LG Elec Case
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Transcript of LG Elec Case
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Case Study of LG Electronics: Repositioning a Successful BrandPosted in Management Case Studies By admin No Comments Tagged Under : Marketing Strategies
LG Electronics is the largest player in the consumer electronics market in India, which is
worth Rs 35,000 crore per annum. And now it feels the need to take the brand to the next
level. From an aggressive price warrior and technology provider, the brand will henceforth
be communicated as a youthful enabler of life enrichment, and of value-added products.
For almost 10 years after it came to the country in 1997, LG had focused on the mass
market. Initially LGs 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.
Changing profile of Indian consumer durables market
The Indian consumer durables market of today is very different, redefined primarily by the
nimble Korean duo of LG and Samsung. Prior to their entry the consumer durables market
in India was largely characterized by restricted product choice, very poor after-sales service,
and distribution through limited multi-brand outlets. By the time the new millennium came
around, LG and Samsung had started making their presence felt. Their priority was to
establish an exclusive chain of company-owned and franchised outlets where consumer
connect could be much more meaningful than in many of the poorly staffed multi-brand
outlets that existed then. The other area which they felt required urgent attention was a
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service network which would not only ensure customer satisfaction, convenience, good
word-of-mouth, and a favourable disposition towards repeat purchase, but could also
become an additional source of revenue for the company. Finally, unlike Onida, Whirlpool,
and Videocon which then had presence in limited product lines, the Korean companies
expanded their product range to cover both home appliances such as washing machines,
refrigerators, and microwave ovens as well as entertainment electronics such as music
systems, VCD/DVD players and television sets. They wanted to dominate the entire chain of
consumer durables for a household.
Though LG and Samsung were initially perceived as similar in their strategic approach, the
latter was much more interested in developing a higher-end product range targeted at the
more affluent consumer. Samsungs vision in this respect reflected a shrewd understanding
of the changing profile of the growing prosperity in the Indian consumer market. In fact, LG
realized that a sizeable chunk of consumers over the years had moved up the value chain
a space well captured by rival brands like Samsung and Sony, which are also
aggressively competing for market share. This shows up in the fact that LG is trailing
Samsung in the LCD television market.
Mind over matter
Research carried out by AC Nielsen has shown, according to LG Electronics Chief Marketing
Officer LK Gupta, that people associate LG with quality and reliability. This is because of
our wide presence in the country and our service network. Most households have an LG
product now, adds he. However the brand is not perceived as youthful and trendy.
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 LGs global game plan. At the moment,
India accounts for about 6 per cent of LGs 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 LGs revenue after the US and ahead of
South Korea. Its 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
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focus, for mobile phones. For the latter, being able to appeal to youth will be a key
determinant of success. LGs advertising campaigns and its recent products like the Jazz
LCD TV sets and Chocolate mobile phones reflect this thinking.
The right match
Shin admits that the average age of the LG consumer is above 30.The brand has low appeal
among youth. As far as mobile phones are concerned, youth are attracted by music, gaming
and file sharing options. LGs lack of youth appeal is reflected in its performance in the
mobile handsets market. In 2009, LG was able to increase its share from 4 per cent to 6 per
cent in the GSM mobile phone market. While Nokias share went up from 70 per cent to 71
per cent during the period, Samsung doubled its share from 8 per cent to 16 per cent. All
three were helped by the fall in the share of Sony Ericsson and Motorola. But Shin thinks
that LGs lack of contemporariness and up-market image is an issue that can be addressed
the question is whether the market is willing to see it that way.
QUESTIONS
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. LGs 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?