B2B
Marketing
Wim
Buekens
Inhoudsopgave
Mintzberg’s
vision
on
strategy
(p7)
.............................................................................................
3
3
soorten
doelen
.........................................................................................................................
3
Business
definition
......................................................................................................................
4
The
Strategy-‐Cycle
p19
................................................................................................................
4
Environmental
changes
..................................................................................................................
4
Strategic
changes
............................................................................................................................
4
Organisational
changes
..................................................................................................................
4
Kenmerken
van
strategische
beslissingen
....................................................................................
6
Wat
zijn
de
voordelen
en
de
risico’s
van
het
hebben
van
een
strategie?
......................................
7
Gebruik
van
strategisch
management
.........................................................................................
7
Strategic
drift
..............................................................................................................................
8
Symptoms
of
strategic
drift
(Mogelijke
examenvraag)
..................................................................
8
The
BtoB
rental
of
TV
sets
..............................................................................................................
8
Competitive
Advantage:
The
Traditional
Perspective
*
Examen
.................................................
10
Commodity
Magnet
(spiral)
examen
.........................................................................................
11
Blue
Ocean
Strategies
.......................................................................................................
12
Case
Easy
Jet
.............................................................................................................................
12
Hoe
kan
je
van
een
Red
Ocean
naar
een
Blue
Ocean
gaan?
.......................................................
13
Is
je
organisatie
een
rode
of
een
blauwe
oceaan?
.......................................................................
13
Strategy
Canvas
.........................................................................................................................
14
Blue
Ocean
Strategy-‐Eric
Grid
....................................................................................................
15
Hoe
van
het
As-‐Is
(Red
Ocean)
Naar
een
Blue
Ocean?
................................................................
15
Innovation
Management
..................................................................................................
17
Deel
1
........................................................................................................................................
17
Innovatie
is
belangrijk
voor
alle
bedrijven
.................................................................................
17
Hoeveel
spenderen
bedrijven
aan
research
&
development
.......................................................
17
Welke
barrieres
zijn
er
om
innovatief
te
zijn
................................................................................
18
Wat
betekent
innovatie?
..............................................................................................................
19
Innovatie
als
process
....................................................................................................................
20
Ondernemerschap
betekent
risico’s
nemen
(belangrijk
voor
examen)
.......................................
21
Je
kan
niet
innovatief
zijn
zonder
risico
te
nemen
.......................................................................
21
DVORAK
simplified
keyboard
*EXAMEN*
....................................................................................
22
Ansoff-‐matrix
-‐
Groeistrategieën
..................................................................................................
23
Customer-‐Driven
Marketing
.........................................................................................................
23
Deel
2
........................................................................................................................................
24
Strategieën
om
risico’s
te
managen
.............................................................................................
24
Voorbeeld:
Case
Greenpan
...........................................................................................................
27
Voorbeeld:
Case
Rolls-‐Royce
transforming
Jet-‐Enige
Business
Model
........................................
28
Deel
3
........................................................................................................................................
30
To
Lead
or
to
Follow?
...................................................................................................................
30
Innovators
(First
Movers)
Voordelen
............................................................................................
30
Innovators
(First
Movers)
Nadelen
...............................................................................................
30
Followers
Voordelen
.....................................................................................................................
30
Kenmerken
van
innovatieve
organisaties
.....................................................................................
31
, Kritische
succesfactoren
voor
innovatie
.......................................................................................
31
Wat
is
een
lerende
organisatie?
Examenvraag
............................................................................
31
Deel
4
........................................................................................................................................
32
Abernathy-‐Utterback
model
.........................................................................................................
32
Sailing
ship
syndrome
...................................................................................................................
32
Deel
5
........................................................................................................................................
33
Innovation
funnel
.........................................................................................................................
33
Idea
generation
............................................................................................................................
33
Feasibility
-‐
Haalbaarheid
.............................................................................................................
33
Gesloten
innovatie
........................................................................................................................
33
Outside-‐In
innovation
...................................................................................................................
33
Inside-‐Out
Innovation
...................................................................................................................
33
McKinsey
Model
...........................................................................................................................
35
Dimensie
1:
Opportuniteitskost
.............................................................................................
35
Dimensie
2:
Entry
risk
Hoe
groot
is
het
risico
om
te
betreden?
..................................................
35
Marketing
Wim
Buekens
Inhoudsopgave
Mintzberg’s
vision
on
strategy
(p7)
.............................................................................................
3
3
soorten
doelen
.........................................................................................................................
3
Business
definition
......................................................................................................................
4
The
Strategy-‐Cycle
p19
................................................................................................................
4
Environmental
changes
..................................................................................................................
4
Strategic
changes
............................................................................................................................
4
Organisational
changes
..................................................................................................................
4
Kenmerken
van
strategische
beslissingen
....................................................................................
6
Wat
zijn
de
voordelen
en
de
risico’s
van
het
hebben
van
een
strategie?
......................................
7
Gebruik
van
strategisch
management
.........................................................................................
7
Strategic
drift
..............................................................................................................................
8
Symptoms
of
strategic
drift
(Mogelijke
examenvraag)
..................................................................
8
The
BtoB
rental
of
TV
sets
..............................................................................................................
8
Competitive
Advantage:
The
Traditional
Perspective
*
Examen
.................................................
10
Commodity
Magnet
(spiral)
examen
.........................................................................................
11
Blue
Ocean
Strategies
.......................................................................................................
12
Case
Easy
Jet
.............................................................................................................................
12
Hoe
kan
je
van
een
Red
Ocean
naar
een
Blue
Ocean
gaan?
.......................................................
13
Is
je
organisatie
een
rode
of
een
blauwe
oceaan?
.......................................................................
13
Strategy
Canvas
.........................................................................................................................
14
Blue
Ocean
Strategy-‐Eric
Grid
....................................................................................................
15
Hoe
van
het
As-‐Is
(Red
Ocean)
Naar
een
Blue
Ocean?
................................................................
15
Innovation
Management
..................................................................................................
17
Deel
1
........................................................................................................................................
17
Innovatie
is
belangrijk
voor
alle
bedrijven
.................................................................................
17
Hoeveel
spenderen
bedrijven
aan
research
&
development
.......................................................
17
Welke
barrieres
zijn
er
om
innovatief
te
zijn
................................................................................
18
Wat
betekent
innovatie?
..............................................................................................................
19
Innovatie
als
process
....................................................................................................................
20
Ondernemerschap
betekent
risico’s
nemen
(belangrijk
voor
examen)
.......................................
21
Je
kan
niet
innovatief
zijn
zonder
risico
te
nemen
.......................................................................
21
DVORAK
simplified
keyboard
*EXAMEN*
....................................................................................
22
Ansoff-‐matrix
-‐
Groeistrategieën
..................................................................................................
23
Customer-‐Driven
Marketing
.........................................................................................................
23
Deel
2
........................................................................................................................................
24
Strategieën
om
risico’s
te
managen
.............................................................................................
24
Voorbeeld:
Case
Greenpan
...........................................................................................................
27
Voorbeeld:
Case
Rolls-‐Royce
transforming
Jet-‐Enige
Business
Model
........................................
28
Deel
3
........................................................................................................................................
30
To
Lead
or
to
Follow?
...................................................................................................................
30
Innovators
(First
Movers)
Voordelen
............................................................................................
30
Innovators
(First
Movers)
Nadelen
...............................................................................................
30
Followers
Voordelen
.....................................................................................................................
30
Kenmerken
van
innovatieve
organisaties
.....................................................................................
31
, Kritische
succesfactoren
voor
innovatie
.......................................................................................
31
Wat
is
een
lerende
organisatie?
Examenvraag
............................................................................
31
Deel
4
........................................................................................................................................
32
Abernathy-‐Utterback
model
.........................................................................................................
32
Sailing
ship
syndrome
...................................................................................................................
32
Deel
5
........................................................................................................................................
33
Innovation
funnel
.........................................................................................................................
33
Idea
generation
............................................................................................................................
33
Feasibility
-‐
Haalbaarheid
.............................................................................................................
33
Gesloten
innovatie
........................................................................................................................
33
Outside-‐In
innovation
...................................................................................................................
33
Inside-‐Out
Innovation
...................................................................................................................
33
McKinsey
Model
...........................................................................................................................
35
Dimensie
1:
Opportuniteitskost
.............................................................................................
35
Dimensie
2:
Entry
risk
Hoe
groot
is
het
risico
om
te
betreden?
..................................................
35
