PHILIPS - Job Atlas 2008

The Job Atlas is a publication of:
Philips Electronics Nederland B.V.
HRN/Job Grading
P.O. Box 80003
5621 JZ Eindhoven

Every year in January a new version of the Job Atlas is released.
The Job Atlas is also available at: www.hrn.philips.com/jobgrading
www.hrn.philips.com/fuwa

The Job Profiles and Matrices of Discriminating Factors (MDF) describe the jobs in
generic terms. The mentioned grades are tentative. For the final evaluation of a
certain job, specific information must be provided by means of the Job
Questionnaire, which can be found on our website.

Company Confidential
All rights strictly reserved.
Reproduction or issue to third parties in any form whatsoever is not permitted without
written authority from the proprietor.

ACKNOWLEDGEMENT

The development of the Job Atlas began a number of years ago and has encompassed a
large number of separate projects. Each of the job areas to be distinguished had to be
charted, and it was important that all Sectors were able to make a clear contribution.
This gradually gave rise to a Philips-wide project which involved a great many specialists,
Managers and Personnel Officers.
For some of the job areas, such as Finance, IT and Supply Management, assistance was
available from global councils within these job areas. For other job areas ad hoc
committees were set up, consisting of the managers in charge of a substantial part of the
relevant job area.
The information obtained via these platforms was then placed in a job matrix to create
an up-to-date subdivision of the job area in question. Within this, job families were then
defined that were recognisable for all of the organisational units concerned. Following
this, these job families were defined in greater detail using Matrices of Discriminatory
Factors (MDFs) and generic job profiles. The latter part in particular is a very labour-
intensive process which would not have been possible without the input from all of the
organisational units.

We would therefore like to take this opportunity to thank all those who have had a part
in setting up the Job Atlas for their enthusiasm, their comments and their suggestions.
Without their hard work and commitment it would not have been possible to develop
the Job Atlas.

Hans Aerts Hugo Bakermans Peter Beekman Cees Beemer Jos van Benthem
Piet Bertrams Joop Bobbink Rob Bombeeck L.V.M. van Bommel Iemke Boorsma
Remi Bourgonjon Jan Braat André van den Broek Ingrid van den Camp Ton
Caspers Eugène Cloin Marin Cocu Hans Damsteegt Fred van Dijk Hans
Dijkman Ton Domen Henk Dopper Laura Doyle Jos Ducheine Virma Durinck-
Lourens Peter van Eekelen Eric van Esch Frank Frijns Harrie van Gerven Dimf
van Gerwen Alfred van Gils Gerard van Gorkum Jos Le Gros Bart de Haan Ed
de Haas Anita Hammer Han Heijboer Henk Heijnen Mark Heller Hans Hemels
John Hendriks Karel Heylen Marc Houtvast Gerrit Houwen Cor van IJzendoorn
Edyta Jakubek Jos Jansen Wil Jansen Maurice Jeurissen Michiel de Jong Hans
Josiassen Gerard de Keijzer Wim Kemps Frank Klaassen Anita Klaver Jacob
Kooistra Henk Krekels Jan Kwinten Heidy de Laet Jeroen Langevoort Jolanda
Leenhouts Adri Liefkens Jan do Livramento Bart Logghe Henk van der Loo Paul
Lugard Thomas Mau Anton Meijer Gijs von Morgen Pieter Mulders Roland
Notermans Herman Olde Bolhaar Wim Pasman Laura Pensotti Arie Piet Martin
Plate Erik van der Post Astrid Pourchez-Schuil Frits van Rappard Jaco Redegeld
Cees Reynhout Hans Rietbergen Rob Rijckaert Joop Rijsterborgh Henk Sangen
Renee Schlink Joop Scholing Dick Schoneveld Jurgen Schreppers Gerard
Smeding Bas Spanjer Alphons Spierings Bert Thurlings Jef van Tilburg Jan Trienen
Robert Timmerman Wim Vaatstra Niko Veenstra Piet Verheijden Agathe
Verstraten Menno Vlietstra Gert Voerman Sharon Voeten Vico van der Voort
Daan Vossebeld Alfred Vreuls Sjors de Vries Karin Wevers Marc de Wind
Brian Yoon Hans van Zonneveld

Philips Job Grading, January 2008

TABLE OF CONTENTS

� Acknowledgement
� Foreword
� Introduction Job Evaluation Method
Appendix I: Definition of Organizational Levels
Appendix II: How to use the Job Atlas
Appendix III: Translation table
� Job Family Survey

1. GENERAL MANAGEMENT
� Introduction

2. MARKETING & SALES

� Introduction
� Positioning of the commercial jobs
� Explanation of the Job Framework
� Overview job families
� International Job Framework map

2.1. Commercial Management
� Introduction

2.2. Upstream Marketing
� Introduction Upstream Marketing
� Profile Product Strategy & Marketing
� MDF Product Strategy & Marketing
� Profile New Business Development
� MDF New Business Development

2.3. Marketing Support
� Introduction Marketing Support
� Profile Market Intelligence
� MDF Market Intelligence
� Profile Marketing Communications
� MDF Marketing Communications

2.4. Downstream Marketing
� Introduction Downstream Marketing
� Profile Business Management
� MDF Business Management


� Profile Trade Marketing
� MDF Trade Marketing
� Profile Category Management
� MDF Category Management
� Profile Field Marketing
� MDF Field Marketing

2.5. Sales
� Introduction Sales
� General Profile Key Account Management
� MDF Retail Key Account Management
� MDF OEM Key Account Management
� MDF Retail Sales

2.6. Customer Services
� Introduction Customer Services
� Profile Technical Service Professional Equipment
� MDF Technical Service Professional Equipment
� Profile Application Support
� MDF Application Support

3. INDUSTRY

� Introduction
� Manufacturing Grid grades 15 – 45
� Manufacturing Grid grades 50 – 90
� Grid Career paths in Manufacturing 15-45

3.1. Management
� Introduction Management
� MDF Manufacturing Manager
� Profile Manufacturing Manager

3.2. Engineering
� Introduction Engineering
� MDF Industrial Engineer

3.3. Technical Support
� Introduction Technical Support
� MDF Maintenance Worker
� Profile Maintenance Worker


3.4. Production Worker
� Introduction Production Worker
� MDF Machine Operator
� Profile Machine Operator
� MDF Process Operator
� MDF Assembly Worker
� Profile Assembly Worker
� MDF Fitter (E)
� Profile Fitter
� MDF Tester
� Profile Tester
� MDF Skilled Workers Mechanical Technology

3.5. General Support
� Introduction General Support

4. RESEARCH & DEVELOPMENT

� Introduction
� Overview Job Families
� Benchmark Grid R&D
� Glossary of relevant terms

4.1. Management
� Introduction R&D Management
� MDF R&D Management
� Profile Manager
� Profile Team Leader
� Introduction R&D Project Management
� MDF R&D Project Management
� Profile Project Manager
� Profile Project Leader

4.2. Architecture
� Introduction Architecture
� MDF Technical Architecture
� Profile System Architect
� Profile Architect
� MDF Requirements Engineering
� Profile Requirements Engineer


4.3. Technical Specialism
� Introduction Technical Specialism
� MDF Design
� Profile Designer
� Profile Technical Specialist
� MDF Research
� MDF Technology
� Profile Technologist
� MDF Design of PCB Lay-outs
� MDF Test Engineering
� Profile SW Test Engineer

4.4. Support and others
� Profile SQA Engineer
� Profile SPI Coordinator
� Profile Configuration Manager
� Profile SDE Specialist

5. INFORMATION TECHNOLOGY

� Introduction
� Differentiating Factors Table

5.1. Management
� Profile IT Management
� MDF IT Management
� Profile Project Management
� MDF Project Management
� Profile RCS Management
� MDF RCS Management

5.2. Business Processes
� Profile Business Consultancy
� MDF Business Consultancy
� Profile Data Management
� MDF Data Management
� Profile IT Demand Management
� MDF IT Demand Management


5.3. Information Systems
� Profile Competence Centre Management
� MDF Competence Centre Management
� Profile IT Specialists
� MDF IT Specialists

5.4. Infrastructure
� Profile Infrastructure Management
� MDF Infrastructure Management
� Profile Technical Specialists
� MDF Technical Specialists
� Profile Solution Delivery Management
� MDF Solution Delivery Management

5.5. Operations Services
� Profile Shared Services Management
� MDF Shared Services Management
� Profile Service Management
� MDF Service Management

6. LOGISTICS

� Introduction
� Grid Logistics 15 – 45
� Grid Logistics 50 – 90

6.1. Management
� Introduction Logistics Management
� MDF Logistics Management

6.2. Materials Management
� Introduction Materials Management
� Introduction Order Clerks/Order Controllers job family
� MDF Order Clerks/Order Controllers

6.3. Physical Distribution Management
� Introduction Physical Distribution Management
� Introduction Warehouse Operators job family
� MDF Warehouse Operators


7. FINANCE

� Introduction
� Overview Job Families
� Glossary of relevant terms
� PEN Benchmark Grid

7.1. Business Controlling
� Introduction
� MDF Business Controlling
� Profile Business Controller

7.2. Cluster/Country Controlling
� Introduction
� MDF Cluster/Country Controlling
� Profile Chief Controlling Officer Country

7.3. Functional Controlling
� Introduction
� MDF Functional Controlling (Plant)
� MDF Functional Controlling
� Profiles:
� Functional Controller
� Plant Controller
� Sales Controller

7.4. Finance Operations
� Introduction
� MDF Controller SSC
� MDF Accounts Administrators
� MDF Assistant Controlling
� MDF Payroll Administrators
� Profile Sector Controller

7.5. Professional Services
� MDF Internal Auditor
� Profiles:
� Sector Treasury Manager
� Treasury Risk Management Consultant
� Business Analyst
� Audit Manager
� Mergers & Acquisitions Manager
� Consultant Corporate Finance


7.6. Professional Competencies
� Competencies

8. SUPPLY MANAGEMENT

� Introduction
� The Generic positions Grid
� The Reference positions Grid

8.1 Management
� MDF Sector/BG/BU/BL Supply Management
� Profile Sector/BG/BU/BL Supply Management
� MDF Hub Management
� Profile Hub Management
� Profile Supply Base Management
� Profile Site Supply Management

8.2. Strategy
� MDF Strategic Buying
� Profile Strategic Buying
� MDF Demand Management
� Profile Demand Management

8.3. Initial/Operations
� MDF Buying
� Profile Buying

8.4. Support
� MDF Supplier Quality Assurance and Development
� Profile Supplier Quality Assurance and Development
� Profile e-Procurement

9. HUMAN RESOURCE MANAGEMENT

� Introduction
� PEN Benchmark Framework of HR jobs

9.1. Business Human Resource Management
� Introduction
� MDF Business HRM
� Profile Business HRM


9.2. Country / Site HRM
� Introduction
� MDF HRM Site
� Profile HRM Site

9.3. Operational HRM
� Introduction
� MDF HR Generalist
� Profile HR Generalist

9.4. Professional Services
� Introduction
� MDF Training Officer

10. PROFESSIONAL SUPPORT

10.1. Legal
� Introduction
� MDF Sector Legal Counsel
� Profile Sector Legal Counsel
� MDF Patent Attorney
� MDF Paralegal Assistant
� Profile Paralegal Assistance

10.2. Secretarial Jobs
� Introduction
� Foreword
� Background
� A Variety Of Secretarial Jobs
� The Secretary
� The Management Secretary
� The Specialist Assistant
� MDF Secretary
� MDF Management Secretary
� MDF Specialist Assistant


FOREWORD

The JOB ATLAS is a tool to serve most of the HR processes, but first and for all to
serve Job Grading Processes.

Currently, Job Grading in Philips uses a Benchmark Job Framework i.e. a set of reference
jobs. These jobs are ‘real life jobs’, precisely documented in order to calibrate the job
grading process to the Philips organisation.

The Job Atlas is a tool on top of this Benchmark Job Framework and aims at bridging
over the drawbacks of the framework, but does not replace it. The Job Atlas is a
collection of Job Families which are defined by Matrices of Discriminating Factors (MDF)
and Job Profiles. The Benchmark Job Framework connects these to concrete situations.

One drawback of a Job Framework is that it hardly ever covers all different types of jobs,
even well known jobs. This is since the process of establishing and updating benchmark
jobs is quite laborious and expensive where organisations and jobs change rather quickly.
The Job Atlas defines jobs in their mutual relations, the Job Family. So for instance,
technical designer jobs may be found at several grades, say 45-70, while the framework
represents just one reference job. The Atlas spells out this family through the Matrix of
Discriminating Factors (MDF) and points at the relevant benchmark jobs for validation.
The general picture of the family is outlined in a ‘Job Profile’ since all the members of the
family have a large part in common.

The Atlas is excellently suited to get a first impression of a grade for the well-known jobs
in the company. The Matrix of Discriminating Factors provides guidance to define ‘what
is needed in the job at a certain grade level’, and what is needed at a higher or lower
level. The MDF contains arguments that are relevant for the weight of the job. In
addition to that, skills and competencies may be defined to outline ‘what the incumbent
should be capable of in order to perform well in the job’.

In principle all functional disciplines in this Job Atlas follow the same structure of sub-
areas, job families, MDFs and job profiles. However, some differences occur because of
specific requests from user groups.

The information collected in this Job Atlas is meant to service other HR processes as
well. To define vacancies, to explore future career paths, to design or reshape an
organisation are all examples that can be eased by this tool.

If any suggestions for improvements arise, please let us know, they are most welcome!

Dr. L.F.G. Thurlings
Head Job Grading Department
HRN


INTRODUCTION
JOB EVALUATION METHOD

K:/JobAtlas2008/0.Gen.chapters/Intro.JE Method Philips Job Grading, January 2008

TABLE OF CONTENTS

1. Job grade and remuneration
2. The value of a job
3. Grading a job
4. Comparing jobs
5. Rapid organisational changes
6. Estimating differences between jobs
7. Job evaluation using the Hay method
8. The three Hay job factors


1. JOB GRADE AND REMUNERATION

A dynamic market-driven and customer-orientated company like Philips has to
continually revise its objectives. Technological developments and changes in the market
mean that the content of jobs also changes. From time to time, organisational units have
to be reorganised or new organisational units with new jobs have to be created. The
people in this changing job landscape follow diverse career paths. They move up from
one job to another, are given new tasks in their existing job, or are asked to perform a
completely new job.

Managers, heads of department and Human Resource Managers have the task of deciding
on job grades and the remuneration derived from this. This is no superficial matter. Since
the introduction of common (corporate) grades, Philips has applied a policy based on the
principle of internal equity, i.e. jobs of comparable content, difficulty and responsibility
should be similarly graded.

MARKET JOB
PRICING VALUE

SENIORITY DIPLOMA

This axiomatic principle emphasises the ‘added value’ of a job, and is therefore a
completely different principle from, for example, ‘market pricing’, under which the
officer’s current market value is paramount, irrespective of the principle of internal
equity. Another principle that can be adopted is that of ‘seniority’, under which age or
years of service count for more than the job or the jobholder’s abilities. Japan is a prime
example of a country where this principle is applied.

2. THE VALUE OF A JOB

Both the Philips organisation and individual employees attach great value to this principle
of ‘internal equity,’ and hence to thoroughness in determining the level or the grade of a
(new) job. So when changes are made to a job it is necessary in many cases to ascertain
once again the (added) value of the job by carrying out a more or less detailed job
evaluation study.


PERSONAL
COMPETEN
CES

FINANCIAL JOB
REWARDS VALUE
$

The value of a job is separate from the remuneration and also from the personal
competence of the jobholder. The (added) value of a job is in fact the (added) value of
the organisation in miniature. Within certain limits (those of the functional or
professional grade) this is independent of the way in which the jobholder performs the
job. And within these limits, jobs in different job areas have the same value.
One officer can make a considerably different contribution in a particular job than
someone else does. Such differences in personal competence are reflected in the salary
scale and growth line.

The ‘money value’ of a job is, in principle, separate from its functional value. This is
because various influences determine how the functional value can fairly be translated
into an economic value. This process of conversion usually differs from one country to
another. For example, the same job will command a higher salary in the USA than in the
Netherlands, since the jobholder in the USA might have to finance more things
him/herself than is the case in the Netherlands. Then there are ‘low-wage countries’,
where wages are low for the same job level because people accept a lower level of
payment.

Job evaluation, however, provides a way of overcoming these differences. From the point
of view of career options, training, and also for the sake of a balanced comparison of
salaries, it is necessary to assess jobs similarly for their added value.

3. GRADING A JOB

Assessing the value of a job can be compared to assessing the value of real estate, for
example. In estimating the value of a house, we immediately think of ‘number of cubic
metres’, ‘floor area’, ‘detached or terraced house’, ‘number of rooms’, as well as the
‘residential area’ and ‘future situation’. You could ‘measure’ all these factors in absolute
terms by awarding points. The total score would then serve as a guideline for the value
of such a property.
As far as jobs are concerned, it was already concluded in the 1930s that this kind of
approach often fails to do justice to the inter-relationships that are regarded as fair
within an organisation. A factor (such as, for example, the number of employees a
manager is in charge of) results in points because the system prescribes that, and not
because that factor is regarded as relevant within the organisation.


KNOW-HOW FUNCTION ACCOUNTABILITY

PROBLEMSOLVING

A different approach, known as Factor Comparison, was taken by J. Benge in 1938. This
involves comparing and ranking different jobs. Three factors are compared. These factors
are easy to understand if we regard a job as a process in which know-how is needed as
input, in which value is added through problem-solving, which then leads to a particular
result for which the job holder is accountable. This method looks, therefore, at the
added value, relative to other jobs. Although points are given to these factors, they are
relative to those of other jobs and are not absolute, as in a points system.

4. COMPARING JOBS

With what jobs can one best make comparisons? Different answers to this question are
possible, but as the principle of ‘internal equity’ is involved, those concerned must regard
the ranking as fair within their own ‘domain’. This ‘domain’ is usually the immediate work
environment or organisation, though often it is also the job area.
In a large and complex organisation like Philips it is scarcely feasible to determine the
exact value of each job in this way. So in order to give the management some guidance in
determining the level of a job, a collection of benchmark jobs is used. A benchmark job is
a job that actually exists – and so can be checked out – and has been described in detail.
Its level has been determined in an extremely thorough manner (see below). Thus,
management and personnel departments can determine the level of a job by looking up a
benchmark job that shows the greatest degree of similarity.

GEN.MGT. M&S R&D IT ….

BL Mgr Infrared.
90 Gr. Ldr. Res.

80
IT Mgr. Japan
Mgr. Reg. Sales.
Proj. Ldr. TV
70

60 Area Mgr. CR

Philips Electronics Nederland B.V. has two Benchmark Files, namely one for CAO-A jobs
and one for CAO-B jobs. The electronic version of these Benchmark Frameworks can
be found on the website of HRN/Job Evaluation.

Although such a benchmark framework provides a fairly quick answer regarding the level
of very many jobs, there remain a lot of jobs where the exact job context is of decisive
importance. For example, a Marketing & Sales Manager who has a functional Marketing
Manager above him in the organisation will have less scope than a colleague who is on
his/her own.


CEO

Marketing Manager

BL Manager BL Manager

Dev. Mgr. Prod. Mgr. M & S Manager

Likewise, a Business Line Manager who is responsible for a wide range of disciplines has a
more complicated job than a colleague who, for example, does not do any Product
Development because it is centrally organised.

CEO

Central Dev.Mgr. BL Manager BL Manager

Prod. Mgr. M & S Manager

Countless other examples could be given, for instance the production line worker who
independently verifies the quality of a product, compared with one who does not have to
do this because there is a quality officer to perform this task.

BOSS

JOB PREPARATION PRODUCTION QUALITY
EMPLOYEE

Another relevant factor can be whether a boss in a particular discipline gives direct
guidance or whether the employee operates with relative autonomy. In such cases the
exact context is too complicated to rely simply on a general comparison with jobs in a
benchmark file.


5. RAPID ORGANISATIONAL CHANGES

Business organisations are in a constant state of flux, and so jobs within the organisation
are also continually changing. In effect, both the organisation and the individual job have
their own life cycle. So the added value of a job can also change – and with it the
corresponding grade. In a growing organisation some jobs will ‘automatically’ become
more difficult, while in a shrinking organisation they will become easier.

‘constant’
maturing

phase out
developing
role
emerging

time
Lifecycle of a function

The grading of a job is usually done with regard to the “the here and now”, i.e. a
snapshot method is used to determine the level of the job. In individual cases the
management will specifically want to ascertain how the job should be graded after an
extreme change. Usually this is a situation in which rapid growth is expected and the
jobholder is expected to be capable of bringing about this rapid growth. But that means
that the officer has to be able to operate at that more difficult level. In such a situation
the future situation is traced out and the future level is projected (the ‘projection
method’). The Factor Comparison method can use both the snapshot method and the
projection method. It is up to the management to make the right choice here. (For a
detailed treatment of this subject, see “Grading Jobs in Rapidly Changing Organisations”,
HRN/Job Evaluation).

6. ESTIMATING DIFFERENCES BETWEEN JOBS

When Edward Hay, a personnel officer in the 1930s, tried to put Benge’s approach into
practice, his experience soon taught him that differences between the factors must be
‘explainable’, and so should at the least be ‘just noticeable differences’.

Edward Hay realised that ‘estimating a difference’ in this way is no different from
estimating differences in relation to any other magnitude, such as weight, volume or
temperature, for instance. In the 19th century the experimental psychologist Ernst
Weber already examined this phenomenon: with any physical magnitude there is a
certain range within which 2 objects will be estimated as being equal. A group of
observers (number = N) will, by feel, regard a full cup of coffee as being of the same
weight as a cup that is less full if the difference in weight is not greater than x %. If N is
not too small, this percentage can be clearly established. This phenomenon is known as
Weber’s Law of Just Noticeable Differences.


KNOW HOW

Estimated 15 %
difference

Job 1 Job 2

Edward Hay applied this to estimating differences between the factors that determine a
job. If a certain number of points, e.g. 100, is given to a particular factor, the same factor
in another job will have y % more points if there is a noticeable, explainable difference.
This y % difference is what matters, not the arbitrary 100 points. Each of the three
factors could have a different percentage, but for pragmatic reasons an average
percentage, namely 15%, has been adopted for all three factors. Job evaluation, therefore,
involves estimating differences between the factors in comparable jobs. So an explainable
difference between one of the three factors results in a difference in ranking, not a
difference in the total number of points (!). (NB: The total score could, for example, be 1
point removed from a professional grade boundary. But an explainable difference in one
of the 3 factors is needed to cross that boundary, not just one point).

• Immediately evident. Requires no - Probably 3 steps or more
consideration.

• After consideration difference - Probably 2 steps
reasonably clear.

• Careful consideration. Difference - 1 step (= 15%)
can just be discerned.

• Very careful scrutiny. No - For evaluation purposes
,
difference can be detected. identical


7. JOB EVALUATION USING THE HAY METHOD

The method created by Edward Hay developed in the 1940s, 50s and 60s into the
sophisticated job evaluation system that we know today. It is used in many organisations
and countries, thus making it possible to compare jobs internationally. Furthermore, it is
founded on seven scholarly publications.
An important feature of the Hay method is that there is a logical relationship between
the three factors: a job can be very much of a result-driven nature, i.e. the job holder is
accountable for the results, in which case the factor Accountability is greater than the
factor Problem-solving. Typical examples are a head of production or a salesperson. On
the other hand, a Research scientist will

Result-driven job
Greater Accountability than
Problem-solving.
PS A – profile

Acc

Cerebral job. Emphasis on
effort
Greater Problem-solving
than Accountability.
Acc
P - profile

PS

Advisory job. Balance
between Accountability and
Problem-solving.
PS Acc E – profile (L-profile)

be accountable less for results than for the efforts he or she makes, in other words
Problem-solving is of greater importance than Accountability. The nature of different
jobs varies. This is what Hay called the ‘profile’ of the job. In the first example there is
clearly an accountability or responsibility profile, whereas in the second example a
problem-solving profile is involved. In day-to-day practice it is fairly easy for management
to make a good estimation of the profile of a particular job.


‘Research & Development’ ‘Staff/Support’ ‘Line’

Fundamental research Applied Research Personnel IR Production

Maintenance

Legal Sales

Line Supervision
Finance/Accounts

Development Marketing

Planning Buying

Design

Computer Development
Computer Operations

P4 P3 P2 P1 L A1 A2 A3 A4
Problem Solving Orientation Accountability Orientation

The diagram gives an impression of the different types of jobs.

8. THE THREE HAY JOB FACTORS

Know-how

The sum total of all competencies, however acquired (education, experience), that are
required in order to perform the job satisfactorily.

1st sub-factor: Technical knowledge and expertise

This is understood to mean the employee’s familiarity with the specific technical
requirements of the job. Knowledge may, for example, be limited to practical skills,
familiarity with operating instructions and procedures. However, it can also be wider-
ranging and relate, for example, to knowledge of a professional field, such as finance,
information technology or accounting.
Knowledge also covers less tangible knowledge obtained through experience, such as the
knowledge needed by a salesperson (commercial acumen) or an entrepreneur;
knowledge that cannot be learnt from books, but has to be obtained through experience.
What counts here is the required knowledge, irrespective of how it has been acquired.
Eight levels are distinguished.

2nd sub-factor: Managerial skills

Managerial skills are concerned with integration and coordination of policy-making and
planning; organisation of people and resources in order to achieve the planned results;
implementation and monitoring thereof.


The more these activities relate to the integration and coordination of more extensive,
more complex and more contrasting job areas (e.g. production and marketing), the
greater managerial skills are needed to perform them. These ‘managerial skills’ can be of
either an operational or an advisory/policy-supporting nature; they can relate to the
organisation as a whole or to certain parts of it.
Five levels are distinguished.

3rd sub-factor: Social skills

This is understood to mean a jobholder’s ability to achieve via other people the results
that the job is expected to achieve.
It is the extent to which the job calls for an ability to understand, influence and motivate
people, both as individuals and as a group.
Three levels are distinguished.

Problem Solving

Problem-solving is understood to mean the “self-initiated” thinking that is required in the
job in order, by using Know-how, to identify, demarcate and solve problems.
The “raw material” for all this thinking is knowledge of facts, principles and resources.
That is why Problem-solving is expressed as a percentage of the points awarded for the
Know-how required for the job.

1st sub-factor: Freedom of thought

This is understood to mean the constraints within which conceptual activity in the job
takes place, the limits placed on thought by the organisation.
This freedom of thought is determined by the objectives of the organisation, department
or job, by lines of policy and – in even greater detail – also by procedures, methods and
instructions or regulations.
Eight levels of freedom of thought are distinguished.

2nd sub-factor: Complexity of the problems

This sub-factor relates to the complexity of the thought process, in other words, the
degree to which solutions to the problems within the job are known and/or available, or
to which solutions have to be created by the employee him/herself.

Accountability

It involves the question whether solutions have to be produced that lie within the range
of experiences and insights already acquired, or whether thoroughgoing analysis and
evaluation are necessary in order to create solutions and then assess what results these
solutions will probably yield, and also indicating what alternative is probably the “best”.
Five levels are distinguished in the thought process.

This is understood to mean the degree to which a jobholder has to, and is able to,
influence activities and their consequences.

It is the measured effect of the job on specific results.


1st sub-factor: Freedom of action

The powers and capabilities that the jobholder has to take measures or decisions with
regard to all those activities that have to be performed in order to achieve the desired
results. These powers increase to the extent that there are fewer regulations - in the
form of budgets, procedures, instructions, policy lines, etc. - and/or to the extent that
the job is subject to less strict leadership.
Eight levels of freedom of action are distinguished.

2nd sub-factor: Field of operations

The field of operations relates to what, given the objective of the job, is the most
characteristic area in which influence has to be exercised and whose magnitude (budget,
sales, production costs, etc.) can be expressed in money terms.
The number of levels that can be distinguished depends upon the overall magnitude of
the company concerned.

3rd sub-factor: Nature of the influence

This is understood to mean the actual influence to be exerted, given the objective, on
the field of operations most characteristic of the job.
Does the job have a direct, decisive influence or is the influence shared with others? Or
is the job predominantly of an advisory or decision-preparing nature?
Four levels are distinguished with regard to the nature of the influence.


Appendix I

DEFINITION OF ORGANIZATIONAL LEVELS

Wherever needed the organizational levels in the Job Atlas are defined by:

The highest level is the Sector. These are the organisations like Consumer Lifestyle
(CLS), Healthcare and Lighting. The CTO organization is also regarded as a Sector.

In the Job Atlas, by definition, the level below the Sector is the Business Group (BG)
level. In reality a variety of names is used here: where CLS may use here BG, Healthcare
applies the title Business Line.

Further one layer down we define the Business Units.

A Product Line (PL) deals with one or only a few similar products. This the lowest level
of a more or less full business entity.


Appendix II

HOW TO USE THE JOB ATLAS

1. How to use the Job Atlas in appointments and promotion process:
� The Job Atlas is a management tool and provides a first indication of the job level.
� The Job Atlas supports the communication between Manager and employee with
respect to job content and job level.
� The HR Manager uses the Job Atlas to judge and discuss proposals for
appointment and promotion.

2. The employee and Manager can not derive rights from the Job Atlas documents:
� Generic job profiles often lack the information on organizational context and
therefore cannot be used as the input for the overall job grading.
� Actual job grading is still based on individual job information (including context).
Professional job graders and/or HR/ business panels will assess the information.


Appendix III

TRANSLATION TABLE

The current grading structure below Executive Levels has been developed in course of
the last two decennia. In 1987 the structure 50 – 90 was introduced in the Netherlands,
and in 2002 followed the standardization of 80 and 90 grades on global scale.

In the background, grades are defined through the underpinning job evaluation system,
being the Hay Factor Comparison System. For details of this systems, see elsewhere.
Thus we have:

90 905 – 1129 Hay points bandwidth 24.7 %
80 735 - 904 Hay points bandwidth 23.1 %

The varying bandwidths make it difficult to compare this grading structure with grading
levels that are practiced in other countries which usually follow a smaller bandwidth. To
ease the translation from one grading structure to the other, a uniform bandwidth has
been formulated, incorporating equal bandwidths at below-50:

17 900 - 1129 bandwidth 25 % comparable to Executive bandwidths
16 756 - 899 bandwidth 19 % comparable to grade 80
15 635 - 755 bandwidth 19 % comparable to grade high-70 and low-80
13 447 - 532 bandwidth 19 % comparable to grade mid-60
11 315 - 375 bandwidth 19 % comparable to grade low-50
1 0- 70 bandwidth 18 % comparable to grade 10


JOB FAMILY SURVEY

Marketing, Sales & Service
211 Commercial Management
221 Product Strategy & Marketing
222 New Business Development
231 Market Intelligence
232 Marketing Communications
241 Business Management
242 Trade Marketing
243 Category Management
244 Field Marketing
251 Sales Management
252 Key Account Management
253 Order Desk Management
261 Service Management
262 Technical Service Professional Equipment
263 Application Support

Industry
311 Manufacturing Manager
312 Unit Leader
321 Industrial Engineer
322 Production Engineer
331 Maintenance Worker
332 Process Control Operator
341 Operator
342 Assembly Worker
343 Fitter
344 Skilled Worker Machining Techniques
345 Skilled Worker CNC
346 Skilled Worker CNC All-round
347 Skilled Worker All-round
348 Skilled Production Worker All-round
349 Skilled Production Worker
3410 Skilled Worker Specialist
3411 Tester
351 Trainer
352 Work Preparation

Research & Development
411 Management
412 Project Management
421 Architecture
422 Requirements Engineering
431 Design


432 Research
433 Technology
434 Testing
441 Quality Assurance
442 Process Improvement
443 Configuration Management
444 Technical Assistancy

Information Technology
511 IT Management
512 Project Management
513 RCS Management
521 Business Consultancy
522 Data Management
523 Demand Management
531 Competence Centre Management
532 IT Specialists
541 Infrastructure Management
542 Technical Specialists
543 Solution Delivery Management
551 Shared Services Management
552 Service Delivery Management

Logistics
611 Logistics Manager
621 Planner
622 Order Manager
623 Procurement Officer
631 Materials Manager
632 Warehouse Operator

Finance
711 Business Controller
721 Country Controller
731 Plant Controller
732 Functional Controller
741 Shared Service Controller
742 Assistant Controller
751 Audit Management

Supply Management
811 Supply Base Management
812 Sector/BG/BU Supply Management
813 Hub Management
814 Site Supply Management


821 Outsourcing Management
822 Strategic Buying
823 Demand Management
831 Buying
841 Supplier Quality Assurance and Development

HRM
911 HRM Business
921 HRM Country
922 HRM Site
931 HR Generalist
932 HR Assistant
941 MD Manager
942 Training Manager
943 Training Officer
944 Recruitment Officer
945 Transfer Services Officer
946 Job Grading Expert
947 C & B Manager

Professional Support
1011 Sector Legal Counsel
1012 Paralegal Assistance
1021 Secretary
1022 Management Secretary
1023 Specialist Assistant


1. GENERAL MANAGEMENT

A10000

INTRODUCTION

General Management jobs are responsible for leading a business and therefore manage a
wide range of functional disciplines such as Industry, Upstream Marketing, Research &
Development, Finance and Logistics.

Most of these jobs are at executive level. In the Netherlands none of such jobs exist at
job levels below executive level and are therefore not (yet) incorporated in the 2008
release of the Job Atlas.

K:/Job Atlas 2008/1.General Mgt./A10002 Philips Job Grading, January 2008

2. MARKETING & SALES & SERVICE

A20000

TABLE OF CONTENTS

� Introduction
� Positioning of the commercial jobs

1. Commercial Management
� Introduction

2. Upstream Marketing
� Introduction
� Profile Product Strategy & Marketing
� MDF Product Strategy & Marketing
� Profile New Business Development
� MDF New Business Development

3. Marketing Support
� Introduction
� Profile Market Intelligence
� MDF Market Intelligence
� Profile Marketing Communications
� MDF Marketing Communications

4. Downstream Marketing
� Introduction
� Profile Business Management
� MDF Business Management
� Profile Trade Marketing
� MDF Trade Marketing
� Profile Category Management
� MDF Category Management
� Profile Field Marketing
� MDF Field Marketing

5. Sales
� Introduction
� General Profile Key Account Management
� MDF Retail Key Account Management
� MDF OEM Key Account Management
� MDF Retail Sales

K:/Job Atlas 2008/2.M&S/A20001 Philips Job Grading, January 2008

6. Customer Services
� Introduction
� Profile Technical Service Professional Equipment
� MDF Technical Service Professional Equipment
� Profile Application Support
� MDF Application Support


INTRODUCTION

This atlas deals with marketing, sales and service jobs. In the past these jobs were easily
identified as separate jobs with their own responsibilities, nowadays one can see that a
number of responsibilities are overlapping. The basic responsibilities of these jobs are
still the same as before, but a lot more variation can be noticed and the importance of
certain tasks have been shifted. Some developments have been contributing to that: e.g.
the actual service of consumer products have been given to external parties, but control
over these parties have to remain (warranty costs, customer satisfaction, etc). Another
development was the strategy not to produce in-house, but to subcontract the
production of parts, complete products and even to subcontract the development of
products or parts (partnerships). This had impact on R&D, purchasing, logistics, quality
management and also marketing (you better have your product roadmap right).
Overlapping of responsibilities can best be seen in situations where life cycle business or
design-in aspects are important.
We aim with this atlas to show the commercial world within Philips as it is, identifying
and characterising the different jobs with their possible grades.

Throughout the whole atlas a distinction has to be made between business-to-business
(B2B) and business-to-consumer (B2C) markets as well as a distinction between
professional products (OEM) and end-user products (Retail). B2C normally deals with
end-user products and retailers. Professional products are typically B2B, but end-user
products are also brought to market via B2B. This can have an effect on the profile of
certain jobs.

The Sectors of Philips (and sometimes even BU’s within the Sectors) use different
business models. The only main stream, which can be seen, is that all Sectors have
Business Units who create products, regional organisations responsible for the
business/sales in the regions and national sales organisations that realise sales in the
countries. Next to this international key account management has been established, to
create a more direct link between key customers and the Business Units.
The characteristics, responsibilities and complexity of the commercial jobs are highly
influenced by the business model used. Therefore B2B/B2C, OEM/Retail is not a
sufficient differentiation to describe the responsibilities of a commercial job. Also the
business model has to be taken into account.

In general, we can see the following organisational units, where commercial jobs can be
found:

Business (product creation) Units, where the business is initialised by creating
certain products for a specific market. These “product creation” units can serve the
global market or a specific region; sometimes even a large local market. Marketing jobs
are very much upstream marketing: get information from the market, define market
segment and target group and the right products for that market. Mostly, the sales
channels are already known or will be created by the (regional) sales organisations. The
marketing jobs have responsibility for the total business plan, including sales targets, etc.,
but have no responsibility for the realisation of the sales. They are more involved in the
creation of the total business plan and realisation of the products, interfacing with sales
and involved in R&D and Industry (e.g. purchasing). Service aspects are included as well.


Regional Sector Business Organisations. These regions are not equal to the regions
as defined by Corporate Philips. The regions are defined by each Sector and do combine
the sales responsibilities of the NSO’s within the region. In certain Sectors the Regional
business organisations also have the responsibility for regional/local product creation and
industry. But most of the jobs are concentrated on the realisation of sales in the
countries or to regional key accounts. The marketing jobs in the regions are very much
of downstream marketing nature: support/enable sales of existing products, which
includes definition of product portfolio and prices, product introduction, coordination of
marketing communication plans and sales actions, optimising sales channels, optimising
resources and logistics and supporting the NSO’s. These marketing jobs have influence
on the product roadmap and product definition, but it is not their prime responsibility.

National Sales Organisations, specifically responsible for the sales of Philips
products. The NSO’s are normally a combination of independent sales groups, each
linked to a certain Sector or even BU. They report directly to the Sector or BU on
regional level and get their directives from there. Marketing people on this level are
directly supporting the sales activities through the definition of the local product
portfolio and prices, product introduction, definition and realisation of marketing
communication plans and sales actions and support to the Sales Engineers (Account
Managers). The Account Managers are responsible for the actual sales. Depending on the
type of products one will find customer service groups, which deal with the after-sales
business (warranty, maintenance, etc.). In the field of professional products they take
care of lifecycle business together with account management.

International Account Management. Apart from the local or national Account
Managers there are also Account Managers on regional level or even on global level: the
International Key-Account Managers. They are responsible for the relation management
and sales at internationally operating key accounts. Mostly it does not concern direct
sales, but enabling sales through umbrella contracts, or special products (design-in,
OEM). In these cases there is a much shorter link between the “product creation” unit
and the customer, changing the job into a combination of sales and product (business)
management.
On the level of the countries the local sales groups do have a role in this, by realising the
sales.


POSITIONING OF THE COMMERCIAL JOBS
POSITIONING OF THE COMMERCIAL JOBS
To get an overview where to find all these different commercial jobs in the organisation, the following schematic organisation charts might help.
To get an overview where to find all these different commercial jobs in the organisation, the following schematic organisation charts might help.
The names of the jobs are not standardised, but taken from practice.
The names of the jobs are not standardised, but taken from practice.

Each Sector will have its own organisational setting and responsibility structure. Therefore each commercial job has to be
Each Sector will have its own organisational setting and responsibility structure. Therefore each commercial job has to be
evaluated in its own specific setting, regarding responsibilities and complexity.
evaluated in its own specific setting, regarding responsibilities and complexity.
Business (product creation) Unit: a possible structure
Business (product creation) Unit: a possible structure

Market Research General Manager
General Manager
Market Research
(mostly Sector level)
(mostly Sector level)

F&A
F&A
R&D
Marketing Manager
Marketing Manager Service Manager
Service Manager
R&D
Industry
Industry
Purchasing
Purchasing
Logistics
Logistics
Quality Assurance
Quality Assurance
HRM
HRM
Service Preparation
Service Preparation Field Support/
Field Support/
Helpdesk
Helpdesk

Marketing
Marketing Product Strategy &
Product Strategy & Product Management/
Product Management/ (Application
(Application
Communications
Communications Planning
Planning Field Marketing
Field Marketing Management)
Management)

K:/Job Atlas 2008/2.M&S/A20003

Regional Sector Business Organisation: Large differentiation between Sectors and regions. This is just an example.
Regional Sector Business Organisation: Large differentiation between Sectors and regions. This is just an example.

General Manager Sector Region
General Manager Sector Region

(BU)
(BU) Business Managers
(Industry)
Business Managers Marcom Manager
Marcom Manager Service Manager
Service Manager
(Industry)
(Purchasing)
(Purchasing)
BU
BU
Logistics
Logistics
HRM
HRM
F&A
F&A
Product Managers BL
Product Managers BL Marcom Executives
Marcom Executives Service Coordination
Service Coordination
BU
BU

International Key-
International Key- Webmasters
Webmasters Field Support
Field Support
Account Managers
Account Managers Specialists BL
Specialists BL

Regional
Regional
Helpdesk
Helpdesk


National Sales Organisation: (example)
National Sales Organisation: (example)

International / Regional
International / Regional
Key-Account Manager
Key-Account Manager
General
General
Manager
Manager

Field Sales
Field Sales Key-Account
Key-Account Service
Service Product
Product F&A
F&A
Manager
Manager Managers
Managers Manager
Manager Management,
Management, Logistics
Logistics
Marcom
Marcom HRM
HRM

Sales
Sales Account
Account (Project Office)
(Project Office) (Service
(Service Local Service
Local Service Helpdesk/
Helpdesk/
Representative
Representative Managers
Managers Engineer)
Engineer) preparation/
preparation/ Field Support
Field Support
coordination
coordination


EXPLANATION OF THE JOB FRAMEWORK

Within the framework we place all M&S jobs in categories:
� Sub disciplines: a collection of generally corresponding jobs
� job family: jobs, which have the same characteristics but can be on different levels
� Job title: name of the job as used in the field, e.g. reference jobs

Definition of the sub disciplines
The framework has been divided into 6 sub disciplines (columns), in which you find the
job families.
The columns are chosen on the basis of a practical approach, following the marketing
concept of upstream and downstream marketing.

1. Commercial Management - All jobs, which deal with a combination of marketing,
sales, service and other business aspects as PCP and Industry. Mostly on managerial
level, close to or part of the management team of a Business Unit. Main focus on
marketing; not general management jobs.

2. Upstream Marketing - All jobs, which are responsible for the product strategy and
planning for a Business Unit. These jobs are directly involved in the definition of
products, prices and timing (product roadmap) and have a responsibility to create
business plans. They are normally involved in the product creation process, but also
in the production planning.

3. Marketing Support - All jobs which are supporting the marketing function. These jobs
can be found upstream and downstream. E.g. jobs within marketing communications,
internet management and marketing research (consumer & marketing intelligence:
CMI).

4. Downstream Marketing - All jobs, which are responsible for market introduction of
products, pricing and product portfolio in a certain geographical area. Very often
they are also responsible for building up or improving the sales and distribution
channels, category management, etc.

5. Sales - All jobs, responsible for the realisation of sales of a given product portfolio. It
includes Sales Representatives, Account Managers and jobs directly supporting the
sales activities in the acquisition phase and realisation (order desks, etc). At the level
of sales management it includes responsibility for downstream marketing.

6. Customer Services - All jobs, which are concerned with (after-sales) services to the
customers. This includes installation, user support and training, preventive and
corrective maintenance, customer helpdesks and preparation of services for new
products (documentation, service instructions and guidelines, etc). Also handling of
warranty claims.


OVERVIEW JOB FAMILIES

Here is an overview of the job families and the corresponding “field” job titles, also used
in the available reference jobs.
A number of jobs will not fit precisely in one of these job families or sub job families. In
that case the main responsibility should weight most.

International Benchmark Job Framework
02. Marketing & Sales – Job families and summaries

Sub discipline Key responsibilities /
Job Family Practical job titles
(Column) characteristics

Commercial jobs which have an � Business Manager
integral responsibility for product- � Marketing Manager
Commercial marketing and sales. Mainly B2B. General Manager
Management … �
� Director of Marketing
� Commercial Director
Product & marketing strategy and � PS&P Manager
policy within scope of a business � Marketing Manager
unit. Product roadmap. Product � Product Marketing
Product Strategy &
specification, product realization. Manager
Marketing
Product-market positioning, price � Product Manager
policy. � Product Planner
Upstream Initial product introduction.
Marketing Product & marketing strategy and
policy, specifically for new
markets, not covered yet by any
New Business
business unit. Product roadmap,
Development
market definition, new partners.
Product-market positioning, price
policy, optimal sales channels.
Investigation of a particular market � Marketing Strategy
or society, to recognize trends in Manager
customer requirements and � Market Research
Market Intelligence competition. Define possible Manager
target groups and their � Market Researcher
requirements. Investigate sales � Manager CMI
channels.
Marketing
Development and implementation � Communication
Support
of marcom plans. ATL, BTL, TTL, Manager
internet communication, � Marcom Manager
Marketing exhibitions. � Marcom Executive
Communications Communication with public media � Marcom Assistant
and professional press. � Web Content Manager
� Internet Manager
� Web Master
Support a region or country by � (Regional) Business
defining product portfolio and Manager
price/margin settings. Product � Marketing Manager
introduction, brand management. � Product Manager
Downstream
Business Management Interface to product creation � Product Marketing
Marketing
units. Manager
Responsible for market � Product Specialist
introductions.

K:/Job Atlas 2008/A20005 Philips Job Grading, January 2008

Direct support to sales through � Trade Marketing
promotions, incentives, etc toward Manager
Trade Marketing
the distribution channels. � Trade Marketeer

Direct support to key account � Category Manager
Category management to optimize the � Category Assistant
Management assortment and presentation in
the shops.
Direct support to sales by � Field Marketing
presentations to key customers, Manager
Field Marketing
optimal product information and � Field Marketeer
training.
Responsible for the realization of � Regional Sales Manager
sales. At the highest level it � National Sales Manager
Sales Management includes product management, � Field Sales Manager
service, logistics, marcom, etc. � Channel Manager
� Sales Representative
To develop and drive credibility � Corporate Key
and productive long term Account Relation
relationship, in order to support Manager
and improve the sales at one or � Global Key Account
more key accounts for a specific Manager
Key Account
product/PD. � International Key
Management
Sales Account Manager
� National Key Account
Manager
� Key Account Manager
� Account Manager
Directly supporting sales � Front Office Clerk
representatives with acquisition � Back Office Clerk
and realization of sales by making � Customer Service
Order Desk
quotations, processing order Clerk
Management
intake, delivery planning, logistics. � Orderdesk Clerk
� Back Office Manager

Service preparation, service � Customer Services
documentation, helpdesk, Manager
installation projects, spare parts � Service Product
Service Management
definition. Specialist
� Helpdesk Clerk
� Project Engineer
Preventive and corrective � Service Engineer
Customer Technical Service maintenance. Initial installations � Service Technician
Services Professional and upgrades, � Field Service Specialist
Equipment specialised field support.

Product demonstrations, � Application Manager
configuration advise, give product � Application Specialist
Application Support information and user training, � Demonstrator
customising of the product/system.

K:/Job Atlas 2008/A20005 Philips Job Grading, January 2008

BENCHMARK JOB FRAMEWORK

GRADE 2.1. COMMERCIAL MANAGEMENT 2.2. UPSTREAM MARKETING 2.3. MARKETING SUPPORT 2.4. DOWNSTREAM MARKETING 2.5. SALES 2.6. CUSTOMER SERVICES GRADE

Product Strategy and Planning, Product Marketing Product-Sales Management, Trade Marketing, Sales Management, Account Management, Area Service Management, Service Engineers, Call
Integral Marketing & Sales, PCP+Sales, Industry+Sales Market Research, Marketing Communication
Policy, Product Management Marketing Communications, Application Specialists Management, Front/Back Office Centre/Helpdesk, TSG, Customer Training

5.86 Marketing Group Manager, OEM LE Sales Management Service Management
5.81 Commercial Manager ANA 5.83 National Sales Manager CE, UK

EL1 Key Account Management EL1

Product Strategy & Marketing Business Management Sales Management Service Management
5.100 Product Strategy&Planning Mgr. Disc Systems 5.105 General Sales Manager, Iberia
5.113 Product Marketing Manager BL A/V
90 Key Account Management 90
New Business Development 29061 IKAM Competence Manager
29033 Corporate Strategic Officer

Product Strategy & Marketing Market Intelligence Business Management Sales Management Service Management
5.137 Senior Product Manager SG CFLi 5.128 CMSU Manager OEM Lamps, Italy
28031 Senior Product Manager Vascular
28041 Marketing Manager Interventional Key Account Management
80 80
New Business Development

Product Strategy & Marketing Marketing Communications Business Management Sales Management Service Management
27051 Product Manager Coffee Making 27034 Marcom Manager CV 5.136 General Manager Marketing A/V, India 5.152 CMSU Manager Lamps, Romania
27056 Product Manager MR Trade Marketing 27061 Senior Sales Manager
27031 Product Mgr. Interv. Neuroradiology Market Intelligence 27062 Trade Marketing Manager B2B
70 27063 Consumer & Market Intelligence Manager Field Marketing Key Account Management 70
New Business Development 27032 Manager Field Marketing 5.140 Senior Sales Manager, USA

Category Management

Product Strategy & Marketing Marketing Communications Business Management Sales Management Service Management
26061 Product Marketing Mgr. Video Formats 26063 Marcom Manager BL CS 5.150 Marketing & Products Manager, Brazil 26064 Service & Customer Support Engineer P&A
Trade Marketing Key Account Management
Market Intelligence 26052 Account Manager Projects Technical Service
60 Field Marketing 26051 Key Account Manager 60
26031 Field Marketeer
Orderdesk Management
Category Management

Marketing Communications Field Marketing Sales Management Technical Service
25031 Marcom Executive 25061 Regional Manager 25052 Field Support Specialist
Category Management
Orderdesk Management
50 50

Marketing Communications Orderdesk Management Technical Service

45 45

Marketing Communications Orderdesk Management Technical Service
24061 Marketing Communication Assistant 24051 Orderdesk Officer Service Engineer Professional Equipment

40 40

K:/Fuwa/JobAtlas2008/2.M&S/A20006 Philips Job Grading, January 2008

1. Commercial Management

A21001

INTRODUCTION COMMERCIAL MANAGEMENT

This chapter will be outlined in the near future. For now this section is used for those
jobs which have an integral commercial management task, including up- and downstream
marketing and sales.

K:/Job Atlas 2008/2. M&S/A21002e Philips Job Grading, January 2008

2. Upstream Marketing

A22001

INTRODUCTION TO UPSTREAM MARKETING

In this sub discipline we cover the marketing function at the product creation Business
Groups.
This marketing function has basically the following responsibilities:
� To identify possible product-market combinations.
� To define products for specific product-market combinations.
� To specify how to market the product (the way to bring the product to the market).
� To support the introduction to the market.
� To make sure that the product mix (price, performance, etc) is optimal for the
market.
� To make sure that production is optimised for the required distribution (amount,
time).

Therefore several marketing disciplines can be found in a marketing group, connected to
R&D and production:
� The Product Manager, responsible for the definition of the product and product
strategy.
� The Business Planner, responsible for a sound planning of production, based on sales
plans.
� The Marketing Communication Manager, to support the introduction and creation of
communication material
� The Market Intelligence Manager, taking care of market research and delivering
transparent data for management to decide which way to go.
In small groups one will find a combination of these roles.

Market Intelligence and Marketing Communications are market disciplines, which will
also be found in the sales organisations or sales channels (downstream marketing).
Therefore they are put into a separate sub discipline, called “Marketing Support”. They
support both upstream and downstream marketing.
In this way the sub discipline Upstream Marketing only contains the job families, which
take information from the market and generate products.

A specific family is included: new business development. They deviate from product
management, because they are involved in the gaps, which are not tackled by product
marketing. It involves new partners, totally new markets and sales channels.

K;/JobAtlas2008/2.M&S/A22002e Philips Job Grading, January 2008

PRODUCT STRATEGY & MARKETING

Job/Role Product Manager
Job characteristics These jobs are most characterised by the responsibility to translate
business opportunities into product-market combinations, the definition of
commercial specifications for the required products, the co-responsibility
for the realisation of the products and the proper introduction of these
products in the market. There is a dedication, either to a certain market or
product type. They are not responsible for the realisation of the sales, but
support this. The lower level Product Managers are mostly responsible for
a specific product or feature and the short term product plan. The higher
levels are more concerned with the product strategy and long term
product planning: the product roadmap. The long term product roadmap
has a direct link to the technology roadmap: new technology platforms are
created. The final commercial product is normally based on existing/realised
technology platforms. The final commercial product can be for a specific
market segment (B2C and B2B) or even for a specific customer (B2B,
design-in).
The job of a Product Manager is not always to define new products. In
many cases it is the introduction of an improved version of an existing
product or a new feature added to the product. Certainly in case of a cash
cow, in order to extend the product lifecycle.
Market introduction is part of the job, done in co-operation with and
through existing sales channels. Other jobs are responsible for the
realisation of the proper sales channels. The market introduction is very
often steered by important time-to-market windows, which directly
influence the short term product planning.

Key areas of � Analysing the market, competition, technology and developments, in
responsibility order to find new business opportunities with new product-market
combinations within the business strategy.
� Definition of the product strategy and product plans and the translation
into clear product specifications for the development department, in such
a way that in short, mid and long term a sound business result can be
achieved.
� Guide and drive the development of new products from the initial phase
until the final product, in order to get the optimal combination of
performance and price in time for the defined market segment.
� Prepare and plan, together with the sales channels, the market
introduction of the new products, including promotion material and
product information, in order to generate the largest impact in the
market.
� To follow the business during the lifecycle of the product and to take
corrective actions when needed, in order to generate the maximum
profit contribution during the whole life cycle.


PHILIPS - Job Atlas 2008

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