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Abstract

Philips is a huge multi-national company with a long history of experience in international markets. For many decades, the firm was very successful operating as a loose federation of autonomous national businesses. The company performed quite well up to the 1960s when it decided to enter the electronics industry which however, had completely different characteristics. Philips took a long time to ''wake up'' and realise the need to transform itself. During the 1980s, Philips consumer electronics business was first recognised as a core business. In 1992, Jacques D''Elfant, the newly appointed Senior Managing Director of the consumer electronics division, embarked upon a large-scale re-engineering of its marketing division in an attempt to make it operate around processes rather than departments. Following that, now in 1993, he is grappling with some very difficult issues. What D''Elfant did and why, how he is managing the re-engineering process and what its consequences are serve as the focal point of this case.
Location:
Size:
USD31.6 billion
Other setting(s):
1990-1994

About

Abstract

Philips is a huge multi-national company with a long history of experience in international markets. For many decades, the firm was very successful operating as a loose federation of autonomous national businesses. The company performed quite well up to the 1960s when it decided to enter the electronics industry which however, had completely different characteristics. Philips took a long time to ''wake up'' and realise the need to transform itself. During the 1980s, Philips consumer electronics business was first recognised as a core business. In 1992, Jacques D''Elfant, the newly appointed Senior Managing Director of the consumer electronics division, embarked upon a large-scale re-engineering of its marketing division in an attempt to make it operate around processes rather than departments. Following that, now in 1993, he is grappling with some very difficult issues. What D''Elfant did and why, how he is managing the re-engineering process and what its consequences are serve as the focal point of this case.

Settings

Location:
Size:
USD31.6 billion
Other setting(s):
1990-1994

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