- Royal Philips Electronics is a Dutch multinational electronics company founded in 1891 and headquartered in Amsterdam. It employs over 122,000 people across 60+ countries.
- Philips is organized into three divisions: Philips Consumer Lifestyle, Philips Healthcare, and Philips Lighting.
- Frans van Houten is the current CEO, taking over the position in 2011. Jeroen van der Veer is the current Chairman.
From the February 13th to February 15th, 2015 took place at the Messe Frankfurt in Frankfurt am Main in Germany, the Ambiente 2015, a trade fair on the consumer goods industry.
This document contains information about an electrical appliances course taught by Zahir Uddin Ahmed. The course covers the construction and operation of appliances that use heating principles like electric irons as well as appliances powered by electric motors. The course aims to help students understand how these appliances work and develop skills in diagnosing faults, repairing, and servicing them. Specific topics that will be covered include the working principles, types, parts and specifications of an electric iron. Diagrams and details are provided about the sole plate, pressure plate, heating element, thermostat and other parts of an electric iron.
Royal Philips Electronics is a diversified health and well-being company founded in 1891 and headquartered in the Netherlands. It employs over 118,000 people worldwide and has major divisions in consumer electronics, lighting, medical systems, and domestic appliances. Philips aims to be a global leader in health and well-being through meaningful and sustainable innovations that simplify people's lives. It uses research and design thinking to create easy to use products focused on consumer needs. Philips has a strong brand recognized for quality and strives to deliver on its "sense and simplicity" promise through user-centered innovation and technology integration.
Royal Philips Electronics is a Dutch diversified technology company founded in 1891. It has major divisions in consumer electronics, medical systems, lighting, and domestic appliances. Philips aims to be a global leader in health and well-being through meaningful innovations that simplify people's lives. Some of its iconic products include light bulbs, electric razors, and flat screen TVs. Philips spends heavily on R&D and aims to strengthen its brand through initiatives like its "Sense and Simplicity" tagline and Green Product certification. It faces opportunities from trends like sustainability but also threats from intense competition and economic challenges.
This document provides an overview of Philips Company. It discusses the history of the company founded in 1881 by Gerard Philips and his father. It outlines the company's expansion over the decades into various product lines including lighting, healthcare, and consumer electronics. Key figures such as revenue, number of employees, and awards are mentioned. The vision, mission and strategic focus on innovation to improve lives are described. An analysis of the company's operations and recommendations to enhance competitiveness are also provided.
Royal Philips Electronics is a Dutch diversified technology company founded in 1891. It has major divisions in consumer electronics, lighting, medical systems, and domestic appliances. Headquartered in Amsterdam, Philips has over 100,000 employees worldwide and operates in over 60 countries. It generates revenue of over €21 billion annually from products like home appliances, lighting, and medical equipment. Philips has undergone restructuring over the years to focus on innovation and build its brand in healthcare, lighting, and consumer products.
From the February 13th to February 15th, 2015 took place at the Messe Frankfurt in Frankfurt am Main in Germany, the Ambiente 2015, a trade fair on the consumer goods industry.
This document contains information about an electrical appliances course taught by Zahir Uddin Ahmed. The course covers the construction and operation of appliances that use heating principles like electric irons as well as appliances powered by electric motors. The course aims to help students understand how these appliances work and develop skills in diagnosing faults, repairing, and servicing them. Specific topics that will be covered include the working principles, types, parts and specifications of an electric iron. Diagrams and details are provided about the sole plate, pressure plate, heating element, thermostat and other parts of an electric iron.
Royal Philips Electronics is a diversified health and well-being company founded in 1891 and headquartered in the Netherlands. It employs over 118,000 people worldwide and has major divisions in consumer electronics, lighting, medical systems, and domestic appliances. Philips aims to be a global leader in health and well-being through meaningful and sustainable innovations that simplify people's lives. It uses research and design thinking to create easy to use products focused on consumer needs. Philips has a strong brand recognized for quality and strives to deliver on its "sense and simplicity" promise through user-centered innovation and technology integration.
Royal Philips Electronics is a Dutch diversified technology company founded in 1891. It has major divisions in consumer electronics, medical systems, lighting, and domestic appliances. Philips aims to be a global leader in health and well-being through meaningful innovations that simplify people's lives. Some of its iconic products include light bulbs, electric razors, and flat screen TVs. Philips spends heavily on R&D and aims to strengthen its brand through initiatives like its "Sense and Simplicity" tagline and Green Product certification. It faces opportunities from trends like sustainability but also threats from intense competition and economic challenges.
This document provides an overview of Philips Company. It discusses the history of the company founded in 1881 by Gerard Philips and his father. It outlines the company's expansion over the decades into various product lines including lighting, healthcare, and consumer electronics. Key figures such as revenue, number of employees, and awards are mentioned. The vision, mission and strategic focus on innovation to improve lives are described. An analysis of the company's operations and recommendations to enhance competitiveness are also provided.
Royal Philips Electronics is a Dutch diversified technology company founded in 1891. It has major divisions in consumer electronics, lighting, medical systems, and domestic appliances. Headquartered in Amsterdam, Philips has over 100,000 employees worldwide and operates in over 60 countries. It generates revenue of over €21 billion annually from products like home appliances, lighting, and medical equipment. Philips has undergone restructuring over the years to focus on innovation and build its brand in healthcare, lighting, and consumer products.
Founded in 1891 by Gerard Philips and his father Frederik Philips, Philips is a Dutch multinational conglomerate company headquartered in Amsterdam, Netherlands. Philips began by producing carbon-filament lamps and medical X-Ray tubes, and over time expanded into consumer electronics, healthcare, and lighting products. Today Philips has over 80,000 employees across 100 countries and focuses on consumer lifestyle products, lighting solutions, and healthcare technology. Philips aims to improve people's lives through meaningful innovation and make the world healthier and more sustainable through their products and services.
CASE STUDY ON PHILIPS WEB ENABLED LIGHTING INNOVATION TECHNOLOGY WITHSPECIFIC...VARUN KESAVAN
Koninklijke Philips N.V. (Royal Philips, commonly known as Philips) is a Dutch diversified technology company headquartered in Amsterdam with primary divisions focused in the areas of electronics, healthcare and lighting. It was founded in Eindhoven in 1891 by Gerard Philips and his father Frederik. It is one of the largest electronics companies in the world and employs around 105,000 people across more than 60 countries.[1] Philips is organized into three main divisions: Philips Consumer Lifestyle (formerly Philips Consumer Electronics and Philips Domestic Appliances and Personal Care), Philips Healthcare (formerly Philips Medical Systems) and Philips Lighting. As of 2012 Philips was the largest manufacturer of lighting in the world measured by applicable revenues.[2] In 2013, the company announced the sale of the bulk of its remaining consumer electronics operations to Japan's Funai Electric Co,[3] but in October 2013, the deal to Funai Electric Co was broken off and the consumer electronics operations remain under Philips.
Philips said it would seek damages for breach of contract in the $200-million sale.[4] Philips has a primary listing on the Euronext Amsterdam stock exchange and is a constituent of the AEX index. It has a secondary listing on the New York Stock Exchange.
This file is all about Eco-Conscious Products by Philips Electronics and what type of products and production process is adopted by them for increasing their productivity.
Royal Philips Electronics is a Dutch multinational conglomerate founded in 1891. Headquartered in Amsterdam, Philips has diversified operations in healthcare, lighting, and consumer electronics. In 2014, Philips reported revenues of €21.39 billion from its 105,365 employees across more than 60 countries. Philips has undergone restructuring initiatives to address financial struggles and shift to a more technology-focused brand known for innovation in areas like lighting solutions, healthcare equipment, and male grooming products.
C:\fakepath\a case study on restructuring philipsanusharma1987
The document summarizes restructuring efforts at Philips from the 1990s onwards. Major initiatives included Operation Centurion in 1990 to address financial losses, which included job cuts and business sales. In 2001, Philips launched Towards One Philips (TOP) to foster cooperation across divisions and make Philips a unified company. TOP standardized processes, established shared services, and promoted collaboration and a focus on customers. The benefits of TOP included cultural change, knowledge sharing, improved time-to-market, cost reductions, and better strategy setting.
The document summarizes restructuring efforts at Philips from the 1990s onwards. Major initiatives included Operation Centurion in 1990 to address financial losses, which included job cuts and business sales. In the late 1990s, Cor Boonstra's restructuring closed manufacturing facilities and shifted marketing focus. In 2001, Gerard Kleisterlee launched Towards One Philips to foster collaboration and cut costs across divisions through shared services and strategic conversations. The initiatives improved collaboration, knowledge sharing, time-to-market, and reduced costs, transforming Philips to be more market-driven and customer-focused.
Philips is a Dutch multinational conglomerate company founded in 1891. It has major divisions in consumer electronics, lighting, medical devices, and appliances. In the 1990s, Philips faced financial struggles due to falling market share and increasing costs, but addressed this through restructuring programs. Currently, Philips derives significant revenues from lighting, healthcare, and consumer products. It aims to provide simple, innovative solutions across various markets through its "sense and simplicity" strategy.
Anton and Gerard Philips started Philips & Co in 1891 manufacturing carbon filament lamps, which evolved into a global company leading in various fields including medical diagnostics imaging, lighting solutions and lifestyle solutions in 100+ countries. Facing competition from low-cost Japanese electronics, Philips conducted a market study identifying educated consumers valuing simplicity. Philips adopted the "Sense and Simplicity" strategy designing products around consumers needs simply and hiding complexity. This proved successful but risks included appearing less advanced and unclear simplicity in design vs usage. To compete, Philips must eliminate Japanese manufacturers' low-cost advantage by developing inexpensive, high-quality innovative products through R&D investment.
Koninklijke Philips Electronics N.V. (Royal Philips Electronics) was founded in 1891 in the Netherlands and has grown to become a global leader in health technology, lighting and consumer electronics. It manufactures over 50,000 products across 100 countries and reported sales of $30.97 billion in 2019. Throughout its history, Philips has continually invested in new technologies and research and development. However, it now faces challenges from low-cost Japanese consumer electronics competitors. To address this, Philips launched a "Sense and Simplicity" marketing strategy in 2004 focused on easy-to-use products, but risks consumer distrust if it does not address electronic waste responsibility.
Philips started in 1891 in Eindhoven, Netherlands manufacturing carbon filament lamps. It faced competition in 1970-1995 from Japanese electronics companies, forcing it to close less profitable factories. To reduce costs, Philips began sharing R&D with other companies. A new branding campaign in the 1990s emphasized improving lives through technology solutions. Market research found consumers saw Philips as reliable and preferred simplicity. The rebranding focused on benefits of technology without complexity. This increased Philips' brand value to $10.9 billion in 2015.
Whi how a_brand_promise_drives_change_in_a_multinat_organisationUCB
Philips conducted market research that showed its products had become too complex for most users. To address this, Philips launched a brand repositioning strategy called "sense and simplicity" to make products and communications easy to understand. Philips developed new products like Senseo coffee machines that are stylish, simple to use, and deliver high-quality coffee. Philips also applied "sense and simplicity" across its organization to ensure all processes and communications are also easy to understand. Market research showed the strategy has been successful, as Philips has achieved sales milestones and created well-received products that embody the new brand promise of "sense and simplicity".
Philips was founded in 1891 and has grown to become one of the largest electronics companies in the world. It started by producing carbon filament lamps and electro-technical products and now has over 116,000 employees across 100 countries. In 2016, Philips reported $28.4 billion in sales. The document discusses Philips' history of innovation, mergers and acquisitions, focus on knowing customers well, and introduction of innovative products. It also raises questions about Philips' "Sense and Simplicity" strategy and how it can ward off competition from Japanese electronics manufacturers.
Founded in 1891 in Eindhoven, Netherlands by Gerard and Frederik Philips to manufacture incandescent lamps, Philips has grown into a huge success with Gerard's brother Anton joining in 1895. Philips strives to improve lives through meaningful innovation, with a goal to benefit 3 billion people annually by 2025 through healthier, more sustainable products and solutions. As an innovative company, Philips follows a rigorous process to create new products that meet local needs, filing 1,690 patents in 2021 and generating EUR 286 million in IP royalties.
This document provides a summary of a presentation by Kaushlesh Pandey on generating leads for business expansion of Philips India Pvt Ltd, with a focus on modular switches and sockets. The objectives are to improve sales, study the market potential in Pune, generate leads, and increase awareness and business. The presentation includes background on Philips, its products, divisions, competitors like Anchor and Legrand, learnings from interacting with projects and retailers, and conclusions on the experience gained.
This document provides information about Philips and Matsushita (later Panasonic). It discusses how Philips became a leading consumer electronics company through building national organizations around the world and focusing on innovation. However, it struggled with high costs as it outsourced more manufacturing. Matsushita surpassed Philips by producing low-cost, high-quality standardized products and being a fast follower. Both companies struggled with changing their cultures and structures as international companies.
Philips became the leading consumer electronics company after World War II by developing national organizations in countries around the world that understood local markets and adapted products accordingly. However, its divisions lacked coordination and focus on local profits undermined the company. Matsushita displaced Philips by focusing on low-cost, standardized products and correctly betting on new technologies like VCRs. Both companies struggled with change as decentralization made innovation difficult but recentralization hurt adaptation to local needs.
Philips is a Dutch technology company founded in 1891 that produces electronics, lighting, and healthcare products. Its mission is to improve lives through meaningful innovation by focusing on global trends and people's needs. Philips' vision is to make the world more sustainable through innovation and improve the lives of 3 billion people by 2025. It produces products like lighting, audio equipment, and healthcare devices. Major competitors include Orient, Pell, Haier, Sony, and Dawlence. Philips uses job order costing to track costs for its consumer, electronics, and healthcare manufacturing.
Philips first created its logo featuring waves and stars in 1926, which was later enclosed in a shield with a circle and word mark in 1930 to create a unique trademark. Over the decades, Philips manufactured over 50,000 products across 100 countries with more than 165,000 patents, though it faced competition in the 1970s-1990s from Japanese electronics companies. To adapt, Philips closed less profitable factories and business units unrelated to its core work. It later rebranded to "Sense and Simplicity" after consumer research found people valued simple, efficient technology without complexity. This rebranding focused on consumer-oriented, easy to use, and advanced products and was successful, with a 5% growth in total brand
This document is a project report submitted for a Master's degree in business administration. It examines motivation techniques and their effects on employees at Pankajakasthuri Herbals India Pvt. Ltd. in Trivandrum. The report includes declarations, acknowledgements, an abstract, and outlines the various chapters which will cover the industry and company profiles, literature review, research methodology, data analysis and findings, suggestions and conclusions.
Foreign direct investment (FDI) can be profitable for both the investing company and host country. For companies, FDI allows access to new markets, technology, and cheaper production facilities. Host countries benefit from foreign funds, job creation, and transfer of technology. Common forms of FDI include setting up subsidiaries, acquiring shares of overseas companies, or through mergers and joint ventures. Developing countries have seen large increases in annual FDI inflows in recent decades. The retail industry in India is highly fragmented, with 97% of business run by small unorganized retailers. However, organized retail is growing and accounts for around 15% of India's GDP. FDI in retail has created opportunities for both domestic and international companies in
Founded in 1891 by Gerard Philips and his father Frederik Philips, Philips is a Dutch multinational conglomerate company headquartered in Amsterdam, Netherlands. Philips began by producing carbon-filament lamps and medical X-Ray tubes, and over time expanded into consumer electronics, healthcare, and lighting products. Today Philips has over 80,000 employees across 100 countries and focuses on consumer lifestyle products, lighting solutions, and healthcare technology. Philips aims to improve people's lives through meaningful innovation and make the world healthier and more sustainable through their products and services.
CASE STUDY ON PHILIPS WEB ENABLED LIGHTING INNOVATION TECHNOLOGY WITHSPECIFIC...VARUN KESAVAN
Koninklijke Philips N.V. (Royal Philips, commonly known as Philips) is a Dutch diversified technology company headquartered in Amsterdam with primary divisions focused in the areas of electronics, healthcare and lighting. It was founded in Eindhoven in 1891 by Gerard Philips and his father Frederik. It is one of the largest electronics companies in the world and employs around 105,000 people across more than 60 countries.[1] Philips is organized into three main divisions: Philips Consumer Lifestyle (formerly Philips Consumer Electronics and Philips Domestic Appliances and Personal Care), Philips Healthcare (formerly Philips Medical Systems) and Philips Lighting. As of 2012 Philips was the largest manufacturer of lighting in the world measured by applicable revenues.[2] In 2013, the company announced the sale of the bulk of its remaining consumer electronics operations to Japan's Funai Electric Co,[3] but in October 2013, the deal to Funai Electric Co was broken off and the consumer electronics operations remain under Philips.
Philips said it would seek damages for breach of contract in the $200-million sale.[4] Philips has a primary listing on the Euronext Amsterdam stock exchange and is a constituent of the AEX index. It has a secondary listing on the New York Stock Exchange.
This file is all about Eco-Conscious Products by Philips Electronics and what type of products and production process is adopted by them for increasing their productivity.
Royal Philips Electronics is a Dutch multinational conglomerate founded in 1891. Headquartered in Amsterdam, Philips has diversified operations in healthcare, lighting, and consumer electronics. In 2014, Philips reported revenues of €21.39 billion from its 105,365 employees across more than 60 countries. Philips has undergone restructuring initiatives to address financial struggles and shift to a more technology-focused brand known for innovation in areas like lighting solutions, healthcare equipment, and male grooming products.
C:\fakepath\a case study on restructuring philipsanusharma1987
The document summarizes restructuring efforts at Philips from the 1990s onwards. Major initiatives included Operation Centurion in 1990 to address financial losses, which included job cuts and business sales. In 2001, Philips launched Towards One Philips (TOP) to foster cooperation across divisions and make Philips a unified company. TOP standardized processes, established shared services, and promoted collaboration and a focus on customers. The benefits of TOP included cultural change, knowledge sharing, improved time-to-market, cost reductions, and better strategy setting.
The document summarizes restructuring efforts at Philips from the 1990s onwards. Major initiatives included Operation Centurion in 1990 to address financial losses, which included job cuts and business sales. In the late 1990s, Cor Boonstra's restructuring closed manufacturing facilities and shifted marketing focus. In 2001, Gerard Kleisterlee launched Towards One Philips to foster collaboration and cut costs across divisions through shared services and strategic conversations. The initiatives improved collaboration, knowledge sharing, time-to-market, and reduced costs, transforming Philips to be more market-driven and customer-focused.
Philips is a Dutch multinational conglomerate company founded in 1891. It has major divisions in consumer electronics, lighting, medical devices, and appliances. In the 1990s, Philips faced financial struggles due to falling market share and increasing costs, but addressed this through restructuring programs. Currently, Philips derives significant revenues from lighting, healthcare, and consumer products. It aims to provide simple, innovative solutions across various markets through its "sense and simplicity" strategy.
Anton and Gerard Philips started Philips & Co in 1891 manufacturing carbon filament lamps, which evolved into a global company leading in various fields including medical diagnostics imaging, lighting solutions and lifestyle solutions in 100+ countries. Facing competition from low-cost Japanese electronics, Philips conducted a market study identifying educated consumers valuing simplicity. Philips adopted the "Sense and Simplicity" strategy designing products around consumers needs simply and hiding complexity. This proved successful but risks included appearing less advanced and unclear simplicity in design vs usage. To compete, Philips must eliminate Japanese manufacturers' low-cost advantage by developing inexpensive, high-quality innovative products through R&D investment.
Koninklijke Philips Electronics N.V. (Royal Philips Electronics) was founded in 1891 in the Netherlands and has grown to become a global leader in health technology, lighting and consumer electronics. It manufactures over 50,000 products across 100 countries and reported sales of $30.97 billion in 2019. Throughout its history, Philips has continually invested in new technologies and research and development. However, it now faces challenges from low-cost Japanese consumer electronics competitors. To address this, Philips launched a "Sense and Simplicity" marketing strategy in 2004 focused on easy-to-use products, but risks consumer distrust if it does not address electronic waste responsibility.
Philips started in 1891 in Eindhoven, Netherlands manufacturing carbon filament lamps. It faced competition in 1970-1995 from Japanese electronics companies, forcing it to close less profitable factories. To reduce costs, Philips began sharing R&D with other companies. A new branding campaign in the 1990s emphasized improving lives through technology solutions. Market research found consumers saw Philips as reliable and preferred simplicity. The rebranding focused on benefits of technology without complexity. This increased Philips' brand value to $10.9 billion in 2015.
Whi how a_brand_promise_drives_change_in_a_multinat_organisationUCB
Philips conducted market research that showed its products had become too complex for most users. To address this, Philips launched a brand repositioning strategy called "sense and simplicity" to make products and communications easy to understand. Philips developed new products like Senseo coffee machines that are stylish, simple to use, and deliver high-quality coffee. Philips also applied "sense and simplicity" across its organization to ensure all processes and communications are also easy to understand. Market research showed the strategy has been successful, as Philips has achieved sales milestones and created well-received products that embody the new brand promise of "sense and simplicity".
Philips was founded in 1891 and has grown to become one of the largest electronics companies in the world. It started by producing carbon filament lamps and electro-technical products and now has over 116,000 employees across 100 countries. In 2016, Philips reported $28.4 billion in sales. The document discusses Philips' history of innovation, mergers and acquisitions, focus on knowing customers well, and introduction of innovative products. It also raises questions about Philips' "Sense and Simplicity" strategy and how it can ward off competition from Japanese electronics manufacturers.
Founded in 1891 in Eindhoven, Netherlands by Gerard and Frederik Philips to manufacture incandescent lamps, Philips has grown into a huge success with Gerard's brother Anton joining in 1895. Philips strives to improve lives through meaningful innovation, with a goal to benefit 3 billion people annually by 2025 through healthier, more sustainable products and solutions. As an innovative company, Philips follows a rigorous process to create new products that meet local needs, filing 1,690 patents in 2021 and generating EUR 286 million in IP royalties.
This document provides a summary of a presentation by Kaushlesh Pandey on generating leads for business expansion of Philips India Pvt Ltd, with a focus on modular switches and sockets. The objectives are to improve sales, study the market potential in Pune, generate leads, and increase awareness and business. The presentation includes background on Philips, its products, divisions, competitors like Anchor and Legrand, learnings from interacting with projects and retailers, and conclusions on the experience gained.
This document provides information about Philips and Matsushita (later Panasonic). It discusses how Philips became a leading consumer electronics company through building national organizations around the world and focusing on innovation. However, it struggled with high costs as it outsourced more manufacturing. Matsushita surpassed Philips by producing low-cost, high-quality standardized products and being a fast follower. Both companies struggled with changing their cultures and structures as international companies.
Philips became the leading consumer electronics company after World War II by developing national organizations in countries around the world that understood local markets and adapted products accordingly. However, its divisions lacked coordination and focus on local profits undermined the company. Matsushita displaced Philips by focusing on low-cost, standardized products and correctly betting on new technologies like VCRs. Both companies struggled with change as decentralization made innovation difficult but recentralization hurt adaptation to local needs.
Philips is a Dutch technology company founded in 1891 that produces electronics, lighting, and healthcare products. Its mission is to improve lives through meaningful innovation by focusing on global trends and people's needs. Philips' vision is to make the world more sustainable through innovation and improve the lives of 3 billion people by 2025. It produces products like lighting, audio equipment, and healthcare devices. Major competitors include Orient, Pell, Haier, Sony, and Dawlence. Philips uses job order costing to track costs for its consumer, electronics, and healthcare manufacturing.
Philips first created its logo featuring waves and stars in 1926, which was later enclosed in a shield with a circle and word mark in 1930 to create a unique trademark. Over the decades, Philips manufactured over 50,000 products across 100 countries with more than 165,000 patents, though it faced competition in the 1970s-1990s from Japanese electronics companies. To adapt, Philips closed less profitable factories and business units unrelated to its core work. It later rebranded to "Sense and Simplicity" after consumer research found people valued simple, efficient technology without complexity. This rebranding focused on consumer-oriented, easy to use, and advanced products and was successful, with a 5% growth in total brand
This document is a project report submitted for a Master's degree in business administration. It examines motivation techniques and their effects on employees at Pankajakasthuri Herbals India Pvt. Ltd. in Trivandrum. The report includes declarations, acknowledgements, an abstract, and outlines the various chapters which will cover the industry and company profiles, literature review, research methodology, data analysis and findings, suggestions and conclusions.
Foreign direct investment (FDI) can be profitable for both the investing company and host country. For companies, FDI allows access to new markets, technology, and cheaper production facilities. Host countries benefit from foreign funds, job creation, and transfer of technology. Common forms of FDI include setting up subsidiaries, acquiring shares of overseas companies, or through mergers and joint ventures. Developing countries have seen large increases in annual FDI inflows in recent decades. The retail industry in India is highly fragmented, with 97% of business run by small unorganized retailers. However, organized retail is growing and accounts for around 15% of India's GDP. FDI in retail has created opportunities for both domestic and international companies in
Foreign direct investment (FDI) provides capital flows needed to finance current account deficits. It adds investible resources, technology access, production know-how, and export promotion. While once focused on industrialized countries, FDI is now vital for developing countries due to cheap labor, raw materials, lower costs, and market penetration opportunities. India's retail industry, accounting for 14-15% of GDP, is a fast growing sunrise sector that comprises organized and unorganized segments. Recent FDI policy allows 51% investment in multi-brand retail, initially identifying 53 cities over 10 lakh population as eligible, making India an attractive FDI destination.
This document discusses foreign direct investment (FDI) and its role in the retail sector in India. It notes that while FDI provides opportunities for economic growth, job creation, and benefits to farmers and consumers, it may also lead to an outflow of national revenue and negatively impact small businesses and labor. The example of China is provided, where FDI in retail grew dramatically from $19 billion in 1990 to $300 billion in 1999, uplifting the economy.
Nestlé is a Swiss multinational food and drink conglomerate founded in 1866 by Henri Nestlé. It is headquartered in Vevey, Switzerland and is the largest food company in the world. Nestlé produces many well-known brands such as Nescafe, KitKat, Smarties and Nesquik. The company was formed in 1905 by the merger of the Anglo-Swiss Milk Company and Farine Lactée Henri Nestlé and has grown significantly over the past 150 years through acquisitions.
Revolution in telecommunication and its impact in businessAbhaya Abhaya S
This document discusses the revolution in telecommunications and its impact on business. It describes how telegraph and telephone technology was introduced and grew in India. It also outlines the development of modern landline, wireless, internet and broadband infrastructure in the country. The document discusses how telecommunications systems like email, voice mail, video conferencing and online transaction processing can benefit businesses. It highlights the economic, social and other impacts that telecommunications has enabled.
The document discusses export houses in India. An export house is a registered exporter with a valid export house certificate issued by the Director General of Foreign Trade. Export houses were originally established in 1958 to promote non-traditional exports and help small businesses export products. Export houses divide exports into select and non-select products and must have an export turnover between 3 to 7 crore rupees with at least 20% annual growth. Certificates are valid for 3 years and can be renewed within 6 months of expiration.
The document discusses export houses in India. Export houses are registered exporters that promote non-traditional exports and help small businesses export products. To qualify as an export house, a company must have an export turnover between 3-7 crore rupees annually and achieve a minimum 20% growth rate. Export house certificates are valid for 3 years and can be renewed after that time period to continue receiving export benefits and facilities. The objectives of export houses are to promote exports, ensure fair prices for farmers, and arrange for storage, packaging and processing of exports.
This document provides an overview of the telecommunications industry in India and Bharat Sanchar Nigam Limited (BSNL) specifically. It notes that the telecom industry in India is over 165 years old and has gone through three phases of development. BSNL is India's largest public sector telecom company, with over 99.9% digital exchanges and an annual turnover of about 22,000 crore rupees. The document outlines the various telecom services offered by BSNL, including basic telephone, internet, wireless services, and their wireline and wireless networks. Finally, it reviews several relevant literature sources on topics like employee engagement in Indian organizations and the role of communication in engagement.
Titan Watches Private Ltd is an Indian watch manufacturer established in 1984 with headquarters in Bangalore. It has a presence in over 30 countries and two flagship brands, Sonata and Titan. The document discusses Titan's company profile, ranges of watches, the watch industry history including the origins of wristwatches, and Titan's retail chain. It also reviews several literature sources on topics like success factors of fast-moving consumer goods line extensions and factors influencing consumer purchase decisions of FMCG products in Bangladesh.
2. 2
IRON BOX
Royal Philips Electronics, commonly known as Philips is a Dutch multinational
electronics company headquartered in Amsterdam. It was founded in Eindhoven in 1891
by Gerard Philips and his father Frederik. It is one of the largest electronics companies in
the world and employs around 122,000 people across more than 60 countries.
Philips is organized into three main divisions: Philips Consumer Lifestyle (formerly Philips
Consumer Electronics and Philips Domestic Appliances and Personal Care), Philips
Healthcare (formerly Philips Medical Systems) and Philips Lighting.
History
The Philips Company was founded in 1891 by Gerard Philips and his father Frederik
as a family business.
Company Profile
Royal Philips Electronics of the Netherlands is a diversified Health and Well-being
company, focused on improving people’s lives through timely innovations. As a world leader
in healthcare, lifestyle and lighting, Philips integrates technologies and design into people-
centric solutions, based on fundamental customer insights and the brand promise of “sense
and simplicity”.
Gerard Philips and his father Anton Frederik Philips
3. 3
Vision and Strategy
Improving people’s lives through meaningful innovation
For the past 120 years their meaningful innovations have improved the quality of life
for millions, creating a strong and trusted Philips brand with market access all over the world.
In light of key global trends and challenges – e.g. the demand for affordable healthcare, the
energy efficiency imperative, and people’s desire for personal well-being – they are confident
in their chosen strategic direction.
Mission: Improving people’s lives through meaningful innovation
Vision: At Philips, we strive to make the world healthier and more sustainable through
innovation. Our goal is to improve the lives of 3 billion people a year by 2025.
We will be the best place to work for people who share our passion. Together
we will deliver superior value for our customers and shareholders.
Behaviors: - Eager to win
- Take ownership
- Team up to excel
CEO - Frans van Houten
François Adrianus "Frans"
van Houten (born 26 April 1960) is
the successor to Gerard Kleisterlee,
as Chief Executive Officer of the
Dutch company of Royal Philips
Electronics (known universally as
Philips), taking over the position on
April 1, 2011.
Frans van Houten started his
career with the company in 1986 in marketing and sales at Philips Data Systems and held
several leadership positions within the company. He became CEO of Airvision, an in-flight
entertainment startup in the United States in 1992, and was appointed vice president
international sales and operations of Philips Kommunikations Industrie in Germany in 1993.
In 1996 Mr. Van Houten joined Philips’ Consumer Electronics division for which he led the
region Asia Pacific, Middle East and Africa, based in Singapore.
In 2002, he became co-CEO of the Consumer Electronics division and was appointed
member of Philips’ Group Management Committee in 2003. In 2004, Mr. Van Houten was
4. 4
appointed CEO of Philips Semiconductors and in 2006 joined Philips’ Board of Management
until the spin out and creation of NXP Semiconductors in September of that year, when he
became the CEO of NXP. Prior to re-joining Philips, Mr. Van Houten was leading a project
to separate ING Group’s banking and insurance operations as an independent advisor to
ING’s management board. In January 2011, Mr. Van Houten assumed the position of Chief
Operating Officer (COO) within Philips.
Since October 2010, Mr. Van Houten is also a member of the European Round Table
of Industrialists. Mr. Van Houten was born in the Netherlands in 1960 and holds a Masters
degree in Economics and Business Management from the Erasmus University in Rotterdam,
The Netherlands
Biography
Born in the Netherlands in 1960, Frans van Houten studied Economics at Erasmus
University Rotterdam, and started his career at Philips in 1986 in marketing and sales at
Philips Data Systems. He held several positions in the company, becoming co-head of the
consumer electronics division in 2002.
In November 2004, he became CEO of Philips Semiconductors, where he led the
spin-off of the division, resulting in the formation of NXP Semiconductors on October 1,
2006. Van Houten left his position as Chief Executive Officer, NXP on December 31, 2008.
On July 8, 2010 he was nominated to succeed Gerard Kleisterlee as CEO of Philips.
Chairman - Jeroen van der Veer
Jeroen van der Veer (born 27 October 1947 in Utrecht, Netherlands) was the CEO
of the petroleum corporation Royal Dutch Shell until 30 June 2009.
Van der Veer graduated in 1971 from the Delft
University of Technology with an engineer's degree in
mechanical engineering and went on to earn an MSc
degree in economics from Erasmus University
Rotterdam. In 2005 he was awarded an honorary
doctorate from the University of Port Harcourt in Nigeria.
Van der Veer joined Shell in 1971 and worked in
manufacturing and marketing in the Netherlands, Curaçao
and the United Kingdom. In March 2007 it was
announced that Mr. van der Veer's contract as CEO
would be extended to June 2009 some twenty months beyond his normal retirement date of
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October 2007. He was the first executive director of Shell to stay in office beyond the age of
60. He retired as Chief Executive of Royal Dutch Shell June 2009, and remains on the Board
of Directors. He also is a non-executive director of Unilever and chairman of Platform Bèta
Techniek.
Product Profile
Philips Iron Box is mainly classified in to two- Steam Iron and dry Iron
Steam Iron
Dry Iron
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Other Special Types
Philips GC4410 steam iron
It has a maximum of 2400 watts and has lime scale prevention in its 350 ml water
tank. The sole plate is aluminium coated ensuring the correct press for your clothes with the
correct temperature. It has a feature for regulating temperature for different types of cloth.
The GC4410 iron box comes with a spray to moisten your cloths for better results. It glides
almost effortlessly over your clothes ensuring wrinkle free and safe ironing. It also
incorporates a steam tip and a 360 degree swivel to help you reach most of your clothes.
Although it’s relatively light in weight it’s not a good travel iron box.
The GC4410 iron box ensures fast, convenient and powerful ironing; this is because
of its light weight and user friendly design to minimize any form of strain when in use. It also
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requires relatively low power of
about 220-240 v, 50/60 Hz
frequency and consumes about
2400 watts of power when being
used. It also allows you to use tap
water for steam and ensures no
spots when ironing since it has a
drip stop facility and a double active calc system to flush out any particles.
Clothes iron for men
Dutch electronics giant Philips felt that men wanted a more robust, heavy-duty tool to
tackle hampers of laundry. Something with a larger grip and a more masculine look. So it
created the GC4490, which offers ‘more power, more steam, more performance’. Philips
describes the iron’s sleek yet rugged design and stresses its technical specifications,
seemingly in an attempt to convince men that they’re buying a power tool or new gadget
instead of a garment care appliance. Like a new hammer drill, the iron comes in a solid case.
It will retail for EUR 79,99.
On the surface, this is just another marketing
gimmick. But Philips may have found a real gap in
the appliance market. The man-iron is a mirror image
of the tools for women we wrote about a few years
back. This could be the ultimate Father’s Day gift
Philips GC1621 Iron Box
The Philips GC1621 is a stylish looking steam iron made from light weight material for easy
portability. This steam iron has Golden American Heritage soleplate which glides easily over
any kind of fabric. The handle of this Philips GC1621 steam iron is designed to be held
comfortably without straining your palm or wrist.
The steam vents in this Philips appliance are distinctively designed to produce a continuous
steam of 15 g/m. The Philips GC1621 has a steam boost output of 250 g which helps in
removing the stubborn creases out of the fabric. The calc management system in this Philips
steam iron is easy to use and suitable for all kinds of tap water. The Philips GC1621 comes
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with double calc clean solution which is a liquid that prevents scale build-up through anti
scale pills.