Acer

• Focus on strengthening service infrastructure, from the existing Bangalore center to
  other parts of India, in a phased manner.
• Create a brand image built-up through aggressive campaigning with a regional focus.
  Implement emarketing of products in India.
• Position products in the market according to size, usage, segments and technology.
  Set up assembly plants for monitors in India.
• Focus on local value-addition through customer/market feedback.
• Focus on building innovative products with built-in ‘intelligent’ features for
  the millennium.

Amkette

• Increase market share through product innovation.
• Be a niche player in the home and internet-driven markets.
• Design and develop innovative products optimized for the internet.
• Maintain and develop a loyal channel across India through relationship-building.
• Create awareness through seminars and roadshows in India.

BPL

• Move into the domestic market.
• Work with OEMs and with distributors for domestic market supply.
• Leverage on the manufacturing plant, and research and development center in India.
• Increase domestic business through shorter lead times, faster delivery and protection on
  forex fluctuations.
• Leverage on country-wide dealer penetration.
• Leverage on the new corporate identity of ‘Digital BPL’ for the millennium.
• Launch innovative models in early 2000.

Comptech Electronics

• Feed on regular clientele established over years through relationship-management.
• To give the latest product and technology available in the world to Indian customers.
• Increase OEM supplies to PC vendors.
• Maintain and build channel loyalty through innovative programs.
• Widen range of products to include HDDs, motherboards, CD-ROMs enabling increased sales
  by PC vendors.
• Tie-up with foreign partners to set up monitor assembly plants in India.

Samsung Electronics

• Manufacture and market India-specific products like the Samtron series.
• Segment the market according to size, application, buying patterns and technology.
• Focus on each customer category–home, internet, system integrators, distributors
  and corporate.
• Leverage on its strength as the world’s leading component manufacturer.
• Introduce latest technologies/products.
• Work closely with system integrators across India.
• Get direct customer feedback and analyze data collected to study buying patterns and
  trends.
• Leverage on B2B ecommerce infrastructure set up to, communicate, transact and track
  marketing and sales.
• Prepare to set up a monitor assembly plant in India.

Sony India

• To be a niche player in the monitor business and focus on high-end segments such as
  graphics, animation, process control and software development.
• Launch technologically-advanced products for the high-end market.
• Segment the market into home, SOHO, professional and graphics series and consolidate its
  share in each.
• Create theme advertising, like the ‘perfection series’, to get across to
  customers.
• Sustain a 50% annual growth.

Vintron

• Leverage on its manufacturing capabilities in India to supply large volumes.
• Add another manufacturing and assembly facility at an investment of Rs2 crore in Daman
  in 2000.
• Offer latest quality products at competitive prices.
• Build a brand through advertisements in trade magazines—projected cost Rs1
  crore—and promotional schemes for its channel partners.
• Launch website and start online ordering feature for channel partners.
  Philips
• Introduce technology products with quality and novelty.
• Create awareness programs to end-users and channels through roadshows and seminars.
• Build and strengthen a larger distribution channel across India.
• Identify future customers and address them in schools, homes and other educational
  centers.
• Strengthen its website and work on ecommerce for online transactions.
• Focus on select states and major cities for sales and marketing in a phased manner.
  HCL Peripherals
• Tieup with Korean and Taiwanese partners on contract manufacturing basis for assembly of
  color monitors in India.
• Trade in monitors of other vendors alongside its own products.
• Start a new color monitor assembly line in Pondicherry in addition to existing
  monochrome monitor plants.
• Substantially increase supply of monitors for consumption outside HCL group.
• Have a brand-building exercise in place to reach out to customers.
• Diversify into manufacture of terminals, POS screens and multi-lingual-supporting
  screens.
• Increase OEM supplies to PC vendors.

Microtek International

• To play a leading role in shifting the market from 14" to 15".
• Build awareness among customers by setting up technology demo-centers across India.
• Double its network of services across India at an investment of Rs10 crore.
• Encourage customers and channel partners with such schemes as gifts and contests.
• Offer 3-year warranties on all products and components.
• Leverage on manufacturing and assembly plants located in India to cater to large
  volumes, at the same time maintaining competitive prices.

Samtel

• To be perceived as a vertically integrated company, from TVs to monitors.
• Become a global component manufacturer in India for monitors.
• Invest Rs400 crore to start manufacture of CDT/color glass in India by year 2000 end.
• Produce large volumes for domestic and international markets.
• Capture 5% of the global market share by 2003, mainly the USA, Europe and the Far East.
• Cash in on quick delivery and lead time to vendors.
• Focus on research and development and designing of products in India.
• Aggressively get into brand building.

LG Electronics

• Proactively launch technologically advanced products.
• Have products in all segments, from casual surfer to serious CAD user.
• Design products with a futuristic requirement in mind.
• Leverage on the new corporate identity using ‘technology to make life easy’.
• Spend ‘several million dollars’ towards brand building.
• Identify and encourage channel partners as an extension of LG and install an Indian
  domain for online sales, service and support to future partners.
• To consider the possibility of setting-up a monitor manufacturing plant in India.