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PRESENTERS: BETHANY JOHNSON SEDA CELIK JOSEPH CHIANTIA & CARISSA GALLO Management 11 Term Project.

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Presentation on theme: "PRESENTERS: BETHANY JOHNSON SEDA CELIK JOSEPH CHIANTIA & CARISSA GALLO Management 11 Term Project."— Presentation transcript:

1 PRESENTERS: BETHANY JOHNSON SEDA CELIK JOSEPH CHIANTIA & CARISSA GALLO Management 11 Term Project

2 THAT’S BECAUSE IT IS! Ever feel like the whole process of doing laundry is outdated?

3 Ever forget your laundry in the washer & then was forced to rewash it because of the mildew smell? OR were you subjected to wear wrinkled clothes because you forgot them in the dryer? Yeah…us too.

4 Well no more… What’s Involved:  Unfolding  Spot Treating  Measuring laundry detergent  Wait time for washer to finish  Wait time for dryer to finish  Folding  Etc

5 THE FIRST EVER ALL-IN-ONE LAUNDRY MACHINE THAT TAKES CARE OF YOUR LAUNDRY, FROM THE PREPARATION RIGHT DOWN TO THE FOLDING! Introducing…

6 STILL FITS INTO THE SAME SPACE YOUR OLD WASHER/DRYER WOULD. THIS WILL ENABLE EASE OF SWITCHING TO THIS PRODUCT What we envision for this Product

7 Demonstration &set=o &type=3&theater &set=o &type=3&theater

8 WHIRLPOOL CORPORATION World’s Number 1 global appliance brand Product categories include fabric care, cooking, refrigeration, dishwashers, countertop appliances, garage organization, and water filtration Also markets brands such as Maytag, Kitchen-Aid, Consul, and Jenn-air Annual sales in 2011= $19 billion Over 68,000 employees Headquarters in Benton Harbor, Michigan – but has consumer design studios in Brazil, Shanghai and Italy Brief Overview

9 Whirpool’s Commitment to Invest in America “Currently, we have more U.S. manufacturing workers than all of our major competitors combined. Of the products we make, more than 80% of what is sold in the U.S. is made in this country. Each year, Whirlpool Corporation spends more than $7.4 billion to operate its nine U.S. plants and keep its approximately 15,000 manufacturing employees at work.”

10 Environment Simple Environmental pressures ARE congruent with Whirlpool’s goals.

11 “SAVE ENERGY, SAVE MONEY, AND SAVE THE PLANET” Environment Continued

12 .... Stable- Traditionally, the major home appliance industry has been congruent with the housing market. Environment

13 Analysis Corporate and Competitive Strategy Opportunities: Eco friendly trend, smaller appliances Strengths: Innovative, no similar product, cost effective Horizontal Integration Stability Strategy Expansion Competitive Advantage Differentiation Strategy Strategy

14 Whirlpool Laundromatic Geographic Departmentalization -North America -Everywhere else Functional Departmentalization Decentralization Span of control= 6-10 employees Structure

15 Jeff M. Fettig, 55 Graduated with BS and MBA from Univ. of Indiana, Bloomington began as operations associate in worked his way through various managerial positions until 1994, when he became the Executive Vice President of Whirlpool and President of Whirlpool Europe and Asia. July became the Chairman of Board and CEO of Whirlpool Corporation. Annual Salary = over $1.3 million Because he has been with Whirlpool for over two decades and has been through all levels of the company, Fettig has the experience and qualities to lead a company who is dedicated to positively changing the lives of their consumers – he is a TRANSFORMATIONAL leader Leadership

16 FOCUSES MORE ON THE MEANS AND INTERNAL FUNCTIONING Culture

17 “Respect, Integrity, Diversity and Inclusion, Teamwork, and “Spirit of Winning” are Whirlpool’s core values that shape the company’s culture.”

18 Human Resource Management

19 Diversity is a key factor in recruiting and retaining the talent needed to remain competitive in a competitive global marketplace. Whirlpools Statement on Diversity Representation

20 Management at Whirlpool set out to differentiate their products through innovation. At Whirlpool they want superior quality and faster cost reduction, plus innovation—all at once! Whirlpool believes that you can dramatically raise the innovation potential of just about anyone.

21 Whirlpool’s dedication to Professional Development In the classroom, employees are instructed in new tools and approaches that develop innovative consumer solutions. After their coursework, employees engage in activities that enable them to apply what they learned to one of the many innovation projects at Whirlpool. Whirlpool Corporation provides five levels of training to employees as part of its “leading the Whirlpool enterprise” (LWE) training that are targeted to the employee’s management level. The courses focus on developing individual leadership capabilities and skills to help transform the company into a customer- focused enterprise. More than 10,000 employees worldwide have completed the courses.

22 Continued Whirlpool Corporation has an educational reimbursement program that is designed to reimburse eligible U.S. employees for costs associated with obtaining undergraduate and graduate degrees. Whirlpool Corporation offers the opportunity for employees in the United States and Canada to earn an associate or bachelor’s degree on- site with no up-front out-of-pocket expense. More than 400 employees have or are pursuing degrees.

23 Whirlpools goal: “Innovation from everywhere and everyone.” To quote Dave Binkley, the senior vice president of global human resources for Whirpool Corp, “projects do fail; people don’t fail.”

24 & REMEMBER… Thus concluding why we chose Whirlpool as our parent company

25

26 References Whirpool Corporation Website, Retrieved from: oyees/default.aspx


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