Hans successfully streamlined the company’s plethora of 50 diff erent brand names by launching a programme to restore the company’s own brand name Electrolux. He elucidates, “Electrolux wants to be a global brand name, but it also believe in adapting technologies to suit customers in diff erent regions. We don’t live in ivory towers.” For instance, the company has top loading machines in the US and front loading machines in India & Europe. By employing best management practices, Hans was able to launch strong cost control measures, close down ineffi cient factories and shift production to locations like Latin America, Eastern Europe and Asia, where labour costs could be reduced. And today Straburg claims emphatically, “Electrolux’s cost base is second to none.”
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Source: IIPM Editorial, 2006
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative
Read more:-
Source: IIPM Editorial, 2006
An IIPM and Management Guru Prof. Arindam Chaudhuri's Initiative
Read more:-
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