DOCSLIB.ORG

Annual Report 2019 Message from the CEO 1

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Annual Report 2019 Message from the CEO 1 IFRS basis of presentation The financial information included in this document is based on IFRS, as explained in Significant accounting policies, starting on page 94, unless otherwise indicated. Forward-looking statements This document contains certain forward-looking statements. By their nature, these statements involve risk and uncertainty. For more information, please refer to Forward-looking statements and other information, starting on page 185 References to Philips References to the Company or company, to Philips or the (Philips) Group or group, relate to Koninklijke Philips N.V. and its subsidiaries, as the context requires. Royal Philips refers to Koninklijke Philips N.V. Philips Lighting/Signify References to 'Signify' in this Annual Report relate to Philips' former Lighting segment (prior to deconsolidation as from the end of November 2017 and when reported as discontinued operations), Philips Lighting N.V. (before or after such deconsolidation) or Signify N.V. (after its renaming in May 2018), as the context requires. Dutch Financial Markets Supervision Act This document comprises regulated information within the meaning of the Dutch Financial Markets Supervision Act (Wet op het financieel toezicht). Statutory financial statements and management report The chapters Group financial statements and Company financial statements contain the statutory financial statements of the Company. The introduction to the chapter Group financial statements sets out which parts of this Annual Report form the Management report within the meaning of Section 2:391 of the Dutch Civil Code (and related Decrees). Front cover: In 2019, Philips unveiled a unique augmented-reality concept developed with Microsoft Corp. to intuitively control the operating room of the future, giving doctors a holographic dashboard of data that integrates imaging, device and medical information to drive treatment optimization. This solution capitalizes on the advanced, integrated capabilities of Philips’ industry-leading Azurion image-guided therapy platform and is being used to gather clinical insights to support a future commercially available product. Contents 9.5 General Meeting of Shareholders 81 1 Message from the CEO 4 9.6 Risk management approach 83 9.7 Annual financial statements and external audit 83 2 Board of Management and Executive 7 9.8 Stichting Preferente Aandelen Philips 84 Committee 9.9 Investor Relations 84 9.10 Major shareholders 84 3 Strategy and Businesses 8 9.11 Corporate information 85 3.1 Innovating with purpose 8 3.2 How we create value 10 10 Group financial statements 86 3.3 Our businesses 12 10.1 Management’s report on internal control 86 3.4 Our geographies 20 10.2 Report of the independent auditor 87 3.5 Supply chain and procurement 21 10.3 Independent auditor’s report on internal 87 3.6 Quality, Regulatory Compliance and Integrity 22 control over financial reporting 10.4 Consolidated statements of income 89 4 Financial performance 24 10.5 Consolidated statements of comprehensive 90 4.1 Performance review 24 income 10.6 Consolidated balance sheets 91 5 Societal impact 37 10.7 Consolidated statements of cash flows 92 5.1 Social performance 37 10.8 Consolidated statements of changes in equity 93 5.2 Environmental performance 42 10.9 Notes 94 6 Risk management 49 11 Company financial statements 159 6.1 Our approach to risk management 49 11.1 Statements of income 160 6.2 Risk factors 52 11.2 Balance sheets before appropriation of results 161 6.3 Strategic risks 52 11.3 Statement of changes in equity 162 6.4 Operational risks 54 11.4 Notes 163 6.5 Compliance risks 56 6.6 Financial risks 56 12 Other information 170 12.1 Appropriation of profits 170 7 Supervisory Board 58 12.2 Independent auditor's report 170 12.3 Reconciliation of non-IFRS information 176 8 Supervisory Board report 59 12.4 Five-year overview 184 8.1 Report of the Corporate Governance and 63 12.5 Forward-looking statements and other 185 Nomination & Selection Committee information 8.2 Report of the Remuneration Committee 65 12.6 Investor information 186 8.3 Report of the Audit Committee 75 12.7 Definitions and abbreviations 188 8.4 Report of the Quality & Regulatory Committee 76 13 Sustainability statements 191 9 Corporate governance 77 13.1 Approach to sustainability reporting 191 9.1 Introduction 77 13.2 Economic indicators 197 9.2 Board of Management and Executive 77 13.3 Social statements 197 Committee 13.4 Environmental statements 208 9.3 Supervisory Board 78 13.5 Assurance report of the independent auditor 213 9.4 Other Board-related matters 80 Message from the CEO 1 1 Message from the CEO “Philips continues to make progress to unlock its full potential as a leader in health technology. Our innovations are driving better health outcomes and increased healthcare productivity, while offering a better experience for consumers, patients and healthcare professionals.” Frans van Houten, CEO Royal Philips Dear Stakeholder, In 2019, we continued our transformation as a focused outcomes and productivity gains, as well as extending leader in health technology, pursuing our vision of access to care to those in need. making the world healthier and more sustainable through innovation. I am pleased with the resilience of Our goal of improving the lives of 3 billion people a year our businesses as we recorded 4.5% growth while by 2030, including 400 million in underserved addressing significant headwinds. We made good healthcare communities, infuses our innovation drive progress against our strategic imperatives – driving with true purpose, as we strive to make the world customer centricity and operational excellence, healthier and more sustainable, in line with UN focusing on quality, growing our core businesses, and Sustainable Development Goals 3 (Ensure healthy lives pivoting to become a solutions company. Our purpose and promote well-being for all at all ages), 12 (Ensure is clear, and so is our firm belief in our potential to grow sustainable consumption and production patterns) and and create more value, while doing so in a sustainable 13 (Take urgent action to combat climate change and manner. Reflecting our confidence in the road ahead its impacts). and the importance we attach to dividend stability, we propose to maintain the dividend at EUR 0.85 per share. Innovating with purpose in mind helps us to create more value for our customers and society – by Innovating with purpose developing truly relevant solutions. Helping people to Time and again, customers tell us they like our strategy stay healthy and prevent disease. Giving clinicians the and the comprehensive view we take of healthcare AI-assisted tools to make precision diagnoses and along the health continuum – delivering innovations for deliver personalized, minimally invasive treatment. consumer health, precision diagnosis, image-guided Orchestrating and delivering care outside the hospital, therapy, hospital and home care, leveraging informatics in lower-cost care settings. Helping people to recover, and artificial intelligence. They are keen to engage with or live with chronic disease, at home in the community. Philips for innovations that can help them deliver on the All supported by a seamless flow of data enabled by Quadruple Aim – better health outcomes, improved connected care and health informatics solutions. patient and staff xperience e, and lower cost of care. This is reflected in the sustained growth in the number Increasingly, AI will enhance the quality and efficiency of long-term strategic partnerships we have signed, e.g. of care, providing clinical decision support, helping with Inspira Health (USA) and Klinikum Stuttgart clinical staff ot spot emerging risks, and freeing up (Germany), with solutions and recurring revenues now valuable time for healthcare professionals to focus on accounting for over one third of total revenues. There is their patients. We work with clinical partners around the also substantial interest in how we can contribute to world to develop AI-enabled solutions, like our care outside the hospital setting – through solutions IntelliSpace AI Workflow Suite, that are secure, firmly that support healthy living, prevention and home care. grounded in scientific esearr ch, and rigorously validated in clinical practice. Aging populations and the growing incidence of chronic disease, coupled with resource constraints, are In the consumer domain too, connected personal necessitating a shift from a volume-based approach health solutions like our Philips Sonicare Teledentistry towards value-based healthcare models, including care service help people to manage their health with outside of the hospital. I firmly believe that innovative actionable insights, coaching, and where needed, health technology – a growing market with scope for support from care professionals. margin expansion, in which Philips has strong positions – will help address these challenges, providing better 4 Annual Report 2019 Message from the CEO 1 Determined to deliver the full benefits of data-enabled diagnostic informatics, the latter strengthened by the care, we have significantly stepped up our activities in recent acquisition of Carestream Health’s Healthcare informatics and data science in recent years. Today, Information Systems business. around one in two Philips R&D professionals is active in these fields, and most of our acquisitions since 2015 Our Connected Care businesses had a challenging year, have been designed to strengthen our informatics even as we retained market share. The businesses capabilities.
Load more

Recommended publications
  • ESG Considerations for Securitized Fixed Income Notes
    ESG Considerations for Securitized Fixed Neil Hohmann, PhD Managing Director Income Notes Head of Structured Products BBH Investment Management [email protected] +1.212.493.8017 Executive Summary Securitized assets make up over a quarter of the U.S. corporations since 2010, we find median price declines fixed income markets,1 yet assessments of environmental, for equity of those companies of -16%, and -3% median social, and governance (ESG) risks related to this sizable declines for their corporate bonds.3 Yet, the median price segment of the bond market are notably lacking. decline for securitized notes during these periods is 0% – securitized notes are as likely to climb in price as they are The purpose of this study is to bring securitized notes to fall in price, through these incidents. This should not be squarely into the realm of responsible investing through the surprising – securitizations are designed to insulate inves- development of a specialized ESG evaluation framework tors from corporate distress. They have a senior security for securitizations. To date, securitization has been notably interest in collateral, ring-fenced legal structures and absent from responsible investing discussions, probably further structural protections – all of which limit their owing to the variety of securitization types, their structural linkage to the originating company. However, we find that complexities and limited knowledge of the sector. Manag- a few securitization asset types, including whole business ers seem to either exclude securitizations from ESG securitizations and RMBS, can still bear substantial ESG assessment or lump them into their corporate exposures. risk. A specialized framework for securitizations is needed.
    [Show full text]
  • Initial Public Offerings
    November 2017 Initial Public Offerings An Issuer’s Guide (US Edition) Contents INTRODUCTION 1 What Are the Potential Benefits of Conducting an IPO? 1 What Are the Potential Costs and Other Potential Downsides of Conducting an IPO? 1 Is Your Company Ready for an IPO? 2 GETTING READY 3 Are Changes Needed in the Company’s Capital Structure or Relationships with Its Key Stockholders or Other Related Parties? 3 What Is the Right Corporate Governance Structure for the Company Post-IPO? 5 Are the Company’s Existing Financial Statements Suitable? 6 Are the Company’s Pre-IPO Equity Awards Problematic? 6 How Should Investor Relations Be Handled? 7 Which Securities Exchange to List On? 8 OFFER STRUCTURE 9 Offer Size 9 Primary vs. Secondary Shares 9 Allocation—Institutional vs. Retail 9 KEY DOCUMENTS 11 Registration Statement 11 Form 8-A – Exchange Act Registration Statement 19 Underwriting Agreement 20 Lock-Up Agreements 21 Legal Opinions and Negative Assurance Letters 22 Comfort Letters 22 Engagement Letter with the Underwriters 23 KEY PARTIES 24 Issuer 24 Selling Stockholders 24 Management of the Issuer 24 Auditors 24 Underwriters 24 Legal Advisers 25 Other Parties 25 i Initial Public Offerings THE IPO PROCESS 26 Organizational or “Kick-Off” Meeting 26 The Due Diligence Review 26 Drafting Responsibility and Drafting Sessions 27 Filing with the SEC, FINRA, a Securities Exchange and the State Securities Commissions 27 SEC Review 29 Book-Building and Roadshow 30 Price Determination 30 Allocation and Settlement or Closing 31 Publicity Considerations
    [Show full text]
  • Business-Driven IT Transformation at Royal Philips
    View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by AIS Electronic Library (AISeL) Business-Driven IT Transformation at Royal Philips Business-Driven IT Transformation at Royal Philips: Shedding Light on (Un)Rewarded Complexity Teaching Case Martin Mocker Eric van Heck MIT Erasmus University Center for Information Systems Rotterdam School of Management Research, and Burgemeester Oudlaan 50, Reutlingen University Rotterdam 3062PA, Netherlands ESB Business School [email protected] Alteburgstr. 150, 72762 Reutlingen Germany martin.mocker@reutlingen- university.de Abstract In 2013, Royal Philips was two years into a daunting transformation. Following declining financial performance, CEO Frans van Houten aimed to turn the Dutch icon into a “high-performing company” by 2017. This case study examines the challenges of the business-driven IT transformation at Royal Philips, a diversified technology company. The case discusses three crucial issues. First, the case reflects on Philips’ aim at creating value from combining locally relevant products and services while also leveraging its global scale and scope. Rewarded and unrewarded business complexity is analyzed. Second, the case identifies the need to design and align multiple elements of an enterprise (organizational, cultural, technical) to balance local responsiveness with global scale. Third, the case explains the role of IT (as an asset instead of a liability) in Philips’ transformation and discusses the new IT landscape with its digital platforms, and the new practices to create effective business-IT partnerships. Keywords: Organizational transformation, IS platform, enterprise architecture, IT governance, global business processes, process standards, agile software development Thirty Sixth International Conference on Information Systems, Fort Worth 2015 1 Business-Driven IT Transformation at Royal Philips Introduction In late 2013, Royal Philips was two years into a daunting transformation.
    [Show full text]
  • Smart TV Sí Que Supone Un Gran Salto Tecnológico Importante
    INSTITUTO POLITECNICO NACIONAL ESCUELA SUPERIOR DE COMERCIO Y ADMINISTRACIÓN SANTO TOMÁS SEMINARIO: “APLICACIONES DE LA PSICOLOGÍA AL TRABAJO EN MERCADOTECNIA EN FUNCIÓN DE TENDENCIAS GLOBALES DE COMPORTAMIENTO DEL CONSUMIDOR” TRABAJO FINAL “ESTRATEGIAS PARA LA CONSOLIDACION DE LA IMAGEN DE MARCA DE HISENSE S. DE R.L. DE C.V; EN EL MERCADO DE PANTALLAS EN MEXICO” QUE PARA OBTENER EL TÍTULO DE CONTADOR PÚBLICO PRESENTAN: FLORA CUEVAS CRUZ ROGELIO GARCES PANTALEON LICENCIADO EN RELACIONES COMERCIALES PRESENTAN: KAREN ARELI CABRERA ISLAS JORGE IGNACIO ESQUIVEL SOLIS JESSICA MERITH GARCIA ZÁRATE CONDUCTOR: LIC. MARÍA ELENA MORALES PEÑALOZA CIUDAD DE MÉXICO FEBRERO 2016 INSTITUTO POLITÉCNICO NACIONAL CARTA DE CESIÓN DE DERECHOS En la Cuidad de México, D.F., el día 15 del mes de Febrero del año 2016 los que suscriben: Flora Cuevas Cruz Rogelio Garcés Pantaleón Karen Areli Cabrera Islas Jorge Ignacio Esquivel Solís Jessica Merith García Zarate Pasantes de las(s) Licenciatura(s) 1. Contador Público 2. Relaciones Comerciales Manifiestan ser autores intelectuales del presente trabajo final, bajo la dirección de María Elena Morales Peñaloza y ceden los derechos totales del trabajo final Estrategias para la Consolidación de la Imagen de Marca de Hisense S. de R.L. de C.V. en el Mercado de Pantallas en México al Instituto Politécnico Nacional para su difusión con finales académicos y de investigación para ser consultado en texto completo en la Biblioteca Digital y en formato impreso en el Catalogo Colectivo del Sistema Institucional de Bibliotecas y Servicios de información de IPN. Los usuarios de la información no deben reproducir el contenido textual, graficas o datos del trabajo sin el permiso del autor y/o director del trabajo.
    [Show full text]
  • Digital Pathology: the Dutch Perspective
    Digital pathology: The Dutch perspective Paul J van Diest, MD, PhD Professor and Head, Department of Pathology University Medical Center Utrecht PO Box 85500, 3508 GA Utrecht The Netherlands [email protected] Professor of Oncology Johns Hopkins Oncology Center Baltimore, MD, USA Notice of Faculty Disclosure In accordance with ACCME guidelines, any individual in a position to influence and/or control the content of this ASCP CME activity has disclosed all relevant financial relationships within the past 12 months with commercial interests that provide products and/or services related to the content of this CME activity. The individual below has responded that he/she has no relevant financial relationship(s) with commercial interest(s) to disclose: Paul J. van Diest, MD, PhD Disclosures • member of advisory boards of Roche, Sectra, Philips (unpaid) • client of Hamamatsu, Sectra, Visiopharm, Leica, Aurora, Philips (paying heavily) • test scanners from Philips and Roche (no contract, no fee) • joint research projects with Philips UMCU Why The Netherlands? • “bunch-a-crazy dudes” • innovation is our middle name • not bound by too many rules and EU-FDA • strong believe in advantages in digital pathology Advantages of digital pathology • no more case assembly in the lab efficacy • quicker diagnostics efficacy • easy and more accurate measurements and counting patient safety/efficacy • better overview of tissue present patient safety • flagging missing slides patient safety • tracking viewing patient safety • automatic linking of images/reporting/LMS
    [Show full text]
  • Collaboration, Innovation, Transformation Ideas and Inspiration to Accelerate Sustainable Growth - a Value Chain Approach
    Collaboration, innovation, transformation Ideas and inspiration to accelerate sustainable growth - A value chain approach WBCSD_SVC_Guide_PRINT_A4_40_pages_v16_2011_12_08.indd 1 08/12/2011 15:20 About this document Over the next few decades, businesses will face many challenges related to the environmental sustainability of their value chains (i.e. the full life cycle of a product or service) – whether it’s meeting new environmental regulations, securing enough water, energy or other resources for their daily operations, or managing the needs and expectations of their stakeholders. Meeting today’s challenges, while at the same time planning for future needs, is difficult. That’s why the World Business Council for Sustainable Development (WBCSD) has developed this guide. The guide is designed as a practical “how-to” tool, providing both ideas and inspiration to help businesses improve the environmental sustainability of their value chains. Using a practical step-by-step approach, it outlines the concrete actions businesses can take today to become more environmentally sustainable, along with examples from WBCSD member companies that have already successfully adopted a Sustainable Value Chain approach. The guide was developed by the WBCSD’s Sustainable Value Chain Workstream, with leadership from Unilever and The Coca-Cola Company. It includes case studies from AkzoNobel, The Coca-Cola Company, Henkel, Philips, Procter & Gamble, SABIC, Solvay, Sompo Japan Insurance, TNT, Umicore and Unilever. WBCSD_SVC_Guide_PRINT_A4_40_pages_v16_2011_12_08.indd
    [Show full text]
  • Royal Philips First Quarter 2016 Results Information Booklet
    Royal Philips First Quarter 2016 Results Information booklet April 25th, 2016 1 Important information Forward-looking statements This document and the related oral presentation, including responses to questions following the presentation, contain certain forward-looking statements with respect to the financial condition, results of operations and business of Philips and certain of the plans and objectives of Philips with respect to these items. Examples of forward-looking statements include statements made about our strategy, estimates of sales growth, future EBITA and future developments in our organic business. By their nature, these statements involve risk and uncertainty because they relate to future events and circumstances and there are many factors that could cause actual results and developments to differ materially from those expressed or implied by these statements. These factors include, but are not limited to, domestic and global economic and business conditions, developments within the euro zone, the successful implementation of our strategy and our ability to realize the benefits of this strategy, our ability to develop and market new products, changes in legislation, legal claims, changes in exchange and interest rates, changes in tax rates, pension costs and actuarial assumptions, raw materials and employee costs, our ability to identify and complete successful acquisitions and to integrate those acquisitions into our business, our ability to successfully exit certain businesses or restructure our operations, the rate of technological changes, political, economic and other developments in countries where Philips operates, industry consolidation and competition. As a result, Philips’ actual future results may differ materially from the plans, goals and expectations set forth in such forward-looking statements.
    [Show full text]
  • Akzonobel Report 2015 OCHRE GOLD Color of the Year 2016
    AkzoNobel Report 2015 Report15 OCHRE GOLD Color of the Year 2016 www.akzonobel.com/colorfutures Scan and explore Our Report 2015 is enriched with Layar, an app for smartphones. It brings paper to life and gives you access to extra digital content. Step 1 Download the free Layar app via the App Store or Android Market. Step 2 Open the app and hold your smartphone above any page with the Layar icon. Step 3 Touch “tap” to view. Step 4 The application will open on your phone. Enjoy! Interactive print Download the free Scan the page Discover Layar app interactive content Our Report 2015 is also available online (www.akzonobel.com/report) and as an iPad app (http://bit.ly/ANApp). The digital versions include integrated videos, an interactive chart generator, data comparison feature, animated charts and diagrams and search-as-you-type capabilities. AkzoNobel creates everyday essentials to make people’s lives more liveable and inspiring. As a leading global paints and coatings company and a major producer of specialty chemicals, we supply essential ingredients, essential protection and essential color to industries and consumers worldwide. Backed by a pioneering heritage, our innovative products and sustainable technologies are designed to meet the growing demands of our fast-changing planet, while making life easier. Headquartered in Amsterdam, the Netherlands, we have approximately 45,000 people in around 80 countries, while our portfolio includes well-known brands such as Dulux, Sikkens, International, Interpon and Eka. Consistently ranked as a leader in sustainability, we are dedicated to energizing cities and communities while creating a protected, colorful world where life is improved by what we do.
    [Show full text]
  • Timken.Com: Board of Directors General Policies and Procedures
    2019 EXHIBIT A THE TIMKEN COMPANY BOARD OF DIRECTORS GENERAL POLICIES AND PROCEDURES The primary duty of the Board of Directors (the “Board”) is to promote the best interests of the Company through overseeing the management of the Company’s business and affairs. In doing so, the directors must consider the interests of the Company’s shareholders. These guidelines have been adopted to facilitate execution of this responsibility and will be reviewed annually by the Nominating and Corporate Governance Committee of the Board. Director Responsibilities In discharging their obligations, directors are entitled to rely on the honesty and integrity of the Company’s senior executives and its outside advisors and auditors. Board members are expected to review meeting materials in advance, to attend and participate in all Board meetings and meetings of Board committees on which they serve and to devote the time necessary to discharge their responsibilities appropriately. Directors are required to abide by the Company’s Standards of Business Ethics Policy. The Nominating and Corporate Governance Committee will oversee an annual self-evaluation of the Board to determine whether it and its committees are functioning effectively. Director Selection Selection of Nominees. The Nominating and Corporate Governance Committee is responsible for recommending candidates for Board membership to the Board. General criteria for nomination of director candidates include, but are not limited to, the highest standards of integrity and ethical behavior, the ability to provide wise and informed guidance to management, a willingness to pursue thoughtful, objective inquiry on important issues before the Company, and a range of experience and knowledge commensurate with the Company’s needs as well as the expectations of knowledgeable investors.
    [Show full text]
  • Shareholder Activism: Standing up for Sustainability?
    Shareholder activism: Standing up for sustainability? REPORT Shareholder activism: Standing up for sustainability? - 1 CONTENTS PREFACE........................................................................................................................4 EXECUTIVE SUMMARY.................................................................................................6 SHAREHOLDER ACTIVISM CASES...............................................................................8 PASSIVE SHAREHOLDING AND THE ‘BATTLE FOR THE SOUL OF CAPITALISM’ ....9 SHAREHOLDER ACTIVISM IN NUMBERS..................................................................10 SHAREHOLDER ACTIVISM FOR SUSTAINABILITY.....................................................11 MATERIALITY AND REPUTATION..............................................................................13 PUBLIC POLICY TRENDS AND SHAREHOLDER RIGHTS..........................................16 THE FUTURE OF SHAREHOLDER ACTIVISM.............................................................19 ANNEX I: ACTIVIST INVESTORS IN SELECTED COUNTRIES.....................................21 ANNEX II: PROXY COMPANIES...................................................................................21 ANNEX III: OVERVIEW OF ACTORS IN ENVIRONMENTAL, SOCIAL AND GOVERNANCE (ESG) SHAREHOLDER ACTIVISM......................................................22 REFERENCES................................................................................................................24 SOURCES.....................................................................................................................27
    [Show full text]
  • Corporate Restructuring in the Asian Electronics Market: Insights from Philips and Panasonic
    Munich Personal RePEc Archive Corporate Restructuring in the Asian electronics market: Insights from Philips and Panasonic Reddy, Kotapati Srinivasa 2016 Online at https://mpra.ub.uni-muenchen.de/73663/ MPRA Paper No. 73663, posted 15 Sep 2016 10:39 UTC Corporate Restructuring in the Asian electronics market: Insights from Philips and Panasonic Kotapati Srinivasa Reddy Working version: 2016 1 Corporate Restructuring in the Asian electronics market: Insights from Philips and Panasonic Disguised Case and Teaching Note: Download from the Emerald Emerging Markets Case Studies Reddy, K.S., Agrawal, R., & Nangia, V. K. (2012). Drop-offs in the Asian electronics market: unloading Bolipps and Canssonic. Emerald Emerging Markets Case Studies, 2(8), 1-12. ABSTRACT (DON’T CITE THIS WORKING VERSION) Subject area of the Case: Business Policy and Strategy – Sell-off and Joint venture Student level and proposed courses: Graduation and Post Graduation (BBA, MBA and other management degrees). It includes lessons on Strategic Management and Multinational Business Environment. Brief overview of the Case: The surge in Asian electronics business becomes a global platform for international vendors and customers. Conversely, Chinese and Korean firms have become the foremost manufacturing & fabrication nucleus for electronic supplies in the world. This is also a roaring example of success from Asian developing nations. This case presents the fortune of Asian rivals in the electronics business that made Philips and Panasonic to redesign and reform their global tactics for long-term sustainable occurrence in the emerging economies market. Further, it also discusses the reasons behind their current mode of business and post deal issues. Expected learning outcomes: This case describes a way to impart the managerial and leadership strategies from the regular business operations happening in and around the world.
    [Show full text]
  • Europe 500 2021 Ranking Accounting for 14% of That the Continent’S Rapid the Total Brand Value (€237.7 Billion)
    Europe 500 2021The annual report on the most valuable and strongest European brands June 2021 Contents. About Brand Finance 4 Get in Touch 4 Brandirectory.com 6 Brand Finance Group 6 Foreword 8 Executive Summary 10 Sector Reputation Analysis 18 Brand Finance Europe 500 (EUR m) 20 Brand Spotlights 30 Enedis 32 Interview with Catherine Lescure, Communications and CSR Director Orange 34 Interview with Béatrice Mandine, Executive Director of Communication, Brand and Engagement Porsche 36 Interview with Robert Ader, CMO of Dr. Ing. h.c. F. Porsche AG Bankinter 38 Interview with Yolanda Sanz Rey, Director of Image and Brand Management Meliá 40 Interview with André P. Gerondeau, Chief Operating Officer Global Soft Power Index 42 Germany 46 Interview with European Entrepreneurs France 48 Italy 50 Interview with Parmigiano Reggiano Spain 52 Interview with España Global Ireland 54 Ukraine 56 Interview with the Ukrainian Institute Methodology 58 Definitions 60 Brand Valuation Methodology 61 Brand Strength 62 Brand Equity Research Database 63 Our Services 64 Consulting Services 66 Brand Evaluation Services 67 Communications Services 68 Brand Finance Network 71 © 2021 All rights reserved. Brand Finance Plc. Brand Finance Europe 500 June 2021 3 About Brand Finance. Request your own Brand Finance is the world's leading brand valuation consultancy. We bridge the gap between marketing and finance Brand Value Report Brand Finance was set up in 1996 with the aim of 'bridging the gap between marketing and finance'. For 25 years, we have helped companies and organisations of all types to A Brand Value Report provides a connect their brands to the bottom line.
    [Show full text]