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Case Analysis:
Stihl Incorporated Group 5
ROHIT NATH | GAURAV PATANGE | MANGESH PATIL MAHTAAB KAJLA | SACHIN KUMAR
Product line
Primary focus in outdoor power equipment and handheld outdoor tools Included both lightweight, simplified consumer versions as well as heavier, powerful versions for logging companies, landscapers etc.
Culture
Cooperative and desirable working for both employees and distributors
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Distributors
Two-step distribution channel- 1st step was the large wholesale distributors and 2nd step was the independent retail dealers 12 geographically separate wholesale distributors. 6 of them centrally owned by Stihl 8000 independent retailers of which 55% represented Stihl exclusively Number of exclusive Stihl retailers were increasing gradually due to added benefits provided by the company Extremely healthy relationship with the distributors
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Historically bought mainly by males. However, in recent times womens influence over purchasing decision as well as use of the product is increasingly rapidly
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Other rivals include Black & Decker, Briggs & Stratton, Club Cadet, Homelite, Honda, Makita, McCulloch, Poulan, Remington, Ryobi, Toro, Troy-Bilt, Weed Eater and Weed Whacker Black & Decker produced only electrics whereas Remington specialized in light weight battery powered equipment Briggs and Stratton made small engines for lawn mowers and other equipment. Adopted a multi-channel approach and were keen to sell to home centers Honda was a minor contributor to handheld outdoor power equipment but are not to be taken for granted because of their technical prowess Techtronic owned brands like Homelite, AEG, Dirt Devil, Hoover, Ryobi etc. Homelite supplied to home depot since mid- 1990s. It had its manufacturing plant in China and had competence in making superior fast line changeovers
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Problem Identification
Should Stihl Inc. continue with the existing channel strategy or redesign it to stay relevant and appeal to tomorrow's consumers
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Hardware Stores
Opportunities Greater bargaining power for procurement function due to cooperatives Providing High profitability to store owners; hence better bargaining power
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Opportunities Channel appealing to Gen Y (Exhibit 8) Recession led financial distress of distributor can give manufacturer better bargaining power
Threats Over focus on price cutting leading to substandard products Easily affected by recession
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Mass Merchant
Opportunities Channel appealing to Gen Y (Exhibit 8) Better opportunity to stabilize sales as distributor is less prone to be affected by recession as it stocked general merchandise as well
Threats Wal-Mart Undercutting sales margin Brand erosion due to price competition with low quality products Sears 1st preference to Craftsman
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Threats Threat from mass merchants& other big retailers Change in consumer shopping patterns
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Online Retailers
Threats Increase in online shopping might make existing store network redundant
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Benefits
Exclusivity of brand
High customer service satisfaction Easy control on product quality High on relationship variables thus giving high performance (exhibit 2 & 3)
Conclusion: Existing channel strategy seems to be inefficient for the future and Stihl can face serious challenge in next 3 to 5 years as Gen Y starts playing greater role
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Pitfalls
Forces of Change
Proliferation of customer needs
Gen X (age group 35-54) customers are getting more inclined towards DIY (exhibit 8a) Gen Y (age group 18-34) customers are undertaking more DIY projects than average population (exhibit 8b) Gen Y enjoy all projects and more willing to take professional help than Gen X (exhibit 8c, 8e, 8g)
Multi-channel Strategy
STIHL
Full-service/customized specialty products Mostly attractive to Gen X (Cash cow market)
Low cost/wide range of standard products Mostly attractive to Gen Y (future star market)
Online Retailers
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Questions?
Thank You
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