Hogeschool Inholland
Integrale bedrijfsanalyse
TomTom
Door: Jelle de haan, Mel van Nassauw, Kayen Joon Lock
31 maart 2021
1
, Titelpagina
Jelle de haan (672713), Mel van Nassauw (675368), Kayen Joon Lock(672712)
OE10a Financiële rapportages
Onderzoek in het kader van beroepsproduct thema Business Economics
Hogeschool Inholland Haarlem
Opleiding: Bachelor Business Studies, Finance & Control en Accountancy
Opdrachtgever: TomTom NV
Begeleiding: Dhr. M. de Laat
Datum: januari 2021
Studenten:
Student Jelle:
Student Mel:
Student Kayen:
2
,Executive Summary
This report concerns a report ‘’integrale bedrijfsanalyse’’ for the company of TomTom.
TomTom is a global company that makes and sells navigation systems. They are one of the
market leaders in the navigation scene worldwide. Tomtom was founded in 1991 and started
with an old portable navigation system. They have developed over time and now also supply
digital maps. Nowadays they can provide the service of digital cards because of
collaboration with Seat and Skoda. With their product they want to make the life of the
people with a car easier and they also want to make traffic a lot safer with their digital maps
instead of an whole map in front of the driver. TomTom is a big organisation which is also an
worldwide organisation, because of this they have offices around the whole world. A big
organisation means a lot of people and so they have. TomTom has around 4500 employees
distributed all over the world. The turnover is approximately around 537 million, however at
the bottom of the line they still turn loss. In 2020 they made a net loss from around 257
million.
An analysis of the industry in which TomTom operates is analyzed. Using Porter's five- force
model, the company's internal, external and potential competition is highlighted and then an
interim conclusion is made. Porter's five-force model is a tool that can be used to analyze
the entire industry and see where TomTom is located. The model mainly determines
together the intensity of competition and the profitability of the company.
After risk management, growth management is analyzed. Several ways have been
described to grow as a company. It is important for a business to grow because it is
essential to compete successfully with its competitors. A company has four strategic options;
growth, downtime, improvement and remediation.
After risk management, forecasting will be done for TomTom. Almost all companies strive for
more turnover, more profit and less costs, forecasting is an essential part of this. Only a top-
down forecasting is done after which a fine-tuning takes place.
A SWOT analysis is created after forecasting. SWOT consists of an external and internal
analysis that is linked to a confrontation matrix. The focus is on external opportunities and
internal forces. TomTom current strategy is described, followed by the external issues,
strengths and weaknesses, and a confrontation matrix is created. The opportunities and
threats are described and finally the strategic options, the external opportunities and internal
forces is analyzed.
The report is summarized, and the result of TomTom business analysis is presented from
previous chapters. Based on the different investment indicators and looking on the technical
and fundamental analysis, the investment advice is given for the short and long term.
3
, Inhoudsopgave
Executive Summary................................................................................................................ 3
Inleiding.................................................................................................................................. 5
Hoofdstuk 1 Profiel van de onderneming................................................................................6
1.1 Inleiding....................................................................................................................... 7
1.2 Ashridge mission model...............................................................................................7
1.3 Stakeholders analyse...................................................................................................8
1.4 Krachtenveld analyse...................................................................................................9
Hoofdstuk 2 externe analyse................................................................................................12
2.1 Inleiding.................................................................................................................... 12
2.2 Macro-economische omgeving..................................................................................12
2.3 Meso-omgevingsanalyse...........................................................................................13
Hoofdstuk 3 bedrijfsanalyse..................................................................................................15
3.1 Fundamentele analyse...............................................................................................15
3.1.1 solvabiliteit.......................................................................................................... 15
3.1.2 liquiditeit............................................................................................................. 16
3.1.3 rentabiliteit.......................................................................................................... 18
3.1.4 activiteitskengetallen..........................................................................................20
3.1.5 werknemers kengetallen.....................................................................................21
3.1.6 omgevingsanalyse..............................................................................................21
3.1.7 Dupont Chart......................................................................................................22
3.1.8 beleggingskengetallen........................................................................................24
3.2 Omzet- en winst analyse............................................................................................25
3.2.1 geografische spreiding.......................................................................................25
3.2.2 verdeling van de activiteiten...............................................................................26
3.2.3 verdeling van distributiekanalen.........................................................................27
3.2.4 portfolio analyse.................................................................................................28
3.3 Bedrijfstak Levenscyclus............................................................................................29
Hoofdstuk 4 Sustainable Development Goals.......................................................................31
4.1 Inleiding..................................................................................................................... 31
4.2 Evaluatie van SDG acties bij de onderneming...........................................................32
Hoofdstuk 5 forecasting........................................................................................................33
5.1 Inleiding..................................................................................................................... 33
5.2 Top down forecasting.................................................................................................34
5.3 Fine tuning van de forecast........................................................................................39
5.4 Conclusie................................................................................................................... 40
Hoofdstuk 6 SWOT-analyse.................................................................................................41
6.1 Huidige strategie........................................................................................................42
6.2 Externe issues........................................................................................................... 43
6.3 Sterktes en zwaktes...................................................................................................43
6.4 Confrontatiematrix......................................................................................................45
......................................................................................................................................... 46
6.5 Kansen en bedreigingen............................................................................................46
6.6 Strategische opties....................................................................................................47
4
Integrale bedrijfsanalyse
TomTom
Door: Jelle de haan, Mel van Nassauw, Kayen Joon Lock
31 maart 2021
1
, Titelpagina
Jelle de haan (672713), Mel van Nassauw (675368), Kayen Joon Lock(672712)
OE10a Financiële rapportages
Onderzoek in het kader van beroepsproduct thema Business Economics
Hogeschool Inholland Haarlem
Opleiding: Bachelor Business Studies, Finance & Control en Accountancy
Opdrachtgever: TomTom NV
Begeleiding: Dhr. M. de Laat
Datum: januari 2021
Studenten:
Student Jelle:
Student Mel:
Student Kayen:
2
,Executive Summary
This report concerns a report ‘’integrale bedrijfsanalyse’’ for the company of TomTom.
TomTom is a global company that makes and sells navigation systems. They are one of the
market leaders in the navigation scene worldwide. Tomtom was founded in 1991 and started
with an old portable navigation system. They have developed over time and now also supply
digital maps. Nowadays they can provide the service of digital cards because of
collaboration with Seat and Skoda. With their product they want to make the life of the
people with a car easier and they also want to make traffic a lot safer with their digital maps
instead of an whole map in front of the driver. TomTom is a big organisation which is also an
worldwide organisation, because of this they have offices around the whole world. A big
organisation means a lot of people and so they have. TomTom has around 4500 employees
distributed all over the world. The turnover is approximately around 537 million, however at
the bottom of the line they still turn loss. In 2020 they made a net loss from around 257
million.
An analysis of the industry in which TomTom operates is analyzed. Using Porter's five- force
model, the company's internal, external and potential competition is highlighted and then an
interim conclusion is made. Porter's five-force model is a tool that can be used to analyze
the entire industry and see where TomTom is located. The model mainly determines
together the intensity of competition and the profitability of the company.
After risk management, growth management is analyzed. Several ways have been
described to grow as a company. It is important for a business to grow because it is
essential to compete successfully with its competitors. A company has four strategic options;
growth, downtime, improvement and remediation.
After risk management, forecasting will be done for TomTom. Almost all companies strive for
more turnover, more profit and less costs, forecasting is an essential part of this. Only a top-
down forecasting is done after which a fine-tuning takes place.
A SWOT analysis is created after forecasting. SWOT consists of an external and internal
analysis that is linked to a confrontation matrix. The focus is on external opportunities and
internal forces. TomTom current strategy is described, followed by the external issues,
strengths and weaknesses, and a confrontation matrix is created. The opportunities and
threats are described and finally the strategic options, the external opportunities and internal
forces is analyzed.
The report is summarized, and the result of TomTom business analysis is presented from
previous chapters. Based on the different investment indicators and looking on the technical
and fundamental analysis, the investment advice is given for the short and long term.
3
, Inhoudsopgave
Executive Summary................................................................................................................ 3
Inleiding.................................................................................................................................. 5
Hoofdstuk 1 Profiel van de onderneming................................................................................6
1.1 Inleiding....................................................................................................................... 7
1.2 Ashridge mission model...............................................................................................7
1.3 Stakeholders analyse...................................................................................................8
1.4 Krachtenveld analyse...................................................................................................9
Hoofdstuk 2 externe analyse................................................................................................12
2.1 Inleiding.................................................................................................................... 12
2.2 Macro-economische omgeving..................................................................................12
2.3 Meso-omgevingsanalyse...........................................................................................13
Hoofdstuk 3 bedrijfsanalyse..................................................................................................15
3.1 Fundamentele analyse...............................................................................................15
3.1.1 solvabiliteit.......................................................................................................... 15
3.1.2 liquiditeit............................................................................................................. 16
3.1.3 rentabiliteit.......................................................................................................... 18
3.1.4 activiteitskengetallen..........................................................................................20
3.1.5 werknemers kengetallen.....................................................................................21
3.1.6 omgevingsanalyse..............................................................................................21
3.1.7 Dupont Chart......................................................................................................22
3.1.8 beleggingskengetallen........................................................................................24
3.2 Omzet- en winst analyse............................................................................................25
3.2.1 geografische spreiding.......................................................................................25
3.2.2 verdeling van de activiteiten...............................................................................26
3.2.3 verdeling van distributiekanalen.........................................................................27
3.2.4 portfolio analyse.................................................................................................28
3.3 Bedrijfstak Levenscyclus............................................................................................29
Hoofdstuk 4 Sustainable Development Goals.......................................................................31
4.1 Inleiding..................................................................................................................... 31
4.2 Evaluatie van SDG acties bij de onderneming...........................................................32
Hoofdstuk 5 forecasting........................................................................................................33
5.1 Inleiding..................................................................................................................... 33
5.2 Top down forecasting.................................................................................................34
5.3 Fine tuning van de forecast........................................................................................39
5.4 Conclusie................................................................................................................... 40
Hoofdstuk 6 SWOT-analyse.................................................................................................41
6.1 Huidige strategie........................................................................................................42
6.2 Externe issues........................................................................................................... 43
6.3 Sterktes en zwaktes...................................................................................................43
6.4 Confrontatiematrix......................................................................................................45
......................................................................................................................................... 46
6.5 Kansen en bedreigingen............................................................................................46
6.6 Strategische opties....................................................................................................47
4
