1. How as the Electrolux vision been helpful in their sustainability?
2. Assess Electrolux's organizational structure. Does it strategically fit with its business model?
3. What does Electrolux have to offer internally in its quest for success? What opportunities and threats are in their future?
4. Will Electrolux's strategies set them apart from the competition in the long run and in the future? Explain.
This case shows consistent strategic activity by Electrolux to establish its sustainability in the marketplace from its beginning as vacuum cleaner manufacturer to being a multi-brand, multi-product household appliance provider. The main focus of the case is how Electrolux, through layoffs, production restrictions, increased competition, and external trends, has maintained its #2 ranking in appliance making. With the guiding principle of offering products and services that consumers prefer and benefit both people and the environment, Electrolux places high importance on being customer driven throughout its value chain. In doing so, Electrolux has stayed true to its founding vision, seeks to surpass Whirlpool as the world's largest manufacturer of household appliances, and aims "To be the world leader by making life easier, simpler, and more enjoyable with the help of powered appliances." While focusing on low cost, Electrolux seeks sustainability through eliminating change, sound business practices, and responsible sourcing and restructuring. Having two main product categories: consumer durables and professional products and appropriate operational structure alignment, Electrolux recognizes their internal advantages and efficiencies as well as their external obstacles and potential successes. Consequently, in their quest to move strategically forward, their planned emphasis is on lean cost and strengthening its brands?