Gorenje's reputation is witnessed by numerous prestigious international awards including the Red Dot

Design Award; Plus X AwardTM; Grner Stecker prize; Get Connected Product of the Year Award;
Product Innovation Award; Trusted Brand; Superbrands; Icograda Excellence Design Award; ICSID
Excellence Design Award; and Innovation of the year; to name but a few.

Efforts in ensuring product quality and safety standards have also secured the company the prestigious
Emirates Quality Mark (EQM).

Time saving,durabale,quality,simple to use,innovatie, RELIABLE. REPEATABLE. SIMPLE.

improving customer satisfaction and living up to the expectations of the shareholders, employees, and
other stakeholders, in a socially accountable manner.

Operating profit (EBIT) at the level of at least 5 - 6 % margin; Value added per employee of at least
EUR 40 thousand; Achieving higher basic financial ratios than competitor average; A positive
economic profit (premium above weighted average cost of capital).

products (covering all price segments, establishing powerful product management, optimizing
product platforms and codes, further development of complementary and supplementary program,
product quality must follow the design story), distribution (Intensify cooperation with international
retail chains and the entry into kitchen studios, making use of the internet as a sales channel and
development of new markets), pricing policy (Increasing the average price index in Western and
Eastern European countries, increasing the value market share in Western and Eastern European
countries) and promotion (different sales stories by markets relative to market share and brand
position, key differentiators - design, innovation and technological competency, comprehensive
service for the retailers, quality after sales services).

Corporate dominant branding

A few of the companies studied had a very simple brand structure based on the
corporate name, as for example, Shell, Philips, Apple, Nike, etc. In general, these
were business-to-business organizations with a heavy emphasis on corporate
branding, or a relatively narrow and coherent product line. Other cases included
consumer goods companies focused on a global target segment such as Nike or
Benneton. Their prime objective was to establish a strong global identity for the
brand rather than respond to local market conditions. In some instances, the
corporate logo and visual identification (Apple and Nike) played a major role in
identifying the brand and defining brand image worldwide.

Product-dominant branding
Other companies as, for example, P&G, or Best Foods used a product dominant
strategy. This strategy was common among U.S. firms who had expanded
internationally by leveraging "power" brands, as, for example, P&G with brands
such as Camay, or Pampers. Firms with domestic product dominant structures, that
had expanded by acquiring national companies often acquired a substantial number
of national and local product brands, in addition to their own global and regional
product brands. Best Foods, for example, has several international product brands
such as Hellmans, Knorr, etc., as well as national product brands such as Pfanni
potatoes.

A few international companies, though this seemed to be rare, had structures

consisting almost exclusively of national product brands. Often these were well-
established traditional brand names known for their quality and reliability. For
example, Akzo Nobel owns brands such as Diamond Salt in the US and Sikkens'
paint brand in Europe. Products were tailored to local preferences and product
innovation was relatively low. Since customer preferences were highly localized
with few links across national boundaries, management saw few potential
synergies from harmonizing brands across borders.

Hybrid branding strategies

A number of companies had hybrid brand structures with a combination of

corporate and product brands. Coca-Cola, for example uses the Coca-Cola name on
its cola brand worldwide, with product variants such as Cherry Coke, Coke Lite or
Diet Coke or caffeine free Coke in some, but not all countries. In addition, Coca-
Cola has a number of local or regional soft drink brands, such as Lilt in various
fruit flavors in the U.K., TabXtra, a sugar-free cola drink in Scandinavia, and
Cappy, a fruit drink in East Europe and Turkey.

In other cases, companies used the corporate name for some product businesses,
but not on others. Mars, for example, used the Mars name on its ice-cream, soft
drink and confectionery lines, but used the Pedigree house brand for pet food. This
was intended to create separate and distinct images for the confectionery and pet
food businesses. Similarly, Danone used the Dannon/Danone name on yogurt
worldwide, on bottled water in the US and on cookies in Eastern Europe. Danone
also owns the Lu and Jacob brands which are used on biscuits in Europe and the
US, and three other bottled water brands, Evian, sold worldwide, Volvic and Badoit
only sold in France, as well as Kronenbourg and Kanterbrau beers, and Vivagel and
Marie frozen foods in Europe.

Other companies had different brand architecture for different product divisions.
For example, Unilever has a global brand architecture in its personal products
division. The yellow fats division consists mostly of local brands with some
harmonization in positioning or brand name across countries, while the ice-cream
division had a combination of local and global product brands such as Magnum,
Cornetto and Solero. These are endorsed by a country or regional house brands
such as Walls and Algida, and all shared a common logo worldwide.

It has been ten years since Slovenia first took part in the Trusted Brand research - one of
the most extensive European consumer researches and Gorenje won the cherished title of
the most trusted home appliance brand in Slovenia for the 10th consecutive time.

The following are examples of environmental information that is being tracked and
integrated into brand management tracking systems and models:

Competitive product information

Consumer lifestyles

Local psychographic information

Local cultural trends

Socio-economic factors

The following are examples of sources of environmental information:

The media and the press

The sales force

Consumers

Trade associations and industry colleagues

Rumors

Local demographic information

The following are the benefits of tracking environmental information and integrating
the information into the brand management process and systems:

The firm is able to address the changing psychology of the consumer, which is
often driven by emotions and reactions to the local environment.
 Consumers need brands that are compatible with their changing lifestyles,
which are driven by their external environment.

Integration of environmental trends into the brand management process

enables companies to take an inside-out perspective into their brand
management process and systems.

Integration of environmental information enables brand leaders to determine

the degree of control they have over the positioning of their brands in their
three-dimensional models.