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    A Cutting-edge Company

    Ann-Cathrin Starosky s1897624

    Marloes Thijssen s1863584

    Robert van Kasteel s1651552

    John Hein s1942727

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    Table of Contents

    Page

    1 Introduction...........3

    1.1 History of Philips.............3

    1.2 Products .... .3

    1.3.1 Values..... .4

    1.3.2 Vision 2010........ .4

    2 Philips performance over the past 5 years......5

    3 Philips Strengths.....6

    4 Marketing strategy...........7

    4.1 Segmentation, Targeting and Positioning............7

    4.2 Product Strategies.........8

    4.3 Market entry and distribution strategies.........9

    4.4 Promotion Strategies.......11

    4.5 Pricing Strategies....... .12

    5 Conclusion......12

    6 Appendix A(SWOT-Analysis)...........................................................................14

    7 References.......................................................................................................15

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    Royal Philips Electronics of the Netherlands is a diversified Health and Well-being company, focused on

    improving peoples lives through timely innovations. 1 Philips is the world leader in lighting, healthcare

    and lifestyle. Philips headquarter is located in the Netherlands; additionally Philips is located in more

    than 60 countries worldwide with approximately 128.000 employees.2

    1.1 History

    Anton and Gerard Philips established Philips & Co. in the year 1891 in Eindhoven, the Netherlands. First

    Philips & Co. produced carbon-filament lamps and became one of the largest carbon-filament lamp

    producers in Europe. In 1910 Philips employed 2000 employees and was the largest single employer in

    the Netherlands. Later in 1914, the company began selling the X-ray and radio technology, which was

    the first innovation of Philips. Until today, the list of inventions has grown impressively. The inventions

    of Philips consist of many breakthroughs and enriched peoples everyday lives.

    In the early years Philips established a research laboratory to stimulate product innovation as well as to

    study physical and chemical phenomena. Due to this laboratory Philips discovered numerous of well

    known products. Furthermore, Philips was one of the companies which became involved in the earliest

    experience in the television and radio production. Over the years, the product range became

    increasingly larger. They introduced the electric shaver in 1939, the Compact Audio Cassette in 1963,

    the Compact Disc in 1983 and several other important innovations. The companys growth was

    enormous.

    In the 21st

    century Philips continued to grow and change. A long time people saw Philips just as a simple

    electronic producer, but a few years ago Philips started projecting a new image that highlights the

    products in the areas of Lifestyle and Healthcare. In 2004 Philips exposed the new brand promise of

    sense and simplicity.3 In September 2007, Philips communicated its Vision 2010 strategic plan to

    further grow the company with increased profitability targets. As part of Vision 2010, the organizational

    structure was simplified per January 1, 2008 by forming three sectors: Healthcare, Lighting and

    Consumer Lifestyle. These steps further positioned Philips as a market-driven, people-centric company

    with a strategy and a structure that fully reflects the needs of its customer base. With this set of

    businesses, Philips aims to build the leading brand in Health and Well-being.4

    1.2 Products

    The product range of Philips is divided into seven categories, which are Sound and Vision, Personal

    Care, Mother and Child Care, Household Products, Lighting, PC Products and Phones and Accessories.

    Under the category Sound and Vision are products like televisions, home theatre, blue-ray and DVD,

    1http://www.philips.com/about/company/companyprofile.page

    2http://www.philips.com/about/company/companyprofile.page

    3http://www.philips.com/about/company/history/ourheritage/index.page

    4http://www.philips.com/about/company/history/ourheritage/index.page

    Comment [J1]: Has established subunits

    Comment [J2]: subordinates

    Comment [J3]: inaugurated

    Comment [J4]: uprise

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    MP3 players are summarized. Other products of Philips are mens shaving, hair care, coffee makers,

    toasting, energy-saving lamps, car lamps, phones. These are just a few of Philips whole product range.

    The sector with the most earnings is the Healthcare sector with an EBITA of 452 million euro in the 4 th

    quarter of 2009. 5 Philips has not only a great product range, but they are also well-known all over the

    world and sell their products in a great variety of countries, like for instance Germany, Canada,

    Australia and India. The market cluster with the most sales in the 4th

    quarter of 2009 was Western

    Europe with sales of 2,832 million euro. Another big market with 1,794 million euro sales was North

    America. 6

    1.3.1 ValuesThe strategy update Vision 2010 laid down the values which reflect the ambitions Philips has The

    values are called the four Ds and act like a compass for the company to guide how to behave and to

    remind them of the attitudes they should have towards their work, customers and other employees.

    With Vision 2010, we are putting people right at the center of things, with Health and Well-being as

    our overarching theme. We are thereby putting into practice our mission: improving the quality of life

    through the introduction of meaningful innovations. (Gerard Kleisterlee, President and CEO of Royal

    Philips Electronics)

    1.3.2 Vision 2010

    Delight Customers

    We anticipate and exceed customer

    expectations

    y We demonstrate Passion for Philips andsense and simplicity

    y We create superior customerexperiences, based on deep insights

    y We act as One Philips ambassadors allthe time

    Deliver great results

    We continually raise the bar

    y We play to win big and always setambitious targets

    y We challenge the status quo andexperiment with new ways

    y We take clear decisions and implementwith speed and discipline

    Develop people

    We get the best from ourselves and each other

    y We attract the best players to createstrong diverse teams

    y We take risks by giving people stretchassignments to accelerate their

    development

    y We personally invest significant time tocoach and recognize people

    Depend on each other

    We deliver more value by working as One Philips

    y We think as One Philips and act asowners

    y We trust and empower each other tocontribute our best

    y We team up and allocate resources tothe most promising opportunities

    (Source: http://w ww.philips.com/about/company/missionandvis ionvaluesandstrate gy/values.page )

    In addition to the Vision 2010 Strategy Philips has a specific mission and vision of how they will work in

    the future. The mission of Philips is to "improve the quality of peoples lives through timely introduction

    5http://www.newscenter.philips.com/main/confidential/resources/corporate/quarterly_results/R_4Q09.pdf

    6http://www.newscenter.philips.com/main/confidential/resources/corporate/quarterly_results/R_4Q09.pdf

    Comment [J5]: encompassed

    Comment [J6]: Diverse AWL 6

    Comment [J7]: prestigious

    Comment [J8]: Enormous AWL 10

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    of meaningful innovations."7

    Furthermore, Philips vision is that In a world where complexity

    increasingly touches every aspect of our daily lives, we will lead in bringing sense and simplicity to

    people.8

    2. Philips performance over the last 5 yearsTo discuss the overall performance of Philips over the last f ive years, we have looked trough all available

    annual reports. Here we found all the data we needed to analyze the performance.

    Philips is a brand that is known all over the world and is one of the largest electronics companies in the

    world. In recent years Philips has gone through a transformation that has given the company a more

    balanced portfolio of businesses in the domain of well -being and health. These and the other Philips

    businesses have been able to develop and improve their market share during the last five years. Since

    2005 Philips has made some significant acquisitions, with the biggest being the acquisition of Genlyte

    and Respironics in 2008. These two acquisitions are the reason why over 50% of Ph ilips global sales aregenerated by activities in which they are the world market leader. As a result of these acquisitions

    Philips has amassed an exceptional range of well-respected brands, including Lightolier, and makes up

    the worlds largest integrated lighting solutions provider. As a consequence of this, Philips has build up

    an extensive portfolio combined with a g lobal commitment to sustainability.

    In 2009, Philips had sales that exceeded 23 billion. Philips has done quite well over the last few years

    with steadily increasing sales since 2005 from 25 billion to 26,7 in 2007, until a 4% decrease in 2008

    due to the economic malaise. Over the last five years Philips has always been profitable, with profits

    even as high as 5 billion in 2006, except from 2008 when there was a global recession. In 2009 the

    recession was still felt although there was a minimal profit of 424 million, but this was mainly due to

    several layoffs. Philips has also become very aware of the environment in these last couple of years and

    this is why they additionally started to sell Green products in 2006. They set a few targets for themselves

    over the period 2007-2012 (as can be read in the annual report of 2006), for example that they wanted to

    double their revenues from Green products to 30% of total sales, and double their investment in making

    Green innovations. Finally Philips has done very well the last couple of years and exceeded expectations

    by bringing revenues of Green products to 30,9% in 2009, and investing 409 million in Green in 2009

    as to the 284 million of 2008.

    That Philips has done well over the last five years is also noticeable in the brand value of the Philips

    which has increased gradually.

    Value of the Philips brand (Amounts in USD billions) (www.philips.com)

    7http://www.philips.com/about/company/missionandvisionvaluesandstrategy/index.page

    8http://www.philips.com/about/company/missionandvisionvaluesandstrategy/index.page

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    (all figures and data comefrom wwwphilips com)

    3. Philips strengthsTo determine the companys international competiveness at the marco -level we want to use Porters

    Diamond In this model there are a couple of characteristics that explain the competitiveness of a firmThe Factor conditions are strong which for Philips means that they are very good at innovation and have

    advanced research and development labs Another important thing is that Philips has highly skilled

    people in these R&D labs The company also has a strong position in their main markets

    with a grea t

    demand for their products in Europe and North -America Because of the large home market in Europe

    this gives Philips a cost advantage and a lot of experience

    Porters Five-Forces model focuses at the meso level of a companys marketing strategy9

    Because

    Philips is such a large company and a respected global brand

    it has a lot of bargaining power over its

    suppliers This is mainly because there are only a few companies that sell electric shavers and Philips is

    the market leader in almost every part of the world Due the companys size it is able to produce in large

    quantities and therefore it can buy resources in bulk at a lower price at the same time There is however

    the presence of a substitute namely the normal razor But most buyers are not will ing to substitute as

    they find the electric shaver more convenient Another strength of Philips is that they are very well

    established in their main markets

    and have build up a strong reputation and market base Their brand

    identity is good and a lot of customers are loyal to the brand This makes it hard for other companies to

    enter this market and try to decrease Philips market share The perceived value is the customers overall

    evaluation of the product offered by the firm10

    In Philips case the customer buys a Philips product

    because they expect it to deliver a certain levelof standard

    Furthermore Philips has a good acquisition strategy This way they expanded their product market and

    segment

    9Essentials of Global Marketing 2008 (Svend Hollensen), p 78

    10Essentials of Global Marketing 2008 (Svend Hollensen), p 83

    5.9 6.77.7 8.3 8.1

    0

    5

    102005

    2006

    2007

    2008

    Comment [J9]: Utilize AWL 6

    Comment [J10]: Component AWL

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    4. Marketing StrategyAfter having introduced the company of Philips, its product range and its global presence as well as

    having studied the past five years and the firms nation al and international competiveness, we will

    analyze in the following section relevant marketing topics and tools.

    Philips, as being the largest electronic company in Europe, offers a gigantic range of products. These are

    divided into the three major segments: Healthcare, Lightning and Lifestyle. We decided to focus on the

    Lifestyle segment and more specific on electric shavers in this report.

    4.1 Segmentation, targeting and positioningA commonly wrong assumption is that companies should try to win as many customers as possible

    without performing a detailed targeting of the market. Certainly a great customer base is one of the most

    important aims of any profitable company, but to ensure long-term success, it is impossible to serve all

    customers equally. That means that it is crucial to define a target group to be able to p roducecompetitive, tailor-made and delighting products.

    To determine which segment Philips serves, we firstly want to divide the market into segments. The

    plainest distinction which can be made in the world of razors is between manual blade shavers and

    electronic shavers. While Philips focuses only on the electrical shavers segment there can be made even

    more distinctions. The two most common options are rotary shavers and foil shavers, furthermore there

    can be differentiated between wet- and dry-use shavers. Although the company has a great range of

    products which are differentiated in uncountable specific features, all of the products belong to the group

    of rotary shavers for which the company once became so famous under the Philishave brand name.

    However, wet- as well as dry-use shavers are being produced.11

    To further determine the target group we want now to go into more detail concerning societal aspects.

    The major part of shaving products produced by Philips is aiming at the male population. Nevertheless

    the company is aware of the potential of the female serving market and pays growing attention. Currently

    there is a special product group called female depilation offering epilators, lady shavers, bikini

    trimmers as well as partially so called IPL hair removal systems. Moreover there is a complementary

    mens grooming segment with different kinds of hair trimmers. Nevertheless we want to focus in our

    report on the mens shaving section which offers products from 30 to 250. Due to the uncountable

    number of blade shaver offers and the great advertisement campaigns many people, especially younger

    generations, prefer this cheaper option. To be precise, only 18 percent of all men use solely electrical

    shavers.12 Therefore the targeting group can be summarized as the wealthy segment of males between 35

    and 54 which can afford to buy these premium razors. But what should not be neglected is that there is

    also a great amount of women who still prefer male shavers.

    To make Philips targeting more clearly we want to include the companys position in the world market.

    On 9th

    of May 2007 the company was able to announce that it had reached the phenomenal production

    11http://www.shavers.co.uk/introduction_to_electric_shavers.php

    12http://www.businessweek.com/magazine/content/07_24/b40 38413.htm

    Comment [J11]: Include a - and it is AWL 1

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    line of 500 million electric shavers. Certainly, with more than 70 years of heritage and sales of razors in

    56 countries worldwide the company is the global market leader in electric shavers. The value

    proposition of the razors is very high as the formerPhilishave company aims at the highest premium

    segment in this market

    4.2 Product strategiesIn the following we want to go into more detail regarding marketing management. We have already

    discovered that Philips is aiming at the upper class of society with premium products, but we want to

    figure out to what extent the company takes action in favor of its customers in comparison to the interest

    of the organization and society as a whole.

    After analyzing the situation we came to the conclusion that Philips chose a combination out of the

    Production Concept, the Marketing Concept and even of the Societal Marketing Concept. To explain this

    let us begin with the Production Concept. In this concept the most valuable aspect is continuousimprovement and innovation of the product. Philips has clearly proven that it is an innovative company,

    as it was the first who started with the production of rotary shavers. But there were several other

    innovations which contributed to the current position as a market leader. The latest innovation is based

    on the cooperation with Nivea. To reduce skin irritations and improve the feeling of shaving the

    companies developed a razor with implemented Nivea-products such as lotions. Another example is the

    newest flagship of the razor segment, the Arcitec. This razor is the first rotary razor with three

    independently flexing heads which ensure an excellent shaving result. However, what is most important

    is that the company has never forgotten that customers do not want an innovative razor, but much more

    an excellent shaving result. This means that Ph ilips is aware of the so called marketing myopia.

    What goes along with the Marketing Concept is related to our last point. Philips slogan is sense and

    simplicity and this comprises the importance to satisfy the true customers needs. It is not the main goal

    to design the most innovative razor on the market, but much more the most effective one. It is not about

    the way to get somewhere, but about the result. And therefore Philips is not trying to establish new

    customers needs which might be irrelevant at the second glance, but it is trying to develop products

    tailor-made to the customer segment resulting in delighted consumers. A very important evidence that

    the Marketing Concept is applied is the fact that Philips refers its decisions to direct market research. In

    2006 the company conducted intensive market research interviewing 5000 men about their true problems

    and needs concerning the perfect shaving experience. The outcome was a not very hidden problem, but

    still it opened a true opportunity to outperform competitors. Many customers claimed that it was

    extremely difficult to get a satisfying shaving result on the neck under the chin. Philips took this issue toheart and invented the new arcitec which is able to deal with this problem better than any other s haver in

    advance. Another indicator are the four Ds representing Philips values:Delight customers, Deliver great

    results, Develop people and Depend on each other13

    .

    13Philips, Annual Report 2009

    Comment [J12]: create

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    Finally, we also found indications of the Societal Marketing Concept as we consider the Philips

    Company as a whole. In recent years Philips emphasized sustainability very much and included it in

    important performance goals. The EcoVision4 targets for example include the doubling of revenues

    from green products to 30% of total sales, a doubling of the investment in so called green innovations to

    a cumulative 1 billion euro and an improvement of operational energy efficiency by 25% as well as a

    reduction of CO2 emissions by 25% (Annual Report 2009).

    Additionally it is important to consider the general and after-sales service of the company. As Philips

    shavers segment is a relatively strong Product-dominant entity the level of services is rather low.

    Nevertheless the company tries to achieve high customer satisfaction through additional services like

    shaving advice via video tutorials on the webpage, the ability to register products to stay up to date about

    the latest news and innovations, very user-friendly and effective buyer's guide with comparison function

    of the features of all models and consultations for every kind of customer and the possibility to join clubs

    like thePhilishave Collectors Club (PCC).14

    4.3 Market entry and distribution strategiesSo far we have addressed the first p of the 4P-Marketing mix; the Product. In the next step we want to

    address the place more detailed. Currently Philips has sales and service outlets in 100 countries, 127

    production sites and 7 research laboratories in Europe, North America as well as Asia. One important

    aspect which enabled Philips to internationalize more easily is its great range of products. The company

    had the ability to enter markets which were especially attractive to specific products. That means for

    instance if one country had a weak industry for light bulbs, Philips could enter this market and achieve

    relatively easy strong positions due to good market research, analyses and decisions regarding the

    country of internationalization. Through this early presence in many different countries the company was

    able to establish a good brand image and reputation resulting in opportunities for other products, as

    management could use the already established wholesaler, retailer and supplier networks. Additionally,

    this meant that Philips often had the chance to enjoy first-mover advantages.

    In the history of Philips the company has completed a great amount of mergers and acquisitions.

    Amperex, Magnavox, Signetics, Mullard, VLSI, Agilent Healthcare Solutions Group, Marconi Medical

    Systems, Agilent Technologies and Respironics, Inc. to name just a few.15 These new acquired

    companies definitively provided Philips with local knowledge, acceptance in the market and essential

    relations with suppliers.

    To describe the current situation we want to apply the model introduced by Uppsala. He used four

    different stages to describe the mode of entering international markets. From the first to the fourth stage

    the level of commitment is steadily increasing. Philips can be classified as a member of the third as well

    as the fourth stage. Stage three implies the establishment of foreign sales subsidiaries and stage four the

    14http://home.wanadoo.nl/philiclub/indexeng.htm

    15http://www.answers.com/topic/philips#Acquisitions.2C_subsidiaries_and_spinouts

    Comment [J13]: subsequent

    Comment [J14]: achieves

    Comment [J15]: various

    Comment [J16]: State of affairs

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    establishment of production and manufacturing units. As Philips has sale subsidiaries in 100 countries

    and produces in 127 places, we can assume that a great percentage of the 100 countries of sales have also

    production sites. However, we have to focus on Philips Shavers, which are being sold in 56 countries, but

    currently only produced in two production centers for shavers, which are Drachten in the Netherlands

    and Zhuhai, China.16 This means, that Philips follows a relatively strong export mode strategy with high

    flexibility, low risks and low control.

    The remaining question is which are these 56 countries Philips is selling electrical shavers in? The most

    important markets for this product segment are definitively Europe and the USA in which the company

    was selling razors under the name Norelco. But also the Asian market is getting more important as there

    was a significant 11 percent increase in value only in the year 2006.17 In 2004 both Europe and China,

    due to its great population, contributed 34 percent of the total sales. The USA is the third most important

    region with 26 percent of total sales, followed by the Middle East together with Africa and Latin

    America, with 2 and 4 percent respectively.18 The underlying reason why Philips does not enter the

    electrical shaver market in India and China as intensively as it does in Europe and America are the

    following: Firstly it was proven by research that Chinese man have in general less hair than men in other

    cultures. Moreover their hair is thicker and grows more slowly, so that there is no need and demand for

    three headed, expensive razors like the arcitec.Nevertheless Philips will offer two headed razors as well

    as the arcitec as the premium razor on the market to be present in the China. Concerning the Indian

    market there has been determined another problem. Due to the fact that it is still possible to get a shave

    at the corner stand for 20 rupees, or 50 cents the Indian population has not yet the wantand therefore

    the demandwhich is crucial to sell the shavers.

    The primary channel Philips uses to sell its products is certainly through a tremendous network ofretailers. For instance, if you go in a random city into a random electronic store the chances to find

    Philips electronic shavers are extremely high. To put it briefly, Philips follows the intensive coverage

    approach. Moreover Philips uses the internet effectively to sell products. Unfortunately is it only

    possible to buy products from the online shop from 47 out of the 56 countries Philips sells razors in.

    While this form of e-marketing is already well established and contributes essential stakes, the m -

    marketing techniques have not been adopted, yet.

    Adaption takes most obviously place in the United States, as the company is selling razors there under

    the brand name Norelco. However, this adaption is steadily reduced due to the fact that Philips is aiming

    to unify all products under one brand name. 19 Another adaption is the special offering of two headed

    razors for the Chinese market.20 But, to put it in a nutshell, there is in general no need to adapt razors to

    different cultures, as the demand for having an excellent shaving result is the same througho ut the world

    16http://www.answers.com/topic/philishave

    17http://iavbbs.com/gflinn/news.htm

    18Essentials of Global Marketing 2008 (Svend Hollensen), p. 476

    19http://www.answers.com/topic/philishave

    20http://iavbbs.com/gflinn/news.htm

    Comment [J17]: Virtual marketing

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    and the products are greatly standardized throughout the world. Differences might only occur in the

    promotion of the product in different cultures, which we will address under the following topic.

    4.4 Promotion strategiesFinally one of the most important questions arises when a company is facing its promotion opportunities.

    In 2006 Phillips has chosen to follow the Straight extension strategy as it decided to steadily reduce its

    last major adaption to the US market. The brand name Norelco will be changed in two steps from

    Philips-Norelco to simply Philips in order to unify the products and benefit from the more positive

    associations of the great companys brand name. In other words this means that until 2006 there was

    used to some extend the Promotion adaption strategy. An additional positive effect will be a reduction of

    promotion costs as these can be more standardized.

    This leads us to the next topic of promotion: standardization. As we have already discovered, human

    demands for shaving results are similar throughout the world. Nevertheless it can be essential to the

    products success to adjust advertisements to cultural differences. Still, Philips did not see the need to

    adjust its commercials to a great extent besides of the language.21

    But, what Philips does is advertising through effective co -operations. The probably most famous channel

    of promotion is Philips connection to world class sports. One important example emerged out of the

    Philips Sport Club, the soccer club PSV (Philips Sport Vereniging), which is currently one of Europes

    top clubs. Philips owns also the naming rights of the Philips Stadium, which is the teams home stadium

    in Eindhoven. Moreover the company has the naming rights of the Philips Arena in Atlanta (Georgia)

    and even the Australian premier basketball league is named Philips Championship. In total the company

    has sponsored uncountable sports events, teams and even music events. The most current and success ful

    campaign was started in 2006 in partnership with AT&T and the Williams F1. Therefore Philips is now

    sponsor of one of the Big three F1 teams and attracts a lot of attention.22

    The company uses this

    valuable partnership by developing razors with the Williams F1 design in order to address this huge fan-

    base as well as younger generations.

    Lastly we also want to mention Philips involvement in several Hollywood movies like the James Bond

    movie A View to a Kill and The Long Wait. Moreover the company uses extensively television, full -

    page magazine and billboard advertisements. The budget for advertising and sales promotion was 804

    million euro in 2009 (2008: 949 million ).

    21Essentials of Global Marketing 2008 (Svend Hollensen, p.479-480

    22http://www.answers.com/topic/philips#Sports.2C_sponsorships_and_naming_rights

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    4.5 Pricing strategies

    A major element in marketing is pricing; this is because the price of a product has an immediate impact

    on other aspects of the marketing process. As well as having an impact on profit, a higher or lower price

    of a product can also change gross margins and sales volumes.

    One of the strategies that Philips is using is skimming. Skimming means you sell your product at a high

    price to achieve high profits. Philips puts quality in this case before quantity, with a higher price but also

    a high quality product which is appreciated by their buyers. This and the fact that the company is aiming

    at the top level of the market is the explanation why Philips can ask these high prices because their

    aiming at the top of the market. People want to pay more for their electric shaver, because Philips is an

    innovator and they know that it is a quality product. For example they have a special electric shaver that

    moisturizes your skin while you shave, by dispensing a NIVEA conditioner. This way you get a smooth

    shave and your skin gets looks after at the same time.

    Another strategy is market pricing; with market pricing the company bases its price on similar products

    in the target market. Philips as one of the market leaders in electric shavers can put up competitive prices.

    And, as seen with their skimming approach, people are willing to pay their prices as they know that

    electric shavers are that costly.

    6. ConclusionPhilips is the largest electronics company in the world. They made a positive transformation over the

    years and became market leader. The company has been profitable over the last couple years except in

    years of global recession. In this assignment we focused on the Lifestyle segment, in particular electronic

    shavers.

    It is crucial to define a target group to be able to produce tailor-made and delighting products. Males,

    who are able to afford premium razors are the target but without neglecting the great amount of women

    who prefer male shavers.

    An important aspect is that the company has never forgotten that the customers mainly want an excellent

    shaving result, they are aware of marketing myopia. They focus on the effectiveness of the product and

    therefore they try to develop products tailor-made to the customer segment resulting in delighted

    consumers.

    Philips invented the new arcitec which solves the problem of getting a satisfying shaving result on the

    neck under the chin. Another indicator are the four Ds representing Philips values: Delight customers,

    Deliver great results, Develop people and Depend on each other.

    One important aspect which enabled Philips to internationalize more easily is its great range of products.

    Philips follows a relatively strong export mode strategy with high flexibility, low risks and low control.

    The primary channel Philips uses to sell its products is certainly through a tremendous network of

    Comment [J18]: Components AWL 3

    Comment [J19]: expensive

    Comment [J20]: state of the art

    Comment [J21]: tremendous

    Comment [J22]: and variety

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    retailers. Philips follows the intensive coverage approach. Moreover Philips uses the internet effectively

    to sell products.

    As there is no need to adapt razors to different cultures, as the demand for having an excellent shavingresult is the same throughout the world, the products are greatly standardized throughout the world. But,

    what Philips does is advertising through effective co-operations. The probably most famous channel of

    promotion is Philips connection to wor ld class sports. Moreover the company uses extensively television,

    full-page magazine and billboard advertisements.

    One of the pricing strategies that Philips is using is skimming. Skimming means you sell your product at

    a high price to ach ieve high profits. Another strategy is market pricing, with market pricing the company

    bases its price on similar products in the target market.

    Philips strengths are innovation, advanced research and development labs. Another important thing is

    that Philips has highly skilled people in these R&D labs. Philips also has a strong position in their main

    markets, with a great demand for their products in Europe and North-America. Because of the large

    home market in Europe Philips has a cost advantage and a lot of experience. To put it in a nutshell,

    Philips has truly selected an appropriate marketing strategy which results can be seen in the profitability

    of the company.

    Comment [J23]: exchangeable

    Comment [J24]: powerful

    Comment [J25]: enjoys

    Comment [J26]: gained

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    Appendix

    SWOT-Analysis

    Strengths (internal)

    y Strong position in main marketsy Good geographical diversification (25% of

    sales is generated in emerging countries)

    y Great innovation capabilityy Good acquisition strategy (new products)

    Weaknesses (internal)

    y The consumer lifestyle division is sensitive tothe economic slowdown

    y Sensitivity towards the rate of the dollary Lack of brand recognitiony Products marketed under different names then

    Philips

    Opportunities (external)

    y Philips is a strong global brand which makes iteasier to differentiate and launch new products.

    y A lot of potential in the long term (populationaging is positive for the health care sector)

    y Rising demand for health care equipmenty Growing awareness for energy efficient

    lighting

    Threats (external)

    y Highly competitive market (especially in theelectronics market)

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    References

    Websites

    Philips

    URL: www.philips.com/about/company/companyprofile.page

    URL: www.philips.com/about/company/history/ourheritage/index.page

    URL: http://www.philips.com/about/company/missionandvisionvaluesandstrategy/index.page

    URL:www.newscenter.philips.com/main/confidential/resources/corporate/quarterly_results/R_

    4Q09.pdf

    Shavers.co.uk

    URL: www.shavers.co.uk/introduction_to_electric_shavers.php

    Businessweek

    URL: http://www.businessweek.com/magazine/content/07_24/b4038413.htm

    Philipshave collectors club

    URL: home.wanadoo.nl/philiclub/indexeng.htm

    Answers.com

    URL:www.answers.com/topic/philishave

    URL: www.answers.com/topic/philips#Sports.2C_sponsorships_and_naming_rights

    URL: www.answers.com/topic/philips#Acquisitions.2C_subsidiaries_and_spinouts

    URL: www.answers.com/topic/philips#Sports.2C_sponsorships_and_naming_rights

    Others

    URL: www.avbbs.com/gflinn/news.htm

    ibliography

    Essentials of Global Marketing 2008 (Svend Hollensen)

    Principles of Marketing, Eleventh Edition (P. Kotler and G. Armstrong)

    Pictures

    URL: http://www.designawards.com.au/images/INDUSTRY/Philips%20Arcitec.jpg

    URL: http://farm4.static.flickr.com/3365/3453191149_c0c94ea346_o.jpg