Company Analysis: Dyson Hair Dryer

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Table of Contents

Introduction
Customers and Value for Customers
Competition
Costs
Mission and Strategy
Conclusion
References

Introduction

Dyson’s constant focus on research, design, and technology has changed the consumer market and sparked worldwide rivalry in the appliance industry. From vacuum cleaners to hair dryers to hand dryers, Dyson has dominated the home appliance industry since it was founded by James Dyson in 1991. Dyson has a long history of technical and design innovation. New Dyson cordless vacuum cleaners are being promoted in this extensive marketing campaign, which is designed to achieve record sales growth and worldwide expansion. Marketing growth, budget estimates, and promotion plans are all part of these strategies.

Customers and Value for Customers

A new cordless vacuum cleaner should be launched for dual-income, tech-savvy households based on this data. Dyson must take advantage of the rising market for household appliances. Sales and competitiveness have increased globally as a result of the market’s expansion. With this launch, Dyson has the chance to aggressively price the vacuum cleaner at USD 749.99 and sell over 500,000 units this year in each of the 65 countries in which Dyson has already established itself in its first year of existence (Alfian, 2021). Achievable goals for Dyson include expanding market share by 5 percent to 10 percent to become the most dominant conglomerate in the home appliance industry due to greater press coverage and brand familiarity. Sales growth and technology developments are two of the primary causes of greater rivalry, as shown by competitive analysis. Internet-connected gadgets for the house are being developed by Google, Amazon, Samsung, and other large technology companies. Increased demand and higher selling prices have been driven by advances in technological development and design.

Price sensitivity can help you understand the value you’re creating by assessing your customer’s willingness to pay. Price adjustments transfer value from a marketing notion into a quantitative number. A product’s price can help you decide whether your product development efforts add value. Price sensitivity is not the same as pricing strategy. Positioning, packaging, and price all play a role in the success of your strategy.

In this part, the company’s purpose and the product’s vision are laid forth. This talk lays out the product’s long- and short-term objectives. Dyson has a long history of technical and design innovation. To become a worldwide home appliance market leader, the firm has to rethink its product concept. It is Dyson’s long history in the market and investment in cutting-edge technology that gives the company a competitive advantage. Dyson has a lot of room to grow because of the company’s reputation for investing in cutting-edge technologies to dominate. In 2022, the market for household appliances is expected to generate $590 billion in revenue (Statista, 2018). Technological giants are taking an interest in expanding appliance sectors. There is a shift in the market toward smarter items that make life easier.

Competition

To successfully analyze price sensitivity, you must first understand your target market and client personas. To achieve the best price for your goods, you’ll need to know what your target market thinks. Some consumers are willing to pay much more for a product or service. As a result, you must examine the price sensitivity of each market segment independently rather than using a non-representative average of all segments. The price sensitivity of the consumer base can be used to estimate sales volume changes. After identifying your target market, you must choose a strategy beyond simply asking people how much they would pay for the product. To get through this conceptual hurdle, academics have invented techniques. Price sensitivity is measured using the Van Westendorp and price laddering methods.

Quality and taste are becoming more essential to American middle-market shoppers. The 47 million middle-market households are more educated and traveled than ever before. Their willingness to pay 20% to 2000% premiums is a testament to the quality of the goods they want to get into the mainstream middle market (Alfian, 2021). Even if they address basic needs, these items feed consumers’ aspirations for a better life. We term them new-luxury things. These new luxury goods may create big volumes for the first time, despite their high prices. As buyers become choosier, the new-luxury goods categories tend to become more polarized. Consumers prefer high-end products in critical areas, but less so in less important categories. As a result, people’s spending habits do not always reflect their wealth.

Costs

Different groups of customers pay different prices for the same commodity. Consumers benefit from lower prices and incentives for choosing less popular services, while businesses profit from decreased expenses and the ability to survive. It keeps a company out of bankruptcy. In some cases, a corporation cannot profit at a single price. It is constant because average costs exceed demand. An affordable lifestyle helps some. Companies are compelled to cut prices for price-sensitive clients, a practice known as price discrimination. Student discounts of up to 10% are frequent. Student demand is more flexible due to lower discretionary income. As a result, they save money.

Avoid clogs at all costs; demand can be controlled by price discrimination. If there were no price discrimination, the trains would be filled. Customers on a tight budget may be able to save money. Offering discounts to clients who collect coupons is one form of indirect pricing. Investment. Price discrimination can boost profitability. It may allow the corporation to invest in extra capacity.

Consumers go through several phases before making a purchase. Many factors influence the outcome of the purchase. Even though the decision-making process appears to be quite typical, no two people make the same conclusions. We can influence some people’s views and behaviors, but not all. These factors influence all customer actions and choices. The extent of consumer involvement in the purchasing process and the market possibilities are both called “Situational Factors.” Personal characteristics include age, stage of life, financial status, and personality type. These elements relate to a person’s desire to learn, socialize, and view the world. Social factors include culture, social class, family, and peer groups. The $399 Dyson hairdryer is more expensive than its competitors. Other upscale dryers can cost between $150 and $200 (Kim et al., 2021). Dyson’s perceived value is higher due to its lower cost. Due to the exorbitant price, many buyers will not purchase these goods. Those who can afford it will consider it well spent.

Mission and Strategy

The company’s excellent business concept has led to great success. To improve products, the company embraces innovation. Dyson uses lean manufacturing to cut waste and improve product quality. Dyson uses a variety of strong methods to ensure high-quality goods. Dyson’s final goods can match client needs. But the company has some cost disadvantages, such as Suppliers’ Power, where stakeholders have less negotiation leverage. It is the scenario because suppliers must focus on client needs. Buyers’ power Customers have several options due to the industry’s availability of suppliers. Dyson can keep prices low and improve product quality with that much power.

Dyson’s vacuum market success is good for the company and they want to attract new customers, produce cutting-edge items, and satisfy existing ones. However, the company’s industry progress continues to be hampered. A lack of qualified employees hinders R&D strategy. The worldwide technological revolution has harmed the company’s competitiveness. Modernizing technology is pricey. Also, this technology is continually improving. Businesses that want to stay competitive must always incorporate new technology. This technique risks financial and human capital resources.

The V11 Dyson vacuum costs between $250 and $700, with prior models costing around the middle. Our top-scoring Shark stick vacs cost between $300 and $450. Many of our recommended vacuums are around $200 (Castillo et al., 2019). Dyson’s goods have always been more expensive. A profit is necessary to cover Dyson’s development expenditures and break-even production costs. Dyson’s high-tech features and early acceptance attract clients seeking the greatest quality and being prepared to pay more. The new product will cost $600, comparable to recently announced high-end cordless vacuums. The valuation includes estimated R&D, production, and marketing costs. Break-even in the first year is now possible.

Conclusion

Various consumers and applications were considered when determining the price point. A client survey or a short test run could help executives revise pricing before releasing the product. Dyson can remain competitive by focusing on client value rather than price. Dyson will keep charging a $600 premium to underline its revolutionary value (Castillo et al., 2019). A decade-long Dyson premium appliance positioning strategy. Precisely because of its innovative technological design and brand value. Despite this, the current economic climate and industry forecasts support the strategy. It will allow the company to flourish. Using the hair dryer without any attachments, it blasts like a sonic boom. Indeed, several testers said that the Supersonic helped them to dry their hair more quickly than previously. While one may be able to get away with using the hair dryer this way for a rough dry, the nozzle extensions worked brilliantly.

References

Alfian, A. F. (2021). Technology Entrepreneurship Project (ENT 600): Dyson Ltd.

Castillo, L., Cortés, D., & Balderrama, C. (2019). Design Process: The Importance of Its Implementation. In International Conference on Human Systems Engineering and Design: Future Trends and Applications (pp. 53-58). Springer, Cham.

Huang, I. Y., & Hsiao, S. W. (2019). Application of Synchronous Design Strategy in Designing Travel Hair Dryers. In 2019 International Conference on Organizational Innovation (ICOI 2019) (pp. 728-734). Atlantis Press.

Kim, J., Jeong, B., & Kim, D. (2021). Is Innovation Design-or Technology-Driven? Dyson. In Patent Analytics (pp. 117-126). Springer, Singapore.

Zhongming, Z., Wangqiang, Z., & Wei, L. (2018). Dyson to build electric cars in Singapore, aiming at China.

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