...Monetarists argue that the Long Run AS curve is inelastic and therefore any increase in AD will only lead to inflation in the long run. · However in the short term M. Friedman stated there may be a trade off between unemployment and inflation. · If there is an increase in AD firms will increase wages to encourage more workers to supply their labour. Workers believe they have higher real wages and so are willing to supply more labour. · This increase in the supply of labour leads to an increase in output and therefore there will be a temporary fall in unemployment . Therefore there will be a movement along the SR Phillips curve · However workers later realise inflation has increased therefore they re-adjust their expectations of inflation, and realise the increase in wages is only a nominal increase. Therefore workers don’t supply more labour and output returns to the Long run equilibrium of Yf. · Therefore in the long term output has stated the same but inflation has increased. · Therefore the Long Run Phillips curve is inelastic because higher inflation has not been accompanied by lower unemployment · Any reduction in unemployment due to increased AD would only be temporary · Monetarist argue that Unemployment cannot be altered by AD in the long run. But will remain at its Natural Rate which would be 5% Rational Expectation Monetarists They argue that there will be no trade off even in the short run, because people will readjust their expectations of inflation when...
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...Integrated Circuits, IC17 1999 Apr 12 Philips Semiconductors Product specification 48 × 84 pixels matrix LCD controller/driver CONTENTS 1 2 3 4 5 6 6.1 6.1.1 6.1.2 6.1.3 6.1.4 6.1.5 6.1.6 6.1.7 6.1.8 6.1.9 6.1.10 6.1.11 6.1.12 7 7.1 7.2 7.3 7.4 7.5 7.6 7.7 7.7.1 7.8 FEATURES GENERAL DESCRIPTION APPLICATIONS ORDERING INFORMATION BLOCK DIAGRAM PINNING Pin functions R0 to R47 row driver outputs C0 to C83 column driver outputs VSS1, VSS2: negative power supply rails VDD1, VDD2: positive power supply rails VLCD1, VLCD2: LCD power supply T1, T2, T3 and T4: test pads SDIN: serial data line SCLK: serial clock line D/C: mode select SCE: chip enable OSC: oscillator RES: reset FUNCTIONAL DESCRIPTION Oscillator Address Counter (AC) Display Data RAM (DDRAM) Timing generator Display address counter LCD row and column drivers Addressing Data structure Temperature compensation 8 8.1 8.2 8.3 8.3.1 8.3.2 8.3.3 8.4 8.4.1 8.5 8.6 8.7 8.8 8.9 9 10 11 12 12.1 12.2 13 14 14.1 14.2 15 16 17 INSTRUCTIONS Initialization Reset function Function set Bit PD Bit V Bit H Display control Bits D and E Set Y address of RAM Set X address of RAM Temperature control Bias value Set VOP value LIMITING VALUES HANDLING DC CHARACTERISTICS AC CHARACTERISTICS Serial interface Reset PCD8544 APPLICATION INFORMATION BONDING PAD LOCATIONS Bonding pad information Bonding pad location TRAY INFORMATION DEFINITIONS LIFE SUPPORT APPLICATIONS 1999 Apr 12 2 Philips Semiconductors Product specification ...
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...Fang, 2015. 9-910-410 DECEMBER 11, 2009 CHRISTOPHER A. BARTLETT Philips versus Matsushita: The Competitive Battle Continues Throughout their long histories, N.V. Philips (Netherlands) and Matsushita Electric (Japan) had followed very different strategies and emerged with very different organizational capabilities. Philips built its success on a worldwide portfolio of responsive national organizations while Matsushita based its global competitiveness on its centralized, highly efficient operations in Japan. During the first decade of the 21st century, however, both companies experienced major challenges to their historic competitive positions and organizational models. Implementing yet another round of strategic initiatives and organizational restructurings, the CEOs at both companies were taking their respective organizations in very different directions. At the end of the decade, observers wondered how the changes would affect their long-running competitive battle. Philips: Background In 1892, Gerard Philips and his father opened a small light-bulb factory in Eindhoven, Holland. When their venture almost failed, they recruited Gerard’s brother, Anton, an excellent salesman and manager. By 1900, Philips was the third largest light-bulb producer in Europe. Technological Competence and Geographic Expansion While larger electrical products companies were racing to diversify, Philips made only light-bulbs. This one-product focus and Gerard’s technological...
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...9-910-410 DECEMBER 11, 2009 CHRISTOPHER A. BARTLETT Philips versus Matsushita: The Competitive Battle Continues Throughout their long histories, N.V. Philips (Netherlands) and Matsushita Electric (Japan) had followed very different strategies and emerged with very different organizational capabilities. Philips built its success on a worldwide portfolio of responsive national organizations while Matsushita based its global competitiveness on its centralized, highly efficient operations in Japan. During the first decade of the 21st century, however, both companies experienced major challenges to their historic competitive positions and organizational models. Implementing yet another round of strategic initiatives and organizational restructurings, the CEOs at both companies were taking their respective organizations in very different directions. At the end of the decade, observers wondered how the changes would affect their long-running competitive battle. Philips: Background In 1892, Gerard Philips and his father opened a small light-bulb factory in Eindhoven, Holland. When their venture almost failed, they recruited Gerard’s brother, Anton, an excellent salesman and manager. By 1900, Philips was the third largest light-bulb producer in Europe. Technological Competence and Geographic Expansion While larger electrical products companies were racing to diversify, Philips made only light-bulbs. This one-product focus and Gerard’s technological prowess enabled...
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...Assessment of Philips Electronics: Is Sense & Simplicity Sustainable Andrew M. Froning Rensselaer Polytechnic Institute Submitted: May 4th, 2013 Abstract Koninklijke Philips Electronics N.V has been recognized as an industry leader for sustainability. In the past decade is has undergone a whole culture shift in the way it does business. But is what Philips doing really sustainable or are they just green washing their products. The report looks at how a sustainable business operates and how Philips’ programs and initiatives line up with those constructs of sustainable business development. Table of Contents Abstract 2 Assessment of Philips Electronics: Is Sense & Simplicity Sustainable 4 Enterprise Thinking 5 Inclusiveness & Value Networks 8 Suppliers 8 Stakeholders 9 Connectedness 10 Social Responsibility 10 Philanthropy 11 Reuse & Recycling 11 Life Cycle Thinking 12 Innovativeness & Leadership 13 Conclusion 14 References 15 Footnotes 16 Figures 19 Assessment of Philips Electronics: Is Sense & Simplicity Sustainable Koninklijke Philips Electronics N.V., also known as Royal Philips Electronics but commonly known as “Philips”, is an electronics company based in the Netherlands with facilities located across the world. It is one of the largest electronics companies in the world and the largest manufacturer of lighting.1 In 2004 Philips released their brand promise, “Sense and Simplicity” encapsulates...
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...component. STEP4 Press the power button. If it turns off, it is programmed for your component. If it does not turn off, use the Pre-Programmed 3-Digit code Method or Scanning Method. Repeat the above steps for all other components (TV, VCR, DVD, etc.). Before you program or operate the remote control, you must install two new AA alkaline batteries. STEP1 Remove the battery compartment cover on the back of your remote control. STEP2 Check battery polarity carefully, and install the batteries as shown in the illustration below. STEP3 Replace the battery compartment cover. B. Quick Set-up Code Tables TV J Quick Number 0 1 2 3 4 5 6 7 8 9 Manufacturer/Brand SANYO SONY SAMSUNG LG TOSHIBA PANASONIC PHILIPS HITACHI SHARP VIZIO VCR Quick Number 0 1 2 3 4 5 6 7 8 9 5 Programming the Remote Control 3 Operations...
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...Yomaira Fernandez Project General Electric I have chosen this company for the financial analysis because of few important and obvious reasons. First of all it is announced as one of the five most active companies of US by volume. This information is given in Bloomberg. Another reason for taking this company for analysis is that it is one of popularly known companies of the world and information and data of this company is easily available on internet for correct and desired access of information. After the financial analysis of General Electric, I have compared the performance of the companies with its close competitors. Major competitors with whom we will compare the performance of General Electric are Citigroup Inc, Koninklijke Philips Electronics, Siemens AG American Depositary, etc. Analysis of the profitability measures, liquidity measures, activity measures, and financial leverage measures will assist in determining the GE’s performance. Beginning with the profitability measures, the remainder of items that show profitability will be discussed along with stock analysis. Using the DuPont model, GE's Return on Investment (ROI) is 3.07 percent compared to the 4.6 percent industry ROI. Although this number is low compared to normal ROI ranges, it is only slightly below the industry standard. The industry standard Return on Equity (ROE) is 18.20 percent compared to GE’s that is 11.08 percent. Accordingly the ROE for GE appears to be on target for the industry and well...
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...Whirlpool: Redefining Innovation If you look at our history, innovation had been the responsibility of a couple of groups, engineering and marketing. Now, you have thousands of people involved. It's speeded things along. It's changed the focus of innovation to trying to deeply understand the customer and a belief that we could actually build customer loyalty in the appliance industry. The way we'll know it's successful is if it changes every job at Whirlpool.1 - Nancy Snyder, Vice-president Leadership and Strategic Competency Development, Whirlpool Jeff M. Fettig succeeded David R. Whitwam, as Chairman and Chief Executive Officer of Whirlpool Corporation in 2004. The year 2005 had proved to be a year of exceptional achievements for the world’s number one home appliance brand company2. Whirlpool had achieved record net earnings of $422 million3 on record sales revenues of $14.3 billion4 (Annexure I), which had in turn, propelled the company’s share price to an all-time high of $92.645 by April 2006 (AnnexureII). Fettig attributed much of Whirlpool's performance to the new products and features introduced by the company over the past four years. The innovations were a result of the ‘innovation system’ established by Whitwam in 1999 to counter the company’s almost stagnant performance over the past decade, in everything from stock price to profit margin to market share. The company’s failure to introduce exciting products or product features had reduced Whirlpool’s machines to mere...
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...diversified communication services industry of RIM. Although RIM has up-to-now been able to take full advantage of its technological dominance in the market , there still remains the possibility of new companies to enter using older versions of the technology in a modernized and revamped way. A recently entrant to the market is Apple corp. with its iphone. Because of the dominance of RIM in its own lucrative segment it will always face the threat from new entrants. Supplier power The bargaining power of suppliers in the manufacturing face is considerably low in this industry, for instance, processors of the same architecture used by RIM is produced by many companies such as Intel, Freescale Semiconductor, Texas Instruments, Royal Philips Electronics, Samsung and STMicroelectronics. However, as I mentioned earlier there are different suppliers for the services that RIM is offering. RIM has to utilize the networks of existing mobile operators, and in some instances where there are a limited number or only one operator, the bargaining power of the supplier is elevated. Buyer power With increased choice of new smart phones in the market, the bargaining power of...
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...Philips vs Matsushita Susan Cumpton PHL-3100 International Management April 11, 2015 Professor Ismail Throughout History Philips and Matsushita have charted different strategies as well as different organizational structures, and the outcome has been the same; success. With success comes adversity and both companies’ experienced major challenges in the beginning of the 21st century. Both CEO’s were forced to implement organizational restructurings as well as new strategies. How they would come out of was unknown as well as if their competitive nature with each other would continue. In 1892 Gerard Philips and his father founded a small light bulb company in Eindhoven Holland, at firs the ventured failed and they were forced to recruit Gerard’s brother Anton an excellent salesman. Philips focused on a singled product while larger electrical production companies raced to diversify. Innovation was a priority and Philips company policy was to keep up with modern technology and advancement in research. Philips labs developed a tungsten metal filament bulb that gave them finical strength to compete against it rivals.. In 1899 Anton hired the companies first export manager and the company was sell into markets in Japan, Australia, Canada, Brazil, and Russia. By 1900 Philips was the third largest light-bulb producer in Europe. By 1912 the lamp industry stated showing an overcapacity of companies so Philips started building sales organizations in the United States, Canada...
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...wo major competitors in the global consumer electronics industry, Philips of the Netherlands and Matsushita of Japan, both have extensive histories that can be traced back more than a century. They have each followed different strategies and have had significant capabilities and downfalls along the way. In general, Philips built its tenured success on a portfolio of responsive national organizations. On the other hand, Matsushita based its global strategy on a centralized and efficient operation through Japan. As they developed and reorganized their international strategies, each company was forced to undertake its strategic posture and restructuring as its competition position fell. During the 1990s, each company experienced specific difficulties to their market share. Both companies struggled to reestablish themselves in the global consumer electronics world. As the year 2000 came around, new CEOs at both companies came up with even more complicated initiatives and reorganizations. Outsiders wondered how each company’s internal changes would affect their endless competitive battle in the industry. The case illustrates how global competitiveness depends on the organizational capability, the difficulty of overcoming deeply rooted administrative heritage, and the limitations of both classic multinational and global models. Study Questions 1. How did Philips become the most successful company in its business during an era when scores of electrical engineering companies...
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...Spotlight on Selected Winners What goes on behind the scenes of a company to make it one of the World’s Most Ethical? We asked a number of individuals directly responsible for the ethical direction of their company. Following are some excerpts from their responses: Accenture Douglas G. Scrivner, General Counsel, Secretary & Compliance Officer In Accenture’s ethics and compliance program, the company uses six “core values” of stewardship, best people, client value creation, one global network, respect for the individual and integrity. Douglas Scrivner, General Counsel at Accenture, says that ethics and compliance can’t be effective if they’re only seen as “bolt-ons,” or something that is only done at the end of the day after the “regular work” is complete. “We aim to put ethics and compliance into the way our people work and lead. We seek to leverage existing processes, procedures, structures and functions to ensure the outcomes we are expecting and alignment with the goals of the organization,” says Scrivner. To better understand how the company’s ethics and compliance program is being received by employees, Accenture uses employee surveys, risk assessments and results of corporate investigations. Scrivner notes that in a recent survey, over 90 percent of employees feel that Accenture is highly ethical and that the company’s commitment to integrity has been communicated to the whole company. “Those are excellent scores for a company of more than 181,000 people,”...
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...images of change found in the two companies – Royal Philips Electrical and BMW. A review of the said companies is made and comparison based on their change stories. The image of change possessed by any manager is determined by how best he/she is able to plan, direct and control the organization's resources (human, finances, materials/equipment and time) in the best possible way. Rodger Dean Duncan (2013), maintained that managers of change should be gardeners as he presented it in a sub-heading “ Be a Gardener, Go for Growth; A first tendency of many business people is to fix things. But successful leaders invest energy in growing rather than fixing. They know the organization is a living organism with many interrelated elements capable of extinction or growth. Successful leaders are gardeners, they create a nurturing environment and they cultivate with care.'' The above quotation has given us a clear picture of how managers of change should look like and what they need to do in order to keep the organizations in continuous growth. Therefore, it is necessary to present a critical analysis of change images in organizations which may apply to any situation of management and not limited to any specific organization. 2.1 Review of the changes in each of the case study organizations: 2.1.1 Royal Philips Electronics Company: 1 Gerard Kleisterlee's turnaround program for Royal Philips Electronics is a high-stakes bet on a simple, catalytic...
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...Case Studies Radical innovation at Philips Lighting 1.0 Introduction To state the obvious, radical innovation isn’t easy. It involves taking a leap into the unknown – and is particularly difficult for established organizations who have a track record of success which they don’t want to put at risk. So how does an organization jump the tracks? How can it switch off its immune system and open itself up to new – and potentially dangerous – inputs? How can it reframe, let go of its old ways of looking at the world and take on something which is very new – but by definition untried and risky? These are not academic challenges but the very stuff of innovation management – the essence of what it means to lead strategically. Put very simply, innovation is a survival imperative. If organizations don’t change what they offer the world – products and services – and the ways in which they create and deliver those offerings (processes) then they risk being left behind and at the limit disappearing. History shows us an almost Darwinian pattern of the rise of new entrepreneurial and agile organizations which mature, become comfortable and then fat and gradually lose their edge. Middle age gives way to a kind of sclerosis where change is reduced to smaller and smaller increments until one day the organization is upstaged by external events and unable to move fast enough to cope. It is the new kids on the block who exploit the new technology, pick up on the new market...
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...Philips Vs Matsushita Scm 1. A New Century, a New Round Scott Campbell - Christina Connolly - Maureen Stafford MBAM 619.11 March 30, 2009 versus 2. Foundation Founded in 1892 by Gerard Philips in Eindhoven, Holland Tradition of caring for its workers Innovation as a core strength One product focus on light-bulbs (initially) + Gerard’s technological prowess enable significant innovations Strong research vital to company’s survival Philips built its success on a worldwide portfolio of responsive national organizations 3. Foundation Founded in 1918 by Konosuke Matsushita in Osaka, Japan “ Seven Spirits of Matushita” and cultural and spiritual training are key First Japanese company to adopt the divisional structure “ One-product-one-division” Internal competition fostered among divisions Matsushita built its success on its centralized, highly efficient operations in Japan 4. Tangible and Intangible Assets Physical Assets: new labs Regulators: Common Market erodes trade barriers External Assets Financial Assets Suppliers Customers Employees: competitive/loyal Owners Brand Capital, Relationship Capital, Knowledge Capital Individual Capital, Team Capital Human Capital: strong experts Intellectual Capital Society Competitors: Sony, Matsushita, General Electric Organizational Fiscal Responsibility Boundaries Market Boundaries Society Boundaries Intangible Assets Supply Chain Boundaries Organizational Boundaries Tangible Assets 5. Tangible and Intangible Assets Physical Assets External...
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