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.
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.