1. The concept of strategy
Strategische ontwerpen zijn:
- Belangrijk
- Vergen veel middelen
- Zijn niet makkelijk omkeerbaar
,Components of strategy:
- Objectives
- Scope (where to compete)
- Advantages (how to compete)
Soorten strategie:
- Intended strategy (zoals bedoeld door het topmanagement)
Realized strategy (‘echte’ strategie, slechts 10-30% van de intended strategy)
Roles of strategy (om alle beslissingen in zelfde lijn te nemen):
- Decision support
- Coordinating device
- Target
- Animation and orientation
Stakeholder analysis:
1. Identification of stakeholders
2. Ranking of stakeholders
3. What do they want?
4. How are we doing in their perspective?
5. How to satisfy each stakeholder?
6. Long-term issues (identificeer en neem ze op)
, Arguments to prioritize shareholders before stakeholders:
- Competition
- Market for corporate control
- Convergence of stakeholder intrests
- Simplicity
CSR-piramide
Approaches to CSR
Strategische ontwerpen zijn:
- Belangrijk
- Vergen veel middelen
- Zijn niet makkelijk omkeerbaar
,Components of strategy:
- Objectives
- Scope (where to compete)
- Advantages (how to compete)
Soorten strategie:
- Intended strategy (zoals bedoeld door het topmanagement)
Realized strategy (‘echte’ strategie, slechts 10-30% van de intended strategy)
Roles of strategy (om alle beslissingen in zelfde lijn te nemen):
- Decision support
- Coordinating device
- Target
- Animation and orientation
Stakeholder analysis:
1. Identification of stakeholders
2. Ranking of stakeholders
3. What do they want?
4. How are we doing in their perspective?
5. How to satisfy each stakeholder?
6. Long-term issues (identificeer en neem ze op)
, Arguments to prioritize shareholders before stakeholders:
- Competition
- Market for corporate control
- Convergence of stakeholder intrests
- Simplicity
CSR-piramide
Approaches to CSR
