Advertisements

How We Transformed Marketing at Electrolux

How We Transformed Marketing at Electrolux

by MaryKay Kopf and Fred Geyer  |   11:00 AM June 30, 2014

Marketers are racing to create seamless customer experiences that make it easy for consumers to engage at every touchpoint as they navigate the “decision journey” and beyond. Despite this revolution, leading appliance makers have been slow to adapt to the ways people learn about and purchase appliances. Electrolux was no exception – until recently.

Many consumers think of us as a vacuum cleaner company – and indeed our first product, in 1919, was a vacuum. But today we’re a $15 billion global consumer and professional appliance firm that includes Frigidaire, AEG, Molteni, Electrolux, Zanussi, and Eureka among its brands. As we were a product-centric organization, the shopping experience had played a supporting role, with individual elements of the experience managed by different organizational silos. When online emerged it became a new silo, followed by mobile and social. The organization was locked in a structure that made it difficult to connect and integrate all the different ways that a person gathers information, makes a decision and receives support — online and offline. In 2012, Electrolux leadership decided this had to change.

Read more at http://blogs.hbr.org/2014/06/how-we-transformed-marketing-at-electrolux/

Advertisements

About bambooinnovator
KB Kee is the Managing Editor of the Moat Report Asia (www.moatreport.com), a research service focused exclusively on highlighting undervalued wide-moat businesses in Asia; subscribers from North America, Europe, the Oceania and Asia include professional value investors with over $20 billion in asset under management in equities, some of the world’s biggest secretive global hedge fund giants, and savvy private individual investors who are lifelong learners in the art of value investing. KB has been rooted in the principles of value investing for over a decade as an analyst in Asian capital markets. He was head of research and fund manager at a Singapore-based value investment firm. As a member of the investment committee, he helped the firm’s Asia-focused equity funds significantly outperform the benchmark index. He was previously the portfolio manager for Asia-Pacific equities at Korea’s largest mutual fund company. KB has trained CEOs, entrepreneurs, CFOs, management executives in business strategy, value investing, macroeconomic and industry trends, and detecting accounting frauds in Singapore, HK and China. KB was a faculty (accounting) at SMU teaching accounting courses. KB is currently the Chief Investment Officer at an ASX-listed investment holdings company since September 2015, helping to manage the listed Asian equities investments in the Hidden Champions Fund. Disclaimer: This article is for discussion purposes only and does not constitute an offer, recommendation or solicitation to buy or sell any investments, securities, futures or options. All articles in the website reflect the personal opinions of the writer.

Leave a Reply

Fill in your details below or click an icon to log in:

WordPress.com Logo

You are commenting using your WordPress.com account. Log Out / Change )

Twitter picture

You are commenting using your Twitter account. Log Out / Change )

Facebook photo

You are commenting using your Facebook account. Log Out / Change )

Google+ photo

You are commenting using your Google+ account. Log Out / Change )

Connecting to %s

%d bloggers like this: