Although Electrolux adheres to the business philosophy of "no latecomers in the market" and is full of confidence in entering the home appliance market in China, the timing of its entry is not optimistic. In the early 1990s, the competition in China household appliances market was fierce. As far as refrigerators are concerned, there are 1 1985 refrigerator manufacturers in China. By the early 1990s, there were only over 50 joint ventures, and even some joint ventures were doomed to be eliminated. However, all this can't stop Electrolux from catching up. It thinks that China is the largest home appliance market in the world. When foreign brands enter the China market, they are faced with not only the localization of products, but also the localization of marketing strategies. Electrolux grasped these two points well. In the late 1990s, China's refrigerator production capacity has reached 23 million units, and the actual output has reached more than 10 million units, while the market demand is only 8 million units. And because the refrigerator market is basically mature, consumers have a high awareness of the brand. The market share of Haier, Rong Sheng, Meiling and Xinfei reached 7 1.9%. Facing this powerful competitor, Electrolux has carefully designed a marketing strategy suitable for families according to the characteristics and product styles of its target consumer groups, and entered every family in China with the "silent refrigerator" as the breakthrough point.

Electrolux put forward that "the noise of the refrigerator is not a day or two, but ten or fifteen years ..." "It's so good that you can live together for a lifetime, and it's so quiet that you can't notice it day and night." This kind of people-friendly marketing language not only makes China consumers feel warm and sincere, but also recognizes the brand image and product image-"silence" is Electrolux's personality and style. At the end of 1990s, the market share of refrigerators in China continued to focus on well-known brands, but the market for non-branded goods further shrank. As a leader in the refrigerator industry, Haier has a market share of over 30% and is one of Electrolux's main competitors to expand the refrigerator market in China. But at the same time, Haier's rich marketing experience, after-sales service experience, brand image expansion strategy and sales network construction experience accumulated in the fierce market fighting are undoubtedly the most effective, convenient and influential enlightenment for Electrolux to implement localized marketing in China.

1At the national distribution conference held in Haikou in February, 1998, Electrolux solemnly put forward the slogan of learning from Haier, which immediately caused an uproar in the industrial and commercial circles. An international home appliance giant with annual sales of $65.438+0.47 billion learned from China brands with sales of only 5%, which caused a strong sensation effect and made domestic business circles sit up and take notice. According to the statistics of Beijing China Enterprise Market Research Center, 1998, Electrolux's advertising expenses were only13 of that of Haier and Rong Sheng, and mainly concentrated in Beijing and Shanghai and big cities in Northeast China, East China and South China. High-income families in key cities are the established target consumer groups in Electrolux.

Electrolux often makes amazing moves in propaganda content. Last year, combined with its own after-sales service marketing strategy, Electrolux launched a promise of "one year for replacement and ten years for repair" in the media. At that time, the domestic home appliance industry was in an uproar, and the brand awareness increased greatly.

With its strong brand effect, Electrolux has launched various promotional activities, but showing affection is still its main purpose.