STRATEGIE EN ONDERNEMERSCHAP
INHOUDSOPGAVE
Inhoudsopgave ............................................................................................................................................................. 1
Inleiding ....................................................................................................................................................................... 5
Rode neuzen – comic relief ................................................................................................................................................. 5
Identifying painpoints in traditional charity fundraising ......................................................................................................... 5
Stages of buyer experience cycle ........................................................................................................................................ 5
Identifying noncustomers in traditional charity fundraising: .................................................................................................. 6
Crowdsourced fundraising ................................................................................................................................................. 6
Identifying the market creating strategy ............................................................................................................................... 6
Red ocean versus blue ocean strategy ................................................................................................................................ 7
DEEL 1: Inleiding tot strategie ........................................................................................................................................ 7
HFST 1: Definitie en belang van strategie ....................................................................................................................... 7
Core concept ..................................................................................................................................................................... 7
What do we mean by strategy?............................................................................................................................................ 7
What is strategy about? ...................................................................................................................................................... 7
What strategy is not about… ............................................................................................................................................... 8
Strategy and competitors ................................................................................................................................................... 8
Identifying a firm’s strategy – pattern ................................................................................................................................... 9
The quest for competitive advantage ................................................................................................................................... 9
Efficiency versus effectiveness ......................................................................................................................................... 10
Why an organization’s strategy evolves over time? ............................................................................................................. 10
Strategic management principle ....................................................................................................................................... 10
Is competitive advantage sustainable in the 21st century? ................................................................................................. 10
The evolving nature of an organization’s strategy................................................................................................................ 10
Proactive and reactive elements ....................................................................................................................................... 10
The relationship between an organization’s strategy and its business model ....................................................................... 11
Is our strategy likely to be successful? What makes a good strategy? .................................................................................. 12
HFST 2: Strategie, visie & missie .................................................................................................................................. 14
The Strategy-Making, Strategy-Executing Process .............................................................................................................. 14
STAGE 1: Purpose and mission ......................................................................................................................................... 14
Purpose, mission, vision, values ....................................................................................................................................... 14
Crafting a Mission Statement ............................................................................................................................................ 15
Strategic vision ................................................................................................................................................................ 15
Core values ..................................................................................................................................................................... 16
Stage 2: Setting Objectives ............................................................................................................................................... 17
Balanced Scorecard......................................................................................................................................................... 18
Stage 3: Crafting a Strategy ............................................................................................................................................... 19
Stage 4: the Strategy Execution Process ............................................................................................................................ 20
Stage 5: Evaluating Performance and Initiating Corrective Adjustments .............................................................................. 21
1
,BP-case: The Spill ....................................................................................................................................................... 21
Samenvatting documentaire ............................................................................................................................................. 21
Vragen bij documentaire................................................................................................................................................... 22
MVO als strategie........................................................................................................................................................ 22
Stakeholder versus shareholder approach ........................................................................................................................ 22
CSRD and ESRS ............................................................................................................................................................... 24
Stakeholder approach ...................................................................................................................................................... 24
Stakeholder management ................................................................................................................................................ 25
Corporate social responsibility ......................................................................................................................................... 26
CSR and performance ...................................................................................................................................................... 27
KMO’s en strategie...................................................................................................................................................... 28
SMEs and strategy ............................................................................................................................................................ 28
SME research 2020 .......................................................................................................................................................... 28
Strategy time spending and governance ............................................................................................................................ 30
SMEs and business planning ............................................................................................................................................ 30
Strategic planning ............................................................................................................................................................ 30
SMEs and governance ...................................................................................................................................................... 30
DEEL 2: Strategie: externe en interne analyse............................................................................................................... 31
HFST 3: Externe analyse .............................................................................................................................................. 31
Intro: ............................................................................................................................................................................... 31
THE EXTERNAL ENVIRONMENT......................................................................................................................................... 31
QUESTION 1: DOES THE INDUSTRY OFFER ATTRACTIVE OPPORTUNITIES FOR GROWTH? .................................................. 32
QUESTION 2: WHAT KINDS OF COMPETITIVE FORCES ARE INDUSTRY MEMBERS FACING, AND HOW STRONG ARE THEY? . 33
QUESTION 3: WHAT FACTORS ARE DRIVING INDUSTRY CHANGE, AND WHAT IMPACTS WILL THEY HAVE? ......................... 37
QUESTION 4: HOW ARE INDUSTRY RIVALS POSITIONED—WHO IS STRONGLY POSITIONED AND WHO IS NOT?.................. 38
Question 5: what strategic moves are rivals likely to make next........................................................................................... 39
QUESTION 6: WHAT ARE THE KEY FACTORS FOR FUTURE COMPETITIVE SUCCESS? .......................................................... 40
QUESTION 7: DOES THE INDUSTRY OFFER GOOD PROSPECTS FOR ATTRACTIVE PROFITS? ............................................... 41
HFST 4: Interne analyse ............................................................................................................................................... 41
Question 1: How well is the organization’s present strategy working?.................................................................................. 41
Question 2: What are the Organization’s competitively important resources and capabilities? ............................................. 43
Question 3: Is the organization able to capture market opportunities and guard against external threats? ............................. 45
Question 4: Are Prices and Costs competitive? .................................................................................................................. 47
Question 5: Is the organization competitively stronger or weaker than key rivals? ................................................................ 49
Deel 3: Strategie Ontwikkeling..................................................................................................................................... 50
HFST 5: Generieke strategieën..................................................................................................................................... 50
LOW-COST PROVIDER STRATEGIES (1e grote pijler) ........................................................................................................... 51
BROAD DIFFERENTIATION STRATEGIES (2e grote pijler) ..................................................................................................... 54
FOCUSED (OR MARKET NICHE) STRATEGIES (3e grote pijler).............................................................................................. 56
BEST-COST PROVIDER STRATEGIES (4e grote pijler) .......................................................................................................... 57
2
, THE CONTRASTING FEATURES OF THE FIVE GENERIC COMPETITIVE STRATEGIES: A SUMMARY ......................................... 57
SUCCESSFUL COMPETITIVE STRATEGIES ARE RESOURCE-BASED .................................................................................... 58
HFST 6: Maatregelen die strategie versterken............................................................................................................... 58
MAXIMISING THE POWER OF A STRATEGY ........................................................................................................................ 58
GOING ON THE OFFENSIVE.............................................................................................................................................. 59
BLUE-OCEAN STRATEGY — A SPECIAL KIND OF OFFENSIVE ............................................................................................. 59
DEFENSIVE STRATEGIES—PROTECTING MARKET POSITION AND COMPETITIVE ADVANTAGE ............................................. 60
TIMING A FIRM’S STRATEGIC MOVES ................................................................................................................................ 60
STRENGTHENING A FIRM’S MARKET POSITION VIA ITS SCOPE OF OPERATIONS ................................................................ 61
HORIZONTAL MERGER AND ACQUISITION STRATEGIES .................................................................................................... 62
VERTICAL INTEGRATION STRATEGIES ............................................................................................................................... 63
OUTSOURCING STRATEGIES ............................................................................................................................................ 64
KEY DEBATE – INNOVATION: INSIDE OR OUT..................................................................................................................... 64
STRATEGIC ALLIANCES & PARTNERSHIPS ........................................................................................................................ 65
ACHIEVING LONG-LASTING STRATEGIC ALLIANCE RELATIONSHIPS.................................................................................. 66
MTC – case: More Than Green ...................................................................................................................................... 67
The company ................................................................................................................................................................... 67
Questions ........................................................................................................................................................................ 67
HFST 7: Internationalisering ........................................................................................................................................ 69
Competing Across National Borders ................................................................................................................................. 69
The Diamond of National Advantage (Michael Porter) ......................................................................................................... 70
Cross-Country Differences in Demographic, Cultural, and Market Conditions ..................................................................... 72
Competing Internationally: The Three Main Strategic Approaches ....................................................................................... 73
Using Location to Build Competitive Advantage ................................................................................................................. 75
Dumping as a Strategy ...................................................................................................................................................... 76
Strategies for Competing in the Markets of Developing Countries ....................................................................................... 76
HFST 8: Diversificatie .................................................................................................................................................. 76
Crafting a Diversified Firm’s Overall Or Corporate Strategy ................................................................................................. 77
Economies of Scope Differ from Economies of Scale ......................................................................................................... 78
Choosing a Diversification Path: Related Versus Unrelated Businesses .............................................................................. 78
Core Concept strategic fit ................................................................................................................................................. 79
Strategische samenwerking tussen start-ups .............................................................................................................. 79
Defining Corporate venturing ............................................................................................................................................ 81
Main motive ..................................................................................................................................................................... 81
Some insights from research ............................................................................................................................................ 81
Davinsi Labs-case....................................................................................................................................................... 81
Involved firms .................................................................................................................................................................. 81
Acquisition ...................................................................................................................................................................... 82
Questions ........................................................................................................................................................................ 82
Behavioral strategy ..................................................................................................................................................... 82
3
, Core Dimensions of Strategic Cognition ............................................................................................................................ 83
Emotions ......................................................................................................................................................................... 84
Intuition ........................................................................................................................................................................... 85
DEEL 4: Strategie uitvoering ........................................................................................................................................ 86
HFST 9: Strategie uitvoering ........................................................................................................................................ 86
Execution Strategy ........................................................................................................................................................... 86
The principal levers of a strategy-execution process .......................................................................................................... 86
Executing strategic changes ............................................................................................................................................. 87
Structure: structuring the work effort to promote successful strategy execution ................................................................. 88
Aligning the firm’s organizational structure with its strategy ............................................................................................... 88
Determining how much authority to delegate ..................................................................................................................... 89
Facilitating collaboration with external partners and strategic allies.................................................................................... 91
New structures ................................................................................................................................................................ 91
Reinventing organizations… looking different towards organizations ................................................................................... 92
People: staffing the organization ...................................................................................................................................... 93
Systems for strategy execution......................................................................................................................................... 93
Organizational processes, policies and procedures that facilitate strategy execution........................................................ 95
Strategy-execution capabilities and competitive advantage................................................................................................ 96
Alignment versus agility .................................................................................................................................................... 98
Instilling an organizational culture that promotes good strategy execution.......................................................................... 98
Deel 5: Ondernemerschap .......................................................................................................................................... 99
HFST 10: Ondernemerschap ........................................................................................................................................ 99
Entrepreneurial Revolution ............................................................................................................................................... 99
Entrepreneurship ........................................................................................................................................................... 102
The entrepreneurial process ........................................................................................................................................... 102
Business model ............................................................................................................................................................. 104
Lean Startup (Eric ries) ................................................................................................................................................... 105
Business Planning .......................................................................................................................................................... 105
Alternative approach ...................................................................................................................................................... 107
Intrapreneurship ............................................................................................................................................................ 107
Entrepreneurial mindset ................................................................................................................................................. 108
4
INHOUDSOPGAVE
Inhoudsopgave ............................................................................................................................................................. 1
Inleiding ....................................................................................................................................................................... 5
Rode neuzen – comic relief ................................................................................................................................................. 5
Identifying painpoints in traditional charity fundraising ......................................................................................................... 5
Stages of buyer experience cycle ........................................................................................................................................ 5
Identifying noncustomers in traditional charity fundraising: .................................................................................................. 6
Crowdsourced fundraising ................................................................................................................................................. 6
Identifying the market creating strategy ............................................................................................................................... 6
Red ocean versus blue ocean strategy ................................................................................................................................ 7
DEEL 1: Inleiding tot strategie ........................................................................................................................................ 7
HFST 1: Definitie en belang van strategie ....................................................................................................................... 7
Core concept ..................................................................................................................................................................... 7
What do we mean by strategy?............................................................................................................................................ 7
What is strategy about? ...................................................................................................................................................... 7
What strategy is not about… ............................................................................................................................................... 8
Strategy and competitors ................................................................................................................................................... 8
Identifying a firm’s strategy – pattern ................................................................................................................................... 9
The quest for competitive advantage ................................................................................................................................... 9
Efficiency versus effectiveness ......................................................................................................................................... 10
Why an organization’s strategy evolves over time? ............................................................................................................. 10
Strategic management principle ....................................................................................................................................... 10
Is competitive advantage sustainable in the 21st century? ................................................................................................. 10
The evolving nature of an organization’s strategy................................................................................................................ 10
Proactive and reactive elements ....................................................................................................................................... 10
The relationship between an organization’s strategy and its business model ....................................................................... 11
Is our strategy likely to be successful? What makes a good strategy? .................................................................................. 12
HFST 2: Strategie, visie & missie .................................................................................................................................. 14
The Strategy-Making, Strategy-Executing Process .............................................................................................................. 14
STAGE 1: Purpose and mission ......................................................................................................................................... 14
Purpose, mission, vision, values ....................................................................................................................................... 14
Crafting a Mission Statement ............................................................................................................................................ 15
Strategic vision ................................................................................................................................................................ 15
Core values ..................................................................................................................................................................... 16
Stage 2: Setting Objectives ............................................................................................................................................... 17
Balanced Scorecard......................................................................................................................................................... 18
Stage 3: Crafting a Strategy ............................................................................................................................................... 19
Stage 4: the Strategy Execution Process ............................................................................................................................ 20
Stage 5: Evaluating Performance and Initiating Corrective Adjustments .............................................................................. 21
1
,BP-case: The Spill ....................................................................................................................................................... 21
Samenvatting documentaire ............................................................................................................................................. 21
Vragen bij documentaire................................................................................................................................................... 22
MVO als strategie........................................................................................................................................................ 22
Stakeholder versus shareholder approach ........................................................................................................................ 22
CSRD and ESRS ............................................................................................................................................................... 24
Stakeholder approach ...................................................................................................................................................... 24
Stakeholder management ................................................................................................................................................ 25
Corporate social responsibility ......................................................................................................................................... 26
CSR and performance ...................................................................................................................................................... 27
KMO’s en strategie...................................................................................................................................................... 28
SMEs and strategy ............................................................................................................................................................ 28
SME research 2020 .......................................................................................................................................................... 28
Strategy time spending and governance ............................................................................................................................ 30
SMEs and business planning ............................................................................................................................................ 30
Strategic planning ............................................................................................................................................................ 30
SMEs and governance ...................................................................................................................................................... 30
DEEL 2: Strategie: externe en interne analyse............................................................................................................... 31
HFST 3: Externe analyse .............................................................................................................................................. 31
Intro: ............................................................................................................................................................................... 31
THE EXTERNAL ENVIRONMENT......................................................................................................................................... 31
QUESTION 1: DOES THE INDUSTRY OFFER ATTRACTIVE OPPORTUNITIES FOR GROWTH? .................................................. 32
QUESTION 2: WHAT KINDS OF COMPETITIVE FORCES ARE INDUSTRY MEMBERS FACING, AND HOW STRONG ARE THEY? . 33
QUESTION 3: WHAT FACTORS ARE DRIVING INDUSTRY CHANGE, AND WHAT IMPACTS WILL THEY HAVE? ......................... 37
QUESTION 4: HOW ARE INDUSTRY RIVALS POSITIONED—WHO IS STRONGLY POSITIONED AND WHO IS NOT?.................. 38
Question 5: what strategic moves are rivals likely to make next........................................................................................... 39
QUESTION 6: WHAT ARE THE KEY FACTORS FOR FUTURE COMPETITIVE SUCCESS? .......................................................... 40
QUESTION 7: DOES THE INDUSTRY OFFER GOOD PROSPECTS FOR ATTRACTIVE PROFITS? ............................................... 41
HFST 4: Interne analyse ............................................................................................................................................... 41
Question 1: How well is the organization’s present strategy working?.................................................................................. 41
Question 2: What are the Organization’s competitively important resources and capabilities? ............................................. 43
Question 3: Is the organization able to capture market opportunities and guard against external threats? ............................. 45
Question 4: Are Prices and Costs competitive? .................................................................................................................. 47
Question 5: Is the organization competitively stronger or weaker than key rivals? ................................................................ 49
Deel 3: Strategie Ontwikkeling..................................................................................................................................... 50
HFST 5: Generieke strategieën..................................................................................................................................... 50
LOW-COST PROVIDER STRATEGIES (1e grote pijler) ........................................................................................................... 51
BROAD DIFFERENTIATION STRATEGIES (2e grote pijler) ..................................................................................................... 54
FOCUSED (OR MARKET NICHE) STRATEGIES (3e grote pijler).............................................................................................. 56
BEST-COST PROVIDER STRATEGIES (4e grote pijler) .......................................................................................................... 57
2
, THE CONTRASTING FEATURES OF THE FIVE GENERIC COMPETITIVE STRATEGIES: A SUMMARY ......................................... 57
SUCCESSFUL COMPETITIVE STRATEGIES ARE RESOURCE-BASED .................................................................................... 58
HFST 6: Maatregelen die strategie versterken............................................................................................................... 58
MAXIMISING THE POWER OF A STRATEGY ........................................................................................................................ 58
GOING ON THE OFFENSIVE.............................................................................................................................................. 59
BLUE-OCEAN STRATEGY — A SPECIAL KIND OF OFFENSIVE ............................................................................................. 59
DEFENSIVE STRATEGIES—PROTECTING MARKET POSITION AND COMPETITIVE ADVANTAGE ............................................. 60
TIMING A FIRM’S STRATEGIC MOVES ................................................................................................................................ 60
STRENGTHENING A FIRM’S MARKET POSITION VIA ITS SCOPE OF OPERATIONS ................................................................ 61
HORIZONTAL MERGER AND ACQUISITION STRATEGIES .................................................................................................... 62
VERTICAL INTEGRATION STRATEGIES ............................................................................................................................... 63
OUTSOURCING STRATEGIES ............................................................................................................................................ 64
KEY DEBATE – INNOVATION: INSIDE OR OUT..................................................................................................................... 64
STRATEGIC ALLIANCES & PARTNERSHIPS ........................................................................................................................ 65
ACHIEVING LONG-LASTING STRATEGIC ALLIANCE RELATIONSHIPS.................................................................................. 66
MTC – case: More Than Green ...................................................................................................................................... 67
The company ................................................................................................................................................................... 67
Questions ........................................................................................................................................................................ 67
HFST 7: Internationalisering ........................................................................................................................................ 69
Competing Across National Borders ................................................................................................................................. 69
The Diamond of National Advantage (Michael Porter) ......................................................................................................... 70
Cross-Country Differences in Demographic, Cultural, and Market Conditions ..................................................................... 72
Competing Internationally: The Three Main Strategic Approaches ....................................................................................... 73
Using Location to Build Competitive Advantage ................................................................................................................. 75
Dumping as a Strategy ...................................................................................................................................................... 76
Strategies for Competing in the Markets of Developing Countries ....................................................................................... 76
HFST 8: Diversificatie .................................................................................................................................................. 76
Crafting a Diversified Firm’s Overall Or Corporate Strategy ................................................................................................. 77
Economies of Scope Differ from Economies of Scale ......................................................................................................... 78
Choosing a Diversification Path: Related Versus Unrelated Businesses .............................................................................. 78
Core Concept strategic fit ................................................................................................................................................. 79
Strategische samenwerking tussen start-ups .............................................................................................................. 79
Defining Corporate venturing ............................................................................................................................................ 81
Main motive ..................................................................................................................................................................... 81
Some insights from research ............................................................................................................................................ 81
Davinsi Labs-case....................................................................................................................................................... 81
Involved firms .................................................................................................................................................................. 81
Acquisition ...................................................................................................................................................................... 82
Questions ........................................................................................................................................................................ 82
Behavioral strategy ..................................................................................................................................................... 82
3
, Core Dimensions of Strategic Cognition ............................................................................................................................ 83
Emotions ......................................................................................................................................................................... 84
Intuition ........................................................................................................................................................................... 85
DEEL 4: Strategie uitvoering ........................................................................................................................................ 86
HFST 9: Strategie uitvoering ........................................................................................................................................ 86
Execution Strategy ........................................................................................................................................................... 86
The principal levers of a strategy-execution process .......................................................................................................... 86
Executing strategic changes ............................................................................................................................................. 87
Structure: structuring the work effort to promote successful strategy execution ................................................................. 88
Aligning the firm’s organizational structure with its strategy ............................................................................................... 88
Determining how much authority to delegate ..................................................................................................................... 89
Facilitating collaboration with external partners and strategic allies.................................................................................... 91
New structures ................................................................................................................................................................ 91
Reinventing organizations… looking different towards organizations ................................................................................... 92
People: staffing the organization ...................................................................................................................................... 93
Systems for strategy execution......................................................................................................................................... 93
Organizational processes, policies and procedures that facilitate strategy execution........................................................ 95
Strategy-execution capabilities and competitive advantage................................................................................................ 96
Alignment versus agility .................................................................................................................................................... 98
Instilling an organizational culture that promotes good strategy execution.......................................................................... 98
Deel 5: Ondernemerschap .......................................................................................................................................... 99
HFST 10: Ondernemerschap ........................................................................................................................................ 99
Entrepreneurial Revolution ............................................................................................................................................... 99
Entrepreneurship ........................................................................................................................................................... 102
The entrepreneurial process ........................................................................................................................................... 102
Business model ............................................................................................................................................................. 104
Lean Startup (Eric ries) ................................................................................................................................................... 105
Business Planning .......................................................................................................................................................... 105
Alternative approach ...................................................................................................................................................... 107
Intrapreneurship ............................................................................................................................................................ 107
Entrepreneurial mindset ................................................................................................................................................. 108
4
