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7/29/2019 Black & Decker case
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Industrial Marketing
BLACK & DECKER CASECASE-STUDY ANALYSIS
Group 2
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B&D V/S Makita9% (Market Share) 50%
B&D Distribution channel was limited to
the fact that it lacked Membership Club as
against Makita
B&D positioning as a Consumer brand, not
a professional Tradesmen brandB&D makes a good popcorn popper, and my wife just loves
her dust buster, but Im out here to make a living Color-No product differentiation between
consumer and professional tools
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Buying Behavior-
Tradesman Considers B&D as a Consumer product
brand, not a professional tool
Repulsive of No Colour Differentiation
between Consumer and Professional Tools
Accepted Makitas Pricing (at a Premium)
because of Purchasing Mechanism (Strong
Distribution Channel, membership clubs)
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Buying Behavior-
OEM The Professional Industrial Segment consisted
of Commercial Contractors who worked on
large scale projects and Assembly lines
W.W.Grainger played an important role in
providing technical expertise and service
A Major market player with over 300 Branches
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Makitas Competitive
Strategy
Preferred and Strong Distribution Channel
Effective strategy of Membership club
Targeting Tradesman
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Makitas Competitive
Strategy Provide a good baseline option in all major
categories
Expanding competitive market by no
channel protection
Trading down strategy (positioning as
Fathers day giving)
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Milwaukees role
Reducing the price contrast
A major competitor to B&D
Better brand awareness Best brand as over per Consumer
Agreement Data
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Alternative Action
Recommended solution Option 2
Not recommended to dilute existing brand
Exploit and concentrate on high ranking and
awareness level (98%) of brand
Product differentiation and expansion of market
share by sub branding
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Piranha
By Black and Decker
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Group Members
Group 2
Chintan Kapasi 10
Jigisha Mehta 17
Shaily Shah 42
Shrenik Shah 44
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Thank You
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