed mark up to cover their GP. Since they cater to upper
middle and upper class, therefore their 90% dealers are in big cities only. Product-wise price list enclosed
in appendix for reference. LG follows pricing policy in which their normal formula is import cost +
reasonable gross profit to cover their marketing expenses and also give them reasonable profit.

3.1.3 PROMOTION STRATEGY

Dawlance promotion budget is around 1.75% of their turnover. 40% spending of their budget is Print
Media, 20% goes on TV, 20% on Out door activity and balance 20% on Sales Promotion activity. They
believe that print media and out door activity help them to reach to their target customer. Due to satellite
transmission and having multi-channels, it does not pay one unless you have very huge budget to spend
on this media. On promotion, their spending is more on consumer incentive schemes. Since it pay them
and there is direct relationship between sales and consumer. Further, it gives customer a direct benefit in
shape of price reduction.

As far as Advertising strategy of LG is concerned, it is being planned and executed by LG, Korea through
their Pakistan Office keeping in view their global approach and theme line. Local Agent of LG simply gives
advice and coordinate in its implementation. Since LG is a multi-national brand, their spending on
advertising is in such a way that their all product get promoted. Although for different product they have
got different agent; like for TV, New Electronics/Karachi. For computer monitor, Vision Computer. For
mobile phone, Chimera.

It was not possible to get the exact advertising budget of LG, but it appears from their spending and the
figures collected from Pakistan Advertising Association and from some other sources that their spending
is around 6/7 per cent of their sales in Pakistan territory. Due to being a multi-national company and as a
part of their global Strategy they, most of the time, divert their funds from strong market and spend more
on weak or under developed markets.

Further, as far as Sales Promotion strategy is concerned, it is being designed and implemented by their
respective agent of each product in Pakistan. For the promotion of Home Appliances products: Hanaska
International designs their own strategy. Their major approach and emphasis on promotion through trade.
They offer very handsome incentives to their dealers, who in return push their product among the
customer and thus they get their desired volumes in Pakistan. It has been noted that due to being import
base product they are always high price vis-a-vis other brands in the market and it is one of the reason
why they give so much emphasis on the motivation of dealers.

3.1.4 DISTRIBUTION STRATEGY

Dawlance has got around 800 dealers all over the country. Dawlance ensures that its refrigerators are
available almost in all appliances markets of Pakistan. They have got 80% penetration in dealer sector.
One can get very easily their product in any city or small town of Pakistan.

Dawlance has got various types of dealers according to their potential. Around 25% of dealers are "A-
class" dealers who sell over 1000 units and above per year. "B-class" dealers are those dealers who sell
from 400 units up to 999 units per year. They are around 50% in total dealer and the rest are in best 25%
of "C-class" dealers sell from 200 up to 399 units per year.

In order to provide quick and timely delivery to their dealers: they have got big warehouses located in
almost all big cities and towns. Whenever they get order from the dealer they try to provide supplies to
their dealer from closest warehouse. In case stock is not available in the warehouse then it is delivered
directly from Hyderabad Factory. The maximum delivery time incase stock is delivered from Hyderabad
Factory is four (4) days. However if supply is given from closest warehouse then hardly it takes 2-3 hours
time. They believe that, timely delivery of their product to the dealer, is one of an important element in
their success in Pakistan.

As it has already been stated in earlier that LG refrigerators are imported. Mostly they import from Korea
and some of the models are imported from China as well. LG relatively don't maintain loose stock at their
end. Simply based on historical forecast and feedback of their dealer about the possible demand, they
import from their principal.

They ask their dealer to maintain sufficient stock at-least 4-6 week at their end. Rather they believe in
replenishment of dealer stock based on their sales. It means dealers stock always remain in within a limit,
doesn't exceed beyond 6 week level.
As mentioned above, they have only 300 dealers mostly in big cities and some in small towns. They also
have got a policy that retail price all over the country should be uniformed for the customers, whether
he/she buy from Karachi, Islamabad, or Peshawar.

They also bear transportation cost and thus provide supplies at uniform rate to their dealers. They have
got three big warehouses in Karachi, Lahore and in Islamabad. From these warehouses they feed their
product to their dealers and thus they make their product available to them.

3.1.5 PRODUCT LIFE CYCLE

Dawlance is an ISO 9000 certified company and among its mission statement. It is one of their missions
to provide quality product to their customers. Therefore, they ensure that every product, which is delivered
from their factory, must go through rigorous quality check. So that only perfect product, free from any
defect is delivered to their customers.

Since LG is an international name in home appliances, therefore LG ensures that their product must meet
their rigorous quality standard. So, when it is delivered to the customer, it must meet customer's
expectations.

3.1.6 AFTER SALES SERVICES

Dawlance believes that after sales service is one of the most important elements of marketing mix and
thus give due emphasize in providing quality after sale service to its refrigerator customers. Dawlance has
got qualified foreign-trained engineers in its team of after sale service and also properly trained
technicians and supervisors who look after service centers and provide reliable quality after sales service
to its customers.

Dawlance has got 17 its own service centers in different parts of country. Besides, they have got 34
franchise workshops to cover remote areas, where its service center doesn't exist. These are service
centers and franchise workshops cover almost 99% market of Pakistan. Wherever Dawlance dealer is,
there you'll find Dawlance workshop or either franchise workshop to take care of service need.

In order to provide satisfactory after-sales service, Dawlance ensures that in all of its service centers
sufficient inventory of spare parts is maintained, even these are available with franchise workshops.

Dawlance has got the policy first of all to carryout repair, if required at customer place. Incase if
refrigerator problem is not diagnosed at customer premises then it is taken to its workshop. Whenever
they get any complain, they prepare job sheets and puts its record in computer and whenever at later
date if complain is repeated, in that case they also have a history with them of such product in their data
bank. Even after five years if you want to find out from Dawlance service center that how many times
there refrigerators have been referred on account of technical problem to their center, they can dig out
from their computer record. In nutshell, we can say that Dalliance's after sales service workshops are very
well properly organized and they work according to international service standard. As far as service
charges are concerned Dawlance consider that it is not a profit center rather it's a support center for
sales.

As it has been mentioned earlier that LG has got market of refrigerators only in big cities and some of its
big towns in Pakistan. Therefore, they have got relatively lesser number of service centers as compared
to Dawlance. At present LG has got only eight after sales service centers in Pakistan. From these service
centers LG provides after sales service to each customers. They also maintain spare parts of serviceable
items. Since their product is 100% imported, the souring of spare parts is only import based.
Relatively LG refrigerator's parts are expensive comparative to locally made because LG imports spare
parts from Korea and various other LG production centers. One of the reasons for being these parts
expensive is that LG's local agent has to pay almost 70% of the product cost towards import duty, sales
tax and other import cost.

We can say that LG also believe in quality, after sale service to its customers and also considers after
sales service as one of the important element of marketing mix.

CONCLUSION

From the above information, it has been analyzed that there is no comparison between Dawlance and
LG. There are several reasons behind it. For example: Dawlance is a big local manufacturer of
refrigeration industry in Pakistan. It has got all engineering capabilities and very good finance and of
course technical know-how to produce internationally accepted quality refrigerators locally. On the other
hand L.G is a multinational company and has got different agents in some of the big cities of Pakistan. It
is simply an importer and imports refrigerator from Korea and markets the same in Pakistan.

Since Dawlance has very strong industrial base as well as deep-rooted marketing network in Pakistan,
they don't feel any threat from any of their competitors, either local or from importers. In the contrary L.G
refrigerator is an import-based activity. Every year due to weakness of Pak Rupee, US $ cost of import is
going up and thus LG refrigerator is becoming costlier day by day. Therefore, they have a big challenge
before them to maintain their market share and also to maintain their reasonable growth against local
manufacturers.

All Dawlance products are made for middle, upper-middle and upper class. While LG products are made
for upper-middle and upper class. Present market share of Dawlance refrigerators is 65% while L.G's
present market share for refrigerators is 4%.

In the light of above evidences, it could be said that Dawlance is a leading company as compared to LG,
due to its dominance in the market, lower prices, and availability of spare parts and after sale service, etc.
Hence people prefer to buy their products. Dawlance is dominant in the Pakistan market because not of
its marketing strategies but least competition by L.G. L.G being a foreign company suffers because of
government policies by paying heavy import taxes. It means, it is not only the marketing strategies of any
company which plays a dominant role but it the success of product lies in the marketing strategies as well
as the policies of the Government i.e favorable or unfavorable. As far as the case of L.G is concerned, it
is suggested that instead of depending on import it should install its plant in Pakistan so that it may lessen
its burden on taxes.

* Annie Idrees is the final year student of MITM at Isra University Hyderabad. The writer is very grateful to
Professor Dr. Amanat Ali Jalbani, Chairman Department of Management Sciences, Isra University,
Hyderabad, who very kindly has provided full support and guidance for writing this paper, otherwise it
would have been very difficult to complete it.

1.
 CONTENTS •INTRODUCTION •BPL •SAMSUNG •SONY •LG •MARKETING
ANALYSIS OF INDIAN TELEVISION MARKET •CONCLUSION
2. 3. INTRODUCTION •Television market in India is one of the fastest
growing segments of the consumer durable industry. •The industry has
witnessed a tremendous transformation, with the consumer preference
changing from CRT televisions to flat panel televisions. •The Television
market can be categorized into four segments: CRT TVs, LCD TVs, LED
TVs, and Plasma TVs. •At present, the Television market is dominated by
the LCD TVs segment and its market share will continue to rise till the end
of 2018 (as per CEAMA Report). •CEAMA reveals that TV market in India is
expected to grow at a robust CAGR of 19% till 2016.
3. 4. Evolution Of Television
4. 5. • World's first Mechanical Television: • First Television Launched: John
Logie Baird FRSE ,Scottish engineer, who innovates the ideas and inventor
of the world's first mechanical television. RCA 630TS, the first mass
produced television set look when it was ready to be sold in 1946– 1947.
5. 6. Evolution of Television In India Some of the Old TV sets - famous
brands were: Oscar, Beltek, Webel, Weston, Nelco, Salora, Bestavision or
Crown. These are some of the oldest television brands that first gave
Indian consumers a taste of outside world through these TV sets in the
70s and 80s. This is Salora’s Black And White Television.
6. 7. • Bulky Colour TV Sets (1990s): During the launch of satellite Television
& famous TV shows like Humlog and Buniyaad. • Emergence Of Flat
Television: Fully Flat Television started by Sony, BPL and Onida.
7. 8. • LED/ LCD and Plasma Culture: LCD/LED Television started in 1997 in
US but it came to India in 2007. • Ultra HD or 4K TVs: Ultra high definition
television (also known as Super Hi Vision, Ultra HD television, UltraHD,
UHDTV, or UHD)
8. 9. Top Television Brands in India The main key players who are dealing in
Indian Market are:  Videocon  Sony  LG Electronics  Samsung 
Philips  BPL  Sansui  Mitashi  Intex  Onida Electronics; and Others.
9. 10. Global Market Share of Television Manufacturers (2014) 0.00% 5.00%
10.00% 15.00% 20.00% 25.00% 30.00% 35.00% Samsung LGElectronics
TCL Sony Hisense Skyworth Toshiba AOC/TPVision Panasonic Vizio Others
 Samsung LG Electronics TCL Sony Hisense Skyworth Toshiba AOC/TP
Vision Panasonic Vizio
10. 11. SWOT ANALYSIS STRENGTH:  Presence of established distribution
networks in both urban and rural areas.  Presence of well-known brands.
 In recent years, organized sector has increased its share in the market .
WEAKNESS:  Demand is seasonal and is high during festive season. 
Low purchasing power of consumer.  Poor government spending on
Infrastructure
11. 12. SWOT ANALYSIS OPPORTUNITIES:  In India, the penetration level of
white goods is lower as compared to other developing countries. 
Increase in income levels, i.e., increase in purchasing power of consumer.
 Easy Availability of finance. THREATS:  Higher import duties on raw
material imposed.  Cheap imports from Singapore, China and other Asian
countries.
12. 13. British Physical Laboratory (BPL) is a Private Limited Company as an
Indian Electronics Company.  It was founded by TPG Nambiar in 1963 in
Palakkad, Kerala, and is headquartered at Bangalore, Karnataka.
Manufactured hermetically sealed precision panel meters for the defense
forces. Nambiar’s Vision was to make BPL Group a “Household Name”.
Core Businesses- Consumer Appliances, Home Entertainment & Health
Care. ABOUT THE BRAND
13. 14. Product Life-Cycle of BPL Product development: Sale are zero and the
company’s investment costs are high. In case of BPL it lies from 1963-
1982. Introduction: Introduction is a period of slow sales growth as the
product. Profits are nonexistent in this stage coz of heavy investment
cost. BPL introduces itself as a COLOR TV manufacturer in 1982. Growth:
Growth is a period of rapid market acceptance and increasing profits. In
BPL, it lies from 1985-95. Maturity: Maturity is a period of slowdown in
sales growth because the product has achieved acceptance by most
potential buyers. In BPL it lies from 1995-2000. Decline: Decline is the
period when sales fall off and profits drop. In BPL it has come from 2000
onwards.
14. 15. Believe in the Best Happier Living Everyday Believe in the Best
Happier Living Everyday
15. 16. LED TV for all……………… Newly Launched- Affordable LED TV @ Rs.
6,999/- 15’’ LED TV Low Cost – Rs. 6,999/- 21’’ LED TV Low Cost – Rs.
11,999/- Exchange Old CRT TV for a discount of 30% and get New BPL
-LED TV
16. 17. Key Highlights & Focus : It is worth noting that though LCD and LED
display flat panel TVs are here in India for almost 9-10 years now, these
are yet to catch the market like wild fire. Main Problems People not buying
LED/LCD TV- High Cost The use of CRT (Cathode Ray Tube) TVs is refusing
to go down. At many places today including shops and house one can spot
a small CRT box. Why ??? To Break this Barrier Has stepped in with its
unique Affordable & Cost saving LED TV
17. 18. Stp of bpl SEGMENTING •Level: - Same Product to all Consumers.
•Geographic: Cities , Semi- Rural Areas. •Demographic: Age group- All 
Income Group- Middle & Lower Middle Class- Families  Family Size- 4 -5
people in a family. •Psychographic: Social Class , Lifestyle, ,hospital
wards, receptions and tourist buses . •Behavioural: Occasions, Festivals–
Tempting Offers, Discounts;
18. 19. TARGETING Targeting Strategy or Targeting is the selection of the
customers you wish to service. • Cities & Semi- Rural Areas • Middle &
Lower Middle Class- Families CRT television replacement is a big market
opportunity in India and BPL are poised to grow there by launching a
small-size model which we believe will trigger 60% growth in television
business in 2016. Bridging the Gap
19. 20. POSITIONING To Create an image in the minds of the Target Market
for its Product & Brand. A Product’s Position is how the Potential Buyer
see the Product. Steps : 1. Select Competitive Advantage : Low Cost &
Affordable. 2. Effective communication to deliver in the Market:
Differential Promotional techniques “ Its not just TV, its BPL”
20. 21. • Sony • LG • Samsung Present Scenario: •High Cost. •Luxurious .
•Mostly Large in size.  Low Cost & Affordable  Small , Medium, Large 
Economical . Offers
-------------------------------------------------------------------------------------------------- Competitors
21. 22. SWOT Analysis STRENGTH: BPL to build on its strengths like product
quality, money value, proposition & presence across . Has good presence
in Non- metro cities especially in the South. Strong Regional Brand - -
towards large scale. WEAKNESS: TV market of BPL is Low. Competitors –
LG, Samsung, Sony. OPPORTUNITIES: CRT Market Replacement, Small
Sized LED TVs at low cost. THREATS: Any Local Brand , Competitors
slashing rates of their LEDs.
22. 23. • Established in January, 1969 • 1970’s: Bet the future on electronics –
laid the groundwork for electronics in Korea – helped the domestic
economy grow • 1980’s: established Semiconductor and Communication
corporation • Early 90’s: Integration and Globalization • Mid-Late 90’s:
Implementing new management strategies HISTORY
23. 24. | 26| 26 LCD Semicon ductor Telecom Systems Digital Appliance s IT
Solutions Mobile Communicat ions LCDDigital Imaging Visual Display
BUSINESS UNIT
24. 25. SEGMENTATION  Demographic market segmentation of Samsung is
age segmentation ; Based on few stages of age such as teenagers, adult
and old people.  Income segmentation target both high income family and
low income family, those have their own power to demand Samsung
products.  Life style segmentation is a segmentation based on the life
style of consumers. STP OF SAMSUNG
25. 26. TARGETTING  Those willing to pay the premium pricing for new
technology products and are highly involved for a rich entertainment
experience.
26. 27. POSITIONING  SAMSUNG CONCEPT STORE  WIDE CARE NETWORK 
ACCESS TO SAMSUNG CARE LINE  MARKET MAKING AND CATEGORY
CREATION IN SMALL TOWNS
27. 28. MARKET SHARE Samsung eyes 25% market share in Flat TV segment
• Launching seven new range of Flat color televisions for the Indian
market Samsung planning to sell two million televisions this year and
would launch three new flat TVs. • During January-May, there has been a
71% growth in sales of flat TV, while it had been 558% growth in LCD. •
Three Ultra slim models, two Slim Fit models and two Flat television
models constitute the new line Flat television lineup, making Samsung’s
Slimfit TV lineup the largest in the country .
28. 29. Samsunng tv dealers in jammu •Ajanta Electronics, Opposite BSF
Camp, Main Road, Paloura. •Super Electronics, Muthi. • Surya Sales Corp,
Apsara Road, Gandhinagar. •Shree Electronics, Gandhi Nagar.
•Shubhangini Electrical System, Main Roop, Roopnagar. •Sapna
Electronics & Electricals, Akhnoor Road.
29. 30.  Started in 1946 by Masaru Ibuka and Akio Morita in Japan.  Sony’s
outstanding technology revolution in TV industry 1960 Sony introduced the
first direct television in world, the TV8-301 ,Introduced the smallest and
lightest television in 1962. HISTORY  2009 Sony bought BRAVIA LCD
television  2009 Sony’s LCD market increased
30. 31.  Royal Philips Electronics Inc. • Established in Netherland in 1891 •
Target high-end markets and high-technology • Withdrawal of LCD TVs in
North America in 2008 -Continue to sell, but rights owned by a Japanese
company until 2013  Sharp Corporation • Sharp manufactures both LCD
panels and LCD TVs • Sharps AQUOS TV is it’s most significant product
-Comes from “aqua” and “quality”, meaning image caused by liquid crystal
material flow COMPETITORS
31. 32. SEGMENTATION Demographic Income Age-teens/youth Geographic
Target is mostly cities or urban areas. Ranges from small cities to large
metropolitan areas. Over 25000 distributors selling sony products. STP OF
SONY
32. 33. TARGETING They catch the niche target segment, understand their
requirement, and constantly develop their product to remain competitive
in the market. Target those who want to achieve a thrilling and exciting
TV experience.
33. 34. POSITIONING Points of Parity  Television  Mobile phones Points of
Difference  Television Bravia technology Monolithic design
34. 35. Dealers of Sony tv in jammu •NS Enterprises, Gurudwara Road, Gandhi
Nagar. •Sony Exclusive Stores, Near Nathu Sweets, Gandhi Nagar. •Bedi
Cycle Works, City Chowk, Shalamar. •Shree Electronics, Gandhi Nagar
35. 36. INTRODUCTION • A multinational company of South Korea that deals
in electronic goods. • Originally established in 1958 as Goldstar. • The
second largest manufacturer of television in the world. • VISION AND
MISSION  LG’s Vision is to become a worldwide leader in digital that
ensures customer satisfaction through innovative products and superior
 services.  LG’s mission is to create value for customers, to respect
human dignity and to become best in its field.
36. 37. Marketing mix of lg •PRODUCT •PLACE •PRICE •PROMOTION
37. 38. FACTORS FOR SUCCESS OF LG • WIDE DISTRIBUTION CHANNEL •
INNOVATIVE MARKETING STRATEGIES • CORPORATE SOCIAL
RESPOSIBILTY • PROMOTIONS
38. 39. STP of lg Segmentation LG has segmented its market on the basis of
following: Demographic Income Occupation Geographic Tier 1 cities
Tier 2 cities Psychographic Life style Personality Behavioral Value
Benefit sought
39. 40. TARGETING LG has targeted its market on the basis of the product
that they are offering to the consumer. They are targeting: • Upper middle
class and premium segment. • More concern for lifestyle product. • Quality
product at the best price. • Concern of safety and health issues.
40. 41. positioning With the tagline Life’s Good; • LG positioning is to
differentiate their products on the basis of technology which appealed to
the consumer on the basis of health benefits (safe). • Its corporate
philosophy to make people lives better, convenient and healthier. Their
positioning strategies are technologically intelligent and futuristic. As they
are in upper and premium segment, so they are featuring that their brand
is young, vibrant and premium. • They are talking about the value and
changing lifestyles in their positioning strategy.
41. 42. SWOT ANALYSIS STRENGTH •Market leader in home appliances. •Has
got manufacturing unit in tax incentive. •Wide range of products to serve
all categories. •Widest distribution network in the industry (47 branches,
10000 trade partners). •Good after sales service offered. WEAKNESS
•Samsung being its competitor provides similar products. •Consumers
compare LG with Samsung its Korean rival not with other global
companies. •Lack of expert operators for complex machines due to
illiteracy and lack of training in India.
42. 43. SWOT ANALYSIS OPPORTUNITIES • Fast growth of the home
appliances market. • Shifting to rural areas, & maintaining control over the
market. • Thus, maintaining control over the market and the highest share
in home appliances market. THREATS • Close competitors like Samsung
are compared to it. • Price war with Samsung. • Competition from Indian
brand and other foreign brands.
43. 44. COMPETITORS of lg • LG is an emerging player direct competition
with Samsung, owing to similar user perception. • But especially for LCD
television, Sony is the market leader in LCD TV segment in India. • Some
of its other competitors in the world market are as follows –  Videocon 
BPL  Phillips
44. 45. FUTURE PLANS • LG has a positive perception of India and the Indian
consumer. • Sharp arrow “reason to buy” over “blanket all approach”. •
Focus on low and medium priced products. • Keep marketing “ magnetism”
more potent through aggressive marketing. • LG is making a foray into the
 e-commerce market in India and has partnered with various local websites
like fabmall.com, rediff.com, indiatimes.com, and indiaplaza.com.
45. 46. LG DEALERS IN JAMMU • Surya Sales Corp, Apsara Road,
Gandhinagar. • Bedi Cycle Works, City Chowk, Shalamar. • Shivangi
Electronics, Shop No. 34, South Block, Bahu Plaza. • Super Electronics,
Muthi. • Aman Electronics, Tirath Nagar, Talab Tillo (Also serves Srinagar).
• Mahajan Trading Corporation, KC Plaza Complex.
46. 47. Marketing analysis of the indian television market • Current market
size is estimated at 13.2 million units. • LG and Samsung are the
dominators with combined share of 42%. Aggressive marketing, product
quality and price sensitivity are going to be the key factors controlling the
market.
47. 48. • LCD Television market share is around 6.6% of the total CTV market.
Technology and Innovation are most influential factors which would drive
this segment. India’s growing upper middle class is projected to be the
greatest source of LCD TV purchasing power. • 32” LCD TV capture the
maximum share within the segment.
48. 49. CONCLUSION • In the past five years, the Indian television industry
has witnessed drastic changes intensity of competition, promotional
schemes and deferred payment options. • The entrenched position of
Indian market leaders such as Videocon, BPL and Onida have challenged
by MNC’s such as LG, Samsung, Sony, Panasonic, Phillips, and Sharp. •
The changing environment needs fresh thinking to gain cutting edge
advantage. Various strategies initiatives have been adopted to leverage on
favorable forces and prevent adverse ones.
49. 50. Major players in the Indian Television Industry are as following and
their key strategies are discussed below: LG  Sharp arrow “reason to buy”
over “blanket all approach”.  Focus on low and medium priced products. 
Keep marketing “ magnetism” more potent through aggressive marketing.
ONIDA  Value for money proposition.  Creating strong emotional pull
through brand salience.  Broad basing product offering. SAMSUNG 
Create a premium image by emphasizing on global brand.  Competitive
pricing.
50. 51. VIDEOCON  Leveraging on being an Indian company.  Multiple brand
strategy.  Focusing on dealer/ distributor networks. SANSUI  Product
differentiation strategy employed with focus on high technology sound
systems.  Marketing products with focus towards the youth.  Highly
competitive pricing. BPL  Market segmentation strategy.  Sub- branding
strategy.  Focus on In- store and POS branding.
51. 52. INTEX  Focus on technology and innovation.  Leveraging on
technological prowess from IT hardware industry.  Create round the year
impact through marketing. MITASHI  Focus mainly on low product pricing.
 Creating distribution channels.  Primary focus on retailing.