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    Miele Case Study - Norhan Ayman

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    Norhan Ayman
    Miele has achieved success through high quality products resulting from significant investments in innovation, research, development and customer relationships which have built strong brand reputation and customer loyalty over time. While Miele faces increasing competition, its focus on producing long lasting, premium home appliances provides it a sustainable competitive advantage. To remain successful in the future, Miele may need to develop strategies to make some of its products more affordable and appeal to newer generations while still maintaining its reputation for quality.

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    Miele Case Study - Norhan Ayman

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    Norhan Ayman
    61 views3 pages
    Miele has achieved success through high quality products resulting from significant investments in innovation, research, development and customer relationships which have built strong brand reputation and customer loyalty over time. While Miele faces increasing competition, its focus on producing long lasting, premium home appliances provides it a sustainable competitive advantage. To remain successful in the future, Miele may need to develop strategies to make some of its products more affordable and appeal to newer generations while still maintaining its reputation for quality.

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    Miele Case Study_Norhan Ayman

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    Miele has achieved success through high quality products resulting from significant investments in innovation, research, development and customer relationships which have built strong brand reputation and customer loyalty over time. While Miele faces increasing competition, its focus on producing long lasting, premium home appliances provides it a sustainable competitive advantage. To remain successful in the future, Miele may need to develop strategies to make some of its products more affordable and appeal to newer generations while still maintaining its reputation for quality.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    61 views3 pages

    Miele Case Study - Norhan Ayman

    Uploaded by

    Norhan Ayman
    Miele has achieved success through high quality products resulting from significant investments in innovation, research, development and customer relationships which have built strong brand reputation and customer loyalty over time. While Miele faces increasing competition, its focus on producing long lasting, premium home appliances provides it a sustainable competitive advantage. To remain successful in the future, Miele may need to develop strategies to make some of its products more affordable and appeal to newer generations while still maintaining its reputation for quality.

    Copyright:

    © All Rights Reserved
    Download as PDF, TXT or read online from Scribd
    Download as pdf or txt
    of 3

    Miele Case Study, Family tradition in domestic

    partnership
    Analysis and Evaluation 2 (BMAM 52301)
    Under Supervision of: Dr. Mohamed Kesseba
    Submitted by: Norhan Ayman
    Date: 24/11/2020
    1

    1- What are the key resources/capabilities that have made Miele a successful company so far? Which
    of these are marketing assets?

    The key resources of any company include assets and capabilities. The key resources that have made Miele
    successful are a mix of tangible, intangible and organisational capabilities. In this respect, Miele can be
    analysed as a brand whose customer based assets include strong company name and reputation based on
    high-quality products resulting in customer loyalty. In other words, the fact that the company spends more
    on innovation, research, development, and customer relationship management benefits its success in the
    market.

    Internal support and supply chain assets include machines and mechanisms, buildings, and research centres
    whereas alliance-based assets establish company’s relations with all branches that take part in the
    manufacturing process making all plants that are situated outside the main area of Miele’s activity produce
    goods under the same brand.

    Strategic capabilities of Miele are based on the company’s traditions and implementation of new
    technologies in operation. Functional capabilities include Miele’s manufacturing of high-quality goods
    though they do not try to compete at a price level selling their goods at appropriate cost. Operational
    capabilities include high-end goods and plans of the company for the future.

    2- Miele are now facing more and more competition in a changing market? do their
    resources/capabilities provide them with a sustainable competitive advantage?

    Competition that takes place in the changing market has little relation to what Miele is going to achieve
    because the company is aimed at production of high-end goods that serve for long periods of time
    compared to those produced by competitors.

    In this respect, trying to compete for a price will make Miele’s products of lower quality discouraging
    loyal customers and people that wanted to buy products under this brand for their high quality from doing
    so. In other words, Miele can compete for a price but it also can sustain its position in the market which is
    unique and remain a manufacturer of high-end products, home appliances, and other equipment.

    So, in the next few years Miele have to fend off more competitors at the top end of white goods market,
    moreover, to interest new generations of increasingly cost-concious consumers. However, a well-strategic
    combination of Miele’s resources and their dynamic marketing capabilities can help them maintaining a
    sustainable competitive advantage.
    2

    3- What new resources/capabilities might they need to develop/acquire to remain successful in the
    future?

    Miele is a successful brand due to the unique niche it occupies in the global market contrasted to is
    competitors. Though some customers are ready to buy rather expensive products as investment in the future
    operation period, it is necessary to introduce changes concerning the resources spent on production of
    expensive goods.

    In other words, Miele’s target audience includes people that realise the benefits of such appliances or those
    who seek for prestigious tools (tools that are claimed to be prestigious to have produced under a definite
    brand).

    So, it is possible to reduce costs on production of ‘luxurious’ tools and make the products manufactured for
    ordinary people, that want to invest in appliances as a good method of economizing, more available in
    terms of costs.

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