- 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
- 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.
- 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
- Leverage on country-wide dealer penetration.
- Leverage on the new corporate identity of ‘Digital BPL’ for the millennium.
- Launch innovative models in early 2000.
- 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.
- 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
- 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
- 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.
- 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
- Sustain a 50% annual growth.
- 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
- Offer latest quality products at competitive prices.
- Build a brand through advertisements in trade magazinesprojected cost Rs1
croreand promotional schemes for its channel partners.
- Launch website and start online ordering feature for channel partners.
- 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
- 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.
- 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
- Increase OEM supplies to PC vendors.
- 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.
- 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.
- 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.