MGMT915: Change Management Group Report Change at Whirlpool : An Analysis Word count (excluding references): 4000 (aprox) Abstract Over the years 1994 – 2003‚ white goods producers Whirlpool Corporation initiated and implemented changes to their business model to enable them to move from a previously engineering focused organisation to a more customer focused entity. The structure and processes they put in places has since embedded itself in the company’s culture. This report
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Integration of Whirlpool and Inland During the late 1980s and into the 1990s‚ Whirlpool Corporation aimed at reducing their number of suppliers to achieve a better competitive advantage from others in the same market. One of the main components purchased and used for products was steel. They decided the best choice was to create an alliance with one of their current suppliers. After carefully considering and answering several different questions within the company‚ Whirlpool’s attention was brought
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HISTORY OF WHIRLPOOL CORPORATION Founded 1911 Headquarters Benton Harbor‚ Michigan‚ USA Key people Jeff M. Fettig‚ (Chairman & CEO) Michael A. Todman‚ (President‚ Whirlpool North America) Paulo F.M.O. Periquito‚ (President‚ Whirlpool International) Industry Major appliances‚ Small appliances Products Clothes washers and dryers‚ refrigerators‚ freezers‚ dishwashers‚ ranges‚ compactors‚ room air conditioners‚ microwaves ovens‚ counter top appliances. Revenue ▲ USD 18
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CASE STUDY Whirlpool Corporation Evolution of a supply chain Whirlpool Corporation is the world’s leading manufacturer and marketer of major home appliances‚ with annual sales over $19 billion‚ more than 80‚000 employees and more than 60 manufacturing and technology research centers globally. Consumers around the world enjoy Whirlpool’s innovative products marketed under Whirlpool‚ Maytag‚ KitchenAid‚ Jenn-Air‚ Amana‚ Brastemp‚ Bauknecht and other major brand names. With this varied inventory
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INTEGRATING CASE 1: Transition at Whirlpool Tatramat: From Joint Venture to Acquisition Global Business Management John Heina November 28‚ 2012 I. According to the definition‚ a Greenfield investment is a form of foreign direct investment in which a parent company starts a new venture in a foreign country by constructing new operational facilities from the ground up. With the addition of new facilities‚ most parent companies create new long-term jobs
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General Management | Course: International Business Strategies 2012-2013 (BKM06GM) | Learning Questions Whirlpool | Dan Beseda 376211db@eur.nl 11/5/2012 | Introduction This first part of this paper analyses appliances industry and identify globalization drivers. The second part argues whether Whirlpool should continue its global expansion strategy. Last part examine why Whirlpool struggled with the expansion and what lesson could we take from this case. The appliances industry
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1. Reason for the merger and acquisitions in the US and European appliance industry: Reactive reasons: 1. International competition: International competition arises when a company from one country goes for manufacturing in other country. In US the appliance industry was highly competitive because of the domestic and foreign competition. The competitors were Korean‚ Japanese and European appliance industries. More over the appliance industries was so competitive that no single domestic manufacturer
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bolder designs because the designers can now make a strong case for making those investments. By following this approach the company can do innovation in their products. Question No. 3 Answer: Chuck Jones was appointed as Chief designer. Whirlpool is an
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consolidated into top four players; Whirlpool‚ General Electric‚ Electrolux‚ and Maytag with 80 percent market share for the four corporations combined. Other competition in the US includes Korean brands especially in specific categories such as microwave ovens. Japanese foreign direct investments in the US in the appliances and electrical machinery were aggressively competing in providing high quality goods for fewer prices than local manufacturers. Whirlpool led the American market and achieved
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Erin Gedeon Project Three Global Business Management November 28‚ 2012 1. There were good points made in the case as to why Whirlpool decided to start a joint venture with Tatramat. These reasons were the global strategy of Whirlpool and the economic problems of Tatrmat. Though these are good reasons‚ I would have recommended that the two do not join in a joint venture. Instead I would have recommended the greenfield investment. A greenfield investment is when a parent company starts
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