2. Presentation Flow:1.Introduction I.Case Brief II. Company
Overview III.Dawlance Positioning2.The Television Market
I.Evolution of Televisions II. Local & International TV Market
III.TVCsA.SamsungB.LGC.SonyD.NobelE.Dawlance IV. Dawlance TV Range
V.Dawlance Vs Competitors VI. Brand Positioning3.Dawlance
I.Dawlance Strategy II. Reasons for Dawlance TV failure4.Conclusion
I.Branded House Vs House of Brands II. Our Recommendation 3. Case
Brief Dawlance is the market leader in HomeAppliances with revenue
of PKR 48b in2011 Dawlance enjoys market leadership in
therefrigerator segment (65%) Market reception for Dawlance TVs
hasbeen extremely lukewarm and the projecthas thus been abandoned
Sony, Philips, LG, Samsung and Nobelhave strong presence in the TV
segmentCase Question:Which brand extension policy to choose for
Dawlance TV, Branded house or House ofBrand? 4 4. Company Overview
Start of operations: 1980 Current Product Range: Refrigerators,
Washing Machines, Chest Freezers, Vertical Freezers, Split AC,
Televisions & Microwave Ovens5 5. Company Overview Values:
Reliability Teamwork Communication Transparency Respect Openness
& Candor Creativity Vision: Make Dawlance A Global Brand By
Practicing Reliability: Make Pakistan Proud Of Us Mission: Promote
Reliability In Everything We Do In The Field Of Household
Appliances 6 6. Company Overview Fact Sheet: Dawlance is the 7th
most Favorite brand in Pakistan out of 3500 brands Highest market
share in 3 out of 5 categories Among Top 2 Top of mind (TOM) Brands
in all product categories Research revealed that Dawlance is in
Every 2nd house hold in Pakistan (out of those house holds which
have appliances) Dawlance is considered to be the most Reliable
& Innovative brand among all home appliance brands in Pakistan7
7. Company Overview 8 8. Dawlance Positioning Is this the right
positioning for the TV segment? 9 9. Evolution of TV11 10. Local
& International TV Market Local Players: LG Nobel Sony Samsung
Philips International Players: Samsung LG Sony Panasonic Sharp
Others12 11. TVC: Samsung 13 12. TVC: LG14 13. TVC: Sony15 14. TVC:
Nobel 16 15. TVC: Dawlance17 16. Dawlance TV Range18 17. Dawlance
Vs Competitors VS19 18. Brand PositioningSmart TVReal Cinema 3D
ExperienceColor Like No OtherReal Value for MoneyReliable20 19.
Dawlance Strategy Product Strategy: Products, which are as per
international standards and carry all the basic features. The most
important factors are durability, reliability and good after sales
services. Pricing Strategy: Primary focus is to cater to the middle
and upper middle class, however there is a selected range of
products which cater to the upper class as well. Uniform pricing
throughout Pakistan Promotion Strategy: Promotion budget is around
1.75% of turnover. 40% of which goes towards Print Media, 20% on
TV, 20% on Out door and 20% on Sales Promotions. Placement
Strategy: More than 800 dealers spread across the country. 16
Retail Outlets 22 20. Reasons for Dawlance TV failure Product
Shortcomings: The product was not high-end, i.e. it lacked features
and form factors which were establishedindustry standards. The
product was a vanilla product and lacked variants. Target Market
Problem: The offering was only targeted towards the lower and lower
middle class. Promotional Shortcomings: The product was not
promoted well enough, especially considering that Dawlance was
entering intoa new segment. Positioning Problem: The product was
not positioned in line with the demands of the market. Dawlances
Positioning whilemore suitable for its other products, was not
exactly the right one for the TV segment.23 21. Branded House Vs
House of Brands:Branded HouseHouse of BrandsPros:Pros: More
Efficient to manage Individual Brand Independence Cost Effective
Shield the corporate name in the event Streamlined Decision
makingof problems New additions can leverage parentbrand equity
Simplified messaging to stakeholders Closer organization
alignmentCons:Cons: Ambiguity Issues Costly Closer organization
alignment Complicated to manage Bad performance of one Brand
effects Difficult to manage corporate imageparent brand No existing
parent brand equity to leverage 25 22. Branded House Vs House of
Brands:Our Recommendation: House of Brands26
