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Group-8 Section-A S&D Group Assignment
Group-8 Section-A S&D Group Assignment
On
‘Sales and Distribution in LG Electronics’
Submitted by
21DM063- Divyansh Lakpale
21DM072-Gourav Chatterjee
21DM075-Harsh Raj
21DM089-Kalidas Prasad
21DM090-Kanha Aggarwal
21DM093-Kanishk Kumar Singh
ACKNOWLEDGEMENT
I am grateful to the Birla Institute of Management Technology, Gr. Noida for giving me
an opportunity to pursue my research “LG ELECTRONICS” I wish to thank Prof. R.J
Masilamani, who has been a perpetual source of inspiration and offered valuable
suggestions by serving as my Research Guide. Without his guidance, it would have never
been possible for me to complete the project.
I would also like to thank students from different colleges, who have helped me and
participated in the collection of data for this project. I would also like to thank my
parents, friends, and acquaintances, whosoever was included in this project directly or
indirectly.
CONTENT
I. About Lg electronics………………………………………..……4
V. Pricing strategy……………………………………………….….9
INTRODUCTION
OBJECTIVES OF THE STUDY
➢ Complete study at the Retailer/Sub-Dealer Level and Distributor level
➢ Company’s sales mix at various levels
➢ Comparison with Competitors’ pricing
➢ Margins allowed at various levels
LG ELECTRONICS – AN OVERVIEW
The history of LG Electronics has always been surrounded by the company's desire
to create a happier, better life. It was established in 1958 and the company since
then has led the way into the advanced digital era, thanks to the technological
expertise it has acquired by manufacturing many electronic appliances. Applying
new technologies in the making of mobile devices and digital TVs in the 21st
century, LG Electronics has unveiled many new products and continues to
reinforce its status as a global company.
LG Electronics was one among the Top 100 global brands in 2005, and LG recorded
a brand growth of more than 14% in 2006. The display manufacturing affiliate, LG
Display, is today the world's largest and best plasma panel manufacturer. LG
Electronics, today, is the world's second-largest television manufacturer and the
world's fifth-largest mobile phone maker by unit sales.
CHANNEL DESIGN
1. DIRECT DEALER CHANNEL-
2. SUB DEALER/ DISTRIBUTOR CHANNEL
DISTRIBUTION NETWORK
REGIONAL DISTRIBUTION MODEL- ALL DISTRIBUTORS WORK DIRECTLY
WITH THE COMPANY.
46 Branch Offices and Another 110 Area Offices Across the Country
DIRECT CHANNEL
STORES THAT DIRECTLY SELLS TO END CONSUMERS.
EXCLUSIVE STORES OR SHOWROOMS- MORE FOCUS FOR
PROFITABILITY AND LARGE VOLUMES.
MULTI BRAND SHOPS.
34 % OF SALES .
ADVANTAGES-
NO LOSS OF MARGINS THROUGH INTERMEDIARIES.
COMPLETE CONTROL OVER DISTRIBUTION PROCESS
DISTRIBUTOR CHANNEL
1)SMALL RETAILERS WHO LACKS CAPITAL TO BUY DIRECTLY FROM LG.
2)DIRECT DEALERS HAVE ATLEAST ADDITIONAL 3 % MARGIN.
3)49% OF SALES.
ADVANTAGES-
1)ALLOWS PENETRATION OF FRAGMENTED DISPERSED MARKET.
2)EASES LOGISTICS FOR BUYERS WHO BUY DIFFERENT ITEMS
PROCESS OF DISTRIBUTION
PRICING STRATEGY
RATIO OF FAST MOVING AND SLOW MOVING
The TV, Audio and Video segment of LG is the slowest moving of all the product
categories under the brand. On the contrary, in Refrigerators, Washing Machines
and Air Conditioners segment, LG is one of the fast-selling brands and has been a
market leader in this region.
There is absolutely minimal scope of margin when it comes to Category Killer products at less than 1% and
about 10% for Best category products.
WINDOW DISPLAY AND MERCHANDISING
LG Best Shoppe has managed well to display the products and different product variants of LG.
SWOT ANALYSIS
SWOT Analysis
At a time when most companies are dissatisfied with the high logistics cost, Lg’s
logistics cost is 3.01 percent on net sale after deduction of excise duty, including
our export freight cost.
The company experimented with several production and distribution models over
the last few years. The exponential growth in demand and constantly catering to
newer and distant locations buoyed Lg to improve our supply-chain. But it was the
implementation of GSCP (Global Supply Chain Planning) in 2008 that streamlined
the operations.”
Year 2008 also changed a lot of things for LG globally with the implementation of
new IT systems and changing its transportation functions through adoption of IT.
Earlier, the Korean cabal found it hard not only to keep up with the fast-growing
company, but concurrently tracking demand, supply, inventory, manufacturing,
raw materials, logistics and distribution. It was onerous to compute collective data
that would allow the company to see its progress at a quick glance, and in real-
time. The Indian arm had to regularly send across long detailed excel sheets of
data. The Korean headquarters required a system to synchronize forecasts,
production and sales that would eliminate the issues of inaccurate shipping,
planning and inventory. The Global Supply Chain Planning was established.
The GSCP integrates control of the entire business process from receiving orders,
production to sales, and inventory, with an online link of LG companies around the
world. Integrated with the Oracle ERP systems of LG worldwide, the end result of
the deployment of GSCP enables the company to close the gap between demand
and supply. It also provides the previous week’s performance results and capability
matrix.
The difference in GSCP from the earlier IT tools that LG Electronics has been using
is that it combines design, parts supply, procurement, production, supply-chain,
and cost management into an integrated process thus allowing the company to
know how much to produce. For that to happen, it is crucial that all the branch
personnel from every department collaborate on the weekly Sales & Operations
Planning (S&OP) to decide on production and sales plans.
Prior to deploying GSCP, LGE also faced problems in managing inventory. At a time
when it needed to be at 42 days of inventory, it had 10 to 15 days more of
inventory. LGE rolled out 12 Inventory Optimization solutions thus releasing it
from millions of cash flow that’s no longer tied to inventory.
Considering that LGEIL outsources its transportation, the company often faced
simple theft, misrepresentation of inventory, counterfeiting and piracy. This was
restricted by installing deployed Global Digital Logistics System (GDLS) which aids
in better route optimization, as well as improved loading and tendering
capabilities. Playing on its existing Oracle ERP and EXEWMS, the transportation
solution provides execution capabilities to its shippers and 3PL partners.
Regional Distribution
Ten years ago, the consumer durables and electronics trade was in disarray in
terms of distribution. Most companies preferred to go with national distributors,
who in turn sent out the goods to dealers. Dealers did not deal with the company
directly. Also, companies manufacturing several products had created separate
divisions within their company and each division would deal with the distributor
separately. This caused a certain amount of confusion in the supply-chain. Soon
there arose issues and allegations in terms of margins or the lack of it, product
quality, and reverse logistics. LGEIL (possibly, another first way back in 2003)
charted a new course and went to the regional distributors (RDs) directly, thus
doing away with national distributors. The company thought that only local people
would know their own market. This has worked well for Lg. It also began offering
higher margins to help them scale up their business from LG products. The
expertise of the RDs also helps LGEIL to near correctly send out the right product
batches and manage the reverse logistics too.
Customer returns are handled by the customer support department directly, while
the returns from dealers are handled by the supply chain. Transportation used is
the same which goes for the delivery of the products to such dealers. In
Maharashtra, the company has a warehouse in Bhiwandi and goods are moved to
the warehouses of our trade partners. Lg deal directly with dealers and
distributors who in turn supply to sub-dealers.”
So how does it distinguish between urban and rural supply-chain? Actually, it is
surprising to know that goods that find their way to urban places also find their
way to rural, though on a smaller scale because of power outages or lack of
electricity.”
As is evident at LGEIL, there’s much required to do something simple and keep it
that way.
OVERSEAS DISTRIBUTION
LG is an international brand world wide. They have their unique distribution
channel in Pakistan; they market their product through a domestic renowned
company known as BUTTERFLY. LG has given their license to BUTTERFLY Company
to market their product.
LG import their product from KOREA and the product come to the Karachi port and
then it send to the warehouse, from where the product delivered to the different
showroom located in the country. Lastly the showroom or the direct sales force
can sell to the end user.
SCOPE OF IMPROVEMENT
Improvement in Supply:
Improvement in supply is required as Distribution frequently get stock out
from a particular type of butter which is having more sales. This should not
be a repetitive condition. The company should send exactly that what is
required by the Distributor. Sending some others flavours which are not
demanded can reduce the sales of the popular brand lead to decrease in
transparency between the Distributor and the Retailers as the Distributor is
going to avail the same policy with the retailers as the company is availing
with him. Sending proper supply can strengthen the relation of the company.
Distributor and the Retailers.
Improvement in Packaging:
Packing can be made more attractive by using cartoons to influence the
person. As per the consumer survey, the packaging of product related the
best.
References
www.lg.com/global/sustainability/business-partner/
www.lg.com/in
en.wikipedia.org/wiki/LG_Corporation