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Group 4 - Section D - LG Electronics
Group 4 - Section D - LG Electronics
Group 4 - Section D - LG Electronics
Group 4: Arun Ravindran PGP14/138 Kapil Verma PGP14/147 Smitesh Vaidya PGP14/178 Soumya Barik PGP14/180 Soumya Bhatia PGP14/181 Sruthi Keerthi PGP14/244
Agenda
Purpose of the case:
Improving share in emerging markets Strategy for developed markets
Case Facts Emerging markets: BRIC Analysis Developed market scenario Recommendations Key Learning
LG has been successful in the Emerging countries (BRIC Brazil, Russia, India and China) Growing at a CAGR of 22% since 1980 s for 2 decades
LG in Brazil
Steps taken Setting up facilities in under developed areas tax exemption Leverage Obtained Cost Control
Retaining + Expanding its existence in Brazil despite Convenient and easier reigning plummeting exchange rates ; all competitors were of market on the trade off of exiting some losses Sponsoring sports events Consumer awareness Customization of products to suit local needs; Exploitation of understanding of Demanded a premium for the same; Introduce new Product Markets products for lower price points Offering three year warranty; Employing service vans Contracted local third party distributors; Relationship building Service differentiation Effective implementation by local resource market and supply chain know-how
LG in Russia
Steps Taken Importing products from outside of Russia; Dedicated LG brand shops; Cultural promotion festivals Hot and Cold conditioners; Karaoke player; specially designed microwave ; Set up local R&D Scaling up product line and investment during debt moratorium ; Competitors were exiting Outcome / Reason Brand awareness
Disallowance for setting up facility at a leased land Pre mature wrt control on near Moscow due to legal constraints political games in the playing field
LG in India
Product Innovation Product Customization
Product variations to reflect the unique demands of the local Indian market Television sets with Golden Eye technology and inbuilt video games and air-conditioners with dust filtering mechanism
Recognized that there was enormous potential to be tapped at the lower levels of the economic society Instead of lowering prices, LGEIL decided on introducing a whole new range of products Rural versions of air-conditioners & washing machines and small screen televisions Geographic diversity along with lack of infrastructure were major roadblocks in the path of increasing the distribution network Adopted a 3-tier approach wherein the Regional Distributor overlooked tier 2 & 3 cities Bricks-and-mortar strategy along with online channel formed a cohesive network
Distribution Inroads
LG in India
Customer Satisfaction Brand Promotion Local Recruitment CSR
Launched a fleet of repair vans that could reach remote areas on short notice Walking-after-sales service concept according to which repairing crew could reach inaccessible remote areas quickly
LG tried to create brand awareness in the local market by playing to the sentiments of the customer base Becoming key sponsor of Cricket World Cup, bringing in Indian celebrities to endorse the brand
Apart from a few top Korean officials, most of the employees were Indians Decision making power was vested in the local managers unless a few that were sent across to the head-office for approval
Emphasized compassion and social welfare in all its initiatives Medical clinics for employees; setting up primary schools for children and providing books.
LG in India
LG initially was looking for a JV in the light of the existing government regulations. However they got shelved as significant market reforms were introduced and government allowed wholly owned subsidiaries to be set up. LGEIL was hence born. LG decided to not downgrade the Indian market but to formulate a whole new strategy to provide customers a whole new range of products The success in the Indian market could be attributed to the three pronged effect: culture marketing, rural distribution & customized products Local players like Videocon and global rivals like Motorola were faced with severe competition as a consequence of LG s neck breaking strategies
LG in China
Building a manufacturing base
Low labor cost Building an export hub Building a strong presence across the country
Local employees
Allowing local employees to take decisions and respecting all such decisions with the view of building a national image
Investment in R&D
I Love China campaign during the SARS crisis Establishing itself locally through event sponsorships like launching schools, offering scholarships, founding hospitals, etc.
LG in China
LG s approach to the china market was derived form its experiences in India and Brazil However the stringent government regulations called for some changes in strategy LG in China used close proximity to Korean manufacturing base to its advantage By 2005, LG was able to build a commanding position in the Chinese market
Demand mostly for high-end products rather than cheaper ones Innovation in products along with quality a major aspect in selection of the electronic goods Need for greener products
Green and low-carbon economy Social responsibility Technological changes can bring in new growth points Strong companies growing stronger on account of this
LG in USA
Launched a sizeable branding campaign Done away with commodity-related name of Goldstar Range of high-end TVs introduced Won 14 awards for excellence in design and creativity in CES, 2006 LG CDMA phones outsold all other competitors for successive 2 years
JV with a major player for gaining an advantage in the distribution network Focus on innovation in terms of green products
Need of the hour Perceived differentiation by the consumers
Key Learning
In 1980 s it was on an internationalization drive and entered developed markets through JVs LG used come from behind approach and entered markets that few dared to enter Adopted Anticipatory Globalization by investing in emerging markets It could adapt itself to the local culture, it came up with many initiatives:
Customization efforts (unique cultural and social dimensions) Relationship development (public social gatherings in Brazil) R&D localization, educational opportunities, healthcare opportunities, sponsorships In India, emphasized on good quality products both urban and rural markets, customer service to suit Indian electricity distribution, localization philosophy (administrative + global functions), cultural marketing, rural distribution, customized products SARs crisis: free mask distribution