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Sales strategies of the Dyson company: the leader in the electric household appliances

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case study
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12 pages
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  1. Introduction
  2. Dyson Adventure
    1. History and evolution of society
    2. Key
    3. Product
  3. The external market
    1. The model Pestel
    2. The five forces Porter
  4. The internal market
    1. Value Chains
    2. Strategic resources
    3. The ProDesign
    4. The BtoB market
    5. From a strategy of specialization in a strategy of differentiation from the top
  5. The SWOT
    1. Analysis of opportunities and threats of Dyson
    2. Analysis of strengths and weaknesses of Dyson
  6. Conclusion

Founded in 1992, Dyson is currently the appliance brand that is most sold in England and America. Its headquarters is located in Malmesbury, in the United Kingdom.

Since its origin, Dyson's goal has been to constantly improve the products of everyday life. Known for the longevity of its vacuum cleaners, Dyson drives innovation even further, with a philosophy of continuous improvement.

Dyson's first original design was the invention of a revolutionary process, the bag-less vacuum cleaner. With a turnover of 720 million in 2007, Dyson emerged as the leading home appliance in vacuum cleaners.

Indeed, it was in 1984 that James Dyson started selling the first bag-less vacuum cleaner. With its success, he ceased to innovate, and also moved on to washing machines and more recently, into the dryer segment.

How can one explain the career that Dyson had designed from scratch? How is the corporate strategy of Dyson effective?

Over the years, Dyson has been rewarded many times, as it is a brand known and recognized for its design, so the company has won many awards such as the European design award, the price of American Industrial design, the Prince Philip designers prices etc. Some of the old and obsolete products are also visible in museums like the Museum of Design in Lisbon, the Victoria & Albert Museum in London

Dyson is located in countries where the political environment is stable. In addition, trade liberalization encourages the commercialization of Dyson products in the world. The economic crisis certainly causes a decrease in purchasing power, however, Dyson products are aimed at an affluent audience, given the prices charged by the company. The crisis has very little impact on group sales.

Today consumers attach more importance to the design of the products they buy. There is also a change in attitudes of consumers, eager to protect the environment without sacrificing efficiency. So Dyson meets this requirement. With the development of ICT, Dyson is accessible to everyone through its website.

Now is the time to protect the environment, companies must pay attention to waste recycling, pollution. That's why Dyson uses recycled plastic to manufacture its products and uses no bag for vacuum cleaners, so no pollution in the disposal bags. Unlike a singer who owns the song he writes, an inventor must pay substantial sums each year to renew his patents. Dyson has filed a patent a day.

Dyson by its constant innovation has become the market leader in home appliances in many countries. Its strategy of differentiation from the top and its diversification strategy allows the company to reach a much wider target.

Tags: Dyson, leader in electrical household appliances, sales strategy

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