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Haier in India: Building presence in a

mass market beyond China

Submitted By:

U113068,69,70U113078,79,80

U113088,89,90

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Indian Consumer durables

Industry

ConsumerAppliances

White Goods

(Refrigerator,Washing Machines,

AC)

Brown Goods

(Mixers, MicrowaveOvens, Iron, Fans,

Dish Washers)

ConsumerElectronics

Televisions

Mobile Phones

Audio Equipments

MP3/DVD Players

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Evolution

Pre-liberalization

Closed Market

Increased productavailability

Increased mediapenetration & advertising

Liberalization

Liberalization ofmarkets

Shift in focus frompromotion toinnovation

Influx of players likeLG and Samsung

Growth

Increasing availabilityand affordability ofconsumer finance

Low penetration ofhigh-end productslike AC

Consolidation

Increasing

penetration of high-end products

Introduction of newaspirationalproducts such asHDTVs

1980s and

early 1990s

Mid and

late 1990s

Early 2000s

Late 2000s

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HaiersExpansion Strategy

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Haier India Strategy Timeline

1999

Launched with 3 in 1 aggressive strategy of localization (producelocally, carry out local sales strategy & create products catering to

local needs).

2004

Outsourced the product .

Did not want to execute rapid localization because of fear of

failure.

2007

Set up a manufacturing Unit at Pune.

This acted as a sourcing hub for delivery to middle east hence

delivery time cut down.

2012 They maintained their brand message as Inspired Living.

Simple brand communication -- that Haier is a global player.

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ALLIANCES-Entered the Indian new market through strategic alliances withFedders Lloyd Corporation to gain by sharing the development costs and riskswith the local partner.

Felt that it might benefit from its local partners knowledge of a host nations

competitive conditions, culture, language, political systems and business systems.

PREMIUM PRICING-They stuck to premium pricing strategy(5%). Theybothered about how consumers perceive them . Did not want to get perceived aslow cost Chinese brand . Focused on value war rather than price wars

BRAND COMMUNICATION-They followed this very simple brandcommunication to prove that Haier is a global player.

PRODUCT STRENGTH-They did not compromised on quality.

Haier India Strategy

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Strategies That Failed

It failed to achieve the set revenue targets.

Investments were not paying off and theoperations needed an overhaul.

Poor reputation of aftersales care.

Low market share when they focused onpremium product strategy

Heavy taxation policies lead to decrease in profitmargin which resulted in decrease in demand.

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Market Share of Indian Consumer

durables in FY13

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Advantage India

100% FDI allowed in electronicshardware manufacturing sector

Duty relaxation schemes toprovide tax sops

National Electronic Policy

Attracted investment evenduring recession

USD 1 billion investment inproduction, distribution and

R&D

Rural and semi-urban marketcontribute to 35% of total sales

Combined market size CAGR is25% from 2010-15

Huge untapped rural market

Rising disposable income Easy access to credit

Increasing electrification in ruralareas

Wide usability of online sales

Growingdemand Opportunities

Policysupport

Increasinginvestments

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Strategies of Korean firms in Indian

Consumer durables Industry

Pursue cost leadership and

market segmentation strategies

Increase similarity of products

or provide alternatives toexisting products

Employ low cost pricing to

thwart out incumbent firmsand to become price-quality

leaders in the chosen markets

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Why Did Haier Enter India?

High GDP growth rate leading to increase in disposable income. High growth rate in the Home Appliances sector.

Expected growth rate for the Home Appliances sector was 20% for

2005-10.

0

2

4

6

8

10

12

14

16

2000 2001 2002 2003 2004GDP Growth Rate Home Appliances sector growth rate

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Why Did Haier Enter India?(contd.)

Low penetration in Home Electronics. Huge scope for growth in rural India.

Favourable government policies.

0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

Television Refrigerator

Market Penetration in 2004

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PESTLE Analysis

Political Political stability.

International Stability.

Industrial policy can vary depending upon the rulingparty.

Political hassles often slow down reforms. Economic

High GDP growth rate.

Increasing disposable income.

High Inflation may lead to high wage demands from

employees. High tax rates and dual taxation were major issues.

Economic Reforms and globalisation.

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PESTLE Analysis(contd.)

Social Consumer Durables seen as status symbols.

Changing lifestyle will increase demand for consumer durables.

Technological

Hardware manufacturing in India was not upto globalstandards.

Technology was not a major problem as Haier could easilyimport it.

Legal

Standard Employment Laws.

Slow legal process caused disputes to be long-drawn.

Environmental Pollution was a major problem in India.

No environmental laws were in place specifically for electronicsindustry.

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Porters Five Forces Analysis

Rivalry among

Existing

Competitors

Threat of

New

Entrants

Bargaining

Power of

Buyers

Threat of

Substitute

Products or

Services

Bargaining

Power of

Suppliers

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Haiers

Targets for Indian Market

T.K. Banerjee was appointed as the president of HaiersIndian operation.

Banerjee wanted Haier to be in the top three brands inthe home appliances in India.

A policy of Three-in-one Localization was followed. The target was to gain 20% of Indias white good market

in first 5 years and to be among the top three players inthe industry in 7 years, i.e. by 2010.

Planned to launch an India-centric product line for

Indian consumers. For sales, it developed a network of direct dealers and

distributors in India.

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Localization Strategies

in India vis--vis US

Factor India Developed (USA)

Mode of Entry 2004Outsourced prodn. of low end

goods from local manufacturers and

imported high end products.

2007 - Acquired the loss making plant

of Anchor Daewoo in Pune

1994- Imported from China

Strategic alliance with Welbilt in Sales

1999Greenfield production plant in

S.Carolina

Strategy 3 in one Strategy

Design, Manufacturing and Marketing

Similar strategy but primary objective

was to fight on quality and innovation.

Focus Regular products(innovative features),

priced above mkt. premium.

Expanded their product mix(niche

products)

Focus on niche products first.

Diversified into normal household

electronic appliances.

Marketing Customized products.

Eg: Detergent free Washing machine .

Every effort to communicate that it

was an American brand.

Partnership with NBA

Brand Positioning High and Mid endNiche products NicheHigh end products.

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Glocal Strategy of Haier

USA 1994- Alliancewith a local import based

company

1999 - Then setup own prodn. Plant and

gradually all the products were localized.

Indonesia

1992Started by importing from China

1996Opened a production site.

Philippines and Malaysia

2002Established subsidiaries

Middle East (Jordan, Syria, etc.)

2002JVs in Syria and Lebanon

2003Started operations 20062nd production facility

Japan

Strategic partnership with Sanyo to get

deeper access to their markets.

Italy, Spain and UK 2001Acquired 100% of Italian

refrigeration plant Meneghetti plant.

ItalyHQ for Haier Europe

Soon forayed in Spanish, German, French

and other East European markets through

JVs.

Pakistan 2001- Joint facility with a local electronics

company

Soon opened their own facility.

INDIA

Began by outsourcing production, later

started operations by acquiring AnchorDaewoo Electricals.

Customized design for local needs.

Marketed as a local product.

Produced locally at the plant in Pune.

Only panels for LED TVs and water heaters

are currently being imported.

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Glocal Strategy of Haier

In almost all the major countries, it has followed the 3 in one approach. In some of the smaller countries , they were either assembled or imported.

Relationship between firms competencies and commitment on the basis of

their entry strategy.

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Eric Braganza

2009

Appointed as

President of HaierIndia

Prior Experience :Senior positions atElectrolux andVideocon

Identifying theProblem Area

Sales and Marketingthe weak link

Renovated the Salesstructure andrestructured themanpower

Actions undertaken

Vertical Expansion by

strengthening itspenetration networkand ExperienceCentres

Brand Positioning fromlow to mid to high end

segments.

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Eric Braganza

Pre-Braganza State of Haier IndiaStagnant growth. It couldgain 3.5% share of themarket vis--vis the target15%.

Entered India almost 7years after its rivals LG andSamsung

Poor After Sales Servicedue to lack of enoughservice centers, and due tounavailability of spareparts in them .

Had to deal with thenotion of being a ChineseCompany

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Eric Braganza

Restructuring of the Sales Network A complete overhaul of branch and regional sales structure was

done. Haier India underwent a comprehensive manpowerrestructuring so that almost 30% of our workforce was new.

It went for Forward integration by expanding the dealernetwork in Tier-II & Tier-III markets . It opened Branch Salesoffices in Chhattisgarh, Jharkhand and Bihar.

In 2010, Haier India boasted of 1500 direct dealers and 5,000secondary dealers spread across the country.

It offered them a gross margin of 10% to 15 % which was 3%higher than the industry average.

To focus on dealer retention, Haier India treated its dealers andretailers as the First Customers.

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Eric Braganza

Expanding Haiers presence in India

Haier wanted its consumers to see and experience its

products.

Thus, it has come out with Haier Experience Centres(HECs).They showcase a wide range of products, which is not

possible at multi-brand outlets due to space constraints.

These are actually franchisee stores that operate on revenue

sharing. Mr. Braganza aimed to increase the revenuecontribution from the HECs from 5% to 12%.

It plans to increase the number of HECs from 170 to 275 by

2014, and the number of retail outlets from 4500 to 6000.

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Eric Braganza

Improving After Sales-Service

Eric looked at setting up service centres known as InstaCare

across all state capitals and identified eight cities.

He planned to deliver a six-hour service in all metro cities(involves from the time of the call till the problem gets

solved).

Recently Haier has announced a

LIVE chat buddyDr. Fido to getthe queries answered instantly on

the official website of Haier.

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Eric Braganza

Pricing Strategy For a product-parity market such as the consumer durables , there

is very little scope to charge premium on products.

Too high a price wont find enough takers, and too low will discount

the brand. Haier is a mid-priced brand. It did not want to sacrifice its upscale image because it wanted to

stand by the quality of the product even if the price is a little high.

The price of Haier products was above all the price-fighter brands.

However in premium range of televisions, refrigerators and washingmachines Haier is at least 5% cheaper than the high-end models of

LG or Samsung.

Despite at times during weakness in the Rupee, Haier did not

reduce its price, so as not to compromise on quality.

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Eric Braganza

Diversification and Expansion Eric introduced 25 high end products in the existing segments like LED TVs,

deep freezers, washing machines dishwashers , etc.

He also introduced many small home appliances such as blenders, juicers,Tea- kettles and Toasters in the small appliances segment, which contributed

to around 3-4% of the total revenue. Haier invested 100 Crore in 2010 and close to Rs 50 Crore in 2011 in

expanding its refrigerator manufacturing capacity at its Ranjangaon plant inPune, so as to increase capacity from 10 to about 20 lakh units by 2014.

Some major Innovations of Haier:

The 3-door convertible refrigerator & the bottomMounted refrigerator.

He brought in John Abraham as Haiers Brand

Ambassador and led aggressive campaigns like

You Inspire Us.

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Strengths

Globally No-1 brand in white goods. Updated and latest technology.

High quality products.

Broad Product line.

Strong presence in home appliancessegment.

Big distributors are stocking many ofHaiers product.

Opportunities

North-east a potential market is still

largely untapped.

The rural market remains untapped.

Mobiles and cellular phone market offersnew growth opportunities.

Consumer electronics segment is

booming and set to grow at 14% CAGR.

Tie up with big retailers will help in

growth

High disposable income and higher

number of Nuclear Families in the society.

Threats

Threat of being Chinese brand.

Threat from established foreign

and local competitors. Infrastructure bottlenecks

especially in rural areas.

Food inflation resulting in

slowdown of growth in the mass

segments.

Volatile rupee-dollar fluctuations

leading to high import prices.

Weaknesses

Weak distribution network compared tocompetitors.

Weak service agent network.

Slow marketing and sales promotion.

Poor tuning with dealers.

Poor brand visibility and awareness.

Weak presence in TV market.

Sales seasonality in specific segment hindering growth.

S

W

TO

SWOT Analysis

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RECOMMENDATIONS

Product Market share (in per

cent)

Refrigerators 6

Washing machines 4-5

Televisions < 3

Air-conditioners 2.5-3

The Indian consumer electronics market is

skewed heavily in favor of televisions more

than 50 per cent , whereas Haiers strength is

in refrigerators and washing machines- The two

account for 48 per cent of its business in India.Haier should increase its presence in Television

market.

Focus on TV market

All India market share of Haier - 7 %

H h ld

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Household

Appliances Industry

51%

17%

24%

8%

FY04

Colour TV

AC

RefrigeratorsWashing machines

48%

21%

22%

9%

FY09

Colour TV

AC

RefrigeratorsWashing machines

47%

24%

20%

9%

FY14P

Colour TV

AC

RefrigeratorsWashing machines

Total size = 133 Rs.

Billion

Total size = 229 Rs.

Billion

Total size = 397 Rs.

Billion

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Recommendations

M-SIPS (Modified Special Incentive Package Scheme)

Currently, India imports $33 billion of electronic goods, third only to the oil and

gold import bills $155 billion and $62 billion in 2012. Industry experts see

Indias electronic imports surpassing its high oil import bill by 2030.

M-SIPS is prepared under the National Policy on Electronics 2012 that seeks to

speed up local manufacturing and curb electronics imports. It provides investors a subsidy of

20-25% on capital expenditure

50-75% for companies investing in so-called electronics manufacturing

clusters.

Haier India should take advantage of M-SIPS and increase local production toprotect itself from the volatile rupee-dollar fluctuations and accelerate growth.

Increase presence in Rural Markets

Rural market contributes to 15-20% of Haiers total revenue. Currently, LG has

5% penetration in rural market and 34% penetration in urban areas. Haier

should plan to further increase its reach in rural markets.

R d i b d

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Recommendations based

on 4Ps of marketing

ProductNew innovative products should be launchedtailored to the needs of Indian consumers.

Product portfolio should be diversified toreach a wider audience and cater to differentmarkets.

Increase in number of service centers.

PriceHaier should position itself in the mid andhigh-end segment market. (Value for money)

Pricing strategy should be tailored to keep theprice below foreign competitors' prices and

above the local competitors prices. (Betterproducts with low premium)

PlaceExpand network of Haier Experience Centers

and expand it to showcase all products underone roof.

Expand dealership network to tier 2 and tier 3cities.

Diversification of the distribution Network tosupport the entire Product Portfolio.

Use digital media for e-tailing .

PromotionSales promotional schemes should be given in

regular intervals to both customers & dealers.(exchange offers, easy EMI, extendedwarranty, high margin to dealers )

Increase marketing expenses to improvebrand visibility and awareness.

Focus on digital media for promotion(Currently 5% of total market budget).

4 Ps

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Capacity Mapping

Product A

Feature 1

Feature 2

Feature 3

Product B

Feature 1

Feature 2

Feature 3

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Haier Indias Annual Turnover

825972

1203

1503

2000

0

500

1000

1500

2000

2500

2010 2011 2012 2013 2014 P

Turnover (In Rs. Crore)

Haier India CAGR24.98%

Consumer durables Industry CAGR (2010-15) 15%

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References

http://www.sunday-guardian.com/business/consumer-durables-players-see-potential-in-rural-market

http://www.dnaindia.com/money/report-haier-to-manufacture-all-products-in-india-by-2016-1809683

http://www.way2franchise.com/resource/article/haier_strengthening_its_india_franchise_network_of_dealers_and_service_franchise_aims_1000_cr_biz

http://www.livemint.com/Industry/hlfCJssTzLLBgNZD1y5YIP/Consumer-electronics-firms-to-invest-3500-crore-in-India.html

http://www.authorstream.com/Presentation/magrawal26-549892-haier/ http://www.navhindtimes.in/business/haier-india-launches-71-new-products-state

http://www.campaignindia.in/Article/339512,haier-ups-marketing-spend-from-rs-55-cr-to-rs-80-cr.aspx

http://www.slideshare.net/Rahulkamble56/16034641-projectreport

http://www.slideshare.net/pareshgupta007/competitive-analysis-of-companies-competing-haier-8374312

http://www.quickmba.com/marketing/mix/

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el_tv_shipment_cagr_forecasted_through_2015.asp

http://www.flatpanelshd.com/news.php?subaction=showfull&id=1329393118

http://www.prnewswire.com/news-releases/203568471.html

http://www.sunday-guardian.com/business/consumer-durables-players-see-potential-in-rural-markethttp://www.sunday-guardian.com/business/consumer-durables-players-see-potential-in-rural-markethttp://www.dnaindia.com/money/report-haier-to-manufacture-all-products-in-india-by-2016-1809683http://www.dnaindia.com/money/report-haier-to-manufacture-all-products-in-india-by-2016-1809683http://www.way2franchise.com/resource/article/haier_strengthening_its_india_franchise_network_of_dealers_and_service_franchise_aims_1000_cr_bizhttp://www.way2franchise.com/resource/article/haier_strengthening_its_india_franchise_network_of_dealers_and_service_franchise_aims_1000_cr_bizhttp://www.livemint.com/Industry/hlfCJssTzLLBgNZD1y5YIP/Consumer-electronics-firms-to-invest-3500-crore-in-India.htmlhttp://www.livemint.com/Industry/hlfCJssTzLLBgNZD1y5YIP/Consumer-electronics-firms-to-invest-3500-crore-in-India.htmlhttp://www.authorstream.com/Presentation/magrawal26-549892-haier/http://www.navhindtimes.in/business/haier-india-launches-71-new-products-statehttp://www.campaignindia.in/Article/339512,haier-ups-marketing-spend-from-rs-55-cr-to-rs-80-cr.aspxhttp://www.campaignindia.in/Article/339512,haier-ups-marketing-spend-from-rs-55-cr-to-rs-80-cr.aspxhttp://www.slideshare.net/Rahulkamble56/16034641-projectreporthttp://www.slideshare.net/pareshgupta007/competitive-analysis-of-companies-competing-haier-8374312http://www.slideshare.net/pareshgupta007/competitive-analysis-of-companies-competing-haier-8374312http://www.quickmba.com/marketing/mix/http://afternoondc.in/business-investment/haiers-aggressive-strategy/article_16479http://www.displaysearch.com/cps/rde/xchg/displaysearch/hs.xsl/111010_india_flat_panel_tv_shipment_cagr_forecasted_through_2015.asphttp://www.displaysearch.com/cps/rde/xchg/displaysearch/hs.xsl/111010_india_flat_panel_tv_shipment_cagr_forecasted_through_2015.asphttp://www.flatpanelshd.com/news.php?subaction=showfull&id=1329393118http://www.prnewswire.com/news-releases/203568471.htmlhttp://www.prnewswire.com/news-releases/203568471.htmlhttp://www.prnewswire.com/news-releases/203568471.htmlhttp://www.prnewswire.com/news-releases/203568471.htmlhttp://www.prnewswire.com/news-releases/203568471.htmlhttp://www.flatpanelshd.com/news.php?subaction=showfull&id=1329393118http://www.flatpanelshd.com/news.php?subaction=showfull&id=1329393118http://www.displaysearch.com/cps/rde/xchg/displaysearch/hs.xsl/111010_india_flat_panel_tv_shipment_cagr_forecasted_through_2015.asphttp://www.displaysearch.com/cps/rde/xchg/displaysearch/hs.xsl/111010_india_flat_panel_tv_shipment_cagr_forecasted_through_2015.asphttp://www.displaysearch.com/cps/rde/xchg/displaysearch/hs.xsl/111010_india_flat_panel_tv_shipment_cagr_forecasted_through_2015.asphttp://afternoondc.in/business-investment/haiers-aggressive-strategy/article_16479http://afternoondc.in/business-investment/haiers-aggressive-strategy/article_16479http://afternoondc.in/business-investment/haiers-aggressive-strategy/article_16479http://afternoondc.in/business-investment/haiers-aggressive-strategy/article_16479http://afternoondc.in/business-investment/haiers-aggressive-strategy/article_16479http://afternoondc.in/business-investment/haiers-aggressive-strategy/article_16479http://afternoondc.in/business-investment/haiers-aggressive-strategy/article_16479http://afternoondc.in/business-investment/haiers-aggressive-strategy/article_16479http://www.quickmba.com/marketing/mix/http://www.quickmba.com/marketing/mix/http://www.slideshare.net/pareshgupta007/competitive-analysis-of-companies-competing-haier-8374312http://www.slideshare.net/pareshgupta007/competitive-analysis-of-companies-competing-haier-8374312http://www.slideshare.net/pareshgupta007/competitive-analysis-of-companies-competing-haier-8374312http://www.slideshare.net/pareshgupta007/competitive-analysis-of-companies-competing-haier-8374312http://www.slideshare.net/pareshgupta007/competitive-analysis-of-companies-competing-haier-8374312http://www.slideshare.net/pareshgupta007/competitive-analysis-of-companies-competing-haier-8374312http://www.slideshare.net/pareshgupta007/competitive-analysis-of-companies-competing-haier-8374312http://www.slideshare.net/pareshgupta007/competitive-analysis-of-companies-competing-haier-8374312http://www.slideshare.net/pareshgupta007/competitive-analysis-of-companies-competing-haier-8374312http://www.slideshare.net/pareshgupta007/competitive-analysis-of-companies-competing-haier-8374312http://www.slideshare.net/pareshgupta007/competitive-analysis-of-companies-competing-haier-8374312http://www.slideshare.net/pareshgupta007/competitive-analysis-of-companies-competing-haier-8374312http://www.slideshare.net/pareshgupta007/competitive-analysis-of-companies-competing-haier-8374312http://www.slideshare.net/pareshgupta007/competitive-analysis-of-companies-competing-haier-8374312http://www.slideshare.net/Rahulkamble56/16034641-projectreporthttp://www.slideshare.net/Rahulkamble56/16034641-projectreporthttp://www.slideshare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7/22/2019 HAIER_Sec B

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