Whirlpool Business Model

FRAMEWORK 1: STRATEGY BUSINESS MODEL

1. GROUP OF CUSTOMERS

Mens and Womens who is 25 - 60 years old, who are cohabiting or married and make up a home. Socioeconomic level A, B. Persons who live Lima.

1. PRODUCT S

Whirlpool has white line appliances products, is for home use; These include: washers, dryers, Dishwasher, stoves, ovens, microwave, Hoods, Freezers, Refrigerators, among others. The category that we are focus is:

• Washing machines: Washing machines with top loading s m to accommodate your clothes and the ability to add garments during washing to do everything m SC or tactical mode and Pr.

The model is:

Duet Washer White

Top loading washer large capacity, with programs for all types of clothing and special pre-drying cycle.

Caracteristics:

• Direct drive motor that uses fewer moving parts, so it gets less wear over time.
• High Efficiency washing system
• 360 Quiet Spin technology always ensures a balanced performance through automatic adjustment of the tub for a balanced load
• Quiet Wash Ultra noise reduction system ultra-efficient Intelligent temperature control
• It Includes Heavy Duty cycles, normal, delicate wash cold cycle "Clean Washer" for maintaining the inside of the washer
• 8 cycles, 4 automatic temperature and water level
• Stainless steel tub
• Automatic detergent dispensers
• Home delayed 8 hours
• Centrifuged at 1,200 RPM

1. COMPETITORS

Different direct competitors has Whirlpool in the various categories in which it operates are:

• LG

LG appliances have been designed with different lifestyles of customers.

• Samsung

It is offering elegant designs with maximum customer satisfaction.

• Daewoo

Innovative products with elegant designs and style.

• Indurama

It presents a wide range of products in the categories in which it operates: cooking, washing machines, refrigerators, freezers, etc.

• Mabe

Its products are constantly evolving. It is top of mind in many countries

1. DIFFERENTIAL ADVANTAGES

Dave Whitwam, the chairman of Whirlpool, decided in 1999 to make innovation a central issue of the company. The only way to counter the threats to growth and profits Whirlpool was the generation of a wide range of truly innovative strategic options.