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VSM developed, manufactured, marketed and sold household sewing machines. Electrolux sold VSM division to Mr. Runnquist in 1997. The strategy document was often referred to for guidance on operational matters.
VSM developed, manufactured, marketed and sold household sewing machines. Electrolux sold VSM division to Mr. Runnquist in 1997. The strategy document was often referred to for guidance on operational matters.
VSM developed, manufactured, marketed and sold household sewing machines. Electrolux sold VSM division to Mr. Runnquist in 1997. The strategy document was often referred to for guidance on operational matters.
Main activity: VSM AB developed, manufactured, marketed and sold household
sewing machines -. Old fashion Asccounting system -. Under the strategy of Electrolux -. Vague idea about how much they spent on marketing of specific products Before 1997: VSM belongs to Electrolux Facts: -. Electronic Computerized models were manufactured at the Husqvarna viking (HV) plant in Sweden, -. Low-priced mechanical machines and over-lockers were sourced from Asian manufacturers -. New mission statement -. Retailers were very important to VSM in their new plans for future profitability (programme to transform the retailers into Dealer-Partners) . After 1997 : Electrolux sold VSM division to Mr. Runnquist: -. In the US, VSM started to cooperate with Jo-Ann Fabrics & Crafts, a large retailer of fabrics with over a thousand stores nationwide. -. VSM had opened 47 exclusive Husqvarna Viking (HV) shops in the US -. The aftermarket included services, such as training in sewing techniques, software for embroidery construction and ready-made embroidery patterns. -. New commitment to think more about the customer and less about technical features. By 1999: -. VSM did start a web-shop for low bulk accessories and software on their website -. The area retailers were given a bonus based on web sales to clients within their assigned area -. Very little information was collected by official bodies and VSM cooperated with competitors to collect figures on volume in different price brackets through a third-party intermediary -.Being Japanese, their location gave them access to low-cost production facilities in, for example, Taiwan, Thailand and Korea. However, this seemed to be a mixed blessing since the competition from local low-cost brands was fierce for modestly priced mechanical sewing machines. Competitors USA: Brother, Janome and Juki were all major competitors to VSM. ( medium-sized manufacturers, primarily acting as OEMs7 for established brands in the lower price bracket ) Competitors In Europe, the VSM Group and Bernina Fritz Gegauf AG In the period 2000 to 2003: The strategy document was often referred to for guidance on operational matters and the mission statement was frequently promoted in the companys public relations. There have been tremendous changes in VSM since Svante [Runnquist] came here, there really have. But we may change all we want; the customer only meets the retailer and as long as the retailer doesnt change, the customer wont perceive any change at all. VSA Group martes, 08 de abril de 2014 04:38 p.m. Nueva seccin 1 pgina 1 -. Pfaff and VSM: 2000. The combined company was renamed the VSM Groupto avoid any confusion with the groups brand names and a new company slogan was coined Changing the World of Sewing. -.Pfaff dominated the Germanspeaking markets (Germany, Austria and Switzerland) -. Pfaff was losing money in its home market in a big way. In an effort to defend its market share in all segments, Pfaff had successively lowered their prices to meet the competition from Asian manufacturers. It turned out that Pfaff had grossly underestimated the costs associated with the German market and had incurred substantial losses for years -. The solution was to pull the brands apart on other dimensions than price and quality. This meant keeping a full product range under each brand. To illustrate the difference in market offer, VSM developed dedicated key words for each brand. While Husqvarna Viking kept their innovative, family, caring and fun, Pfaffs new keywords were elegant, individual and sophisticated. While the Husqvarna Viking brand sported pictures of families in the warm colors of red and yellow, Pfaff portrayed young professional women in cool surroundings in blue and green hues -. They moved production from Karlsruhe (Germany) to the Swedish uskvarna plant. -. Moving production from Karlsruhe to the Swedish Huskvarna plant. Zetina were secretly invited to the Husqvarna site for a meeting and an offer they could not refuse. The VSM group offered to buy the Czech company, take over all personnel, and hire the owners as managers for the new company Problems in 2004: The VSM effort to expand in the US market by setting up store-in-stores for the Husqvarna Viking brand in collaboration with Jo-Ann Fabrics had expanded rapidly 120 stores When VSM decided to continue Pfaff and Husqvarna Viking as two separate brands with separate product programes, they also created potential for a clash especially when trying to cut costs by coordinating marketing and distribution activities PEST Political Problem solving Model Nueva seccin 1 pgina 2 Political -. Manufacturing: USA, Sweden, Germany (One year) and Check Republic Economical -. Check republic: Costs efficient -. Higher costs of transportation between countries overseas. -. They bought a company on bankruptcy because the lower price Social cultural -. Western hemisphere demand were declined -. Adapting to new technologies (Internet, web sites), demanding for the customers Technical -. New models contains high tech technology making them lead on the market -. Taking advantage with the breakthrough of the web, Porter Forces -. Almost any information about the market New Entrants -. Until now we don't have new entrants , so is not a threat Power Buyers -. They have the power of choosing with product prefer, because in the market the offers is large (Japanese products) Substitute products Nueva seccin 1 pgina 3 Substitute products -. We don't have a clear idea about this point. May you can help us a little. Power of suppliers -. This case don't give specific information about it. We assume that they are not having issues with suppliers Rivalry among existing competitors -. Exits the Japanese substitute brand that represents a threat to the VSM group -. USA: Japanase (Janome: Volume, Brother: Innovating product to lower prices, Juki (Being more specialized on sewing machines) -. Europe: Bernida They well known but since 5 year they are going down.. Should we combine Pfaff and Husqvarna Viking in the same store? The final question to resolve with all the information gave it : Nueva seccin 1 pgina 4