When Aw Ee Ling first joined Philips’ consumer business back in 2007, the channel distribution strategy was largely centered on partners and brick-and-mortar establishments. But the world has changed drastically in that time. The Internet has come to play a major role in commerce, and as a result, new ways of customer acquisition and engagement have emerged.

As the market evolved, so has Ee Ling’s role. As the Consumer Director for Philips’ Personal Health business, she now manages Philips’ direct-to-consumer (D2C) team across ASEAN-Pacific, with the task of expanding the company’s e-footprint and developing Philips’ e-shop channel.

As might have been expected, we had a virtual chat with her.

“You’ve caught me right in the middle of my workday,” Ee Ling laughed, though it was still morning. “As a morning person, I like to start work very early.” Now partnering closely with both regional and global stakeholders in her current role, her workday often starts with email exchanges over breakfast.

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“My team and I aren’t only focused on revenue generation,” says Ee Ling. “We are also in charge of building brand propositions and preference, driving customer acquisition and engagement on our owned e-channels.

“The cornerstone of our strategy is to expand Philips’ owned e-footprint across ASEAN Pacific. Making our products and solutions more accessible through D2C platforms is where my team and I are headed next. We are seeing strong momentum in the Philips eShop in Singapore and Thailand, with the region following suit. It’s a truly exciting time for both us and our customers, and I can’t wait to see how that evolves.”

When asked how the strategy within Philips has changed in her years here, she had much to share. “Several years ago, the company underwent a digital transformation. We knew that there would be a much larger focus on digital channels and sought to equip employees with the relevant skills to better understand and target online audiences.”

This internal shift, when projected externally, came with a robust focus on interacting with consumers in a friendlier, accessible way. “We want to invite consumers on a journey to transform their health for the better. Our role is all about placing ourselves in the customer’s shoes and empathizing with them, speaking to their needs, and proving Philips as a partner in their journey towards a better life. Every employee at Philips plays a part in our mission to improve 3 billion lives a year by 2030, and my team ensures this message is delivered at every customer touchpoint,” Ee Ling explains.

Improving lives for the better, even my own
A multitude of learning opportunities dotted her time with Philips. “At Philips, our learning philosophy is built on the 70-20-10 model – 70% on-the-job learning, 20% from peers and mentors, and 10% in formalized classroom training. Development of our people strategically through the impart of core skills is a key priority — for example, it is mandatory for all employees to be trained in Lean, encouraging employees to maximize customer value while minimizing waste of resources across the entire value stream,” Ee Ling reflects.

“But perhaps the biggest learning takeaway was less related to work. I had been suffering from poor sleep quality, without a clear diagnosis for years. Three years back, our wellness committee arranged a talk on sleep apnea as part of our annual health & wellness initiatives for employees, where I uncovered that I was potentially suffering from this condition.

“I’m grateful that being at Philips had help erase the barrier of entry to discovering this health condition, which could have led to possible increased risk of high blood pressure, heart disease and heart attack, amongst other consequences, if left untreated.

“It is at moments like this that I’m once again reminded of how we are truly touching lives through the work we do, and I’m never prouder of being part of this mission.”