BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
Block 1, 2011` Introduction
Electrolux is a global leader in household appliances and appliances for professional
use, selling more than 40 million products to customers in more than 150 markets every
year. The company focuses on innovations that are thoughtfully designed, based on
extensive consumer insight, to meet the real needs of consumers and professionals.
Electrolux products include refrigerators, dishwashers, washing machines, vacuum
cleaners and cookers sold under esteemed brands such as Electrolux, AEG-Electrolux,
Eureka and Frigidaire. In 2009, Electrolux had sales of SEK 109 billion and 51,000
employees.
Axel Wenner-Gren, the founding father of Electrolux, established the principles by which
the company still thrives. His dream to improve quality of life has had fundamental
impact on homes around the world. Today’s Electrolux, 90 years later, is a global leader
in household appliances and appliances for professional use.
“Thinking of you” expresses the Electrolux offering: To maintain continuous focus on
the consumer, whether it’s a question of product development, design, production,
marketing, logistics or service. (http://group.electrolux.com/en/company-overview-271)
To be a trusted partner, the company knows it is important to provide insight into their
priorities, progress and how they work. Dialogue with employees, customers,
consumers, shareholders and others affected by their operations and products also
provide a win-win opportunity-listening helps them define their strategies and find
common ground.
1 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
Block 1, 2011` Long-term relationships bring sustainable success
Strong, long-term relationships with retailers are also central to Electrolux’s business
model. Sustainability-related issues are an important part of the dialogue with
customers. Electrolux has long cooperated informally with retailers to promote
environmentally-sound purchasing and enhance awareness. Growing numbers of
customers are stipulating formal commitments to social and environmental performance
standards in their contracts. (http://group.electrolux.com/en/stakeholders-674/)
Electrolux Brands
Electrolux have many strong brands in their portfolio. Their main focus is to continue to
build Electrolux, their biggest and most important brand, known and trusted by both
consumers and professional users around the world. They also have a range of other
strong brands for consumers and the professional market as well as offering brand
licensing
opportunities.
(http://group.electrolux.com/en/category/aboutelectrolux/brands)
Every brand represents a promise to its market: “buy me and you will get this
experience”. Strong brands are trusted brands; they have built a reputation with
customers over time by living up to their promises of quality, innovation and leadership.
Some of these brands have an international reputation, such as AEG-Electrolux and
Frigidaire. Others are local brands that are mainly known by consumers in a particular
country, or professional brands known by users in a special field, such as Molteni for
professional chefs. (http://group.electrolux.com/en/electrolux-group-brands-276/)
In all regions, the Group is investing continuously in strengthening the Electrolux brand
by launching innovative products in the higher price segments. Since household
appliances are not bought frequently, consumers have limited knowledge of what has
been offered in the market since their last purchase. Therefore, a strong brand is an
important sales argument. All Group communication is aimed at creating a powerful
image of Electrolux irrespective of the product or the market.
Thoughtful design innovator
“Thinking of you” is the key message in Group market communications. It highlights the
strong Electrolux focus on consumers, but the concept of thoughtfulness also refers to
employees, suppliers, the environment and other stakeholders that are affected by
Group operations. The term “Thoughtful Design Innovator” reflects the importance that
Electrolux gives to thoughtful design in the development of new products. The products
feature design for greater utility, instead of design for its own sake.
2 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
Block 1, 2011` Group-wide marketing activities are planned at an early stage in the product
development process in order to best communicate the product’s functions and
benefits. Marketing is coordinated globally and across product categories in the interest
of greater efficiency and impact. Investments are targeted to countries with the
greatest potential, and are focused on cost-efficient media channels such as PR and the
Internet.
Electrolux is actively committed to increasing the share of products sold under the
Electrolux brand. The brand is mainly positioned in the high-end of the segments for
innovative products with attractive design, low consumption of energy and water and
climate-smart functionality. Since 2000, Group sales of Electrolux-branded products,
including those that are double-branded, have risen from 18% to almost half of sales.
Almost all Group appliances and vacuum cleaners in Latin America and in Southeast
Asia are Electrolux-branded. In Europe, these products have a 56% share that is
growing steadily. In North America and Australia, the share of Electrolux-branded
products is increasing from a low level.
“Being a consumer-goods company, our brand is one of our most important assets. For
most consumers, new household appliances are a major investment and they prefer to
buy products from a familiar and reliable brand. That’s why we have had to position
Electrolux in the premium segment. We have come a long way in implementing our
master brand strategy, building Electrolux as our global premium brand,” says Keith
McLoughlin, President and CEO. (http://group.electrolux.com/en/electrolux-brand-isgrowing-510/)
In the early years, Axel Wenner-Gren, the founder of Electrolux, pioneered the
development of the modern canister-type vacuum cleaner as well as the absorption
refrigerator. One of their key success factors was a deep commitment to engaging with
consumers in the home in order to better understand their needs and opportunities.
Today, Electrolux offers an unmatched selection of appliances for food storage, food
preparation, laundry, dish care and home cleaning. Appliances that range from the
attractive and affordable for the first home to the completely automatic Trilobite
vacuum cleaner that cleans your floors all by itself.
All their products and services share the common Electrolux philosophy – to make that
extra effort to find out what people really need and want. And then use that insight to
create thoughtfully designed innovations that provide a better user experience and help
make customer’s life a little bit easier and more enjoyable. That is their way of
demonstrating how all the time “Electrolux is thinking about you” in order to make your
life a little easier and more enjoyable.
In some markets, the Electrolux brand has benefited from the strength of local brands
with a long heritage in its home markets.
3 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
Block 1, 2011` Regional consumer brands
In addition to the Global Electrolux brand they also own two very strong regional
brands; AEG-Electrolux and Zanussi. Both brands enjoy strong positions in their region.
AEG-Electrolux provides excellence in performance and German design, which is why
Electrolux say that each appliance is created and developed to be “Perfekt in Form und
Funktion.” The full range of appliances allows consumers to control household tasks and
represent precision, performance, order, confidence and pride. Throughout Europe,
AEG-Electrolux stands for high-quality appliances that combine top performance with
excellent German design. (http://group.electrolux.com/en/brand-aeg-electrolux-348/)
Zanussi is a leading brand for domestic kitchen and cleaning appliances. Exported from
Italy since 1946, Zanussi is widely recognized for the quality of its innovative products
and distinctive modern design. For Zanussi, innovation has remained the cornerstone of
success. A single glance at the bold design of Zanussi products and the advanced
technology and user-friendly performance of the whole range proves as much.
“Excellence in Design and Innovation” sums up the Zanussi positioning across
international markets. A number of unique trend-setting products such as the “IZ”
washing machine, “Izzi” dishwasher, and “Live-In” intelligent home unit are just a few
of the innovations. (http://group.electrolux.com/en/brand-zanussi-344/)
National consumer brands
Due to a history of acquisitions, Electrolux today has a large portfolio of national
consumer brands that enjoy strong positions in their home markets. These brands are
trusted and valued by consumers who look for innovation, design and durability.
Chef appliances have been a part of the cooking scene in Australia since 1948, leading
the market and forever evolving, forever staying young, while producing over 5 ½
million stoves in that time. The brand boasts numerous accomplishments in domestic
cooking appliances, including the first natural gas cooktop burner, while Chef
Professional has been featured in Harrod’s of London. While the base strength of the
4 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
Block 1, 2011` brand has remained in Australia and Hong Kong, the long heritage and focused
manufacturing make Chef an ideal choice for any licensee searching for a strong
cooking product label.
Juno has for many years been a built-in kitchen appliance specialist for people who
enjoy cooking. In 2004, the brand was renamed Juno-Electrolux to signify the
connection with Electrolux. Juno-Electrolux, the appliance specialist for those who enjoy
cooking, offers two ranges of built-in kitchen appliances. Both are designed for the
most demanding of cooks. Juno-Electrolux Le Maitre presents professional kitchen
elements, where steam cooking is the focal point of the range. Juno-Electrolux
Performance presents cooking appliances at their finest, combining functional use and
up-to-date design with modern functions and ergonomic design. Both are
representatives of their philosophy of thoughtful design innovations, where thinking
that little bit extra about consumers’ needs and desires create opportunities for exciting
and relevant innovations.
Kelvinator has forged a reputation in Australia for quality and reliability in refrigeration
and air conditioning since 1932. The brand has been synonymous with Australian
ruggedness and for withstanding our harsh elements to deliver reliable performance
year after year. Kelvinator remains Australia’s most recognized refrigerator brand,
having supplied more than five million refrigerators over the past 70 years.
Rex Electrolux is born in 2003 by the union of the Rex and the Electrolux brands. Rex
is the N°1brand on the Italian market since 1933 and is famous for its innovation and
for its appliances design. The values of the new brand Rex Electrolux are the results of
the union between the identities of two different leaders but complementary. Global
culture and ecological sensibility are combined with an historical tradition of well known
technology and design. These four cardinal points reinforce and confirm the leadership
role of the most prestigious brands in the italian and global market both.
Licensing Brands
In addition to its core business, the Electrolux Group is one of the world’s largest
companies active in brand licensing, promoting the Group’s more than 50 brands. They
develop and manage a range of licensing programs in various product categories all
over the world, helping our nearly 100 brand partners to grow and strengthening their
business. In today’s reality – A great product without a great brand often leads
nowhere. Licensing is in its core about capitalizing on established brand equity instead
of building an entirely new brand from scratch. What Electrolux offer are opportunities
to move faster using the strengths of their well-established brands, utilizing both
consumer recognition and brand loyalty.
5 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
Block 1, 2011` Electrolux’s brand portfolio covers everything from global brands to more niche brands
suitable for a specific market or target group. There is however one common thing for
all of their brands – they have all been around for generations, and they still continue
to thrive. (http://group.electrolux.com/en/licensing-brands-8771/)
Product Development
Consumer insight is the basis of all product development within Electrolux. Identifying
trends in various customer and consumer segments enables Electrolux to offer
attractive products. Products launched by Electrolux are developed on the basis of the
Group’s process for consumer-oriented product development. These products are
targeted to a greater extent than previously on the higher price segments, which
involves an improvement in the product mix.
A large number of interviews with consumers and visits to their homes enables
Electrolux to identify global social trends and needs to which new products can be
tailored. Product development is not initiated until a consumer need, which the new
product will satisfy, has been identified, and the consumer segment has been targeted.
Subsequently, Electrolux can offer products with appropriate features, attractive design
and resource-efficient operation.
Visits to households and conversations with consumers have shown that many people
are dissatisfied with the high noise levels in vacuum cleaners. The noise makes it
6 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
Block 1, 2011` difficult to listen to music, wakes sleeping children, and makes it impossible to have a
conversation. On the basis of these insights, Electrolux decided to develop a silent
vacuum cleaner. New technology focused on air-flow enhances performance and
reduces the noise level. The new Electrolux Ultrasilencer has a noise level of only 68
decibels, which is in line with a normal conversation. The vacuum cleaner is so silent,
one can easily listen to music while vacuuming.
Consumer insight
“No product in Electrolux should be produced without a decision regarding the
consumer need that it will fulfill. This is one of the best proofs that Electrolux has
changed from being a manufacturing engineering led company to be a consumer
marketing driven company. This is what we mean when we say Electrolux is the
Thoughtful Design Innovator. The message could also be summarized with Electrolux
selling line: Thinking of you,” says Keith McLoughlin, President and CEO.
(http://group.electrolux.com/en/product-development-505/)
Public Relations Campaigns
Electrolux launched its “Vac from the sea” initiative to get plastic waste out of the
world’s oceans and into home appliances made of recycled plastic. The aim was
twofold: to bring attention to the issue of plastic pollution and to raise awareness on
the scarcity of recycled plastics needed for making sustainable home appliances.
The plan was to make a limited number of vacuum cleaners from plastic debris
harvested from the Pacific, Indian and Atlantic Oceans and the Mediterranean, Baltic
and North Seas. The techniques for harvesting the plastic will vary depending on the
location – from diving after it to scooping it up from the waves. “We will work with
volunteers and experts that live close or work with this problem,” says Nord.
Out of the ocean – and into the cycle
More recycling directly translates into more sustainable appliances and homes,
according to Jonas Magnusson, Business Segment Manager within Electrolux Floor Care.
7 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
Block 1, 2011` “Our engineers have managed to get our green range vacuum cleaners up to 70%
recycled plastic, but our ultimate vision is of course 100%, and for all ranges.”
The main barrier to using more recycled plastic in home appliances is the scarce and
uncertain supply of recycled raw material. Much research and progress is currently
being done by the recycling industry. However, to fix the imbalance in supply and
demand and get the cycle working properly, overall consumer perception must change.
“The ‘Vac from the sea’ project aims to do just that – educate consumers,” says Nord.
“This issue is much too important to leave to politicians. Companies, consumers and
politicians are equally accountable for the situation.”
Getting involved on social media
On the blog www.electrolux.com/vacfromthesea and on Facebook, anyone interested in
the issue will be able to follow the endeavor and find inspiration on how to get involved.
The vacuum cleaners will be put on display to decision makers and consumers as part
of spreading the word. (http://group.electrolux.com/en/electrolux-to-create-vacuumcleaners-from-plastic-harvested-from-polluted-oceans-2093/)
Sustainability
Electrolux made a positive contribution to sustainable development both through their
operations and their products. They are continually working to reduce energy
consumption from products and emissions from factories; working to ensure that their
employees and business partners are treated fairly; and striving to be a good neighbour
in
the
communities
in
which
they
operate.
(http://group.electrolux.com/en/category/sustainability/)
Initially sustainable design focused on creating products with the least possible negative
impact on the environment, featuring eco-sound materials, energy efficiency, easy
recycling. Sustainable design is innovation that accentuates the positive impacts; the
cutting-edge products that encourage consumers to make climate-smart choices.
Anchored in the strong Scandinavian affinity with nature and design tradition, Electrolux
defines itself as the Thoughtful Design Innovator. This means innovating with insight;
making appliances easier to use and fostering ease of mind. Electrolux wants
consumers to know that “Thinking of you” doesn’t stop at their front doors; They’re
thinking of the world around them, too. The sum of this equation is creatively designed
products that stimulate impact-aware living. Electrolux approach reflects a product life
cycle-addressing the impacts of manufacturing, product use, recycling and reuse of
8 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
Block 1, 2011` material. Most important of all is the use-phase, because close to 80% of a product’s
environmental impact occurs when it is in operation.
Climate change is the defining issue of our age. According to WWF, 70% of mankind’s
footprint is connected to carbon emissions. In order to tackle this, a twinned approach
of energy efficiency and a focus on function is clearly the only option.
70% less energy used today
In Europe, about two percent of all CO2 emitted comes from the 630 million appliances
currently in operation. Yet, modern appliances use only a fraction of the electricity they
once did – today’s best refrigerator consumes 70 percent less energy compared to
average 1990 models. But that is not enough. Electrolux’s foremost challenge in a world
where population and economies are growing exponentially is to continually reduce the
impacts of their products while guiding the consumer on how to make further
sustainability choices.
While some refrigerators are purely designed to hold large volumes of food; products
like the energy class A+ Electrolux FreshFrostFree refrigerator encourage consumers to
preserve food longer, rather than waste it. According to UK studies, about a third of
food purchased gets thrown away. With an estimated 20% of global greenhouse gases
linked to the food chain, this represents a significant opportunity for change. Their goal
with the FreshFrostFree is to demonstrate in its very design, with its movable glass
bins, and humidity control to help food retain flavors longer, that reducing food waste is
not difficult.
About a third of the world’s population lives in countries where water shortages are
problematic and where water demand is rising fast. The need for products that promote
sound water use is growing alongside it. Current dishwashers consume about half the
water an average model used a decade ago – a drop from 22 liters per load to 12 liters.
It is also a tenth of what the average Western consumer would use to wash the same
load by hand.
Thinking out of the box
Every year, Electrolux Design Lab invites industrial design students to present
innovative ideas for appliances of the future. This global competition attracts creative
and lateral approaches to design challenges and has drawn thousands of entries since
its inception in 2003. The popularity of Electrolux Design Lab stems from internship and
learning opportunities awarded its finalists. For Electrolux, its dialogue and ideas are a
springboard to think beyond current solutions to addressing challenges consumers face
tomorrow. That’s where Electrolux want to go. The company see sustainable design’s
future as a culmination of what consumers see on the surface of a product, and how
the product enables them to make a change for the better. That’s the conversation that
9 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
designers
must
foster
(http://group.electrolux.com/en/category/sustainability)
with
Block 1, 2011` users.
Electrolux sustainability leader in Durable Household Products industry
according to 2010 Dow Jones Sustainability Index
In the review of the prestigious Dow Jones Sustainability World Index (DJSI World)
announced today, Electrolux is named Durable Household Products industry leader. The
DJSI World includes the 10% best-in-class economic, environmental and social
performers among the world’s 2,500 largest companies. Focusing on sustainability
provides business opportunities for Electrolux. Four areas are prioritized:
•
•
•
•
A principled business – Electrolux foundation “respect and diversity,” ”ethics and
integrity” and “safety and sustainability” are principles of conduct for all
employees.
Climate challenge – By continuing to develop climate-smart products, raise
consumer awareness and increase its own energy efficiency, Electrolux strives to
reduce the carbon footprint of its products and business operations.
Responsible sourcing – Electrolux extends its standards of conduct throughout
the supply chain.
Restructuring – Electrolux applies an open and transparent approach to decisions
that affect stakeholders during restructuring.
Additional materials on Electrolux - Factsheets
Please read these additional Factsheets on Electrolux’s website:
http://group.electrolux.com/en/fact-sheets-5017/
10 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
Block 1, 2011` Screencaps Electrolux Brand Portfolio:
http://www.electrolux.com/node658.aspx
11 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
Block 1, 2011` Electrolux’s Social Media Stratetegies
http://group.electrolux.com/en/follow-electrolux-in-social-media-6342/
http://www.facebook.com/ElectroluxAppliances?ref=search
12 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
Block 1, 2011` Social Media Strategy:
http://www.youtube.com/electrolux
13 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
Block 1, 2011` Social Media Strategy
http://twitter.com/electrolux
ht
tp://www.slideshare.net/Electrolux/electrolux-interim-report-q4-2010presentation
14 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
Block 1, 2011` Appendices: Marketing publications on Electrolux
Appendix 1: Top five home appliance companies
Top five
home
appliance
companies
Total
Media
sales (%
Lead
expenditure
agency/location market
$ millions)
share)
Quality
Familiarity Purchase
Equity
(%)
intent
1. Whirlpool
Publicis, New
York
12
7.54
84
6.883
62.3
2. General
Electric
BBDO, New York 20
14.1
7.93
85
7.6
70.6
26.1
3. Electrolux DDB, New York
7.9
5.4
6.55
41
5.6
50.1
4. LG
BBH, New York
4.5
22.3
7.39
58
7.13
63.9
5. Nortex
In-house
4.2
N/A
N/A
N/A
N/A
N/A
Source: Euromonitor International (market share for large kitchen appliances)/Nielsen
Monitor-Plus (excludes online)/EquiTrend: QxFxPI=E
15 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
Block 1, 2011` Appendix 2: Zanussi to build on Italian heritage
Source: Marketing Week, 12 May 2010 | By Joe Fernandez
Zanussi, the electricals brand owned by Electrolux, is revamping its branding in a bid to
showcase its Italian roots and make consumers reassess its products.
The brand says it has invested heavily in creating a new logo and
strapline “la vita è bella” or “life is beautiful” in English. Its marketing also features the
line “Italian since 1916” to reinforce its heritage.
Ian Banes, managing director at Electrolux Major Appliances UK, told Marketing Week:
“Zanussi has a heritage in style and design that is the envy of many, and we really want
to bring that to the fore.
“The new branding aims to really optimise the emotion and passion of our brand that
will engage and capture the imagination of our target audience of 25- to 35-year-old
females who want stylish appliances that involve minimal effort.”
Zanussi says the new branding will appeal most to people seeking authentic brands and
position Zanussi as offering “affordable appliances with Italian flair”.
The company will promote its new positioning with a consumer and trade press
campaign, created by Lowe Worldwide with media planning and buying by
ZenithOptimedia. The ads will feature the strapline “Say si to Zanussi”.
It will also rebrand its website and brochures to allow consumers to view its new
products “without complicated tables and graphs”.
Later in the year, Zanussi will carry out experiential work to showcase its brand
positioning at trade events. It claims its brand is the third most sought after in the
electrical appliances market.
http://www.marketingweek.co.uk/news/zanussi-to-build-on-italian-heritage/3013312.article
16 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
Block 1, 2011` Appendix 3: Electrolux ploughs TV and outdoor spend into
digital
Marketing Week, 11 Dec 2008. By Camille Alarcon
Electrolux, the Swedish domestic electronics company, is reducing its
television and outdoor spend by 30% next year, and is investing more in digital,
customer relationship management and experiential activity.
The shift away from traditional media is being led by Alexander Darwazeh, senior brand
director for Europe,the Middle East and Africa, who joined the company in June.
He says Electrolux currently spends 80% of its estimated £50m pan-European
marketing budget on TV and posters. Its investment in TV will be reduced to less than
40%, while it will spend a maximum of 10% on outdoor advertising.
Darwazeh says: "We'll be moving aggressively out of broadcast and billboards and into
customer relationship management (CRM), the internet and experiential."
He plans to continue investing heavily in press ads, because he believes it continues to
effectively reach its target consumers.
He adds that it is likely to maintain the same level of marketing spend next year, but
warns that this will depend on how the economic crisis unfolds.
Andy Mackay, Electrolux UK brand and marketing director, describes the launch as its
"strongest ever" and it aims to position Electrolux as the leading brand in home
appliances.
He adds that each product has been developed from a consumer insight into how to
make life easier. The Electrolux Iron Aid tumble dryer features steam cycles that help to
remove creases and folds in clothes to make ironing faster and easier. The GD range
includes both freestanding and built-in ranges.
17 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
Block 1, 2011` Appendix 3: Electrolux to back its ranges with 'strongest
ever' ad support
Marketing Week, 3 May 2007
Electrolux, the world's big-gest appliances company, is increasing its backing of
Electrolux-branded products with the launch of a new range with major advertising
support.
The Global Design (GD) Range is the first Electrolux-branded range to incorporated
products across the cooking, cooling and washing categories. It includes a number of
"iconic" products such as a tumble dryer that irons clothes and a fridge freezer with a
built-in Brita water filter.
The company is planning to invest £5m in supporting the GD range across TV and press
from early June. The Iron Aid will be supported in dedicated TV and press campaign
and the built-in range will receive the same support later in the year.
The brand is also using search and banner advertising for the first time. Mackay says
the move was prompted by research that shows that 10% of appliances are now
acquired online.
The advertising will continue using Electrolux's "Thinking of You" strapline, which
emphasises that its product design is developed with consumer insight in mind.
The company is also investing £3m in five different press campaigns to support the
AEG-Electrolux across the weekend paper supplements. The ads, which will continue to
use the strapline "Perfekt in Form und Funktion", aim to position the brand as a
premium range for people looking to make a more "considered purchase". It will also
support the brand's endorsement of its dishwashers by the UK Noise Association.
Zanussi-Electrolux will also be supported by ads in national newspapers.
http://www.marketingweek.co.uk/analysis/electrolux-to-back-its-ranges-with-strongest-ever-adsupport/2056129.article
18 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
Block 1, 2011` Appendix 5: New Campaign - Electrolux Insight
Marketing Week, 13 Apr 2006
Electrolux, the white goods brand, has launched a £5m television and press campaign
to support the brand's "Thinking of You" positioning.
Electrolux, the white goods brand, has launched £5m television
and press campaign to support the brand's "Thinking of You"
positioning.
The campaign, which has been created by Lowe Brindfors in
Sweden, will focus on the Insight range, which includes cooking,
cleaning and cooling products. The TV ads will highlight
innovations - such as a cooker with large viewing windows which aim to take the effort out of using the products. They will use the strapline/
"Insight. Better Visibility for Better Results".
The latest Electrolux positioning was launched in February, as part of a strategy aimed at
putting innovation and marketing at the heart of the company (MW February 16). Electrolux
marketing director Andy Mackay says: "The unique Insight range will lead this investment, as
we seek to develop the position of the global Electrolux brand in 2006 and the years ahead."
http://www.marketingweek.co.uk/home/new-campaign-electrolux-insight/2002184.article
19 BSB20128-M Economics and Marketing: Marketing Case Study -Electrolux
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