SUMMARY INTERNATIONAL STRATEGY
TABLE OF CONTENTS
1 Introduction to Strategy ........................................................................................................................... 3
1.1 Introduction ............................................................................................................................................ 3
1.2 What is Strategy ..................................................................................................................................... 3
1.2.1 Defining strategy ............................................................................................................................. 3
1.2.2 The purpose of strategy – mission, vision, values & objectives ................................................... 4
1.3 The Exploring Strategy Model ................................................................................................................. 6
1.4 Strategic Business Units & Product-Market Matrix ................................................................................ 7
1.5 Doing Strategy Differently .................................................................................................................... 11
1.6 Changing Management Paradigms ...................................................................................................... 11
1.7 Chapter summary ................................................................................................................................. 14
2 External Analysis .................................................................................................................................... 15
2.1 Introduction .......................................................................................................................................... 15
2.2 The Macro-environment ....................................................................................................................... 16
2.2.1 PESTEL & Trends ........................................................................................................................... 16
2.3 Industries and Sectors ........................................................................................................................... 19
2.3.1 Porter’s 5 Forces Framework ........................................................................................................ 19
2.4 Competitors and Markets ..................................................................................................................... 24
2.4.1 Strategic Groups ........................................................................................................................... 24
2.4.2 Strategy Canvas & Blue Oceans .................................................................................................... 25
2.5 Opportunities and Threats .................................................................................................................... 26
3 Internal Analysis .................................................................................................................................... 28
3.1 Introduction .......................................................................................................................................... 28
3.2 Foundations of Strategic Capability ...................................................................................................... 29
3.2.1 Definition and Components .......................................................................................................... 29
3.2.2 Treshold & Distinctive Capabilities ............................................................................................... 30
3.2.3 Dynamic Capabilities ..................................................................................................................... 30
3.3 Diagnosing Strategic Capabilities ......................................................................................................... 31
3.3.1 VRIO .............................................................................................................................................. 31
3.4 SWOT .................................................................................................................................................... 33
4 Stakeholders & Governance ................................................................................................................... 36
4.1 Managing Stakeholders ........................................................................................................................ 37
4.2 3 steps when managing stakeholders ................................................................................................... 37
4.2.1 Step 1: Identify your Stakeholders and their Interests ................................................................. 37
4.2.2 Step 2: Stakeholder mapping – The Power/Interest Matrix ......................................................... 39
4.2.3 Stakeholder Strategy: How to behave in Relation to Them? ........................................................ 40
1
,5 Business Strategy ................................................................................................................................... 44
5.1 Introduction .......................................................................................................................................... 44
5.2 Generic Competitive Strategies ............................................................................................................. 45
5.2.1 Porter – Generic Competitive Strategies ...................................................................................... 46
5.2.2 Treacy & Wiersema ....................................................................................................................... 50
6 Corporate Strategy ................................................................................................................................. 52
6.1 Introduction .......................................................................................................................................... 52
6.2 Strategy Directions................................................................................................................................ 53
6.2.1 Reasons companies want to grow ................................................................................................ 54
6.2.2 Growth: Ansoff’s Matrix ............................................................................................................... 54
6.2.3 Vertical Integration & Outsourcing ............................................................................................... 58
7 Mergers, Acquisitions & Alliances .......................................................................................................... 61
7.1 Introduction .......................................................................................................................................... 61
7.2 Organic Development ........................................................................................................................... 62
7.2.1 (Dis)advantages of organic development ..................................................................................... 62
7.3 Mergers and Acquisitions ..................................................................................................................... 62
7.3.1 Motives for M&A!! ........................................................................................................................ 63
7.3.2 M&A process................................................................................................................................. 64
7.4 Strategic Alliances ................................................................................................................................. 67
7.5 Comparing Acquisitions, Alliances, and Organic Development ............................................................ 68
8 Evaluating Strategies .............................................................................................................................. 71
8.1 Introduction .......................................................................................................................................... 71
8.2 Evaluate Options ................................................................................................................................... 71
8.2.1 Suitability ...................................................................................................................................... 71
8.2.2 Acceptability ................................................................................................................................. 72
8.2.3 Feasibility ...................................................................................................................................... 73
8.2.4 SAFe Summary .............................................................................................................................. 73
9 E-Strategy – E-commerce revenu Models & Integrated case Nike & Adidas ........................................... 76
9.1 Nike & Adidas case – solutions ............................................................................................................. 77
9.1.1 1.A. Nike & Celect: motive acquisition? ........................................................................................ 78
9.1.2 1.B. Nike & Celect: integration approach?.................................................................................... 78
9.1.3 1.C. Nike & Celect: corporate or business?................................................................................... 79
9.2 Nike Flyprint – Ansoff? .......................................................................................................................... 79
9.3 DTC strategy VRIO................................................................................................................................. 79
2
,1 INTRODUCTION TO STRATEGY
Goals of Chapter 1 - Introduction to strategy
• Explain the meaning of strategy.
• Summarize the strategy of an organisation in a strategy statement. Be able to analyze a vision
statement and its meaning for the future of the organisation.
• Identify key issues for an organisation’s strategy according to the exploring strategy model
• Identify strategic business units (SBUs) in organisations. Know how to make an overview of
the products/services and the markets of an organization.
• Appreciate the importance of different organisational contexts to practical strategy analysis
• Know and explain and give examples of changing management paradigms.
Examples link to professional practice
• How do strategy without knowing what it entails?
• Knowing that every working environment you will work in, will have another way in doing strategy
• Knowing how paradigms change and shift, will help you in staying up to date with your organisation.
1.1 INTRODUCTION
• Do university colleges have to focus on research or on education?
• How can a small video games producing company create long-term survival in the face of competition
with big companies like Sony?
• How can Apple (mainly device company) compete with Google (mainly search company)?
• Is the merger between JustEat & Takeaway a good choice for both companies or is it better to
compete on their own?
• How can a small charity (helping the poor) survive in the face of declining government subsidies?
1.2 WHAT IS STRATEGY
1.2.1 DEFINING STRATEGY
Strategy is the long-term direction of an organisation!
Bpost: merges parcel and letter services (due to continuing reduction in the volume of letters) → long-term
1.2.1.1 DEFINING STRATEGY: LONG-TERM ASPECT OF STRATEGY
3-horizon framework: timeline for growing your business
Uber: transporting food (looking at new businesses like Deliveroo) → looking into flying cars already
3
, 70% should be thinking about horizon 1
20% horizon 2
10% horizon 3 (innovations in 10-20 years)
With our educational concept we actively help to create the society we dream of: where people are allowed to
become the best version of themselves, where they are appreciated even if they fail, where they share and
where they take care of each other.
Three goals
1. Professional Development
2. Personal Development
3. Development to be a Global Citizen
Look into threats and opportunities
1.2.1.2 DEFINING STRATEGY: STRATEGIC DIRECTION
• Set direction of strategy according to long-term objectives
Become THE Flemish multi-utility company
Extending activities, looking at partnerships with telecom, want to offer all the utilities out there
1.2.1.3 DEFINING STRATEGY: ORGANISATION
• Strategy is important for all types of organisations (start-up, multinational, non-profit…)
o Why? They are all operating in a network of stakeholders (need to make clear they have a
certain purpose, how are they going to interact, communicate)
• Not treated as discrete, unified entities
o Involve complex relationships, both internally and externally
o Many internal and external stakeholders
1.2.2 THE PURPOSE OF STRATEGY – MISSION, VISION, VALUES & OBJECTIVES
What is Strategy for?
• To define and express the purpose of an organization to stakeholders.
4
TABLE OF CONTENTS
1 Introduction to Strategy ........................................................................................................................... 3
1.1 Introduction ............................................................................................................................................ 3
1.2 What is Strategy ..................................................................................................................................... 3
1.2.1 Defining strategy ............................................................................................................................. 3
1.2.2 The purpose of strategy – mission, vision, values & objectives ................................................... 4
1.3 The Exploring Strategy Model ................................................................................................................. 6
1.4 Strategic Business Units & Product-Market Matrix ................................................................................ 7
1.5 Doing Strategy Differently .................................................................................................................... 11
1.6 Changing Management Paradigms ...................................................................................................... 11
1.7 Chapter summary ................................................................................................................................. 14
2 External Analysis .................................................................................................................................... 15
2.1 Introduction .......................................................................................................................................... 15
2.2 The Macro-environment ....................................................................................................................... 16
2.2.1 PESTEL & Trends ........................................................................................................................... 16
2.3 Industries and Sectors ........................................................................................................................... 19
2.3.1 Porter’s 5 Forces Framework ........................................................................................................ 19
2.4 Competitors and Markets ..................................................................................................................... 24
2.4.1 Strategic Groups ........................................................................................................................... 24
2.4.2 Strategy Canvas & Blue Oceans .................................................................................................... 25
2.5 Opportunities and Threats .................................................................................................................... 26
3 Internal Analysis .................................................................................................................................... 28
3.1 Introduction .......................................................................................................................................... 28
3.2 Foundations of Strategic Capability ...................................................................................................... 29
3.2.1 Definition and Components .......................................................................................................... 29
3.2.2 Treshold & Distinctive Capabilities ............................................................................................... 30
3.2.3 Dynamic Capabilities ..................................................................................................................... 30
3.3 Diagnosing Strategic Capabilities ......................................................................................................... 31
3.3.1 VRIO .............................................................................................................................................. 31
3.4 SWOT .................................................................................................................................................... 33
4 Stakeholders & Governance ................................................................................................................... 36
4.1 Managing Stakeholders ........................................................................................................................ 37
4.2 3 steps when managing stakeholders ................................................................................................... 37
4.2.1 Step 1: Identify your Stakeholders and their Interests ................................................................. 37
4.2.2 Step 2: Stakeholder mapping – The Power/Interest Matrix ......................................................... 39
4.2.3 Stakeholder Strategy: How to behave in Relation to Them? ........................................................ 40
1
,5 Business Strategy ................................................................................................................................... 44
5.1 Introduction .......................................................................................................................................... 44
5.2 Generic Competitive Strategies ............................................................................................................. 45
5.2.1 Porter – Generic Competitive Strategies ...................................................................................... 46
5.2.2 Treacy & Wiersema ....................................................................................................................... 50
6 Corporate Strategy ................................................................................................................................. 52
6.1 Introduction .......................................................................................................................................... 52
6.2 Strategy Directions................................................................................................................................ 53
6.2.1 Reasons companies want to grow ................................................................................................ 54
6.2.2 Growth: Ansoff’s Matrix ............................................................................................................... 54
6.2.3 Vertical Integration & Outsourcing ............................................................................................... 58
7 Mergers, Acquisitions & Alliances .......................................................................................................... 61
7.1 Introduction .......................................................................................................................................... 61
7.2 Organic Development ........................................................................................................................... 62
7.2.1 (Dis)advantages of organic development ..................................................................................... 62
7.3 Mergers and Acquisitions ..................................................................................................................... 62
7.3.1 Motives for M&A!! ........................................................................................................................ 63
7.3.2 M&A process................................................................................................................................. 64
7.4 Strategic Alliances ................................................................................................................................. 67
7.5 Comparing Acquisitions, Alliances, and Organic Development ............................................................ 68
8 Evaluating Strategies .............................................................................................................................. 71
8.1 Introduction .......................................................................................................................................... 71
8.2 Evaluate Options ................................................................................................................................... 71
8.2.1 Suitability ...................................................................................................................................... 71
8.2.2 Acceptability ................................................................................................................................. 72
8.2.3 Feasibility ...................................................................................................................................... 73
8.2.4 SAFe Summary .............................................................................................................................. 73
9 E-Strategy – E-commerce revenu Models & Integrated case Nike & Adidas ........................................... 76
9.1 Nike & Adidas case – solutions ............................................................................................................. 77
9.1.1 1.A. Nike & Celect: motive acquisition? ........................................................................................ 78
9.1.2 1.B. Nike & Celect: integration approach?.................................................................................... 78
9.1.3 1.C. Nike & Celect: corporate or business?................................................................................... 79
9.2 Nike Flyprint – Ansoff? .......................................................................................................................... 79
9.3 DTC strategy VRIO................................................................................................................................. 79
2
,1 INTRODUCTION TO STRATEGY
Goals of Chapter 1 - Introduction to strategy
• Explain the meaning of strategy.
• Summarize the strategy of an organisation in a strategy statement. Be able to analyze a vision
statement and its meaning for the future of the organisation.
• Identify key issues for an organisation’s strategy according to the exploring strategy model
• Identify strategic business units (SBUs) in organisations. Know how to make an overview of
the products/services and the markets of an organization.
• Appreciate the importance of different organisational contexts to practical strategy analysis
• Know and explain and give examples of changing management paradigms.
Examples link to professional practice
• How do strategy without knowing what it entails?
• Knowing that every working environment you will work in, will have another way in doing strategy
• Knowing how paradigms change and shift, will help you in staying up to date with your organisation.
1.1 INTRODUCTION
• Do university colleges have to focus on research or on education?
• How can a small video games producing company create long-term survival in the face of competition
with big companies like Sony?
• How can Apple (mainly device company) compete with Google (mainly search company)?
• Is the merger between JustEat & Takeaway a good choice for both companies or is it better to
compete on their own?
• How can a small charity (helping the poor) survive in the face of declining government subsidies?
1.2 WHAT IS STRATEGY
1.2.1 DEFINING STRATEGY
Strategy is the long-term direction of an organisation!
Bpost: merges parcel and letter services (due to continuing reduction in the volume of letters) → long-term
1.2.1.1 DEFINING STRATEGY: LONG-TERM ASPECT OF STRATEGY
3-horizon framework: timeline for growing your business
Uber: transporting food (looking at new businesses like Deliveroo) → looking into flying cars already
3
, 70% should be thinking about horizon 1
20% horizon 2
10% horizon 3 (innovations in 10-20 years)
With our educational concept we actively help to create the society we dream of: where people are allowed to
become the best version of themselves, where they are appreciated even if they fail, where they share and
where they take care of each other.
Three goals
1. Professional Development
2. Personal Development
3. Development to be a Global Citizen
Look into threats and opportunities
1.2.1.2 DEFINING STRATEGY: STRATEGIC DIRECTION
• Set direction of strategy according to long-term objectives
Become THE Flemish multi-utility company
Extending activities, looking at partnerships with telecom, want to offer all the utilities out there
1.2.1.3 DEFINING STRATEGY: ORGANISATION
• Strategy is important for all types of organisations (start-up, multinational, non-profit…)
o Why? They are all operating in a network of stakeholders (need to make clear they have a
certain purpose, how are they going to interact, communicate)
• Not treated as discrete, unified entities
o Involve complex relationships, both internally and externally
o Many internal and external stakeholders
1.2.2 THE PURPOSE OF STRATEGY – MISSION, VISION, VALUES & OBJECTIVES
What is Strategy for?
• To define and express the purpose of an organization to stakeholders.
4
