Philips CEO Global economic turmoil here is a good scenery
The CEOs of multinational companies have received a lot of interviews from this newspaper, but it is still rare to know what brand of recording equipment is used by journalists.
In a conference room of the Four Seasons Hotel interviewed, Philips Global CEO Gerard Kleisterlee noticed that the MP3 used for recording in the reporter's hands was not the Philips brand, but immediately said to the newly appointed CEO of Greater China, Kong Xianghui: "If you can Let the people present choose Philips equipment, which will be a good start for your work."
Dutch engineers who have been tough and handsome in this year have once turned a drowsy, mediocre European electronics company into a global business that can bring sustained high profit returns to investors and dominate the US and Asian companies. Multinational giants. The secret of Ke Cilei is to change the business of Philips from “grocery shop†to “specialty storeâ€. Today, he decided to transform again and reorganize the diverse business structure.
“We need to fully interact with consumers and understand their needs.†Ke Cilei said in an interview.
From "Do you want to do it" to "How to do it"
As the fourth largest market for Philips in the world, China is undoubtedly important for another transformation plan of Ke Cilei. Ke Cilei carefully selected Kong Xianghui, who has been in Motorola for 27 years, to take over as CEO of Philips Greater China. It must also measure Kong Xianghui's work experience in Shanghai, Beijing and Taipei for about 10 years.
At the inauguration ceremony held by Philips for Kong Xianghui, Ke Cilei enthusiastically talked about the achievements of China's 30 years of reform and opening up from the Beijing Olympics and linked the reform process with the development of Philips in China.
Philips has been in the Chinese market for 23 years. So far, it has invested more than US$4 billion in China, with operations in more than 600 cities across the country and more than 15,000 employees.
However, Philips’ “getting it right†and the prophetic vision of the Chinese market are not “innateâ€. In 2006, a domestic financial magazine revealed a detail. The former CEO of Greater China, Zhang?h, went to the headquarters for the first time in 2002, and the board members were careless about China.
Ke Cilei, who has worked in Greater China for three years, said to Zhang?h: "Now I am talking about China in the Netherlands. The shock is different. Do you want to consider going to China to talk about China?" In this way, it was promoted in 2003. For the first time, Philips' global board of directors held outside Amsterdam, the Netherlands, and arranged for them to meet with government officials, partners and local Chinese counterparts. After the end of the event, everyone’s expressions are different. They talk about how to do it instead of doing it.
After years of development, Philips has gained a high reputation in China, even surpassing the United States. According to research data, Philips' popularity in China is as high as that of the brand's hometown, the Netherlands.
However, one fact that cannot be ignored is that Philips' products are not the first to be seen in the eyes of ordinary consumers. Many people only know Philips' razors, but consumer electronics products are not as impressive as Sony and Samsung brands. But in fact, according to the 2007 International Patent Application Data published by the World Intellectual Property Organization, Philips ranks second in the world in the number of patent applications filed by individual companies.
“A brand has a lot of room for development from enjoying a high reputation to being the preferred brand for consumers.†Kong Xianghui faced this challenge.
With many years of experience working in China, Kong Xianghui noted that compared with five or six years ago, Chinese consumers' consumption concept is more mature. Many years ago they only needed products to use them, and then they needed good products to make them feel identity. Now Chinese consumers have high requirements for quality and cost performance, and pay attention to whether product design can bring emotional resonance, and the brand awareness is also very high, and they are willing to pay high prices to buy brand-name products. Therefore, it may be that many companies were sales-oriented companies five years ago. The only concern is to establish product channels. Now it is not enough to establish product channels.
He told reporters that his very important job after taking office is brand building. He hopes that the Philips brand can establish a strong emotional bond with consumers.
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