SAMENVATTING
CREATING VALUE:
A STRATEGY AND
MARKETING
PERSPECTIVE
DEEL STRATEGIE
2026
, Creating value : a strategy and marketing perspective – deel strategie
Inhoudsopgave
1 INLEIDING TOT STRATEGIE EN WAARDECREATIE ..........................................................4
1.1 TAAKINTRODUCTIE .......................................................................................................4
1.1.1 HISTORISCHE ONTWIKKELING VAN STRATEGIE ....................................................................... 4
1.1.2 WETENSCHAPPELIJKE PERSPECTIEVEN ................................................................................ 4
1.1.3 DEFINITIE VAN STRATEGIE ................................................................................................. 5
1.2 MICHAEL PORTER OVER STRATEGIE ..................................................................................5
1.3 HET CONCEPT VAN STRATEGIE EN WAARDECREATIE ..............................................................7
1.3.1 WAT IS EEN BUSINESSMODEL? .......................................................................................... 7
1.3.2 DE DRIE BASISCOMPONENTEN .......................................................................................... 7
1.3.3 VOORBEELD: UBER & AIRBNB ........................................................................................... 8
1.3.4 KRITIEK VAN COLLIS........................................................................................................ 8
1.4 BESTAANSREDEN, VISIE, MISSIE EN DOELEN .......................................................................9
1.4.1 DOEL, VISIE, MISSIE EN DOELSTELLINGEN .......................................................................... 10
1.4.2 STRATEGIEVERKLARINGEN .............................................................................................. 11
1.4.3 STRATEGISCHE NIVEAUS ................................................................................................ 11
1.4.4 CASUS BYD ............................................................................................................... 12
1.5 HET EXPLORING STRATEGY FRAMEWORK ......................................................................... 13
1.5.1 HET EXPLORING STRATEGY FRAMEWORK IN DETAIL .............................................................. 14
1.5.2 STRATEGISCHE RAAMWERKEN ......................................................................................... 16
1.6 STRATEGIC FRAMEWORKS ............................................................................................ 18
1.7 WAARDECREATIE IN EEN GEGLOBALISEERDE WERELD ......................................................... 19
1.7.1 INTERNATIONALE STRATEGIEËN ........................................................................................ 20
1.8 INTERNATIONALE STRATEGIE EN REVERSE INNOVATION ........................................................ 21
1.8.1 DEFINITIE EN KERNVERSCHIL TUSSEN TRADITIONEEL/REVERSE ................................................ 21
1.8.2 DRIE PIJLERS VAN WAARDECREATIE VAN REVERSE INNOVATION ................................................ 22
1.8.3 VOORBEELD: GE & HUAWEI ........................................................................................... 22
1.8.4 UITDAGINGEN REVERSE INNOVATION & HOE OPLOSSINGEN OVERDRAGEN NAAR ONTWIKKELDE
MARKTEN? ............................................................................................................................. 22
1.8.5 WAAROM IS DIT STRATEGISCH NOODZAKELIJK?.................................................................... 23
2 ANALYSE VAN DE EXTERNE OMGEVING – GLOBALE KANSEN EN BEDREIGINGEN ......... 24
2.1 PESTEL-ANALYSE ..................................................................................................... 24
2.1.1 INLEIDING .................................................................................................................. 24
2.1.2 PESTEL ANALYSE ........................................................................................................ 24
2.1.3 KEY DRIVERS FOR CHANGE ............................................................................................. 29
2.1.4 FORECASTING ............................................................................................................. 29
2.2 CASUS: URBANNEST .................................................................................................. 29
2.3 HET VIJFKRACHTENMODEL VAN PORTER .......................................................................... 30
1
, Creating value : a strategy and marketing perspective – deel strategie
2.3.1 INLEIDING .................................................................................................................. 30
2.3.2 INDUSTRY ANALYSIS ...................................................................................................... 31
2.3.3 SOORTEN INDUSTRIEËN ................................................................................................. 33
2.3.4 DE INDUSTRIE LEVENSCYCLUS......................................................................................... 34
2.4 CASE STUDY RYANAIR ................................................................................................. 35
2.5 INTERNATIONALE STRATEGISCHE DRIJVERS EN HET DIAMANTMODEL VAN PORTER ....................... 35
2.5.1 DRIJVERS VAN INTERNATIONALISERING .............................................................................. 35
2.5.2 DE UITDAGINGEN: ‘LIABILITY OF FOREIGNESS’ .................................................................... 36
2.5.3 GEOGRAFISCHE VOORDELEN EN HET DIAMANTMODEL VAN PORTER ......................................... 36
2.6 KRITIEK OP HET DIAMANTMODEL VAN PORTER ................................................................... 37
2.6.1 DE KRITIEK VAN RUGMAN EN VERBEKE .............................................................................. 37
2.6.2 HET ‘DOUBLE DIAMOND’ MODEL .................................................................................... 37
3 INTERNE ANALYSE – WERELDWIJDE BRONNEN VAN WAARDE .................................... 39
3.1 BRONNEN EN CAPACITEITEN ......................................................................................... 39
3.1.1 INLEIDING .................................................................................................................. 39
3.1.2 RESOURCES VERSUS CAPABILITIES ................................................................................... 40
3.1.3 THRESHOLD VS. DISTINCTIVE (DREMPEL VS ONDERSCHEIDEND).............................................. 40
3.2 VRIO-ANALYSE ......................................................................................................... 41
3.2.1 VALUE (WAARDE) ......................................................................................................... 41
3.2.2 RARITY (ZELDZAAMHEID) ................................................................................................ 42
3.2.3 INIMITABILITY (ONNAVOLGBAARHEID) ............................................................................... 42
3.2.4 ORGANISATIONAL SUPPORT ............................................................................................ 42
3.2.5 RESULTATEN VAN DE VRIO-ANALYSE (IMPLICATIES) .............................................................. 43
3.2.6 FIRM RESOURCES AND SUSTAINED COMPETITIVE ADVANTAGE (BARNEY, 1991) .......................... 43
3.3 WAARDECREATIE ALS STRATEGISCH KOMPAS .................................................................... 46
3.3.1 DE WAARDEKETEN VAN PORTER ....................................................................................... 46
3.3.2 HET WAARDESYSTEEM ................................................................................................... 48
3.3.3 HET INTERNATIONALE WAARDESYSTEEM ............................................................................ 49
3.4 DYNAMISCHE CAPACITEITEN (ONTWIKKELD DOOR DAVID TEECE) ........................................... 49
3.4.1 DE DRIE GENERIEKE TYPEN (TEECE) .................................................................................. 49
3.4.2 STRATEGIEËN VOOR CAPABILITY DEVELOPMENT ................................................................... 50
3.4.3 DYNAMIC CAPABILITIES AND STRATEGIC MANAGEMENT (TEECE ET AL, 1997) .............................. 50
3.4.4 ZIE CASUS 5.4 ............................................................................................................. 52
4 STRATEGISCHE KEUZES – INTERNATIONALE WAARDEPROPOSITIES ........................... 53
4.1 CONCURRENTIESTRATEGIEËN ....................................................................................... 53
4.1.1 INLEIDING .................................................................................................................. 53
4.1.2 COMPETITIVE STRATEGIES (CONCURRENTIESTRATEGIE) ......................................................... 54
4.1.3 KOSTENLEIDERSCHAP STRATEGIE ..................................................................................... 55
4.1.4 DIFFERENTIATIESTRATEGIE.............................................................................................. 56
4.1.5 FOCUSSTRATEGIE......................................................................................................... 57
2
, Creating value : a strategy and marketing perspective – deel strategie
4.1.6 HYBRIDE STRATEGIE ...................................................................................................... 58
4.1.7 ZIE CASUS VANGUARD (OEFENING 4.1) ............................................................................. 58
4.2 BLUE OCEAN- & JUDO-STRATEGIEËN .............................................................................. 58
4.2.1 BLUE OCEAN STRATEGY ................................................................................................ 58
4.2.2 DE JUDO-STRATEGIE ..................................................................................................... 61
4.3 MARKTSELECTIE EN TOETREDINGSSTRATEGIEËN ................................................................ 63
4.3.1 INTERNATIONALE STRATEGIEËN ........................................................................................ 63
4.3.2 MARKTSELECTIE EN TOEGANG ......................................................................................... 65
4.3.3 ZIE CASUS AB INBEV & SAB MILLER (PG. 634-642 & OEFENING 4.3) ...................................... 68
4.4 INTERNATIONALE BEDRIJFSMODELLEN ............................................................................ 68
4.4.1 INLEIDING .................................................................................................................. 69
4.4.2 DE 3 KERNCOMPONENTEN (HET ‘WAARDE’-MODEL) ............................................................ 69
4.4.3 DRIE BEKENDE BUSINESSMODEL PATRONEN ....................................................................... 70
4.4.4 MEERZIJDIGE PLATFORMEN EN STRATEGIEËN....................................................................... 70
4.4.5 CASUS: ZIE ILLUSTRATIE 8.4 (PG. 248) + ANTWOORDMODEL .................................................. 71
5 STRATEGIEONTWIKKELING EN IMPLEMENTATIE – GLOBALE WAARDECREATIE ............. 72
5.1 PURPOSE AND STAKEHOLDERS...................................................................................... 72
5.1.1 INLEIDING .................................................................................................................. 72
5.1.2 ORGANISATIONAL AND STAKEHOLDER VALUES..................................................................... 73
5.1.3 OWNERS ................................................................................................................... 75
5.1.4 ORGANISATIONAL PURPOSE ........................................................................................... 76
5.1.5 ZIE ‘CASE STUDY SEPLAT ENERGY’: CURSUS PG. 729-734 & ANTWOORDMODEL ........................ 78
5.2 CULTUUR EN STRATEGIE .............................................................................................. 78
5.2.1 HISTORY, GEOPGRAPHY AND FIELDS ................................................................................. 79
5.2.2 ORGANISATIECULTUUR .................................................................................................. 82
5.2.3 BEWUST EN SPONTANE CULTURELE EFFECTEN..................................................................... 84
5.2.4 CULTURAL CONSTRAINTS IN MANAGEMENT THEORIES (HOFSTEDE, 1993) ................................ 85
5.3 ORGANISATIONAL GOVERNANCE VOOR STRATEGISCH SUCCES .............................................. 88
5.3.1 WAT IS GOVERNANCE? ................................................................................................. 88
5.3.2 DE GOVERNANCE-KETEN ............................................................................................... 88
5.3.3 DE PRINCIPAL-AGENT MODEL ........................................................................................ 89
5.3.4 AGENCY THEORY: THE TIMES, THEY ARE A-CHANGIN (BENEDICKSON ET AL., 2016) ...................... 89
3
CREATING VALUE:
A STRATEGY AND
MARKETING
PERSPECTIVE
DEEL STRATEGIE
2026
, Creating value : a strategy and marketing perspective – deel strategie
Inhoudsopgave
1 INLEIDING TOT STRATEGIE EN WAARDECREATIE ..........................................................4
1.1 TAAKINTRODUCTIE .......................................................................................................4
1.1.1 HISTORISCHE ONTWIKKELING VAN STRATEGIE ....................................................................... 4
1.1.2 WETENSCHAPPELIJKE PERSPECTIEVEN ................................................................................ 4
1.1.3 DEFINITIE VAN STRATEGIE ................................................................................................. 5
1.2 MICHAEL PORTER OVER STRATEGIE ..................................................................................5
1.3 HET CONCEPT VAN STRATEGIE EN WAARDECREATIE ..............................................................7
1.3.1 WAT IS EEN BUSINESSMODEL? .......................................................................................... 7
1.3.2 DE DRIE BASISCOMPONENTEN .......................................................................................... 7
1.3.3 VOORBEELD: UBER & AIRBNB ........................................................................................... 8
1.3.4 KRITIEK VAN COLLIS........................................................................................................ 8
1.4 BESTAANSREDEN, VISIE, MISSIE EN DOELEN .......................................................................9
1.4.1 DOEL, VISIE, MISSIE EN DOELSTELLINGEN .......................................................................... 10
1.4.2 STRATEGIEVERKLARINGEN .............................................................................................. 11
1.4.3 STRATEGISCHE NIVEAUS ................................................................................................ 11
1.4.4 CASUS BYD ............................................................................................................... 12
1.5 HET EXPLORING STRATEGY FRAMEWORK ......................................................................... 13
1.5.1 HET EXPLORING STRATEGY FRAMEWORK IN DETAIL .............................................................. 14
1.5.2 STRATEGISCHE RAAMWERKEN ......................................................................................... 16
1.6 STRATEGIC FRAMEWORKS ............................................................................................ 18
1.7 WAARDECREATIE IN EEN GEGLOBALISEERDE WERELD ......................................................... 19
1.7.1 INTERNATIONALE STRATEGIEËN ........................................................................................ 20
1.8 INTERNATIONALE STRATEGIE EN REVERSE INNOVATION ........................................................ 21
1.8.1 DEFINITIE EN KERNVERSCHIL TUSSEN TRADITIONEEL/REVERSE ................................................ 21
1.8.2 DRIE PIJLERS VAN WAARDECREATIE VAN REVERSE INNOVATION ................................................ 22
1.8.3 VOORBEELD: GE & HUAWEI ........................................................................................... 22
1.8.4 UITDAGINGEN REVERSE INNOVATION & HOE OPLOSSINGEN OVERDRAGEN NAAR ONTWIKKELDE
MARKTEN? ............................................................................................................................. 22
1.8.5 WAAROM IS DIT STRATEGISCH NOODZAKELIJK?.................................................................... 23
2 ANALYSE VAN DE EXTERNE OMGEVING – GLOBALE KANSEN EN BEDREIGINGEN ......... 24
2.1 PESTEL-ANALYSE ..................................................................................................... 24
2.1.1 INLEIDING .................................................................................................................. 24
2.1.2 PESTEL ANALYSE ........................................................................................................ 24
2.1.3 KEY DRIVERS FOR CHANGE ............................................................................................. 29
2.1.4 FORECASTING ............................................................................................................. 29
2.2 CASUS: URBANNEST .................................................................................................. 29
2.3 HET VIJFKRACHTENMODEL VAN PORTER .......................................................................... 30
1
, Creating value : a strategy and marketing perspective – deel strategie
2.3.1 INLEIDING .................................................................................................................. 30
2.3.2 INDUSTRY ANALYSIS ...................................................................................................... 31
2.3.3 SOORTEN INDUSTRIEËN ................................................................................................. 33
2.3.4 DE INDUSTRIE LEVENSCYCLUS......................................................................................... 34
2.4 CASE STUDY RYANAIR ................................................................................................. 35
2.5 INTERNATIONALE STRATEGISCHE DRIJVERS EN HET DIAMANTMODEL VAN PORTER ....................... 35
2.5.1 DRIJVERS VAN INTERNATIONALISERING .............................................................................. 35
2.5.2 DE UITDAGINGEN: ‘LIABILITY OF FOREIGNESS’ .................................................................... 36
2.5.3 GEOGRAFISCHE VOORDELEN EN HET DIAMANTMODEL VAN PORTER ......................................... 36
2.6 KRITIEK OP HET DIAMANTMODEL VAN PORTER ................................................................... 37
2.6.1 DE KRITIEK VAN RUGMAN EN VERBEKE .............................................................................. 37
2.6.2 HET ‘DOUBLE DIAMOND’ MODEL .................................................................................... 37
3 INTERNE ANALYSE – WERELDWIJDE BRONNEN VAN WAARDE .................................... 39
3.1 BRONNEN EN CAPACITEITEN ......................................................................................... 39
3.1.1 INLEIDING .................................................................................................................. 39
3.1.2 RESOURCES VERSUS CAPABILITIES ................................................................................... 40
3.1.3 THRESHOLD VS. DISTINCTIVE (DREMPEL VS ONDERSCHEIDEND).............................................. 40
3.2 VRIO-ANALYSE ......................................................................................................... 41
3.2.1 VALUE (WAARDE) ......................................................................................................... 41
3.2.2 RARITY (ZELDZAAMHEID) ................................................................................................ 42
3.2.3 INIMITABILITY (ONNAVOLGBAARHEID) ............................................................................... 42
3.2.4 ORGANISATIONAL SUPPORT ............................................................................................ 42
3.2.5 RESULTATEN VAN DE VRIO-ANALYSE (IMPLICATIES) .............................................................. 43
3.2.6 FIRM RESOURCES AND SUSTAINED COMPETITIVE ADVANTAGE (BARNEY, 1991) .......................... 43
3.3 WAARDECREATIE ALS STRATEGISCH KOMPAS .................................................................... 46
3.3.1 DE WAARDEKETEN VAN PORTER ....................................................................................... 46
3.3.2 HET WAARDESYSTEEM ................................................................................................... 48
3.3.3 HET INTERNATIONALE WAARDESYSTEEM ............................................................................ 49
3.4 DYNAMISCHE CAPACITEITEN (ONTWIKKELD DOOR DAVID TEECE) ........................................... 49
3.4.1 DE DRIE GENERIEKE TYPEN (TEECE) .................................................................................. 49
3.4.2 STRATEGIEËN VOOR CAPABILITY DEVELOPMENT ................................................................... 50
3.4.3 DYNAMIC CAPABILITIES AND STRATEGIC MANAGEMENT (TEECE ET AL, 1997) .............................. 50
3.4.4 ZIE CASUS 5.4 ............................................................................................................. 52
4 STRATEGISCHE KEUZES – INTERNATIONALE WAARDEPROPOSITIES ........................... 53
4.1 CONCURRENTIESTRATEGIEËN ....................................................................................... 53
4.1.1 INLEIDING .................................................................................................................. 53
4.1.2 COMPETITIVE STRATEGIES (CONCURRENTIESTRATEGIE) ......................................................... 54
4.1.3 KOSTENLEIDERSCHAP STRATEGIE ..................................................................................... 55
4.1.4 DIFFERENTIATIESTRATEGIE.............................................................................................. 56
4.1.5 FOCUSSTRATEGIE......................................................................................................... 57
2
, Creating value : a strategy and marketing perspective – deel strategie
4.1.6 HYBRIDE STRATEGIE ...................................................................................................... 58
4.1.7 ZIE CASUS VANGUARD (OEFENING 4.1) ............................................................................. 58
4.2 BLUE OCEAN- & JUDO-STRATEGIEËN .............................................................................. 58
4.2.1 BLUE OCEAN STRATEGY ................................................................................................ 58
4.2.2 DE JUDO-STRATEGIE ..................................................................................................... 61
4.3 MARKTSELECTIE EN TOETREDINGSSTRATEGIEËN ................................................................ 63
4.3.1 INTERNATIONALE STRATEGIEËN ........................................................................................ 63
4.3.2 MARKTSELECTIE EN TOEGANG ......................................................................................... 65
4.3.3 ZIE CASUS AB INBEV & SAB MILLER (PG. 634-642 & OEFENING 4.3) ...................................... 68
4.4 INTERNATIONALE BEDRIJFSMODELLEN ............................................................................ 68
4.4.1 INLEIDING .................................................................................................................. 69
4.4.2 DE 3 KERNCOMPONENTEN (HET ‘WAARDE’-MODEL) ............................................................ 69
4.4.3 DRIE BEKENDE BUSINESSMODEL PATRONEN ....................................................................... 70
4.4.4 MEERZIJDIGE PLATFORMEN EN STRATEGIEËN....................................................................... 70
4.4.5 CASUS: ZIE ILLUSTRATIE 8.4 (PG. 248) + ANTWOORDMODEL .................................................. 71
5 STRATEGIEONTWIKKELING EN IMPLEMENTATIE – GLOBALE WAARDECREATIE ............. 72
5.1 PURPOSE AND STAKEHOLDERS...................................................................................... 72
5.1.1 INLEIDING .................................................................................................................. 72
5.1.2 ORGANISATIONAL AND STAKEHOLDER VALUES..................................................................... 73
5.1.3 OWNERS ................................................................................................................... 75
5.1.4 ORGANISATIONAL PURPOSE ........................................................................................... 76
5.1.5 ZIE ‘CASE STUDY SEPLAT ENERGY’: CURSUS PG. 729-734 & ANTWOORDMODEL ........................ 78
5.2 CULTUUR EN STRATEGIE .............................................................................................. 78
5.2.1 HISTORY, GEOPGRAPHY AND FIELDS ................................................................................. 79
5.2.2 ORGANISATIECULTUUR .................................................................................................. 82
5.2.3 BEWUST EN SPONTANE CULTURELE EFFECTEN..................................................................... 84
5.2.4 CULTURAL CONSTRAINTS IN MANAGEMENT THEORIES (HOFSTEDE, 1993) ................................ 85
5.3 ORGANISATIONAL GOVERNANCE VOOR STRATEGISCH SUCCES .............................................. 88
5.3.1 WAT IS GOVERNANCE? ................................................................................................. 88
5.3.2 DE GOVERNANCE-KETEN ............................................................................................... 88
5.3.3 DE PRINCIPAL-AGENT MODEL ........................................................................................ 89
5.3.4 AGENCY THEORY: THE TIMES, THEY ARE A-CHANGIN (BENEDICKSON ET AL., 2016) ...................... 89
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