Competitive Structure of Market for Search Based Advertising

Whirlpool s Future Won t Fade The appliance giant s CEO, Jeff Fettig, has a favorite word: innovation. His company has used it to set earnings records and build a cutting-edge brand These days, Jeff Fettig is getting the glory. Since mid-2004, Fettig has been chairman and chief executive of Whirlpool (WHR ), which as the world s No. 1 maker of big-ticket appliances, has set records for sales and earnings. The housing boom in the U.S. certainly has helped. But the real numbers booster, says Fettig, is innovation. Thanks to new products, Whirlpool not only has logged outsized growth in demand; it has been able to command higher and higher prices (see BW Online, 4/27/06, Whirlpool: Fabulous by Design). In 2005, the Benton†¦show more content†¦From 1997 to 2002, our aggregated growth rate was a negative 3.4%. From 2002 through 2005, we ve turned that from a minus 3.4% to plus 5%. Could you highlight an example or two of when you had to adjust your strategy as you discovered things weren t working as you had planned? Our first year, 1999, was all about learning. We knew what we needed to do; we just didn t know how to do it. We pulled 75 people out of their full-time jobs from vice-presidents to directors to secretaries to blue collars on the assembly line. We put them in three different innovation teams around the world. And for the first year, their job was to start innovating. I would say we had success with that. There s incredible power in putting together diverse people to come up with great business ideas. We learned tons. But when we got to the end of that, we really started hitting a roadblock. This was the Internet bubble era. And most people wanted to go completely outside of our box; they wanted to start an Internet company. We had our first breakthrough. We said this is great, we don t want to overcontrol this, but we need to bound it. So we made this very simple fundamental decision: You could work on anything you want, but it has to be within the scope of our brands. It brought a boundary to our people. I d say we had the next breakthrough, in late 2002 and going into 2003. We were still treating innovation as something separate. It needed to be something we do every day.Show MoreRelatedEssay about Google Case1636 Words   |  7 Pages1. Discuss competition in the search industry. Which of the five competitive forces seem strongest? Weakest? What is your assessment of overall industry attractiveness? Search engine industry is built on search and also advertising. It seems like there are only five major competitors in this industry competing with Google. I think the competition is tight because most of them are target the same market and conducting the similar business and technologies. 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