Vendor Strategies

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.
  
  

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.