Bedrijfs- en
ondernemingsstrategie
1
Academiejaar 2021-2022
,Table of Contents
Introductie......................................................................................................................... 9
0. Intro en management begrippen: context ...................................................................... 9
Management key concepts......................................................................................................... 9
Organizational performance ....................................................................................................... 9
Three levels of management ...................................................................................................... 9
First-line managers........................................................................................................................................ 9
Middle Managers ........................................................................................................................................ 10
Top Managers ............................................................................................................................................. 10
Managerial functions ................................................................................................................10
Four functions of management .................................................................................................10
Shareholders-stakeholders: Inherent conflict? ..........................................................................10
Trends in management..............................................................................................................10
Before we can manage, we need a strategy...............................................................................10
Characteristics of plans .............................................................................................................10
Managers satisfy their decision making: why information is incomplete ...................................11
Hoofdstuk 1: Het concept ‘strategie’ ................................................................................ 12
Gemeenschappelijke kenmerken binnen succesvolle strategieën ..............................................12
Evolution of strategic management: Dominant themes .............................................................13
De impact van duurzaamheid ..................................................................................................................... 14
Bronnen van hogere winstgevendheid (succes) .........................................................................14
Beschrijving strategie ................................................................................................................15
Twee belangrijke schools of toughts: .......................................................................................................... 15
Welke rollen heeft een strategie ...............................................................................................15
Winst en ‘hoger’ doel (purpose) ................................................................................................16
Mission statements ...................................................................................................................16
Corporate Social Responsibility (CSR) ............................................................................... 16
What is CSR? .............................................................................................................................16
Pyramid of global corporate social responsibility and performance ...........................................17
Niveaus van verantwoordelijkheid ............................................................................................17
Strategische antwoorden op CSR ...............................................................................................18
Vraag is niet langer ‘of’ maar ‘hoe’ MVO/CSR toe te passen ......................................................18
IBM studie over CSR ..................................................................................................................18
Het basiskader: Strategie als schakel tussen de onderneming en haar omgeving .......................19
Strategie: in wiens belang? Key steps in stakeholder analysis ....................................................19
2
Academiejaar 2021-2022
, Stakeholder power/interest grid and managerial responses ......................................................19
Hoofdstuk 2: Analyse van een ‘industry’/Sector ............................................................... 20
Winstgevendheid van ‘industries’ in de VS, 2000 – 2010............................................................20
Hoe beïnvloeden deze verschillen de winstgevendheid van een industry?.................................20
Analyse van het omgevingsklimaat ...........................................................................................20
PEST-analyse .............................................................................................................................21
Van omgevingsanalyse naar analyse van de ‘industry’ ...............................................................21
Porter’s ‘Five Forces of Competition’ Framework ......................................................................22
Structurele determinanten van concurrentiekracht ...................................................................23
Industry-analyse toepassen / marktanalyse toepassen..............................................................23
De uitdagingen in de toepassing van het ‘five forces framework’: .............................................24
Defining the industry/market ....................................................................................................24
Dealing with the missing factors ................................................................................................24
De markt voor mobiele telefoons segmenteren.........................................................................25
Segmentation analysis ..............................................................................................................25
Dealing with uncertainty and rapid structural change ...............................................................25
Is “externe omgeving” van grootste belang? (belangrijk) ...........................................................26
Hoofdstuk 3: Resources and Capabilities .......................................................................... 26
De analyse van de capaciteiten en middelen: de interface tussen de strategie en de
onderneming ............................................................................................................................27
De beweegreden voor een ‘Resource-based approach’ .............................................................27
De link tussen middelen, capaciteiten en competitief voordeel .................................................27
Middelen waarderen .................................................................................................................27
Een functionele classificatie van organisatorische capaciteiten .................................................28
De waardeketen van Porter.......................................................................................................29
Hierarchy of organizational capabilities .....................................................................................29
Het waarderen van het strategisch belang van middelen en capaciteiten ..................................30
Appropriability ............................................................................................................................................ 30
Components of Consumer Surplus.............................................................................................31
Value created and economic profits ..........................................................................................31
Value created and competitive advantage.................................................................................31
Het uitvoeren van een analyse van middelen en analyse: een praktische gids ...........................32
Middelen en capaciteiten verder ontwikkelen...........................................................................32
Using resource and capability analysis to formulate strategy ....................................................32
3
Academiejaar 2021-2022
, Samenvatting: een schema voor de analyse van middelen en capaciteiten................................33
Hoofdstuk 4: De aard en bronnen van competitief voordeel............................................. 34
Hoe een competitief voordeel definiëren ..................................................................................34
Hoe komt een competitief voordeel tot stand ...........................................................................34
Competitief voordeel afkomstig uit innovatie: ‘new game strategies’ .......................................34
Voorbeelden................................................................................................................................................ 35
Competitief voordeel instandhouden dankzij ‘isolating mechanisms’ ........................................35
Competitief voordeel als bron leidt tot de startegische keuze ...................................................36
De generieke strategieën van Porter .........................................................................................36
Kenmerken van cost leadership en differentiatiestrategieën .....................................................36
Bronnen van kostenvoordeel ....................................................................................................37
Waardeketen: analyse van kostenvoordeel ...............................................................................37
Analyse om kosten te besparen via de waardeketen: Signapore Airlines ...................................37
Het gebruik van de waardeketen om differentiatiepotentieel van de ‘supply’ zijde te
identificeren..............................................................................................................................38
Stuck in the middle? De drie generieke strategieën van Porter ..................................................38
Closing case ‘starbucks corporation’ ........................................................................................................... 39
Summary...................................................................................................................................39
WPO 1 – BCG Matrix ........................................................................................................ 39
Main concepts ...........................................................................................................................39
BCG Matrix ................................................................................................................................39
Product life cycle .......................................................................................................................40
The link between BCG and business life cycle ............................................................................40
Question mark ..........................................................................................................................41
Star ...........................................................................................................................................41
Cash cows .................................................................................................................................41
Dogs ..........................................................................................................................................41
Quadrants: Cash position ..........................................................................................................42
Link with PLC .............................................................................................................................42
Investment strategies................................................................................................................42
Assessing portfolio ....................................................................................................................42
Alternative use ..........................................................................................................................43
Conditions .................................................................................................................................43
Attention: 4 new quadrants for SPA ..........................................................................................43
Voorbeeld havens ....................................................................................................................................... 43
4
Academiejaar 2021-2022
ondernemingsstrategie
1
Academiejaar 2021-2022
,Table of Contents
Introductie......................................................................................................................... 9
0. Intro en management begrippen: context ...................................................................... 9
Management key concepts......................................................................................................... 9
Organizational performance ....................................................................................................... 9
Three levels of management ...................................................................................................... 9
First-line managers........................................................................................................................................ 9
Middle Managers ........................................................................................................................................ 10
Top Managers ............................................................................................................................................. 10
Managerial functions ................................................................................................................10
Four functions of management .................................................................................................10
Shareholders-stakeholders: Inherent conflict? ..........................................................................10
Trends in management..............................................................................................................10
Before we can manage, we need a strategy...............................................................................10
Characteristics of plans .............................................................................................................10
Managers satisfy their decision making: why information is incomplete ...................................11
Hoofdstuk 1: Het concept ‘strategie’ ................................................................................ 12
Gemeenschappelijke kenmerken binnen succesvolle strategieën ..............................................12
Evolution of strategic management: Dominant themes .............................................................13
De impact van duurzaamheid ..................................................................................................................... 14
Bronnen van hogere winstgevendheid (succes) .........................................................................14
Beschrijving strategie ................................................................................................................15
Twee belangrijke schools of toughts: .......................................................................................................... 15
Welke rollen heeft een strategie ...............................................................................................15
Winst en ‘hoger’ doel (purpose) ................................................................................................16
Mission statements ...................................................................................................................16
Corporate Social Responsibility (CSR) ............................................................................... 16
What is CSR? .............................................................................................................................16
Pyramid of global corporate social responsibility and performance ...........................................17
Niveaus van verantwoordelijkheid ............................................................................................17
Strategische antwoorden op CSR ...............................................................................................18
Vraag is niet langer ‘of’ maar ‘hoe’ MVO/CSR toe te passen ......................................................18
IBM studie over CSR ..................................................................................................................18
Het basiskader: Strategie als schakel tussen de onderneming en haar omgeving .......................19
Strategie: in wiens belang? Key steps in stakeholder analysis ....................................................19
2
Academiejaar 2021-2022
, Stakeholder power/interest grid and managerial responses ......................................................19
Hoofdstuk 2: Analyse van een ‘industry’/Sector ............................................................... 20
Winstgevendheid van ‘industries’ in de VS, 2000 – 2010............................................................20
Hoe beïnvloeden deze verschillen de winstgevendheid van een industry?.................................20
Analyse van het omgevingsklimaat ...........................................................................................20
PEST-analyse .............................................................................................................................21
Van omgevingsanalyse naar analyse van de ‘industry’ ...............................................................21
Porter’s ‘Five Forces of Competition’ Framework ......................................................................22
Structurele determinanten van concurrentiekracht ...................................................................23
Industry-analyse toepassen / marktanalyse toepassen..............................................................23
De uitdagingen in de toepassing van het ‘five forces framework’: .............................................24
Defining the industry/market ....................................................................................................24
Dealing with the missing factors ................................................................................................24
De markt voor mobiele telefoons segmenteren.........................................................................25
Segmentation analysis ..............................................................................................................25
Dealing with uncertainty and rapid structural change ...............................................................25
Is “externe omgeving” van grootste belang? (belangrijk) ...........................................................26
Hoofdstuk 3: Resources and Capabilities .......................................................................... 26
De analyse van de capaciteiten en middelen: de interface tussen de strategie en de
onderneming ............................................................................................................................27
De beweegreden voor een ‘Resource-based approach’ .............................................................27
De link tussen middelen, capaciteiten en competitief voordeel .................................................27
Middelen waarderen .................................................................................................................27
Een functionele classificatie van organisatorische capaciteiten .................................................28
De waardeketen van Porter.......................................................................................................29
Hierarchy of organizational capabilities .....................................................................................29
Het waarderen van het strategisch belang van middelen en capaciteiten ..................................30
Appropriability ............................................................................................................................................ 30
Components of Consumer Surplus.............................................................................................31
Value created and economic profits ..........................................................................................31
Value created and competitive advantage.................................................................................31
Het uitvoeren van een analyse van middelen en analyse: een praktische gids ...........................32
Middelen en capaciteiten verder ontwikkelen...........................................................................32
Using resource and capability analysis to formulate strategy ....................................................32
3
Academiejaar 2021-2022
, Samenvatting: een schema voor de analyse van middelen en capaciteiten................................33
Hoofdstuk 4: De aard en bronnen van competitief voordeel............................................. 34
Hoe een competitief voordeel definiëren ..................................................................................34
Hoe komt een competitief voordeel tot stand ...........................................................................34
Competitief voordeel afkomstig uit innovatie: ‘new game strategies’ .......................................34
Voorbeelden................................................................................................................................................ 35
Competitief voordeel instandhouden dankzij ‘isolating mechanisms’ ........................................35
Competitief voordeel als bron leidt tot de startegische keuze ...................................................36
De generieke strategieën van Porter .........................................................................................36
Kenmerken van cost leadership en differentiatiestrategieën .....................................................36
Bronnen van kostenvoordeel ....................................................................................................37
Waardeketen: analyse van kostenvoordeel ...............................................................................37
Analyse om kosten te besparen via de waardeketen: Signapore Airlines ...................................37
Het gebruik van de waardeketen om differentiatiepotentieel van de ‘supply’ zijde te
identificeren..............................................................................................................................38
Stuck in the middle? De drie generieke strategieën van Porter ..................................................38
Closing case ‘starbucks corporation’ ........................................................................................................... 39
Summary...................................................................................................................................39
WPO 1 – BCG Matrix ........................................................................................................ 39
Main concepts ...........................................................................................................................39
BCG Matrix ................................................................................................................................39
Product life cycle .......................................................................................................................40
The link between BCG and business life cycle ............................................................................40
Question mark ..........................................................................................................................41
Star ...........................................................................................................................................41
Cash cows .................................................................................................................................41
Dogs ..........................................................................................................................................41
Quadrants: Cash position ..........................................................................................................42
Link with PLC .............................................................................................................................42
Investment strategies................................................................................................................42
Assessing portfolio ....................................................................................................................42
Alternative use ..........................................................................................................................43
Conditions .................................................................................................................................43
Attention: 4 new quadrants for SPA ..........................................................................................43
Voorbeeld havens ....................................................................................................................................... 43
4
Academiejaar 2021-2022
