CHAPTER-1

PHILIPS PROFILE
Philips India Limited is a subsidiary of Royal Philips of the Netherlands, a leading
health technology company focused on improving people’s health and enabling
better outcomes across the health continuum from healthy living and prevention, to
diagnosis, treatment and home care. Philips leverages advanced technology and
deep clinical and consumer insights to deliver integrated solutions. The company is
a leader in diagnostic imaging, image-guided therapy, patient monitoring and
health informatics, as well as in consumer health

Royal Philips (NYSE: PHG, AEX: PHIA) is a leading health technology company
focused on improving people's health and enabling better outcomes across the
health continuum from healthy living and prevention, to diagnosis, treatment and
home care. Philips leverages advanced technology and deep clinical and consumer
insights to deliver integrated solutions. Headquartered in the Netherlands, the
company is a leader in diagnostic imaging, image-guided therapy, patient
monitoring and health informatics, as well as in consumer health and home care.
Philips' health technology portfolio generated 2017 sales of EUR 17.8 billion and
employs approximately 74,000 employees with sales and services in more than 100
countries.

Philips in India started operations in 1930, with 75 employees as “Philips Electrical

Co. (India) Private Ltd”. Today, Philips India has grown to over 4,500 employees
in 2003 with a turnover of over US$ 333 million. Philips India is a leader in
lighting, semiconductors, consumer electronics, medical systems, domestic
appliances and personal care, with a wide range of internationally current products
backed by superior design and technology. Philips has seven manufacturing sites at
various locations in India and a world class innovation campus and research and
development centre in Bangalore contributing to over 20 per cent of Philips’ global
resources for high-tech R&D and software development. Philips has made an
investment of over US$ 150 million in the Indian operations over the past five
years.
PHILIPS 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
improve the quality of people's lives through technology-enabled meaningful
innovations - as co-creator and strategic partner for the Philips businesses and
complementary open innovation ecosystem participants.
PHILIPS Limited Warranty: Any Philips Vision LED bulb that fails as a result of
a product defect in non-commercial application during the 12-year period after
purchase is covered by the Philips Limited Warranty. from our 12-year limited
warranty. Jurisdictions in this form within 30 days of purchase to benefit Register
your product by mailing or e-mailing in which warranty benefits cannot be
conditioned on registration will automatically receive the 12-year limited warranty.
Your statutory rights to nondefective goods remain unaffected. 12 YEAR
LIMITED WARRANTY Philips Automotive Asia Pacific warrants each new
Philips Vision LED bulb against defects in materials for a period of twelve years
from the date of purchase, and agrees to replace any defective product without
charge for the same or an equivalent of the defect Vision LED bulb.
IMPORTANT: This warranty does not cover damage resulting from accident,
misuse or abuse, lack of reasonable care, the affixing of any attachment not
provided with the product or subjecting the product to any but the specified
voltage. To exercise your rights under this warranty, you must provide proof of
purchase in the form of a sales receipt or your submitted warranty form that shows
the product name or part number and the date of purchase. It is suggested that for
your protection you return shipments of product by insured mail, insurance
prepaid. The warranty does not cover the installation cost.
Philips Vision LED bulbs Warranty registration form
PHILIPS MISSIOS
Our mission
Improving people's lives through meaningful innovation.

The impact of innovation

Today, Philips is a diversified health and well-being company. This diversity is
also reflected in our organization, and allows us to address the challenges and
needs of people in a unique way. We touch so many aspects of people’s lives that
the true impact of our innovations is in the combination of our solutions.

They support people throughout their entire life, whether they are our solutions for
baby and even prenatal care or imaging systems that improve healthcare. By
bringing together experts from different disciplines, including experiences from
across the broad innovation portfolio of Philips, and working together with other
companies, we believe that our innovations can really make a difference to people
andem power people to improve life.

The Philips Foundation is committed to improving people’s lives in disadvantaged

& underserved communities. We mobilize our expertise, innovations and global
partnerships to the benefit of young and underprivileged people and communities
around the world.

World Mission Sunday – There is a retiring collection for Missio after the Masses
this Sunday. If you are a tax-payer, you can increase the value of your offering by
using one of the special World Mission Sunday envelopes and completing the Gift
Aid declaration.

Malawi Appeal – Our project to support seminarians in Malawi has reached

£4872.10, within sight of our target of £5000. There is more information about the
project on the display board at the front of the church. Donations can be made at
any time in the wall box in the pillar near the display board. If you would like to
Gift Aid your donation, please use one of the special Missio envelopes in the main
porch. Please make cheques payable to ‘St Philip’s, Finchley
OBJECTIVES OF THE COMPANY
Examples of Objectives for a Company
A company objective is a goal or outcome an organization would like to achieve.
Company objectives are measurable. They effectively describe the actions required
to accomplish a task. Objectives define the techniques an organization will use to
achieve sales success, customer service goals, financial goals and any other
measurable aspirations of the company.

Financial Objectives
Business managers must set clear financial objectives to emphasize the financial
targets of the company. Objectives should be ambitious but also measurable and
realistic. An example of a financial objective could be growth in company
revenues and earnings. Attaching a quantifiable number, such as 15 percent growth
in revenues and earnings within the next 12 months, is ideal because it can be
measured and adjusted if necessary. Another financial objective could focus on
increasing capital and investments, such as attracting new shareholders and
investors by improving credit worthiness and cash flow.

Sales and Marketing Objectives

Sales and marketing objectives help companies measure their position against
industry competitors. These objectives tend to focus on ways an organization can
surpass the competition in market share, product quality and brand recognition. An
example of a marketing objective could be to lower costs in respect to competitor
pricing to attract a new class of buyers, or to introduce a new product line to appeal
to a broader demographic.

Human Resources Objectives

To operate effectively, organizations need competent employees. Human resources
objectives cover organizational structure and employee relations matters. They also
cover the employee training and development goals of the organization
BOARD OF DIRECTOR
Resolutions of the Executive Committee are adopted by majority vote comprising
the majority of the members of the Board of Management present or represented,
such majority comprising the vote of the Chairman. Resolutions can only be
adopted in a meeting of the Executive Committee where at least one third of the
members of the Board of Management (with a minimum of two members, amongst
whom the Chairman) is present or represented. Each member of the Executive
Committee shall have one vote. If there is a tie, the Chairman shall have the casting
vote.
2. Upon a proposal by or on behalf of the Chairman or the Vice-Chairman,
resolutions of the Executive Committee can also be taken in writing if
(a) such proposal has been sent to all Rules of Procedure Board of Management
and Executive Committee 3 members,
(b) no one member has objected to resolving in writing and
(c) more than half of the members of the Board of Management (including the
Chairman) – have voted in favour of the proposed resolution. In such case the
(Deputy) Secretary of the Executive Committee will record in writing such
resolution of the Executive Committee and have this document signed by two
members of the Board of Management.
3. In case of a conflict of interests as referred to in article 8 of these Rules of
Procedure with respect to a member of the Executive Committee, the requirements
set in paragraphs 1 and 2 shall as far as possible remain applicable to the non
conflicted members. A conflicted member shall not be taken into account when
calculating a quorum. When the conflict relates to the Chairman, the relevant
resolution can be adopted without his vote.
4. The Executive Committee shall meet in accordance with a schedule for its
meetings adopted each year at the latest in the last meeting of the preceding year.
Furthermore the Executive Committee shall meet whenever the Chairman (or, in
his absence, the Vice-Chairman) has requested a meeting. The meetings shall
generally be held at the offices of the Company in Amsterdam or Eindhoven, but
may also take place elsewhere. In addition, one or more members may participate
by telephone, videoconference or other electronic forms of direct communication.
5. Meetings of the Executive Committee shall be chaired by the Chairman or in his
absence by the Vice-Chairman. None of these being present, the meetings will be
chaired by one of the members of the Board of Management designated by the
Chairman, or, in the absence of such designation, by one of the members of the
Board of Management in order of the date of appointment as member of the Board
of Management.
6. If a member of the Executive Committee cannot attend a meeting, he can give a
proxy to a member of the Board of Management.
7. The minutes of an Executive Committee meeting or a Board of Management
meeting, as the case may be, shall be adopted in the next meeting of the Executive
Committee or the Board of Management, respectively. Adopted minutes shall be
evidence of the proceedings. Extracts of minutes can be sent to the relevant
committees, business units, departments, staff and third parties.
8. The Executive Committee shall appoint one or more (Deputy) Secretaries, who
may but need not be members of the Executive Committee.
9. The Secretary of the Executive Committee keeps on record minutes of meetings
of the Executive Committee for as long as determined by the Executive Committee
from time to time while observing the minimum statutory period. The minutes, in
the wording in which they have been adopted, or extracts shall be certified by the
(Deputy) Secretary to the Executive Committee.
10. Resolutions validly adopted by the Executive Committee in accordance with
these Rules of Procedure shall be deemed resolutions adopted by the Board of
Management.
11. The Board of Management retains the authority to, at all times and in all
circumstances, adopt resolutions without the participation of the other members of
the Executive Committee. In such case the other provisions of this article shall be
correspondingly applicable to the Board of Management. Rules of Procedure
Board of Management
ORGANIZATIONAL STRUCTURE

PHILIPS, a Dutch electrical giant, was one of the earliest champions of the matrix
structure. After the second world war it set up both national organisations and
product divisions. The boss of the washing-machine division in Italy, say, would
report to the head of Philips in Italy as well as to the washing-machine supremo in
the Netherlands. This network was loosely held together by a number of co-
ordinating committees designed to resolve conflicts between the two lines of
command.

By the 1990s Philips had decided that this structure was no longer working well.
There had been more or less continual problems over accountability. Who was to
be held responsible for the profit-and-loss account the country boss or the product
head? For a while, the country heads had had the upper hand, but the product
bosses had fought back. A reorganisation in the early 1990s created a number of
units with worldwide responsibility for groups of the company's businesse
consumer electronics, medical products and so on. The national offices became
subservient to these new units, built around products and based at the firm's
headquarters.

In the past three years the company has been gently drawing back from this
structure without attempting a radical reorganisation. For instance, it has appointed
a chief marketing officer to help counter the criticism that it has been paying too
much attention to technology and new products and not enough to its customers.

Gerard Ruizendaal, head of corporate strategy at Philips, says the company has
learnt that whenever it creates a new organisation, it creates a new problem. So,
under the slogan “One Philips”, it has introduced a number of low-key changes,
such as encouraging employees to work across different business units. In
November, it handed out awards for three business initiatives in which people had
created value for the company by collaborating with others outside their immediate
units.

Philips is also making it clear that employees are expected to move around in their
careers rather than stick with a single geographical region or product area.
COMPANY LOCATION AND ITS BRANCHES
Philips is a technology company with primary divisions focused in the areas of
electronics, healthcare and lighting. Philips is organized into three main divisions:
Philips Consumer Lifestyle, Philips Healthcare and Philips Lighting. The
Company's core products are consumer electronics and electrical products,
including small domestic appliances, shavers, beauty appliances, mother and
childcare appliances, electric toothbrushes and coffee makers, as well as healthcare
products.

households, population profile, and etc. up to town and village level. This helps
company to evaluate its sales team vis-à-vis potential of the markets they are
operating in. The company is able to see the impact of advertisements, pricing
policies, etc. in each territory. It helps in planning investments and setting targets
rationally. The system helps the company to control its outstanding and incentives
to dealers and sales people from the head-office. All claims are now approved on-
line and as per company policies. It helps in automatic material reconciliation
taking into account dispatches made, material in transit, material received,
short/excess receipts, breakages, etc.

Given the nature of business and the stiff competition that exist in the market place
from global players like Philips, GE, OSRAM and others, SRL realized the
importance of having integrated system to manage its business. It was important
for the organization to enforce controls, business policies and achieve higher
economies of scale which were important to achieve competitive edge. The
company was finding it hard to attack costs in manufacturing. Managing dealers in
hundreds, it was important to turn the inventory fast for getting better returns. It
was also important to control dealer credits and ever increasing outstanding. The
company needed a system to plan its production and material requirement based on
market trends, past history and business forecast from the branches.
 CHEPTER-2
ACHIEVEMENTS
On Prince Philip’s 93rd birthday, the first in three years that he can celebrate
outside a hospital (2012) or not recovering from major surgery (2013), there has
been a warm, even affectionate outpouring of appreciation for a man who can be a
curmudgeon on even his best day. He’s so famous for his quips that can often turn
into gaffes that even .Here are some of the best.

 To a Scottish driving instructor: “How do you keep the natives off the booze
long enough to pass the test?”
 On meeting an Australian man who introduced himself and said, “My wife is a
doctor of philosophy and much more important than I am,” he replied: “Ah yes,
we have that trouble in our family too!”
 To Tom Jones after his Royal Variety Performance in 1969: “What do you
gargle with, pebbles?”
 To Elton John himself, his neighbour in Windsor, on learning he had sold his
gold Aston Martin: “Oh, it’s you that owns that ghastly car – we often see it
when driving to Windsor Castle.”
 On the recession of the Eighties: “Everyone was saying we must have more
leisure. Now they are complaining they are unemployed. “
 On meeting a 13 year-old-boy who dreamed of travelling to space: “You could
do with losing a little bit of weight.”
 To a group of female Labour MPs: “Ah, so this is the feminist corner then!”
 His opinion of the president of Nigeria’s traditional attire: “You look like you’re
ready for bed.”
 Concluding a tour of Australia and New Zealand in 1968: “As so often happens,
I discover that it would have been better to keep my mouth shut.”
AWARDS & REWA
2016 Awards

Tongue Care+ wins Gold Award for Best New Dental Product at UK Pure Beauty
Awards
November 4, 2016

The Philips Tongue Care+ for breath odour management has won the Gold Award
for the 'Best New Dental Product' in the UK, during the Pure Beauty Awards on
November 4th.

National Award for PIC as ‘Best Medical Devices Company’ at the CMO Asia
event
June 24, 2016

On June 24, the Philips Innovation Campus (PIC) received the National Award for
‘Best Medical Devices Company’ at the CMO Asia event in Mumbai, India. These
awards are given out by Asia every year for various categories: Healthcare,
Branding, Hospitality, Banking etc.

European Inventor Award 2016 for MPI

June 9, 2016

On June 9, the European Patent Office (EPO) showcased the best and brightest in
innovation today at the European Inventor Award 2016 ceremony in Lisbon,
Portugal. Bernhard Gleich (Senior Scientist)
Jurgen Weizenecker (former Research employee) and their team won the
prestigious European InventorAward in the category 'Industry' for their work in
magnetic particle imaging (MPI).

GBCHealth Award for Philips telehealth Mobile Obstretics Monitoring (MOM)

May 17, 2016
GOVERNMENT SUBSIDIES AND REGULATION
Lacking an on-budget source of funding, a regulatory subsidy will often be a
crosssubsidy: that is, consumers will enjoy a lower price for X only because they
are compelled to pay a higher price – effectively, a “regulatory tax” – for Y. For
example, in order to meet Corporate Average Fuel Economy Standards (CAFE),
auto manufacturers may discount models that have better than average fuel
economy, while they charge a premium for large vehicles with poor mileage.
Buyers of large vehicles effectively subsidize the purchase of small vehicles so that
the overall fleet average can meet the standard.6 In the case of CAFE standards the
regulatory tax and the regulatory subsidy accrue to different consumers, but that is
not always the case. The EPA’s Renewable Fuel Standards require that gasoline
producers include a certain fraction of renewable fuel (today, typically ethanol) in
the average mixture. This effectively gives a regulatory subsidy to ethanol
production, financed by a regulatory tax on gasoline. Because consumers buy a
blend, this regulatory tax and regulatory subsidy fall on exactly the same
consumers, and to a significant degree cancel each other out. Nonetheless, by
changing the relative prices of the different fuel ingredients, this cross-subsidy is
an effective way of shifting consumption towards ethanol and away from gasoline.

The federal government has subsidized the development of hybrid-powered

vehicles by spending money directly on research,2 and also by providing tax
credits to the purchasers of such vehicles. It has provided still a third type of
subsidy that appears neither in the budget nor the tax code: in a number of urban
areas that have not attained the Environmental Protection Agency’s (EPA)
National Ambient Air Quality Standards, hybrid vehicles are permitted to drive in
the High Occupancy Vehicle (HOV) lanes on interstate highways, even if they
have only one occupant. The subsidy is effective: many more hybrids are sold in
those areas (including the suburbs of Washington, DC) than in cities where no
special driving privileges are available.3 Moreover, while people will sometimes
disagree about the relative virtues of hybrids vs. carpooling, there is a clear
connection between the effect of the subsidy – more hybrids – and the goal of the
regulatory program – cleaner air.4 Subsidies embedded within regulatory
programs, like their counterparts in the budget and the tax code, can be effective
policy tools; they also may be subject to abuse for private gain.
COMPANY POLICIES
The poor and needy Section of the Society living in different parts of India would
normally be covered. However, the scope of the CSR policy at Philips India
Limited shall broadly include areas as under: I. Eradicating extreme hunger and
poverty 2. Promotion of Education 3. Promoting Gender Equality and Empowering
women 4. Reducing child mortality and improving mental health 5. Combating
human immunodeficiency virus, AIDS, Malaria and other diseases, including
improvement of health. 6. Ensuring Environmental sustainability 7. Employment
Enhancing vocational skills 8. Social Business Projects 9. Contribution to Prime
Minister Relief Fund or any other Fund set up by the Central Government or State
Government for socio economic development and relief and funds for the welfare
of scheduled caste, scheduled tribes, other backward caste and minorities and
women

The above list is illustrative and not exhaustive. CSR Committee shall be
authorised to consider activities not included in this list. The activities will be
specific to the areas depending on the need assessment for the people. As far as
possible efforts can also be made to co-ordinate with similar CSR activities that are
taken up by the Central or State Govt. All activities under the CSR activities
should be environment friendly and socially acceptable to the local people and
Society.

IMPLEMENTATION

(a) The investment in CSR should be project based and for every project time
framed periodic milestones should be finalized at the outset.

(b) Project activities identified under CSR are to be implemented as far as possible,
by Specialized Agencies.

(c) Specialized Agencies could be made to work singly or in consultation with

other agencies
COMPETITORS

66/100 105,223 $0 $25.8B

Frans
van Houte
n
CEO

1 -- 235 -- $31M

2 60/100 12,500 -- $3.5B

Vernon J. Nagel
Chairman & CEO

3 -- 167 -- $11.5M
4 45/100 312 $2M $250M

John F. Wahl
CEO

5 57/100 6,500 -- $1.4B

Charles
M. Swoboda
Chairman & CEO

6 74/100 1,940 -- $192M

Martin Rapp
CEO

7 58/100 74 $35M $31.7M

Ron Sege
Chairman & CEO
EMPLOYMENT
Innovation that matters

Then why not help us meet our goal of improving the lives of 3 billion people a
year by 2025? Come and join us as we strive to make the world healthier and more
sustainable through meaningful innovation.

Play your part as we continually challenge the status quo and break new ground in
order to meet the real needs of our customers and consumers.

A vibrant, global organization

Working at Philips means driving your career in an organization with an incredible

diversity of nationalities, skills, backgrounds, functions and challenges. We have
opportunities for starters as well as experienced professionals in everything from
applied research to marketing and sales and in over 100 countries. We’re a
fascinating company to be part of; a global leader in personal and professional
health with a strong emphasis on cultural awareness, mutual understanding and
out-of-the-box thinking.

Grow personally and professionally

You’ll have plenty of opportunity to grow personally and professionally, based on

the 70/20/10 model (70% learning on the job, 20% coaching and 10% training).
And you’ll be well rewarded. Our remuneration packages match those of other
global industry leaders, while performance-related benefits increase in line with
your value.
MAINTENANCE FACILITIES
Our Managed Maintenance service contract eliminates the complexity of dealing
with multiple OEMs and external suppliers. One maintenance contract covers
imaging, irrespective of vendor. The contract includes multi-brand modality field
service engineers that can deliver a cost-effective service and minimize equipment
downtime. So you can spend more time on care and patients.

Learn more about how Managed Maintenance Services will benefit you, your
hospital and your patients.

You probably have a wide range of imaging equipment, from diagnostic imaging
and ultrasound sytems to cath labs. In most cases all that equipment is inevitably
supplied and maintained by a number of vendors and service providers. And that
can make managing contracts and measuring performance very complex and time
consuming.
Managed Maintenance enables you to save time and money through increased
efficiency and more convenient operations.
TRADE UNIONS
We are all here familiar with the way in which this debate has cropped up in our
own arguments about economic policy, most vigorously of late. People may have
followed the exchanges between Sir Keith Joseph, Lord Kahn, Mr. Reginald
Maudling and others which have taken place in the columns of one of our daily
newspapers. The position was strongly taken place in the columns of one of our
daily newspaper. The position was strongly taken here by Lord Kahn not only that
trade unions do matter, but also that collective bargaining in the form in which we
have had it is a, perhaps the, most pervasive, persistent cause of post-war inflation,
Moreover, he maintained that this argument was not a semantic one, but of great
importance. I myself think that it probably is one of great importance, although I
think that the way in which it has been conducted is in danger on occasions of
concentrating on what is a semantic point. I think it is important for the following
reasons. And I am here concentrating on that frontier in the debate which lies
between what I have loosely called the Hayekians and the Friedmanites. That
particular frontier may be of special interest to us here. It is certainly the one which
is of greatest interest to me. It is essentially an argument between two groups of
people both of whom regard themselves as in some sense monetarists, both of
whom think that the money supply is the most important single control variable
available to them, or at least to the authorities, in affecting the short-term behavior
of the real variables in the economy and the long-term behavior of the monetary
variables in the economy.
SHARE HOLDERS

Amsterdam, the Netherlands – Royal Philips (NYSE: PHG, AEX: PHIA)

announced that today’s Annual General Meeting of Shareholders (AGM) has
approved the appointment of Paul Stoffels and the re-appointment of Orit Gadiesh
as members of the Supervisory Board.

The other proposals voted on at the AGM, including the proposal to pay a dividend
of EUR 0.80 per share over 2017, were also adopted. More information about the
optional dividend can be found via this link.

Additional information on the composition of the Board of Management, the

Executive Committee and the Supervisory Board can be found here.

Philips’ 2017 results are included in Philips’ 2017 Annual Report that was
published on February 20, 2018.

For more information about Philips’ 2018 AGM, please click on this line
CORPORATE SOCIAL RESPONSIBILITY
This service allows companies to discover what Corporate Social Responsibility is
all about and how to focus on activities which are successful in the long term and
in the eyes of stakeholders.

“Many companies, both large and small, have a number of programs in place in the
areas of sustainability and Corporate Social Responsibility (CSR). However, they
often lack the know-how required to accurately map stakeholder requirements and
wishes. Precisely this determines the success of a company in the long run,”
explains Nicole Schaffroth, Consultant Environment. “In other cases, they would
like to get started, but they are uncertain about how to determine the requirements
and responsibilities and where they could best invest their efforts.”

Hands-on advice

“That’s where our new scan comes in. Each company can determine how
extensively they want to evaluate their CSR-performance, in various areas. In
developing this set of tools, we took a wide range of relevant guidelines and policy
documents into account, including ISO 26000, AA1000 Stakeholder Management,
GRI-G3 guideline and the Dutch “MVO prestatie-ladder”. As we are part of an
industrial company, we provide hands-on services, practical results, and inspiration
for new collaborations, projects and opportunities.”

Surpassing requirements

“Our new method is very ‘stakeholder’ driven’ and identifies opportunities market
differentiation. We plot our findings using a diagram with ten axes. This shows in
which areas a company has set and realized goals that surpass legal requirements
and/or meet the expectations of their stakeholders. We’re currently rolling out the
new procedure, so any company interested is welcome to get in touch right away!”

About Philips Innovation Services

The mission of Philips Innovation Services is to accelerate innovation. Inside and

outside Philips, from start-up to multinational. Globally active with 1,000
specialized experts and 10,000 m² of high-tech infrastructure.
 CHAPTER-3
MANUFACTURING PROCESS
You’re developing a new product, but do not have a clear idea how to produce it
yet. How can you make sure the product is designed to be manufactured cost-
effectively and reliably? And how can you introduce it into your factory? Do you
need a customized production line or only a dedicated machine

Our system architects and process engineers work closely together with your
development and engineering teams. They are able to design the manufacturing
process, line or machine you need, embedding the newest technologies as additive
manufacturing, intelligent robotics and manufacturing data management, where
beneficial. Our expertise is in building scalable manufacturing solutions that are
critical to quality; managing your equipment investment risks as volumes increase.
Being globally active in supporting innovation processes end-to-end, concurrent
engineering is the way we work; hereby speeding-up your time to market and
giving you an advantage over your competitors. Challenge us to show you we
deliver

Innovative and robust industrially proven manufacturing processes that are your
manufacturing control points. Expertise fields:

 Laser processing
 Vision & quality measurement
 Micro assembly & joining technologies
 (Organic) coatings & vacuum technologies
 Additive manufacturing & 3D printing
 Glass processing
TYPES OF PRODUCTS
The latest product news, downloads, software updates and releases – the HUB has it all. Sign up to the
HUB for extensive access to training, additional learning resources and specialist technical support.

If you’d prefer not to sign up, you can still access product downloads and basic training via the public
dashboard.
MARKETING OF STRATEGY

The year 2012 was a tough year for marketers. An inconsistent business
environment and several marketplace challenges forced course corrections and
demanded innovation in marketing strategy. Philips India responded by adopting
one of the most aggressive growth strategies – that of category creation.
“We were not bothered by economic turbulence but were looking at creating a
brand for the future. In 2012, we have aggressively gone behind creating categories
to broaden market and deepen penetration,” says Vivek Sharma, Chief Marketing
Officer, Philips India.
Be it the Philips Airfryer, a kitchen appliance that eliminates use of oil and fries
using just air, the Philips AquaTouch (dry and wet shaver) or Philips BodyGroom
(a body groomer for men), Android docking stations to amplify sound, a new range
of hair stylers, in-home coffee machine or the DJ Party Machine, Philips India
went all out identifying new need markets.
The Harvard Business Review identifies category creation as an often break-
through growth strategy adopted by a large number of Fortune 20 companies and
the challenge of introducing new categories lies in popularising it. And indeed
bucking the industry trend, Philips India went all out spending on marketing to
popularise new categories. Refusing to quantify, the company confirmed that the
marketing budget was hiked from last year with its many new television
commercials ruling the small screen, ‘zindagi ki raunak’ being its recent campaign.
The company also roped in Kareena Kapoor for its hair styling range and John
Abraham as brand ambassador for male grooming devices. This is the first time
that Philips appointed a brand ambassador for its hair styling range and that too
within a year of bringing Bollywood actor John Abraham on board as brand
ambassador for the male grooming range.
New Distribution channels
The company also invested in go-to-customer model with new distribution
channels, such as its Light Lounges, which are essentially experience zones that
give customers a ‘see, touch and feel’ experience of home decorative lighting
concepts. Philips currently has 80 light lounges across 42 cities in India.
‘We are trying to bring about an attitudinal change in our consumers, making light
a part of home furnishing.
SEGMENATION
The goal of image segmentation is to divide an image into a set of semantically
meaningful, homogeneous, and nonoverlapping regions of similar attributes such
as intensity, depth, color, or texture. The segmentation result is either an image of
labels identifying each homogeneous region or a set of contours which describe the
region boundaries.
Fundamental components of structural brain MRI analysis include the
classification of MRI data into specific tissue types and the identification and
description of specific anatomical structures. Classification means to assign to each
element in the image a tissue class, where the classes are defined in advance. The
problems of segmentation and classification are interlinked because segmentation
implies a classification, while a classifier implicitly segments an image. In the case
of brain MRI, image elements are typically classified into three main tissue types:
white matter (WM), gray matter (GM), and cerebrospinal fluid (CSF); see
Figure 3. The segmentation results are further used in different applications such as
for analyzing anatomical structures, for studying pathological regions, for surgical
planning, and for visualization.
PRICING STRATEGY

EINDHOVEN, THE NETHERLANDS TWELVE years ago, when Philips

introduced the world's first video casette recorder, it confidently expected to
dominate this very promising new market.

That hasn't happened, although the market has indeed turned out to be promising.
Thousands upon thousands of the recorders have been sold and they are becoming
as commonplace as the television sets to which they are attached. But nearly all
the machines are Japanese-made. Very few carry the Philips label, even in Europe,
where Philips N.V. is the largest electronics manufacturer.

Its machines have simply been swept aside in the marketplace. Even its
sophisticated V2000 model has failed to win more than 10 percent of European
sales, although Philips invested $250 million in a new factory near Vienna in a
last- ditch effort to stop the Japanese on its home ground.
The drubbing by the Japanese in video cassette recorders isn't Philips's only
setback. Rising American competition in sales of computers, automated office
equipment and semiconductors is also cutting into the company's European sales,
which produced roughly two-thirds of Philips's approximately $14 billion in 1983
revenue. That has prompted a historic switch in the way Philips does business, not
only in the video cassette recorder field, but also for its range of other home
electronics products, telecommunications equipment and high-tech industrial
systems.
For the first time in its 93 years, the Dutch-based electronics giant is shifting from
an emphasis on sales of its own products to a greater reliance on joint ventures
with other companies. In part, the new ventures are making Philips a European
salesman for American and Japanese products. But Philips is also joining forces
with European companies to try to best the Japanese and the Americans in high-
technology research.
TARGET CUSTOMERS

Euler diagram showing the relationship among Target Market, Served Available
Market (SAM), and Total Available Market (TAM)
A target market is a group of customers within a business's serviceable available
market that the business has decided to aim its marketing efforts towards. Target
markets consist of consumers who exhibit similar characteristics (such as age,
location, income, and lifestyle) and are considered most likely to buy a business's
product or service.
Primary target markets are those market segments to which marketing efforts are
primarily directed, while secondary markets are smaller or less vital to a product's
success.

It is important for a business to identify and select a target market so it can direct
its marketing efforts to that group of customers and better satisfy their needs and
wants.[1] This enables the business to use its marketing resources more efficiently,
resulting in more cost and time efficient marketing efforts. It allows for better
understanding of customers and therefore enables the creation of promotional
materials that are more relevant to customer needs. Also, targeting makes it
possible to collect more precise data about customer needs and behaviors and then
analyze that information over time in order to refine market strategies effectively
 SOURCES OF FUNDS
Fourth-quarter highlights
 Sales increased to EUR 7.2 billion, with comparable sales growth of 5% in the
HealthTech portfolio and Group consolidated comparable sales growth of 3%
 Adjusted EBITA amounted to EUR 1 billion, or 13.8% of sales, compared to
11.9% of sales in Q4 2015
 EBITA totaled EUR 914 million, or 12.6% of sales, compared to 3.7% of sales in
the same period of the previous year
 Income from operations (EBIT) amounted to EUR 826 million, compared to EUR
162 million in Q4 2015
 Net income amounted to EUR 640 million, compared to a net loss of EUR 39
million in Q4 2015
 Operating cash flow totaled EUR 1.1 billion, compared to EUR 956 million in Q4
2015; free cash flow of EUR 843 million, compared to EUR 740 million in Q4
2015
 Agreement signed to sell majority interest in the combined Lumileds and
Automotive businesses
BALANCE SHEETS

A balance sheet is one of the three key financial statements released by a publicly
listed company like Philips, and helps in stock analysis. A balance sheet can help
evaluate the financial performance of a company. Ratios like return on total assets
and current ratio, which also uses cash on hand can be used to

Total 28.61B 35.75B 34.4B 37.69B 35.28B

Assets

Apart from balance sheet items, an investor would do well to keep track of
the Philips stock price by looking at Philips historical stock prices. One can
compare PE with industry average by looking at the Philips PE ratio chart. The
common balance sheet items are:
 Assets: Anything that the Philips company owns and is a part of its books.
Assets can be of three types: fixed, current and other assets which includes
intangibles, advances. Internet companies typically don't have a lot of assets as
there is not much investment in say machinery, equipment etc. Philips had total
assets of $28.61B.
 Liabilities include short term loans and long term loans availed by the company
to fund its business operations. PHG stock had total liabilities of $15.02B for the
year 2017.
 CHAPTER04
MERGERS,ACQUISITINS
“This strategic acquisition complements our current offering in population health
management, and supports our commitment to deliver integrated solutions for care
providers and patients to improve people’s health,” said Carla Kriwet, Chief
Business Leader of the Connected Care & Health Informatics Businesses at Royal
Philips. “As a pioneer in comprehensive population health management solutions,
we are committed to help drive business transformation for providers, health
systems, employers, and payers transitioning to value-based care. VitalHealth will
help us deliver on that commitment by strengthening our offering for care
coordination, outcome management and patient engagement.”

“We are delighted and proud to become part of Philips,” said Laurens van der
Tang, CEO of VitalHealth. “It will accelerate our mission to enable better health
for millions of people around the world. Our digital health solutions are highly
complementary to the ones that Philips provides. Together, we have the potential
to become the undisputed global leader in population health management. This is a
very positive development for VitalHealth’s customers and employees.”

As care moves from the hospital to lower cost settings, including the home, there is
a need for a more holistic approach to healthcare. Population health management is
a proactive approach to improving health and reducing costs for entire patient
populations. It involves the aggregation of patient data across multiple health IT
sources, smart analytics to understand the health needs of the population,
navigation and coordination of care within that population, and engagement with
each individual patient to improve both clinical and financial outcomes. In line
with its strategy to deliver integrated solutions across the health continuum, from
healthy living and prevention to diagnosis, treatment and home care, Philips has
been expanding its population health management business.
NEWS ARTICLES
Caroline Clarke, Jan Kimpen, Sean Carney, and several other Philips’ executives
share their experiences of turning around Philips’ fortunes, from ailing consumer
electronics giant in the mid-nineties to global leader in health technology in this
documentary about coming back from the brink.

Philips’ Chief Design Officer, Sean Carney recounts Philips’ early legacy for
innovative products, “Philips…was always known for producing a lot of forward-
looking concepts, visions of the future”. He recalls the tough days of the mid-
nineties when an over-diversification, a lack of strategic focus and slow response
to competition had brought the company to the brink of a meltdown.

In 2011, things began to change at Philips under the new leadership of chief
executive Frans van Houten who, with his visionary focus, restructured the
business to focus on healthcare. Chief Medical Officer Jan Kimpen recounts, “I
think what [Frans] did very well was to read the outside world, to read the
transformation that was going on in healthcare; and he decided to change the
company into a pure technology company
SRATISTICAL REPORTS PUBLISHED INNEWS
PAPERS,MAGAZINES

What are Newspapers and Magazines?

Newspapers and magazines are print publications issued at regular intervals over
time. Historically, newspapers were usually issued daily or weekly, but sometimes
semi-weekly (ie. twice a week), bi-weekly (ie. every two weeks), or monthly.
Magazines, in contrast, were usually issued weekly, bi-weekly, monthly, or
quarterly (ie. 4 times a year). Both newspapers and magazines could be purchased
by subscription (an arrangement in which the reader pays in advance a year of
issues), or individually, often at news-stands, grocery stores, book stores, trains, or
other places.
There is no absolute way of distinguishing between newspapers and magazines,
since they share many features. The main reason for understanding the distinctions
is that in a library you will find newspapers and magazines--even digitized
newspapers and magazines--in different places.
In general, the purpose of a newspaper is to convey, as efficiently as possible,
current information, or "news", to a particular audience. What constitutes "news"
depends in part on the intended audience. Newspapers aimed at a general audience
will carry news about politics, crime, wars, economics--just about anything that
could interest a general reader. A farm newspaper, on the other hand, might carry
news about developments in farming techniques, information about the progress of
farm-related legislation through Congress, crop prices, information about county
and state fairs, and so forth.
A magazine or periodical will, in general, be written in a more elevated prose style,
and will usually offer more in-depth coverage of news, if it carries news at all. If a
newspaper attempts to inform, a magazine in contrast attempts to enlighten and
entertain.
PUBLISHED ARTICLE ABOUT COMPANY IN
JOUMALS
Strong evidence suggests that open access increases the readership of articles but
has no effect on the number of citations in the first year after publication. These
findings were based on a randomised controlled trial of 11 journals published by
the American Physiological Society.
Although we undoubtedly missed a substantial amount of citation activity that
occurred after these initial months, we believe that our time frame was sufficient to
detect a citation advantage, if one exists. A study of author sponsored open access
in the Proceedings of the National Academies of Sciences reported large,
significant differences in only four to 10 months after publication.15 Future analysis
will test whether our conclusions hold over a longer observation period.
Previous studies have relied on retrospective and uncontrolled methods to study the
effects of open access. As a result they may have confused causes and effects
(open access may be the result of more citable papers being made freely available)
or have been unable to control for the effect of multiple unmeasured variables. A
randomised controlled design enabled us to measure more accurately the effect of
open access on readership and citations independently of other confounding effects
SWOT ANALYSIS
Koninklijke Philips P.V or popularly known as Philips is Dutch company based in
Amsterdam and is involved in producing medical systems, consumer electronics
and lighting products. The company operates in North America, Latin America,
Europe, Middle East and Asia Pacific. The company focuses on innovation and has
been improving its revenues from the past few years.

Strengths in the SWOT Analysis of Philips :

Strong market position across all segments: Philips is present in diversified
segments; healthcare, lighting and consumer lifestyle. This has landed Philips into
top 100 world’s most valuable brands in the world. It has a strong position in all
the segments across the world which gives significant bargaining power and
wide customer base.

Inorganic growth increases revenue streams: Philips has expanded its business
through acquisitions over the past few years. For instance, acquisition of
Wellcentive, a health management solutions company in 2016 and acquisition of
Blue Jay Consulting, a hospital emergency consulting services company in 2015.
Such acquisitions have opened new revenue streams for Philips and provide
opportunities for the future.

Strong focus on R&D: Philips has over 50 operational R&D centers spread in Asia
Pacific, Latin America and North America. Philips has invested heavily on its
R&D which has reaped benefits for Philips with its innovative solutions
 CHAPTER-5
FINDING
 Survey finds only 1 in 10 employed adults across the globe value their job over a
good night’s sleep, but pressures in U.S. seem greater
 While over 9 in 10 adults globally believe sleep is crucial to their overall health
and wellbeing, more than 8 in 10 adults say that something (including spending
time with their spouse/partner, family, friends and job) takes precedence over a
good night’s sleep

Manila, Philippines – In celebration of World Sleep Day, Royal Philips (NYSE:

PHG, AEX: PHIA) today released its report, “Unfiltered Sleep: A Global
Prioritization Puzzle”, which showcases the results of an international survey
conducted online in February by Harris Poll on behalf of Philips. The survey looks
at how 6,461 adults across five countries (United States, the Netherlands,
Germany, France and Japan) perceive, prioritize and prepare for sleep, as well as
how sleep impacts daily responsibilities, from work to relationships and hobbies.
The survey found that while there is little debate on the value of sleep, individuals
face daily demands which compete for time, often leaving sleep diminished in the
list of daily priorities. Through these findings, Philips, a global leader in sleep and
respiratory care, aims to start a conversation about an important yet oft forgotten
pillar of overall health and wellbeing: sleep health.
SUGGESTIONS
After the independence, India has structurally planned the industrial developments
by adopting the best of both economic development models. India has adopted the
mixed economy where market, state and planning co-exit as part of Nehruvian
model of development. India has progress in planned manner in various sectors
classified as Core, infrastructure, capital goods, consumer & services. Government
has formed various regulations for balance growth and structural developments.
India has achieved self-reliance and developed the capacity in various sectors. Due
to license, quota and permit systems, entrepreneurs could not base their business
plans on market conditions. MRTP, FERA and Industrial Regulation Act has
protected the Indian economy from global competition and allow to develop in
protective envioumment. After the liberlisation and globalisattion of economic
policy, Government has abolished the License, quota and permit systems for
industrial production and permission for foreign direct investment in priority, core,
infrastructure, consumer durable, power and service industry. Multinationals are
allowed to make investment in telecommunication, banking, entertainment,
television, insurance, media and software industry. Permission has also been given
to FII for investment in capital markets. This has improved the balance of payment,
forex reserve and GDP
CONCLUSION
Leading (#1 in Europe, #3 world-wide) CE company

• Key contribution to ‘One Philips’ – Brand – Strengthening technology pillars in

Display, Storage, Connectivity, Video Processing

• Commercial platform for sustainable income from licenses

• Operational Excellence in assets, inventories, outsourcing, etc.

• Well positioned in change from analogue to digital

• De-risked businesses and limited downside risk

BIBLIOGRAPHY/WEBLOGRAPHY
https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2492576/

https://www.marketing91.com/swot-analysis-philips/

https://www.economist.com/topics/magazine-and-newspaper-publishing

https://www.philips.com/a-
w/about/news/archive/standard/news/articles/20171222-philips-the-transformation-
journey-to-success.html

https://www.philips.com/a-
w/about/news/archive/standard/news/press/2017/20171208-philips-expands-its-
population-health-management-business-with-the-acquisition-of-vitalhealth.html