The price erosion is between seven and 10 percent a year in this industry, so, if we don't grow our volume at the same rate, at least, our resources become underutilized, with all the unpleasant consequences that infers. Besides that, if we don't grow we also lose market share and that is almost a licence to make losses. There's a correlation between relative market shares and profitability. If we are, per region or per country, below 10 percent it becomes very difficult to make profits. We have to create leading positions with market shares that, relative to competitors, are number one, two or three, and in absolute terms should be 10 percent.
Growth is paramount.
Philips is like a big hungry animal that needs feeding more and more. If we don't do this, we'll have constant restructuring, which is unpleasant and costly. There's been a lot of restructuring in the past and now we have to focus on position and growth. The basic principle is shareholder value. Our strategy isn't about saying you must make this or that, it's a framework within which the company's Consumer Electronics business groups, and related groups such as Semiconductors and Components, will operate.