ACNielsen给PhilipsLighting做的满意度调查（英文版）

Date:June2003Preparedby:ACNielsenInternationalHongKongPreparedfor:PhilipsLightingCustomereQTMStudyforPhilipsLightingWave4

-RegionalPresentationBackgroundResearchObjectivesMethodologySamplePhilipsLightingeQTMModelOverviewoffindingsStrategicResourceAllocationExecutiveInsightsandRecommendations

IndividualCountryDiagnosticsAppendicesPresentationOutlineBackgroundPhilipsLampsandPhilipsLuminairesconductedtheirownCustomereQ

surveysseparatelybefore2002.AftertheintegrationofthethreebusinessunitsofPhilipsLighting,a

mergedCustomereQ

surveywasconductedstartingfromQuarter4of2002tocoverthecustomersofLamps,LuminairesandLightingElectronics(LE).ObjectivesPhilipsLightingwishesto:UnderstandtherequirementsoftheirbusinesscustomersandhowtobuildastrongrelationshipforfuturegrowthIdentifycriticalimprovementareasIdentifycompetitivestrengthsandweaknessesAllocateresourcesappropriatelyMethodologyCustomereQTM

ofACNielsenadoptedforthisstudyCustomerlistsprovidedbyPhilipsLightinginallmarketsSamplingmethod:TopcustomersselectedforinterviewsinKorea,NewZealand,PakistanandHongKongCensus(inselectedcities/regions)conductedinIndonesia,Singapore,Malaysia,ThailandandthePhilippinesPre-notificationletterssentbyPhilipstoinvitetheparticipationofthetargetcustomersFace-to-faceinterviewsusingastandardizedquestionnaireconductedinallcountries(ThequestionnaireusedinthePhilippinesisslightlydifferentfromtheothercountries.)Fieldworkperiod:Nov-Dec2002:Korea,Malaysia,NewZealand,Pakistan,SingaporeJan-Mar2003:HongKong,IndonesiaandThailandApr-May2003:thePhilippinesSurveyedMarketsThefollowingAsiaPacificcountriesarecoveredinthisstudy:TargetSampleBusinesscustomerswhohaveusedorpurchasedtheproductsofPhilipsLightinginthepast12months:Directcustomers–buyorusetheproductsofPhilipsLightingIndirectcustomersForallcountriesexceptthePhilippines:Indirectluminairescustomers–specifyorrecommendluminairesproductstotheirownclients,butarenottheend-usersoftheproducts.ForthePhilippines:2ndTiercustomers–purchasePhilips’productsfromtheexclusivedistributorsofPhilipsTheeligiblerespondentsmustbe:thekeypersonsoftheircompaniesdealingwithPhilipsLightingandareresponsiblefor/atleasthavesomeinfluenceonpurchasedecisionsforlightingproducts.SampleProfile-CustomerTypeBase:Allrespondents(DirectcustomersonlyforthePhilippines)N.B.:ForthePhilippines,wewillfocusontheDirectcustomerssampleonlyinthisreport.DataweightingwasconductedtomaintainequalweightofallVCOsinthetotalsampleofDirectcustomers.Thefindingsforthe2ndTiercustomersamplewillbepresentedinaseparatesectionattheendofthisreport.SampleProfile-byProductPurchasedfromPhilipsN.B.:Inthispresentation,wecanconstructthetrendofPhilipsperformanceevaluatedbylampcustomersonly.Base:Allrespondents(DirectcustomersonlyforthePhilippines)ThereareconsiderableoverlapsinthecustomersbuyingLamps,LuminairesandLEinallcountries,exceptKorea.PhilipsLightingeQ™

ModelCustomereQTMusedforthisstudy.AstrategictooldevelopedbyACNielsenDesignedtomeasureandmanagetheequityofcustomerswhichhasaninfluenceoncompany’sbusinessgrowth/success

Loyalty/SupportBizGrowth/ExcellenceBehaviorABehaviorBFactorBFactorCFactorAAttributeAAttributeBAttributeCAttributeXCustomereQ™ModelCustomizedtoyourOrganization’sneedsCustomereQ™ProvidesareliablemeasureofyourperformanceIdentifiespreciselywhatdrives‘loyalty’orbehavior

RelevantrecommendationsCustomereQ™ModelPrioritizeActionsImportanceMeasurementActionableInformationBehavioralScaleCustomereQ™ModelCustomizedtoyourOrganization’sneedsRelevantrecommendationsCustomereQ™ModelTheeQ™ModelcomprisesallthefactorsandattributesincludedintheeQ™questionnairewhichhaveanimpactoncustomersatisfaction.FactorsandattributesweredeterminedinconsultationwithPhilipsLighting.TheeQ™ModelsforTradecustomersandProject&OEMcustomersareslightlydifferent,inordertoreflectthevariousneedsandrequirementsofdifferenttypesofcustomers.PhilipsLightingeQ™Model-TradePURCHASEFROMPHILIPS/GROWPHILIPSBUSINESSPRODUCTORDER&DELIVERYPRICING&INVOICINGCUSTOMERSERVICEProductqualityProductlifetimeProductrangeStrongpackagingNewproductintro.ValueformoneyCoherentpricingpolicyAccuracyofinvoicesConditionofgoodsonarrivalStockavailability**PunctualityAccuracyofdeliveryEaseoforderingTimebetweenorder&delivery***Abilitytomeetshorttermnoticeorder*QualityoftechnicalsupportTimelytechnicalsupportProductsupportandtrainingBizsupportandtrainingMerchandisingsupportAd.andpromotionalsupportIncentiveschemesKeepingyouinformedofAd&sponsordealsTrademarginCredittermsAccessibilityAttitudeHandlingofcomplaintsHandlingofreturn /defectivesAvailability&accessibilityAttitudeProduct&biz.knowledgeAbilitytohandleenquiriesstraightawayBIZ&TRADESUPPORTSALESREPSNote:*appliestopurchaseofLuminairesonly**appliestopurchaseofLampsorLEonly***appliestothosewithoutafixeddeliveryscheduleAttributesforTradecustomersonlyeQ™Model-ProjectCustomersandOEMPURCHASEFROMPHILIPS/GROWPHILIPSBUSINESSPRODUCTORDER&DELIVERYPRICINGPOLICY&INVOICINGCUSTOMERSERVICEProductqualityProductlifetimeProductrangeStrongpackagingTech.advanced/innovativeproductsAesthetics*ValueformoneyCoherentpricingpolicyAccuracyofinvoicesConditionofgoodsonarrivalStockavailability**PunctualityAccuracyofdeliveryEaseoforderingTimebetweenorder&delivery***Projectschedule’sleadtime*QualityoftechnicalsupportTimelytechnicalsupportAbilitytoprovidedesign solutions*AccessibilityAttitudeHandlingofcomplaintsHandlingofreturn /defectivesAvailability&accessibilityAttitudeProduct&biz.knowledgeAbilitytohandleenquiriesstraightawayBIZ&TRADESUPPORTSALESREPSNote:*appliestopurchaseofLuminairesonly**appliestopurchaseofLampsorLEonly**appliestothosewithoutafixeddeliveryscheduleAttributesforProjectcustomers&OEMsonlyImportanceMeasurementAskcustomersdirectlywhichfactorsaremostandleastimportanttothemAssignaweightof100tothemostimportantandaweightof1totheleastimportantAssignaweightforallotherfactorsrelativetotheseanchorpointsIdentifiespreciselywhatdrives‘loyalty’orbehavior

PrioritizeActionsImportanceMeasurementPerformanceMeasurementBehavioralScaleReflectscustomer’sownexperience,linkedtoactualbehaviorUsescustomerlanguagetodescribelevelsofperformanceRemovesabstractmeaningsofscales;customersknowexactlywhatisbeingmeasuredActionableProvidesareliablemeasureofyourperformanceActionableInformationBehavioralScaleCustomereQ™CustomereQ™ModelImportanceMeasurementPerformanceMeasurementPhilipseQ™

Model-factorsandattributesImportanceratingoffactorsandattributesRatingofPhilips/competitorsonattributesOverviewofFindingseQ™IndexMeasurestheoverallperformanceofcompany,takingallthefactorsinthemodelintoconsideration,andweightedbyimportanceOveralleQ™Index(n=45) (n=50) (n=67) (n=42) (n=102) (n=66) (n=16) (n=29) (n=37)Base:Allrespondents(DirectcustomersonlyforthePhilippines)ThecustomerequityofPhilipsisfairlygoodacrossthecountries.PhilipshasthestrongestrelationshipwiththecustomersinNewZealand.OveralleQ™IndexofPhilips

-LampsCustomers(TrendData)N.B.:TrenddataanalysisisnotconductedforthePhilippinesasthesampleofthiswaveforthismarketisconsiderablydifferentfromthepreviouswaves.Lampscustomers’overallevaluationofPhilipsremainsstableinallcountriessincethelastsurveyin2000,exceptaslightincreaseinNewZealandandaslightdropinHongKong.OveralleQ™IndexofPhilips

-byCustomersofVariousProducts(n=45) (n=50) (n=67) (n=42) (n=102) (n=66) (n=16) (n=29) (n=37)Base:Allrespondents(DirectcustomersonlyforthePhilippines)N.B.:Consideringtheoverlappingofcustomersofthethreeproductcategories,analysisbycustomersofvariousproductsisnotconductedinthisreport.NoobviousdifferenceintheevaluationonPhilipsbycustomersbuyingLamps,LuminairesandLEmainlyduetotheoverlappingofthesecustomers.OveralleQ™Index-PhilipsVs.OsramVs.GEN.B.:IndiaisnotincludedinthischartbecausethebasesizeforOsramandGEistoosmall.ThePhilippinesisalsonotincludedsinceweonlyasktheDirectcustomerstoevaluatetheperformanceofPhilipsonly.

OsramisquitestrongandstrongerthanPhilipsinHK,Indonesia,KoreaandThailand.InPakistanandSingapore,thetwobrandsareonapar.PhilipsisleadingoverbothOsramandGEinNewZealandandMalaysiaonly.GEisweakerthanPhilipsinallcountriesexceptIndonesiaandSingapore.MostImportantLeastImportantCommitmentDrivers‘Products’remainsthetopconcernofPhilips’customers,followedby‘Pricing&invoicing’and‘Order&delivery’.‘Order&delivery’ismoreimportantinthePhilippines.‘Business&Tradesupport’isconsideredtobetheleastimportantinmostcountries.N.B.:ProductsPricing&InvoicingOrder&DeliverySalesRepsCustomerServiceStaffBiz.&TradeSupportDenotesstatisticallysignificantrise/fallinperformancescoregivenbyLampscustomersat90%confidenceintervaloverthepreviouswave.SINPHIFactorPerformancePAKNZMAL586058596638HKPhilipsisperformingwellon‘Products’and‘Pricing&Invoicing’inallcountriesexceptinHongKong.‘Order&Delivery’and‘Business&Tradesupport’areweakerareasforPhilipsacrosstheninecountriesexceptinNewZealand.Philips’performanceisverygoodinNewZealand,withweightedtop-2-boxofover70%onallfactors.(WeightedTop-2-box%)678149627239757452766345786355766751788772838773728274676337707247665456696554727541736744555438KORINDOTHAStrategicResourceAllocationThestrategicresourceallocationmapstheimportanceofafactoragainsttheperformanceofPhilipsLightingrelativetothecompetition*.identifyprioritiesforresourceallocationbasedonthecompetitivestrengthsandweaknesses.StrategicResourceAllocation-Philipsvs.Competitors*Averageofallcompetitorsratedbytherespondents.RegionalSummary-StrategicResourceAllocation-ExecutiveInsights

&RecommendationsRegionalLevelInsightsPhilipshasmaintainedasatisfactorylevelofcustomerequityintheAsiaPacificregion,witheQIndicesof70orabove.ThecustomersatisfactionwithPhilipsisthestrongestinNewZealandandtheweakestinthePhilippinesandThailand.TheoverallcustomerloyaltyofLampscustomerswithPhilipsremainsstablesincethelastsurveyin2000.InPakistan,Malaysia,SingaporeandIndonesia,Philipsisonaparwiththecompetitiononanoveralllevelandshouldstrivefordifferentiationfromthecompetition.OsramappearstobeslightlystrongerthanPhilipsinHongKong,KoreaandThailand.PhilipsneedstomakespecialeffortstocatchupwithOsraminthesemarkets.RegionalLevelInsights‘Products’isthecompetitivestrengthofPhilipsinmostcountries,whichshouldcontinuetobeleveragedontofurtherenhancethecustomerequity.However,itshouldbenotedthatinHongKong,PhilipsisconsideredweakerthanbothOsramandGEonLampsproductsandweakerthanThornonLuminairesproducts.‘Pricing&Invoicing’isanotherfactorofhighimportancetoPhilips’customers.ItisacriticalcompetitiveparityforPhilipsinIndonesia,Korea,MalaysiaandSingapore,wherePhilipsshouldturnitintoacompetitivestrength.Thecommoncriticalareaforimprovementacrossthecountriesis‘Order&delivery’,exceptNewZealandandPakistan.Philipsshouldtakeimmediateimprovementactionsinthesecountriestocatchupwiththecompetition.Improvementson‘Salesrepresentatives’inHongKongand‘Business&Tradesupport’inThailandarealsoimportant.CountryLevelInsightsPhilips’performanceisthemostsatisfactoryinNewZealand.Itisthebestperformeronallfactorsamongallmajorbrandsinthemarket.Philipsshouldmaintainitsleadingpositionbyfurtherimprovementonweakerareason‘Products’and‘Order&delivery’.Besides,specialattentionshouldbepaidtoTradeProfessionalcustomers,astheyaretheimportantcustomersegmentandlesssatisfiedwithPhilips.InPakistan,Malaysia,SingaporeandIndonesia,themaintargetofPhilipsshouldbetostandoutfromthecompetitionandestablishitsleadingpositioninthemarket.InPakistan,PhilipsisperformingwellbutonlyonaparwithOsramandSunonanoveralllevel.Philipsshouldtrytobenchmarkitsperformanceon‘Salesrepresentatives’withthoseofOsramwhoareperformingverywell;differentiatefromOsramandSunon‘Pricing&Invoicing’.InMalaysia,PhilipsisjustmarginallystrongerthanOsramandGE.Itneedstofurtherwidenitsperformancegapwiththesetwocompetitors.Toppriorityistoimproveits‘Order&delivery’servicesonwhichOsramandGEareperceivedasstrongerthanPhilips.ShouldalsomakeeffortstodifferentiatefromOsramandGEon‘Pricing&invoicing’,byfurtherimprovementon‘Coherentpricingpolicy’and‘Valueformoney’ofPhilips’products.CountryLevelInsightsInSingapore,allthekeylightingbrandshaveverysimilaroverallperformance,witheQIndexrangingfrom74to77.Athoroughreviewandimmediateimprovementactionson‘Order&delivery’iscriticalforPhilipstostayaheadofthecompetition.‘Salesrepresentatives’and‘Customerservicestaff’arethesecondaryareasforimprovement,asPhilipsisstillweakerthanthecompetitiononsomeaspects.Tradecustomersshouldbegivenmoreattentionintheimprovementplan.InIndonesia,Philips’overallperformanceissimilartomostofthekeycompetitors.Similartomostoftheothercountries,‘Order&delivery’shouldbethecriticalareaforimprovement.Philipsalsoneedstofurtherenhancethecustomers’perceptiononitsLuminairesproductsandimprovetherangeandpackingstrengthofLampsproducts.‘Pricing&Invoicing’alsoneedsimprovementasPhilips’performanceonthisfactorhasdroppedsignificantlyinthepasttwoyears.CountryLevelInsightsInHongKong,KoreaandThailand,PhilipsshouldcatchupandbenchmarkitsperformancewithOsram’s.InHongKong,itisnoteworthythatOsramisperformingverywellandhastakenovertheleadingpositionfromPhilipsinthiswave.Inordertoresumeitscompetitiveedge,Philipsneedstotakeimmediateimprovementactionsonallfactorsexcept‘Business&Tradesupport’:Toppriorityistoimprovethecustomers’perceptiononits‘Products’,especiallyondurabilityandquality,and,Shouldalignitsperformanceon‘Order&Delivery’and‘Salesrepresentatives’withthatofOsramAreasoflowerpriorityforimprovementare‘Valueformoney’ofitsproductsand‘Customerservicestaff’.InKorea,OsramiseitheronaparwithorstrongerthanPhilipsonallareasdrivingcustomerequity.Immediateimprovementactionsarerequiredon‘Order&delivery’,withfocuson‘Stockavailability’and‘Abilitytomeetprojectschedule’.PhilipsalsoneedstofurtherdifferentiateitsLampsproductsfromOsramandimprovecustomers’perceptiononthe‘Valueofmoney’ofitsproducts.‘Customerservicestaff’isthenextareatobeaddressedintheimprovementplan.OEM,DirectProjectandIndirectProjectcustomersrequirespecialattention.

CountryLevelInsightsInThailand,Philips’overallperformanceisslightlyweakerthanSylvaniaandOsram.Philipsshouldtrytooutperformthesetwobrands.‘Business&Tradesupport’,‘Order&delivery’and‘Salesrepresentatives’arethecriticalareasforimprovement,wherePhilipsisconsideredweakerthanthecompetition.ModernretailcustomersrequireextraattentionfromPhilipsastheyarethe2ndmostimportantcustomersegmentbuttheleastsatisfiedwithPhilips.InthePhilippines,theVCOsandTradeProfessionalcustomersaresatisfiedwithPhilips’performance.Oncontrast,OEMsandModernRetailcustomersarelesspositiveonallareasandthusrequiredadditionalimprovementeffortsfromPhilips.Apartfrom‘Order&delivery’,Philipsalsoneedstoimproveits‘Business&Tradesupport’,‘Customerservicesstaff’and‘Salesrepresentatives’forOEMandModernRetailcustomers.AllthefiveVCOsinthePhilippineshaveverystrongrelationshipwiththe2ndTiercustomersofPhilips.‘Order&delivery’isakeyareaforimprovementforalltheVCOs.Inaddition,eachVCOneedsfurtherimprovementontheareasthattheyarecurrentlyweakerthanthedistributorsofOsramand/orGE. IndividualCountryDiagnosticsHongKongSampleProfile–byCustomerType

Base:Thosewhoratedtherespectivebrands.OveralleQ™Index(Q12003)(n=45)(n=17)(n=11)(n=13)PhilipsLampsVs.competition

Q4’01

Q1’03Philips 76 73Osram 72 80Thorn NA 72GE 67 68eQNormforHK:70CommitmentShareMeasurestheproportionofcustomerswhoaremorelikelytobecommittedtocompanysincetheirmoreimportantneedsaremetwithahighlevelofperformanceVulnerableShareMeasurestheproportionofcustomerswhoaremorevulnerabletosupportingcompetitionsincetheirmoreimportantneedsaremetwitharatherlowlevelofperformanceCommitment/VulnerableShares(Q12003)VulnerablesharePhilips(n=45)

Thorn(n=17)Osram(n=13)GE(n=11)CommitmentshareBase:Thosewhoratedtherespectivebrands.Philips’customersappeartobemoreloyaltoOsramthantoPhilipsOveralleQ™IndexofPhilips

-byCustomerType(Q12003)Base:AllrespondentsDirectCustomersIndirectCustomers(n=11)(n=11)(n=19)(n=45)(n=34)#Caution-smallbase(n=4#)OveralleQ™IndexofPhilips

-LampsCustomers(TrendData)Base:ThosecustomerswhopurchaseLampsproductsfromPhilips.OverallImpact&Performance(Q12003)PERFORMANCE(WeightedTop-2-box%)FACTORSBase:AllrespondentsccBiz.&TradesupportOrder&DeliveryCustomerServiceStaffSalesRepsPricing&InvoicingProductsIMPORTANCENote:Philipshasbigmiddle-boxes(25-41%)andverysmallbottomboxesforallfactors.KeyareasforimprovementWeightedtop-2-box%OverallPerformanceofPhilips

-LampsCustomers(TrendData)Base:ThosewhobuyLampsproductsfromPhilips.CriticalAreaforImprovement-LampProducts-PerformanceGapAnalysis-

ATTRIBUTESN.B.:a,borc

denotestatisticallysignificantdifferenceat90%confidenceinterval.Osram(n=29)(n=13)cBase:ThosecustomerswhoconsiderLamps

themostimportantproductcategorytotheirbusiness.#Caution-smallbaseProductlifetimeProductqualityProductrangeNewproductintroductionStrongpackagingTech.Advanced/innovativeproducts(n=6#)GEBetterWorseATTRIBUTESThornProductlifetimeProductqualityProductrangeStrongpackagingTech.Advanced/innovativeproductsBase:Thosecustomerswhoconsider

Luminairesthemostimportantproductcategorytotheirbusiness.Aesthetics#Caution-smallbase(n=16)(n=13)(n=5#)GEN.B.:a,borc

denotestatisticallysignificantdifferenceat90%confidenceinterval.aacccBetterWorseCriticalAreaforImprovement-LuminairesProducts-PerformanceGapAnalysis-

Thorn(n=33) (n=8#) (n=13) (n=7#)ATTRIBUTESBase:ThosewhodealwithPhilipsonOrder&Delivery.ConditionofGoodsonarrivalStockAvailabilityPunctualityAccuracyofDeliveryTimeBetweenOrder&DeliveryEaseofOrderingAbilitytomeetshorttermnoticeorderrequestAbilitytomeetprojectschedulesOsramGE#Caution-smallbaseabaaN.B.:a,b,cord

denotestatisticallysignificantdifferenceat90%confidenceinterval.BetterWorseCriticalAreaforImprovement-Order&Delivery-PerformanceGapAnalysis-

ATTRIBUTESBase:ThosewhoratedtherespectivebrandsN.B.:a,b,cord

denotestatisticallysignificantdifferenceat90%confidenceinterval.ThornOsramGE

(n=45) (n=17) (n=13) (n=11)AbilitytohandleenquiriesstraightawayProduct&BizknowledgeAvailability&accessibilityAttitudeBetterWorseCriticalAreaforImprovement-SalesReps-PerformanceGapAnalysis-

HongKong-ExecutiveSummaryPhilipshasachievedaneQIndexof73inHongKong,whichisslightlyabovethenormforHongKong.ItisonaparwithThorn,slightlystrongerthanGEbutweakerthanOsram.ItshouldbenotedthatPhilipsislaggingbehindOsraminthiswave.However,itusedtobestrongerthanOsraminQ42001.

OveralleQIndex(Lampcustomers) Q42001 Q12003Philips 76 73Osram 72 80TheoverallperformanceofPhilipshasdeterioratedonmostfactors,exceptfor‘Pricing&Invoicing’and‘BusinessandTradeSupport’.Osramisperformingverywellandconsiderablystrongerthantheotherbrandson‘Products’,‘Order&Delivery’,‘SalesRepresentatives’and‘CustomerServiceStaff’.TocatchupwithOsramandresumetheleadershippositioninlightingproductsinHongKong,furtherimprovementisneededforPhilipsonallfactorsexceptfor‘BusinessandTradeSupport’.‘Products’usedtobeacompetitivestrengthofPhilipsinHongKong.However,inthissurvey,Philips’productsarethoughttobeweakerthanthoseofOsramandGEonlampsandweakerthanThornonLuminaires.=>Philipsshouldtakeimmediatestepstoimprovethecustomers’perceptiononits‘Products’.CommunicationondurabilityandqualityofPhilipsneedstobefurtherstrengthened.Philipsshouldcontinuetoimproveits‘Order&Delivery’asthecurrentperformanceisstilllaggingbehindthecompetition.‘Timebetweenorder&delivery’,

‘Abilitytomeetprojectschedules’and‘Stockavailability’arethekeyareasforfurtherimprovement.Philips’salesrepresentativesalsoneedimprovementsincetheyareperformingnotaswellasthoseofthecompetitivebrandsonallareasexcept‘Attitude’.HongKong-ExecutiveSummaryThereisanopportunityforPhilipstocaptureacompetitiveedgeon‘Valueformoney’asOsram,ThornandGEarealsoperformingquitepoorlyonthisattribute.Philipsshouldstrengthenthecommunicationofproductdurabilityandqualityinordertoenhancetheconsumers’perceptionofthevalueofitsproducts.Areasoflowerpriorityforimprovementactionsare:‘Accessibility’and‘Handlingofreturns/defectives’bycustomerservicestaffMostattributeson‘Business&Tradesupport’,especiallyon‘Trademargin’,‘Quality’and‘Timelinessoftechnicalsupport’.HongKong-ExecutiveSummaryIndonesiaSampleProfile–byCustomerType

N.B.:*-AsagreedbylocalPhilips,thetwointerviewsinAcehProvincewerenotconductedduetosecurityconsiderationinthatregion.Base:Thosewhoratedtherespectivebrands.#Caution-Smallbase (n=50) (n=11) (n=6#) (n=5#) (n=5#) (n=4#) (n=3#)OveralleQ™Index(Q12003)eQNormforINDO:73Commitment/VulnerableShares(Q12003)VulnerablesharePhilips(n=50)

National(n=11)Artolite

(n=8#)Thorn(n=5#)Chiyoda(n=5#)GE(n=4#)Osram

(n=3#)CommitmentshareBase:Thosewhoratedtherespectivebrands.#Caution-SmallbaseOveralleQ™IndexofPhilips

-byCustomerType(Q12003)Base:Allrespondents#Caution-smallbaseIndirectCustomersDirectCustomers (n=50) (n=32) (n=21) (n=5#) (n=3#) (n=3#) (n=18) OveralleQ™IndexofPhilips

-LampsCustomers(TrendData)Base:ThosecustomerswhopurchaseLampsproductsfromPhilips.OverallImpact&Performance(Q12003)PERFORMANCE(WeightedTop-2-box%)FACTORSBase:Thosewhoratedtherespectivebrands.ccBiz.&TradesupportOrder&DeliveryCustomerservicestaffSalesRepsPricing&InvoicingProductsIMPORTANCENAN.B.:a,b,c,d,eorf

denotestatisticallysignificantdifferenceat90%confidenceinterval.aNAKeyareaforimprovementPERFORMANCE(WeightedTop-2-box%)FACTORSBase:Thosewhoratedtherespectivebrands.ccHigherLowerIMPORTANCEBiz.&TradesupportOrder&DeliveryCustomerservicestaffSalesRepsPricing&InvoicingProductssN.B.:‘s’denotesstatisticallysignificantdifferenceat90%confidenceintervalbetweenQ22001andQ42002.sOverallPerformanceofPhilips

-LampsCustomers(TrendData)DroppedperformanceCriticalNeedofImprovementCriticalCompetitiveParityCompetitiveStrengthsSecondaryNeedofImprovementMaintenanceMaintenanceIMPORTANCEHIGH

WEIGHTEDPERFORMANCEBetterEqualWorseLOWProductsBiz&TradesupportStrategicResourceAllocation-

PhilipsVsCompetition*CustomerservicesstaffN.B.:*AverageofallcompetitorsratedbytherespondentsOrder&deliveryPricingpolicy&InvoicingSalesrepresentatives(n=33)N.B.:a,b,c,d,eorf

denotestatisticallysignificantdifferenceat90%confidenceinterval.

(n=1#)(n=5#)#Caution-smallbaseATTRIBUTESBase:ThosewhodealwiththerespectivebrandsonOrder&Delivery.StockavailabilityPunctualityAccuracyofdeliveryTimebetweenorder&deliveryEaseoforderingAbilitytomeetshorttermnoticeorderrequestAbilitytomeetprojectschedulesaaConditionofgoodsonarrivalNationalArtoliteChiyodaGE(n=2#)(n=3#)Osram(n=5#)aaacaaCriticalAreaforImprovement-Order&Delivery-PerformanceGapAnalysisAreaforImprovement-LampsProducts-PerformanceGapAnalysisATTRIBUTESN.B.:a,b,c,d,eorf

denotestatisticallysignificantdifferenceat90%confidenceinterval.Base:ThosecustomerswhoconsiderLamps

themostimportantproductcategorytotheirbusiness.#Caution-smallbaseProductlifetimeProductqualityProductrangeNewproductintroductionStrongpackagingTech.Advanced/innovativeproductsChiyoda(n=30)(n=5#)b(n=4#)National(n=3#)(n=2#)GEOsrambbcdATTRIBUTESProductlifetime