1. In Vivo

Philips Targets Bolt-On Deals That Meet Demand At The Point Of Care

 
• By Ashley Yeo

Philips, a giant of the medical systems and software industry, maintains its strategic direction with organic and external growth. That was illustrated in one recent four-month period in which the group made seven acquisitions, adding to its non-invasive diagnostics portfolio Electrical Geodesics and bolstering its steps in therapeutic medical devices with the acquisition of Spectranetics. But whatever the target, the same ground rules apply.

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Better than many perhaps, Royal Philips Electronics NV knows how to develop to meet demand for health care as it evolves and shifts from costly secondary care to a balance of in- and outpatient, community and home care. Recent years have also illustrated its ability to respect past group achievements while moving on when necessary and setting new goals that maximize core competencies and innovation potential, in a bid to meet the expectations of all its stakeholders.

The origins of the current Philips Healthcare business strategy go back to April 2011, when Frans van Houten was appointed CEO of the Royal Philips group. Van Houten had...

Once in the role of group CEO (he also holds roles as chairman of the board of management and the executive committee), he identified the businesses that had strong fundamentals...

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