飞利浦公司的PEST和SWOT分析--论文代写范文

51Due论文代写平台essay代写范文:“飞利浦公司的PEST和SWOT分析”，这篇论文主要描述的是飞利浦在经历了一百多年的发展历程，其经营的领域涉及电子消费产品、电子元件、媒体设备等等，飞利浦所生产的产品销售到世界各地，拥有着高达越12万人的雇员，并不断的开发和研究新的科技和产品，是节能照明和生活电子产品市场的领导者。

Founded in 1891 by Frederik Philips and his son Gerard Philips as Philips & Company, Koninklijke Philips Electronics is a major Dutch manufacturer of consumer electronics, electronic components, medical imaging equipment, household appliances, lighting equipment, and computer and telecommunications equipment (Deckmyn, 2009). With sales and service outlets in over 100 countries worldwide, Philips employs approximately 118,000 employees and with sales of thirty-three billion dollars it is a market leader in medical diagnostic imaging and patient monitoring systems, energy efficient lighting solutions, and lifestyle solutions (Koninklijke Philips, 2009).

Company's first products were light bulbs, as Gerard Philips had worked with the Anglo-American Brush Electric Light Corporation Ltd. before founding the Philips & Company and continually experimented to improve the longevity of light bulbs and optimising production procedures [Encyclopaedia Britannica, 2009]. The basis for company's international expansion was triggered by Gerard's younger brother Anton Philips joining the firm (Deckmyn, 2009). The company kept striving for high quality than low cost which often slowed it down to bring its innovative technologies to the market in later years. (Deckmyn, 2009).

It formed the Phoebus cartel in 1924 together with General Electric and Osram GmbH (now owned by Siemens AG), to divide the light-bulb market worldwide and to set the standard life of a light bulb at 1,000 hours (Deckmyn, 2009). Philips, in 1927, introduced a simple radio and by 1933 it was the world's largest radio manufacturer (Deckmyn, 2009).

Philips expanded its product range after 1945 and launched its record label in 1951 acquiring Mercury Records in 1960. It continued to invest in record labels such as Deutsche Grammophon, Decca, and Motown through its PolyGram subsidiary which it sold in 1998 (Deckmyn, 2009). However, Philips was much less successful in entering the computer business (Deckmyn, 2009).

The company faced many ups and downs in its market with many innovations. The 1963 launch of battery-powered audio tape recorder which used a cassette and letting other manufacturers reproduce the technology royalty-free established cassette tapes as a standard in favour of loose spool tapes (Deckmyn, 2009). Despite demonstrating world's first video cassette recorder in 1971, Japanese who launched Betamax in 1975 and VHS in 1976 superseded Philips in the market (Deckmyn, 2009). Philips introduced LaserDisc in 1978, which despite being a failure led to another major success: the compact disc (Deckmyn, 2009).

Philips established a position in America consumer electronics market with a series of acquisitions in the 1970s but fared poorly with Japanese consumer electronics (Deckmyn, 2009).

With manufacturing and marketing subsidiaries throughout the world, Philips was a leading producer of portable defibrillation units, ultrasound systems, and computed tomography (CT) scanners by the early 21st century (Deckmyn, 2009).

情景分析———Situational analysis

The company was founded in Eindhoven (Netherlands) in 1891 to manufacture incadescent lamps and other electrical products. The company has focused in pioneering innovations in medical imaging, television, lighting, optical technology and many more to simplify and enhance people's lives (Koninklijke Philips, 2007).

Increasing its product range, Philips is global number 1 in home healthcare, lamps, electric shavers, cardiac ultrasound, cardiovascular X-ray, patient monitoring systems, professional luminaries, lighting electronics, automotive lighting, electric male grooming and automated external defibrillators (Koninklijke Philips, 2009).

The company has fundamentally simplified its business portfolio over the past decade investing in Healthcare, Consumer Lifestyle and Lighting businesses and its brand value has almost doubled to $8.1 billion since 2004 Philips Corporation, 2008).

PEST分析———PEST analysis

PEST analysis is used to describe a framework for the analysis of political, economic, social and technological factors to analyse the external macro-environment in which the firm operates.

Political

The global political conflicts, including the Middle East and other regions, could continue to impact macroeconomic factors and the international capital and credit markets (Koninklijke Philips, 2009)

Philips expanded its product range after 1945 and launched its record label in 1951 acquiring Mercury Records in 1960. It continued to invest in record labels such as Deutsche Grammophon, Decca, and Motown through its PolyGram subsidiary which it sold in 1998 (Deckmyn, 2009). However, Philips was much less successful in entering the computer business (Deckmyn, 2009).

The company faced many ups and downs in its market with many innovations. The 1963 launch of battery-powered audio tape recorder which used a cassette and letting other manufacturers reproduce the technology royalty-free established cassette tapes as a standard in favour of loose spool tapes (Deckmyn, 2009). Despite demonstrating world's first video cassette recorder in 1971, Japanese who launched Betamax in 1975 and VHS in 1976 superseded Philips in the market (Deckmyn, 2009). Philips introduced LaserDisc in 1978, which despite being a failure led to another major success: the compact disc (Deckmyn, 2009).

Philips established a position in America consumer electronics market with a series of acquisitions in the 1970s but fared poorly with Japanese consumer electronics (Deckmyn, 2009).

With manufacturing and marketing subsidiaries throughout the world, Philips was a leading producer of portable defibrillation units, ultrasound systems, and computed tomography (CT) scanners by the early 21st century (Deckmyn, 2009). 

情景分析———Situational analysis

The company was founded in Eindhoven (Netherlands) in 1891 to manufacture incadescent lamps and other electrical products. The company has focused in pioneering innovations in medical imaging, television, lighting, optical technology and many more to simplify and enhance people's lives (Koninklijke Philips, 2007).

Increasing its product range, Philips is global number 1 in home healthcare, lamps, electric shavers, cardiac ultrasound, cardiovascular X-ray, patient monitoring systems, professional luminaries, lighting electronics, automotive lighting, electric male grooming and automated external defibrillators (Koninklijke Philips, 2009).

The company has fundamentally simplified its business portfolio over the past decade investing in Healthcare, Consumer Lifestyle and Lighting businesses and its brand value has almost doubled to $8.1 billion since 2004 Philips Corporation, 2008).

PEST分析———PEST analysis

PEST analysis is used to describe a framework for the analysis of political, economic, social and technological factors to analyse the external macro-environment in which the firm operates (www.quickmba.com, n.d.).

Political

The global political conflicts, including the Middle East and other regions, could continue to impact macroeconomic factors and the international capital and credit markets (Koninklijke Philips, 2009)

Due to unfavourable political factors, including unexpected legal or regulatory changes such as foreign exchange import or export controls, nationalisation of assets or restrictions on the repartition of returns from foreign investments, the company may encounter difficulty in planning and managing operations (Koninklijke Philips, 2009).

As the company has established subsidiaries in over 60 countries, these subsidiaries are exposed to governmental regulations and unfavourable political developments which may limit the realisation of business opportunities and an increased focus on medical and health care increase exposure to highly regulated markets, where obtaining clearances or approvals may be difficult (Koninklijke Philips, 2009).

Economic

The global recession and economic downturn particularly in consumer markets has reduced its sales predominantly felt within Consumer Lifestyle category which reported 8% decline in comparable sales, led by a 12% sales decrease at Television, as well as lower sales in Audio & Video Multimedia and Peripherals & Accessories (Koninklijke Philips, 2009).

There was 6% comparable increase in sales growth at Healthcare because of its merging markets and across all businesses, notably costumer services, clinical care systems, and healthcare informatics and patient monitoring.

Because of the strong growth in energy-efficient lighting solutions, lighting saw a 3% comparable sales increase.

In 2008 Philips saw a decline of 3% sales despite the comparable growth in key emerging markets and other emerging markets which was largely due to economic downturn affecting the mature markets especially Western Europe and North America (Koninklijke Philips, 2009).

The emerging markets are habitat to a fast-growing middle class group and Philips has great marketing opportunities in these geographical locations. However, majority of the world population who live on less than $2 a day also live in these areas (Koninklijke Philips, 2009). So, Philips should be able to make affordable yet durable and efficient products to meet the needs of the costumers specific to a particular geographical location. Marketing of the rice cooker range for Asian market, water purifier for India and Mate kettle in countries such as Brazil and Argentina gives example of such practice used by Philips (Koninklijke Philips, 2009).

Leverage can increase company's shareholder's return on their investments and there are often tax advantages associated with borrowing. Philips leverages its supply management through consolidated commodity buying at corporate level and aims for operational excellence through best-in-class processes which allows Philips to create a solid supply base.

In recent years Philips has leveraged different companies or products to boost its market and supply chain. In 2005 Arrow and Philips leveraged RosettaNet to accelerate Design Cycles (Emsnow, 2005). Recently an environmentally friendly residence has leveraged the reliability and flexibility of Philips Dynalite's lighting control and automation technology (Dynalite, 2009). Future leverages in chosen sectors could boost Philips' marketing efficiency.

The worldwide interest in health and well-being and the growing significance of emerging economics has been identified as one of the market focuses by the company from which it could benefit (Koninklijke Philips, 2006).

Philips' earnings improvement is highly exposed to increased competitive challenges, which requires margin management through price management, cost reduction and/or energy efficiency. Philips, with its extensive experience, both supports innovation and efficiency. Philips is currently driving revenues from Green products, increasing its investment in Green Innovations and raising the energy efficiency of its operations. By 2012, it has set up a goal to increase its energy efficiency by 25% compared to 2007 (Koninklijke Philips, 2009).

Philips has been described as a company without market-focus, and with a reputation and tradition for home grown management. However, this trend has changed in recent years. With its market focused new approach and incorporation of outside ideas has boosted its brand equity and its costumer focus. For example, in January 2003, Andrea Ragnetti from Telecom Italia, with a reputation for fast and successful turnaround of companies, was named as head of global marketing and brands. These trends of market-focus and outside ideas are still in its beginning phase in Philips, and promoting these trends could see Philips as number one company in every sector it is focused in

In 2008 Philips saw a decline of 3% sales despite the comparable growth in key emerging markets and other emerging markets which was largely due to economic downturn affecting the mature markets especially Western Europe and North America (Koninklijke Philips, 2009).

The emerging markets are habitat to a fast-growing middle class group and Philips has great marketing opportunities in these geographical locations. However, majority of the world population who live on less than $2 a day also live in these areas (Koninklijke Philips, 2009). So, Philips should be able to make affordable yet durable and efficient products to meet the needs of the costumers specific to a particular geographical location. Marketing of the rice cooker range for Asian market, water purifier for India and Mate kettle in countries such as Brazil and Argentina gives example of such practice used by Philips (Koninklijke Philips, 2009).

Leverage can increase company's shareholder's return on their investments and there are often tax advantages associated with borrowing. Philips leverages its supply management through consolidated commodity buying at corporate level and aims for operational excellence through best-in-class processes which allows Philips to create a solid supply base.

In recent years Philips has leveraged different companies or products to boost its market and supply chain. In 2005 Arrow and Philips leveraged RosettaNet to accelerate Design Cycles (Emsnow, 2005). Recently an environmentally friendly residence has leveraged the reliability and flexibility of Philips Dynalite's lighting control and automation technology (Dynalite, 2009). Future leverages in chosen sectors could boost Philips' marketing efficiency.

The worldwide interest in health and well-being and the growing significance of emerging economics has been identified as one of the market focuses by the company from which it could benefit (Koninklijke Philips, 2006).

Philips' earnings improvement is highly exposed to increased competitive challenges, which requires margin management through price management, cost reduction and/or energy efficiency. Philips, with its extensive experience, both supports innovation and efficiency. Philips is currently driving revenues from Green products, increasing its investment in Green Innovations and raising the energy efficiency of its operations. By 2012, it has set up a goal to increase its energy efficiency by 25% compared to 2007 (Koninklijke Philips, 2009).

Philips has been described as a company without market-focus, and with a reputation and tradition for home grown management. However, this trend has changed in recent years. With its market focused new approach and incorporation of outside ideas has boosted its brand equity and its costumer focus. For example, in January 2003, Andrea Ragnetti from Telecom Italia, with a reputation for fast and successful turnaround of companies, was named as head of global marketing and brands. These trends of market-focus and outside ideas are still in its beginning phase in Philips, and promoting these trends could see Philips as number one company in every sector it is focused in.

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