Term
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Definition
| large-scale changes that are slow to form but influence many other activities over decades to come. Examples include ageing populations and increased economic growth in Asia. |
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Term
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Definition
| when trends shift sharply upwards or downwards. E.g. sub-Saharan Africa may have reached an inflexion point after decades of stagnation (and may embark on a period of rapid growth). |
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Term
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Definition
| advanced signs of future trends that may help to identify inflexion points – often unstructured and fragmented bits of information. E.g. mortgage failures in California in 2007 were a weak signal for the financial crisis that hit the global economy in 2008 |
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Term
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Definition
| is where organizations have such confidence about the future that they will provide just one forecast number |
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Term
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Definition
| is where organizations have less certainty, suggesting a range of possible outcomes with different degrees of probability and a central projection identified as the most probable |
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Term
| Alternative futures forecasting |
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Definition
| typically involves even less certainty, focusing on a set of possible yet distinct futures with radically different outcomes (see Figure 2.8(iii)). Alternative futures can be fed into scenario analyses though not as simple forecasts. |
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Term
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Definition
| are plausible views of how the environment of an organisation might develop in the future based on key drivers of change about which there is a high level of uncertainty. |
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Term
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Definition
| a group of firms producing products and services that are essentially the same. For example, automobile industry and airline industry. |
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Term
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Definition
| a group of customers for specific products or services that are essentially the same (e.g. the market for luxury cars in Germany). |
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Term
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Definition
| a broad industry group (or a group of markets) especially in the public sector (e.g. the health sector). |
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Term
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Definition
| are organisations with similar products and services aimed at the same customer group and are direct competitors in the same industry/market (distinct from substitutes). |
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Term
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Definition
| are the factors that need to be overcome by new entrants if they are to compete. The threat of entry is low when the barriers to entry are high and vice versa. |
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Term
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Definition
| are products or services that offer a similar benefit to an industry’s products or services, but have a different nature i.e. they are from outside the industry. |
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Term
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Definition
| is a map of organisations in a business environment demonstrating opportunities for value-creating cooperation as well as competition. |
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Term
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Definition
| An organisation is your complementor if it enhances your business attractiveness to customers. (E.g. app suppliers are complementors to smartphone producers). |
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Term
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Definition
| An organisation is a complementor with respect to suppliers if it is more attractive for a supplier to deliver when it also supplies the other organisation. (E.g. a competing airline can be a complementor with respect to a supplier like Boeing – as Boeing may invest more in improvements if they are supplying both airlines). |
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Term
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Definition
| one customer of a product or service has a positive effect on the value of that product for other customers. |
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Term
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Definition
| is where users become dependent on a supplier and are unable to use another supplier without substantial switching costs. |
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Term
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Definition
| organizations within an industry with similar characteristics, following similar strategies or competing on similar bases. |
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Term
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Definition
| is a group of customers who have similar needs that are different from customer needs in other parts of the market |
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Term
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Definition
| are new market spaces where competition is minimised. |
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Term
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Definition
| are where industries are already well defined and rivalry is intense. |
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Term
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Definition
| opportunities in the environment that are not fully exploited. |
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Term
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Definition
| those factors that are either particularly valued by customers or provide a significant advantage in terms of cost. |
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Term
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Definition
| compares competitors according to their performance on key success factors in order to develop strategies based on creating new market spaces. |
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Term
| Resource-based view of strategy |
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Definition
| the competitive advantage and supe-rior performance of an organisation is explainend by the distinctiveness of its capabilities |
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Term
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Definition
| the capabilities of an organisation that contribute to its long-term survival or competitive advantage. |
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Term
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Definition
the assets that organisations have or can call upon (e.g. from partners or suppliers),that is, ‘what we have’ .
Tangible resources are physical assets of an organisation such as plant, labour, and finance (e.g. physical, financial, intellectual capital and human).
Intangible resources are non-physical assets such as information, reputation, and knowledge (e.g. Intellectual capital). |
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Term
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Definition
are the ways those assets are used or deployed effectively, that is, what we do well’.
The skills and abilities by which resources are deployed effectively through and organisation’s activities and processes. |
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Term
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Definition
| are those needed for an organization to meet the necessary requirements to compete in a given market and achieve parity with competitors in that market – ‘qualifiers’. |
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Term
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Definition
| are those that critically underpin competitive advantage and that others cannot imitate or obtain – ‘winners’. |
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Term
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Definition
are the linked set of skills, activities and resources that, together:
deliver customer value
differentiate a business from its competitors
potentially, can be extended and developed as markets change or new opportunities arise. |
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Term
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Definition
| describes the categories of activities within and around an organization, which together create a product or service. It invites the strategist to think of an organization in terms of sets of activities and sources of competitive advantage |
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Term
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Definition
| is the set of interorganizational links and relationships that are necessary to create a product or service. Competitive advantage can be derived from linkages within the value network. |
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Term
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Definition
| is the ability of an organization to renew and recreate its strategic capabilities to meet the needs of changing environments. |
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Term
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Definition
| constantly scanning and exploring new opportunities across markets and technologies (e.g. R & D and market research) |
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Term
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Definition
| addressing opportunities through new products, processes and activities |
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Term
| Re-configuring capabilities |
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Definition
| new products and processes may require renewal and re-configuration of capabilities and investment in new technologies |
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Term
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Definition
Uitgangspunt: Organisatie = eigendom van aandeelhouders
Doel: Winstmaximalisatie voor eigenaars |
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Term
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Definition
Uitgangspunt: Organisatie = geheel van relaties tussen belanghebbenden
Doel: Belanghebbenden motiveren tot samenwerking |
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Term
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Definition
| are those individuals or groups who depend on an organisation to fulfil their own goals and on whom, in turn, the organisation depends. |
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Term
| External stakeholders are of 4 types: |
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Definition
Economic (e.g. suppliers, shareholders, banks)
Social/political (e.g. government agencies)
Technological (e.g. standards agencies)
Community (e.g. local residents) |
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Term
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Definition
| identifies stakeholder expectations and power and helps in understanding political priorities. |
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Term
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Definition
| is the ability of individuals or groups to persuade, induce or coerce others into following certain cour-ses of action. |
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Term
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Definition
| is concerned with the structures and systems of control by which managers are held accountable to those who have a legitimate stake in an organisation. |
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Term
|
Definition
| A majority of directors may be non-executives. Non-executives represent the interests of shareholders, BUT choice of non-executives may be influenced by executives |
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Term
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Definition
| A supervisory board represents a wider range of stakeholders. A management board plans strategy and has operational control. Major strategic decisions have to be approved by both boards |
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Term
| Corporate social responsibility (CSR) |
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Definition
| is the commitment by organisations to ‘behave ethically and contribute to economic development while improving the quality of life of the workforce and their families as well as the local community and society at large’. |
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Term
| A strategic business unit (SBU) |
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Definition
| supplies goods or services for a distinct domain of activity. A small business has just one SBU. A large diversified corporation is made up of multiple businesses (SBUs). SBUs can be called ‘divisions’ or ‘profit centres’. SBUs can be identified by: Market based criteria (similar customers, channels and competitors). Capability based criteria (similar strategic capabilities). |
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Term
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Definition
To decentralise initiative to smaller units within the corporation so SBUs can pursue their own distinct strategy.
To allow large corporations to vary their business strategies according to the different needs of external markets.
To encourage accountability – each SBU can be held responsible for its own costs, revenues and profits. |
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Term
|
Definition
Porter introduced the term to mean basic types of competitive strategy that hold across many kinds of business situations.
Competitive strategy is concerned with how a strategic business unit achieves competitive advantage in its domain of activity.
Competitive advantage is about how an SBU creates value for its users both greater than the costs of supplying them and superior to that of rival SBUs. |
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Term
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Definition
| involves becoming the lowest-cost organisation in a domain of activity |
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Term
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Definition
| involves uniqueness along some dimension that is sufficiently valued by customers to allow a price premium. |
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Term
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Definition
| targets a narrow segment of domain of an activity and tailors its products or services to the needs of that specific segment to the exclusion of others. |
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Term
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Definition
| describes markets with continuous disequilibrium and change, e.g. popular music or consumer electronics. |
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Term
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Definition
encourages an organisation to consider competitors’ likely moves and the implications of these moves for its own strategy. Is particularly important where competitors are interdependent.
In these circumstances it is important to: (1) get in the mind of competitors (2) think forwards and reason backwards. |
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Term
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Definition
| describes a value proposition for customers and other participants, an arrangement of activities that produces this value and associated revenue and cost structures. |
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Term
| three essential elements in a business model: |
|
Definition
• Value creation – a proposition that addresses a customer segment’s needs.
• Value configuration – the way resources and activities are organised to produce this value.
• Value capture – the way the cost structures and revenue streams create added value for stakeholders. |
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Term
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Definition
| named after the classic Gillette strategy of selling razors cheaply and profiting from sales of high priced blades (mobile phones, ink-jet printers). |
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Term
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Definition
| named by combining ‘free’ and ‘premium’. Basic services are free to attract customers who then upgrade to expensive premium services (Spotify). |
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Term
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Definition
| bringing together two or more distinct but interdependent groups of customers (Uber, video games, Google search). |
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Term
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Definition
| refers to a strategy by which an organisation takes increased share of its existing markets with its existing product range. |
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Term
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Definition
| refers to a strategy by which an organisation focuses defensively on their current markets with current products. |
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Term
|
Definition
| refers to a strategy by which an organisation delivers modified or new products to existing markets. |
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Term
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Definition
| refers to a strategy by which an organisation offers existing products to new markets. |
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Term
|
Definition
| refers to a strategy by which an organisation pursues new product offerings and new markets. |
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Term
|
Definition
| involves diversifying into products or services with relationships to the existing business. |
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Term
| Conglomerate (unrelated) diversification |
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Definition
| involves diversifying into products or services with no relationships to the existing businesses. |
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Term
|
Definition
| refers to a strategy of withdrawal from marginal activities in order to concentrate on the most valuable segments and products within their existing business. |
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Term
|
Definition
| Are cost reductions that flow from cross-business resource sharing in the activities of the multiple businesses of a firm. |
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Term
|
Definition
| Accrue when unit costs are reduced due to the increased output of larger-size operations of a firm. |
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Term
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Definition
| refers to the benefits gained where activities or assets complement each other so that their combined effect is greater than the sum of the parts. |
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Term
|
Definition
| describes entering activities where the organisation is its own supplier or customer. |
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Term
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Definition
| refers to development into activities concerned with the inputs into the company’s current business. |
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Term
|
Definition
| refers to development into activities concerned with the outputs of a company’s current business. |
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Term
|
Definition
| is the process by which activities previously carried out internally are subcontracted to external suppliers. |
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Term
|
Definition
| focus op maximaliseren van waardecreatie door diverse BUs, op efficiëntere of effectievere manier dan financiële markten |
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Term
|
Definition
| focus op het creëren van synergie tussen verschillende Bus |
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Term
|
Definition
| focus op het inzetten van eigen kerncompetenties als parent (om waarde toe te voegen aan BUs en parenting vaardigheden te ontwikkelen geschikt voor de portfolio) |
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Term
|
Definition
| is where a strategy is pursued by building on and developing an organization's own capabilities. This is essentially the ‘do it yourself’ method. |
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Term
| Corporate entrepreneurship |
|
Definition
radical change in the organisation’s business, driven principally by the organisation’s own capabilities.
Is het toepassen van core capabilities in andere activiteiten. |
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Term
|
Definition
| is the combination of two previously separate organizations, typically as more or less equal partners |
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Term
|
Definition
| involves one firm taking over the ownership (‘equity’) of another, hence the alternative term ‘takeover’. |
|
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Term
| Strategic motives for M&A can be categorised in three ways: |
|
Definition
• Extension – of scope in terms of geography, products or markets.
• Consolidation – increasing scale, efficiency and market power.
• Capabilities – enhancing technological know-how (or other competences). |
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Term
| There are three main financial motives for M&A: |
|
Definition
• Financial efficiency – a company with a strong balance sheet (cash rich) may acquire/merge with a company with a weak balance sheet (high debt).
• Tax efficiency – reducing the combined tax burden.
• Asset stripping or unbundling – selling off bits of the acquired company to maximise asset values. |
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Term
| M&A may serve managerial self-interest for two reasons: |
|
Definition
• Personal ambition – financial incentives tied to short-term growth or share-price targets; boosting personal reputations; giving friends and colleagues greater responsibility or better jobs.
• Bandwagon effects – managers may be branded as conservative if they don’t follow a M&A trend; shareholder pressure to merge or acquire; the company may itself become a takeover target. |
|
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Term
|
Definition
| refers to the perceived fairness of managerial actions, in terms of distribution, procedure and information. |
|
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Term
|
Definition
| make multiple acquisitions (often in parallel). This enables them to build up M&A expertise. Examples include Cisco Systems and IBM. |
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Term
| Divestment (or divesture) |
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Definition
| the process of selling a business that no longer fits the corporate strategy. Unless the parent can provide a ‘parenting advantage’ the business should be sold off. |
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Term
|
Definition
| is where two or more organisations share resources and activities to pursue a strategy. |
|
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Term
|
Definition
| is about how the whole network of alliances of which an organisation is a member competes against rival networks of alliances. |
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Term
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Definition
| is about managing alliances better than competitors. |
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Term
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Definition
| involve the creation of a new entity that is owned separately by the partners involved. |
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Term
|
Definition
| are typically looser, without the commitment implied by ownership. |
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Term
|
Definition
| The most common form of equity alliance is the ..., where two organisations remain independent but set up a new organisation jointly owned by the parents. |
|
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Term
|
Definition
| involves several partners setting up a venture together. Meer dan 2 bedrijven. |
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Term
|
Definition
• lower costs, more bargaining power and sharing risks. (Scale alliances)
• partners provide needed capabilities (e.g. distribution outlets or licenses to brands) (Access alliances)
- bringing together complementary strengths to offset the other partner’s weaknesses.(Complementary alliances)
• to increase market power. Usually kept secret to evade competition regulations.(Collusive alliances) |
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Term
| Wat gebeurt er in een gebrekkige keuze-structuur proces? |
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Definition
1. De keuzes worden niet geframed:
2. De keuze wordt niet gemaakt.
3. De keuze is gemaakt maar wordt niet geïmplementeerd (falls apart)
4. De keuze wordt gemaakt maar de acties gebeuren niet op tijd. |
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Term
| Steps in A proces for structuring strategic choices |
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Definition
1. Frame de keuze
2. Brainstorm over mogelijke opties
3. Specifieer de condities die nodig zijn om elke optie te ‘valideren’
4. Geef voorrang aan keuzes die het grootste barrière voor keuzes
5. Ontwerp valide testen voor de belangrijkste barrière condities. |
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Term
|
Definition
| Zijn 3 succes criteria voor het evalueren van stretegische opties: Suitability, Acceptability, Feasibility |
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Term
|
Definition
| is concerned with assessing which proposed strategies address the key opportunities & constraints an organisation faces, through an understanding of the strategic position of an organisation. |
|
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Term
|
Definition
| is concerned with whether the expected performance outcomes of a proposed strategy meet the expectations of stakeholders. |
|
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Term
|
Definition
| Wheter a strategy could work in practice |
|
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Term
| 3 main dimensions of evaluating economic performance |
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Definition
| Performance in products markets (sales growth, or market share); Accounting measures of profitability (profit margin, ROI), Financial market measures (share prices) |
|
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Term
|
Definition
| A broad measure of effectiveness which considers four perspectives (i.e. the customer, internal business, innovation and learning and financial perspectives |
|
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Term
|
Definition
| Performance measure of effectiveness, consistsof economic, social and environmental measures. |
|
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Term
|
Definition
| compares achieved or projected performance with desired performance. Helps to identifyshortfalls in performance. The size of the 'gap' provides a guide to the extent to which strategy needs to be changed. A large gap may suggest transformational change is needed |
|
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Term
| Complexities of performance analysis |
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Definition
Performance measures can be contradictory, e.g. sales growth can be achieved by cutting profit margins.
Organisations can manipulate outcomes in order to meet key performance criteria.
Organisations can legitimately manage performance perceptions and expectations.
The importance of particular measures can change over time. |
|
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Term
| 3 key aspects of acceptability |
|
Definition
Risk.
Return.
Reactions (of stakeholders). |
|
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Term
|
Definition
concerns the extent to which the outcomes of a strategy can be predicted.
Risk can be assessed using:
- Sensitivity analysis.
- Financial ratios – e.g. gearing and liquidity.
- Break-even analysis. |
|
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Term
|
Definition
These are a measure of the financial effectiveness of a strategy.
Different approaches to assessing return:
- Financial analysis
- Shareholder value analysis
- Cost–benefit analysis
- Real options |
|
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Term
|
Definition
Stakeholder mapping can be used to:
- understand the political context of strategies
- understand the political agenda
- gauge the likely reaction of stakeholders to specific strategies.
If key stakeholders find a strategy to be unacceptable then it is likely to fail. |
|
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Term
|
Definition
| is concerned with whether a strategy could work in practice i.e. whether an organisation has the capabilities to deliver a strategy |
|
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Term
| Evaluation criteria: Four Qualifications |
|
Definition
Be aware of conflicting conclusions and the need for management judgement.
Consistency between the different elements of a strategy is essential.
The implementation and development of strategies might reveal unanticipated problems.
Strategy development in practice isn’t always a logical or even rational process. |
|
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Term
| Deliberate strategy development |
|
Definition
| is deliberately formulated or planned by managers. This may be the result of strategic leadership, strategic planning or the external imposition of strategy. |
|
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Term
| Processes of intended strategy development |
|
Definition
| (1) Strategic vision, leadership and command; (2) strategic planning; (3) Externally imposed strategies |
|
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Term
|
Definition
Strategy may be the deliberate intention of a leader. This may manifest itself in different ways:
- Strategic leadership as command.
- Strategic leadership as vision.
- Strategic leadership as decision-making.
- Strategic leadership as symbolic. |
|
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Term
| Strategic planning systems |
|
Definition
| take the form of systematised, step-by-step, procedures to develop an organisation’s strategy. |
|
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Term
| The roles of strategic planning |
|
Definition
- Formulating strategy: a means by which managers can understand strategic issues and decide future strategy
- Learning: a means of questioning and challenging current strategy and future strategic options
- Integration: co-ordinating business-level strategies within an overall corporate strategy
- Communicating intended strategy and providing strategic milestones. |
|
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Term
| Stages of strategicplanning |
|
Definition
| Initial guidelines from corporate centre; Business level planning; corporate-level integration of business plans; Financial and strategic targets agreed |
|
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Term
|
Definition
- can provide opportunities for involvement
- leads to a sense of ownership
- provides security to managers
- re-assures managers and stakeholders that the strategy is ‘logical’. |
|
|
Term
| Dangers associated with planning |
|
Definition
- Confusing managing strategy with planning
- Detachment from reality
- Paralysis by analysis
- Over-complex planning processes
- Dampening of innovation. |
|
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Term
|
Definition
| comes about through a series of decisions - a pattern which becomes clear over time: ……not a ‘grand plan’, but a developing pattern in a stream of decisions. |
|
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Term
|
Definition
is the development of strategy by experimentation and learning – from partial commitments rather than through formulations of total strategies. => Environmental uncertainty – constant scanning of the environment and adapting to change.
=> General goals – avoiding too early commitment to specific goals.
=> Experimentation – ‘side bet’ ventures to test out new strategies. |
|
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Term
| The political view of strategy development |
|
Definition
Strategies develop as the outcome of bargaining and negotiation among powerful interest groups (or stakeholders).
The approach of different people to strategic problems is influenced by:
- Personal experience
- Competition for resources and influence
- The relative influence of stakeholders
- Different access to information. |
|
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Term
| Emergent strategy as managed continuity |
|
Definition
| each strategic move is informed by the rationale of the previous move. |
|
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Term
| Path-dependent strategy development |
|
Definition
| strategic decisions can be a result of historical pre-conditions. |
|
|
Term
| Organisation culture and strategy development |
|
Definition
| strategy is the outcome of the taken-for-granted assumptions, routines and behaviours in organisations. |
|
|
Term
| Three qualities senior managers need to contribute to high-level strategy-making: |
|
Definition
- Mastery of analytical concepts and techniques;
- Social and influencing skills;
- Group acceptance as a player – respect. |
|
|
Term
| Four roles middle managers have in relation to the management of strategy: |
|
Definition
- Information source – knowledge and experience;
- ‘Sense-making’ of strategy – translating strategy into a message that is locally relevant;
- Reinterpretation and adjustment of strategic responses as events unfold;
- Champions of ideas that can be the foundation of new strategies. |
|
|
Term
| Middle managers increase their influence on strategy when they have: |
|
Definition
Key organisational positions.
Access to organisational networks.
Access to the organisation’s ‘strategic conversation’. |
|
|
Term
| Roles played by strategy consultants |
|
Definition
| Analysing, prioritising, and generating options; transferring knowledge; promoting strategic decisions; implementing strategic change |
|
|
Term
| Three ways to improve outcomes from strategy consulting: |
|
Definition
Professionalise purchasing of consulting services;
Develop supervisory skills to manage consulting projects;
Partner effectively – project teams should include a mix of consultants and managers from the client organisation. |
|
|
Term
| Different purposes of analysis |
|
Definition
procrastination (delaying a decision)
symbolic (rationalising a decision)
buy-in (gaining support for a decision)
political (to advance a particular issue) |
|
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Term
|
Definition
| is the process of winning the attention and support of top management and other important stakeholders for strategic issues. |
|
|
Term
| Aspects of _x000B_Strategic issue selling |
|
Definition
| issue packaging; formal or informal channels; sell alone or in coalitions; timing |
|
|
Term
| Guidelines for Strategic Decision Making |
|
Definition
Build multiple, simultaneous alternatives
Track real-time information
Seek the views of trusted advisors
Aim for consensus, but not at any cost
Harness intuition |
|
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Term
|
Definition
| seeking data that confirms a decision that has already been made |
|
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Term
|
Definition
| being tied to one piece of information that may no longer be relevant |
|
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Term
|
Definition
| a particular analogy becomes unduly influential (e.g. the ‘halo’ effect) |
|
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Term
|
Definition
| becoming too attached to a particular option (the ‘champion’s bias’) |
|
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Term
|
Definition
| over-optimism reducing real risk |
|
|
Term
| Elements of a communications strategy |
|
Definition
| Focus; Media; Impact; Employee engagement |
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Term
|
Definition
are designed to question existing strategy or develop new strategy should:
Employ strategy concepts and tools.
Use a specialist facilitator to focus discussion and ensure participants contribute.
Enjoy the visible support of the workshop sponsor (who may well be the CEO).
Diminish everyday functional and hierarchical roles – to remove inhibitions and get away from normal routines. |
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Term
| If workshops are going to lead to effective action then there should be: |
|
Definition
an agreed list of actions which are then widely circulated,
project groups established to follow up,
nesting of workshops in a series and
visible commitment by top management to workshop outcomes. |
|
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Term
|
Definition
| involve teams of people assigned to work on particular strategic issues over a defined period of time. |
|
|
Term
| Success Factors for Strategy Projects |
|
Definition
| A clear brief or mandate; top management support; milestones and reviews; appropriate resources |
|
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Term
|
Definition
provides the data and argument in support of a particular strategy proposal, e.g. investment in new equipment.
A business case should:
- Focus on strategic needs.
- Be supported with key data.
- Provide a clear rationale.
- Demonstrate solutions and actions.
- Provide clear progress measures. |
|
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Term
|
Definition
...provides the data and argument in support of a strategy for the whole organisation.
Has the following elements:
- Mission, goals and objectives statement.
- Environmental analysis.
- Capability analysis.
- Proposed strategy.
- Resources required.
- Required changes in structures, systems and culture. |
|
|
Term
| Verschil tussen Porters en Mintzberg |
|
Definition
| Porters is doelstellingsgericht en Mintzberg is procesgericht |
|
|
Term
| 3 horizonten van strategie |
|
Definition
H1: Extend en defend core businesses
H2: build emerging businesses
H3: create viable options |
|
|
Term
|
Definition
1. Corporate-level: doel, hoe, markt, diversity of products, distribution
2. Business-level: How to be competitive in specific markets
3. Operational-level: how to configurate processes, people and resources. |
|
|
Term
|
Definition
1. Design: strategy = planning; high rationality, mid innovation, high legitimacy
2. Experience: strategy = ervaring; low rationality and innovation, high legitimate
3. Variety: strategie = mensen die samen dingen bespreken; High innovation, low rationality and legitimacy
4. Discourse: strategy = communication; medium innovation & rationality, high legitimacy |
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Term
| 4 stappen van het scenario development process |
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Definition
1. Identify driving forces
2. identify critical uncertainties
3. develop plausible scenarios
4. Discuss implications and paths |
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Term
| 5 factoren met invloed op 'Barriers of entry' |
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Definition
1. Schaal- en kennisvoordelen
2. toegang tot inkoop en distributiekanalen
3. reactie van bestaande bedrijven
4. wetgeving en overheidsacties
5. differentiatie |
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Term
| 3 determinanten met betrekking tot 'power of the buyers' (hoger bij) |
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Definition
1. hoge concentratie van kopers (klein aantal, hoge afzet)
2. Lage switching costs
3. Mogelijkheden voor achterwaartse integratie |
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Term
| 5 determinanten van 'Power of suppliers' |
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Definition
1. Lage concentratie leveranciers
2. hoge leverancier switching cost
3. Mogelijkheid van voorwaartse integratie
4. belangrijkheid van het geleverd product
5. eigen koopkracht |
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Term
| 5 factoren die mate van interne concurrentie beïnvleoden |
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Definition
1. Grootte van de concurrentie
2. Groei in de industrie
3. Hoge vaste kosten
4. Hoge toetredingsbarrieres
5. Lage mate van differentiatie |
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Term
| 5 fases van de industry life-cycle |
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Definition
1. Development
2. Growth
3. Shake out
4. Maturity
5. Decline |
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Term
| 2 categorieën die strategische groepen onderscheiden |
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Definition
1. Scope
2. Resource commitment |
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Term
| 3 voordelen van de strategische groep analyse |
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Definition
1. Concurrentie begrijpen
2. Analyse van de strategische kansen (white spaces vs. black holes)
3. Analyse van de strategische mobiliteit |
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Term
| 2 belangrijke aspecten bij de analyse van marktsegmenten |
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Definition
1. variation in customer needs
2. Specialization ~ Niche strategie |
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Term
| 6 types van belangrijke kansen (opportuniteiten in...) |
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Definition
1. substitutie industrieën
2. andere strategische groepen
3. targeted buyer
4. voor complementaire producten
5. in nieuwe marktsegmenten
6. over tijd |
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Term
| basis voor strategische capabilities |
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Definition
1; resources en competences
2. dynamic capabilities
3. Threshold & distinctive capabilities
4. Waarde van de strategische kerncompetenties |
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Term
| 3 generieke dynamic capabilities |
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Definition
1. sensing
2. seizing
3. re-configuring |
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Term
| 4 voorwaarden voor waar van kerncompetenties |
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Definition
1. Profiteren van kansen/ neutraliseren van bedreigingen
2. Leveren waarde voor de klant
3. Potentieel concurrentievoordeel leveren
4. hun kost toelaat een aanvaardbare winst te generen |
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Term
| 4 manieren om strategische capaciteiten te onderzoeken |
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Definition
1. Value chain/network
2. benchmarking
3. activity systems
4. SWOT analyse |
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Term
| 5 activiteiten die direct betrokken zijn bij het creëren of leveren van een product of dienst |
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Definition
1. Inbound logistics
2. Operations
3. Outbound logistics
4. Marketing & sales
5. Service |
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Term
| 6 manieren om strategische kerncompetenties te ontwikkelen |
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Definition
Interne ontwikkeling:
1. Bouwen en recombineren
2. leveraging capabilities
3. stretching capabilities
Externe ontwikkeling
4. Ceasing activities
5. controle van de output en voordelen
6. awareness development |
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Term
| 4 bestaansredenen van corporate governance |
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Definition
1. scheiding van eigendom en management control; verschillende rollen
2. Gebrekkige bedrijfsuitvoering en schandalen
3. Verhoogde verantwoording aan bredere belangen van stakeholders
4. De noodzaak van maatschappelijk verantwoord ondernemen |
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Term
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Definition
Afstemmen van de agents hun belangen op die van de opdrachtgevers
Verkeerde uitlijning van prikkels en controle
Aan wie moet verantwoording afgelegd worden
Rol van institutionele beleggers
vaststelling van de specifieke rol van de RvB
Toezicht en controle |
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Term
| 4 voordelen van een shareholdermodel |
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Definition
1. Higher rates of return
2. Reduced risk
3. Increased innovation en entrepreneurship
4. Better decision making |
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Term
| 3 nadelen van het shareholder model |
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Definition
1. Diluted monitoring
2. Vulnerable minority shareholders
3. short term-ism |
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Term
| 3 voordelen van het stakeholdermodel |
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Definition
1. long term horizons
2. less reckless risk-taking
3. better management |
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Term
| 3 nadelen van het stakeholder model |
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Definition
1. weaker decision making
2. Uneconomic investments
3. reduced innovations en entrepreneurship |
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Term
| 4 houdingen ten opzichte van CSR |
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Definition
1. Laissez-faire
2. Enlightened self-interest
3. forum for stakeholder interaction
4. shaper of society |
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Term
| 6 bronnen van externe stakeholder macht |
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Definition
1. Hierarchie/ formele macht
2. Influence/ informele macht
3. controle van strategische resources
4. bezit van kennis en skills
5. controle over menselijke omgeving
6. betrokkenheid in strategische implementatie |
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Term
| 4 bronnen van externe stakeholder macht |
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Definition
1. Controle over strategische bronnen
2. Betrokkenheid bij strategische implementatie
3. bezit van kennis. skills
4. via interne linken |
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Term
| 3 onderdelen van strategische keuzes |
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Definition
1. Business strategy
= choices about business positioning relative to competitors
2. Strategic directions
= choices of product, industries, markets to pursue
3. strategy methods
= how to pursue strategy: organic, acquisitions, or alliances |
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Term
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Definition
Decentralisatie; SBU kunnen eigen strategie nastreven
Mogelijkheid voor betere fit met de omgeving
Verantwoording: kosten inkomsten en winst |
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Term
| 4 kosten drijvers bij cost leadership |
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Definition
lower input costs
Experience
- Economies of scale
- Product process en design |
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Term
| Van welke factoren kunnen succesvolle focus strategieën afhangen? |
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Definition
- distinct segment needs
- distinct segment value chains
- viable segment economics |
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Term
| Waarvoor kunnen hybride strategieën (Bowman) gebruikt worden? |
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Definition
- markt te betreden en snel positie opbouwen
- als agressieve poging om marktaandeel te winnen
- volume omzetten en winst uit massaproductie te bouwen |
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Term
| 2 manieren voor strategic lock-in te bereiken |
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Definition
- controle van complementaire producten of diensten
- creëren van een eigen industrie standaard |
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Term
| 4 hoofdprincipes van interactieve strategie in hypercompetition |
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Definition
- cannibalise basis van het succes
- een reeks kleine bewegingen in plaats van een grote
- wees onvoorspelbaar
- misleid de concurrentie |
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Term
| Voordelen van samenwerking met rivalen (Tip: 5-krachten model) |
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Definition
- verhoogde aankoopmacht ten opzichte van leveranciers
- standaardisatie geeft kost voordeel
- meer macht ten opzichten van consumenten (prijs stabiel)
- voordelen voor de klant
- verbeterde competitie tegen andere rivalen
- verlaagde kosten, minder kans op nieuwe toetreders
- verlaagde kost, dreiging van substituten verminderen |
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Term
| 4 principes in Game theory |
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Definition
- zorg voor herhaling
- signalering
- afschrikking
- verbintenis |
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Term
| 4 corporate strategy richtingen (Ansoff model) |
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Definition
- Diversification
- markt ontwikkeling
- markt penetratie
- product ontwikkeling |
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Term
| 4 diversification drivers |
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Definition
- exploiting economies of scope
- stretching corporate management competences
- exploiting superior internal processes
- increasing market power |
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Term
| Hoe corporate parents waarde kan creëren bij SBU's? |
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Definition
- Envisioning (duidelijke visie, strategische intentie)
- coaching & facilitating
- Providing central services en resourcing
- monitoring en intervening |
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Term
| Hoe corporate parenting waarde kan vernietigen in SBU's? |
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Definition
- adding management costs
- adding bureaucratic complexity
- obscuring financial performance |
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Term
| 3 types van corporate parents |
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Definition
- portfolio manager
- synergy manager
- parental developer |
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Term
| Verschillende segmenten binnen parenting mix |
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Definition
- heartland businesses
- ballast businesses
- value trap businesses
- alien businesses |
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Term
| redenen om voor organic development te gaan |
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Definition
- kennis en leren wordt verbeterd
- investeringen kunnen gespreid worden
- geen zoektocht nodig naar potentiële partners
- strategische onafhankelijkheid |
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Term
| strategische motieven voor M&A |
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Definition
- uitbreiding: scope, product, markt, geografisch
- vergroten van de schaal, efficiëntie en markt kracht
- competentie verhogen |
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Term
| financiële motieven voor M&A |
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Definition
- financial efficiency
- tax efficiency
- asset stripping/un-bundling |
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Term
| management motieven bij M&A |
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Definition
- persoonlijke ambitie
- bandwagon effects |
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Term
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Definition
| Mate waarin je informatie verwerkt en alles wilt weten vooraleer je beslissingen neemt |
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Term
| Excessive personalization |
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Definition
| situatie waarin strategie valt of staat afhankelijk van één persoon |
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Term
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Definition
| Concept dat tracht te verklaren waarom beloftevolle mensen falen na promotie. Promoveren tot je het niet meer aan kan. |
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Term
| Typologie van Middle management rollen in strategie |
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Definition
- Championing strategic alternatives:
Upward influence & divergent cognitive influence
- Synthesizing information
Upward influence & integrative cognitive influence
- Facilitating adaptability
Downward influence & divergent cognitive influence
- Implementing deliberate strategy
Downward influence & integrative cognitive influence |
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Term
| 3 strategy consultant rollen en hun waarde |
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Definition
- Expert: experience, expertise, new ideas, trackrecord
- facilitator: different perspective, independence, provide catalyst & focus, bigger picture overview
- extra: immediate & flexible resource |
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Term
| The acces/execution paradox |
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Definition
| Hoe meer je verantwoordelijk bent voor het doen slagen of de implementatie van strategie, hoe minder je toegang hebt tot de CEO om problemen aan te kaarten. |
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Term
| Guidelines for strategic decision making (Eisenhardt) |
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Definition
- build multiple, simultaneous alternatives
- track real time information
- seek the views of trusted advisiors
- aim for consensus, but not at any cost
- Harness intuition |
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Term
| Wat houdt 'the human problem' in? |
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Definition
- Bounded reality
- small numbers problem of individual experience
- prone to see patterns even in random data |
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Term
| elements of a communications strategy |
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Definition
- focus
- impact
- media
- employee engagement |
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Term
| Wat zijn de emergent development processes van most naar least deliberate? |
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Definition
- Logical incrementalism
- political processes
- structures & systems
- product of organisational systems |
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Term
| manieren om structuur aan strategische opties te brengen |
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Definition
- ranking
- screening through scenarios
- screening for competitive advantage
- decision tree
- life cycle analysis |
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Term
Competitive position within an industry can be...
(Life cycle/portfolio matrix) |
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Definition
- strong where organisations can follow aggressive strategies throughout the life cycle
- middling organisational need to follow more defensive strategies
- Weak, are too small to survive independently in the long run |
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Term
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Definition
| refers to the levels of management above that of the business units, and therefore without direct interaction with buyers and competitors |
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Term
| 4 sets van strategische keuzes |
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Definition
1. Generic competitive strategic options (Positionering)
=> Low-cost provider, focused low cost, broad differentiation, focused differentiation, best-cost provider
2. Complementary strategic options
=> Integratie en realisatie van de keuzes; Offensive vs. defensive strategic moves, website, outsourcing, backwards vs forwards vertical integration, strategic alliances en partnershops, M&A
3. Functional area strategies to support the above strategic choices
=> R&D, production, marketing & sales, HRM, finance
4. timing a company's moves in the marketplace
=> first mover, fast-follower, late-mover |
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Term
| 4 integratie strategieën voor post-acquisitie management |
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Definition
1. Intensive care: geen synergie
2. Absorption: Hoge kennis transfer, laag autonomie
3. Preservation: laag kennis, hoog autonomie
4. Symbiosis: Hoog kennis en autonomie |
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Term
| Fases in Alliance evolution |
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Definition
1. Courtship
2. Negotiation
3. Start-up
4. Maintenance
5. (a) sale/divorce
(b) amicable separation
(c) extension |
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Term
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Definition
| refereert naar een methode waarbij winsten van de ene bedrijfstak worden gebruikt om de andere te ondersteunen |
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Term
| ways of using economies of scope to convert strategic fit into competitive advantage |
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Definition
- transferring specialized and generalized skills and/or knowledge
- Combining related value chain activities to achieve lower costs
- leveraging brand names and other differentiation resources
- using cross-business collaboration and knowledge sharing |
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Term
| Ways of using an unrelated diversification strategy to pursue alue |
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Definition
- astute corporate parenting by management
- cross-business allocation of financial resources
- acquiring and restructuring undervalued companies |
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Term
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Definition
- parity: kosten efficiënter werken. Er wordt een gelijke prijs gehanteerd als de concurrent, maar winstmarge is groter.
- Proximity: lagere kosten, maar ook prijs laten zakken onder die van de concurrentie |
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Term
| Wat zijn de key drivers voor differentiatie? |
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Definition
- Product & service attributes: betere of unieke kenmerken
- customer relationship: responsiveness, customization, marketing & reputation
- complements |
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Term
| 4 strategieën van Bowman's strategy clock |
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Definition
1. Differentiation str.
2. Low-price str.
3. hybrid str.
4. non-competitive str. |
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Term
| Waarop leggen differentiators nadruk in hun reclames? |
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Definition
| Altijd promotie van onderscheidende kenmerken, product features, maar nooit op prijs. VB Telenet en Proximus |
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Term
| 2 opties binnen low price (Strategy Clock) |
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Definition
- Low perceived product benefits focusing on price sensitive market segments
- lower price than competitors while offering similar product benefits |
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Term
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Definition
- zoeken tegelijk naar differentiatie en lage prijs ten opzichte van de concurrentie
- ~blue ocean: minder druk door differentiatie op een of 2 features; gaan extreme lage prijs of hoge differentiatie uit de weg |
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Term
| Strategy clock - Non-competitive |
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Definition
| Verhoogde prijzen maar zonder verhoogde product-/dienst voordelen. Is enkel haalbaar bij strategic lock-in of in een bijna monopolie positie. In competitieve markten zullen deze falen. |
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Term
| Onderdelen van het Business model Canvas |
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Definition
- key partners
- key activities
- Cost structure
- Value proposition
- customer relations
- channels
- customer segments
- revenue streams |
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Term
| 3 typische business model patronen |
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Definition
- Razor & blade
- Freemium
- Multi-sided platforms |
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Term
| 4 kernprocessen tussen organisatie model en het business model |
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Definition
- product creatie
- product realisatie
- stakeholder ontwikkeling
- zorgprocessen |
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Term
| 3 thema's van het organisatie model |
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Definition
- middelen
- structuur
- controle |
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Term
| 3 thema's van het business model |
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Definition
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Term
|
Definition
- opereer onafhankelijk van het management
- wees competent om activiteiten van het management in vraag te stellen of te bekritiseren
- heb tijd om je job goed te doen
- gepast gedragen gezien de verwachtingen omtrent vertrouwen, role fluidity, collective responsibility & performance |
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Term
| 3 vormen van stakeholder management |
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Definition
1. Normatief met stakeholders als doel
2. Instrumenteel met stakeholders als middel
3. Descriptief met focus op de analyse van stakeholders |
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Term
| 'Types' binnen stakeholder mapping |
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Definition
A. Minimal effort: lage macht & interesse
B. Keep informed: lage machte, hoge interesse
C. Keep satisfied: Hoge macht, weinig interesse
D. Key players: hoge macht & interesse |
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Term
| Kenmerken van crisismanagement mbt stakeholders |
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Definition
- reactive
- vulnerable
- episodic
- hostile |
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Term
| Kenmerken van stakeholder management |
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Definition
= proactief werken en regelmatig communiceren, maar de achterliggende houding is eigenlijk defensief. Communiceren om problemen te vermijden.
Kenm: proactive, anticipate, regular, defensive |
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Term
| Kenmerken van stakeholder engagement |
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Definition
Hier worden ze overtuigd en betrokken bij de organisatie.
Kenm.: interactive, encourage, inclusive, prepared to change |
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Term
| kenmerken van maatschappelijk verantwoord ondernemen (CSR) |
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Definition
- is een proces van continue verbetering
- is een vrijwillig engagement van ondernemingen
- systematische integratie van economische, sociale en milieu overwegingen op geïntegreerde wijze in de bedrijfsvoering
- verloopt in overleg en dialoog met de stakeholder |
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Term
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Definition
1. Kuznets infrastructure cycle (15-25 y)
2. Juglar investment cycle (7-11 y)
3. Kitchin stock cycle (3-4 y) |
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Term
|
Definition
|
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Term
| Welke industrieën zijn het meest gevoelig voor economische cycli? |
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Definition
- Discretionary spending industries: Gaat over aankopen die uitgesteld kunnen worden, zoals auto, huis,...
- High fixed cost industries: zijn industrieën met hoge vaste kosten zoals luchtvaart en hotels |
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Term
| Wat drijft de 3 economische cycli? [Kitchin=1, Juglar=2, Kuznet=3] |
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Definition
1. Stock cycle: gedreven door de nood om voorraad aan te leggen wanneer de economie terugkomt uit een recessie.
2. Investment: gedreven door surges in investeringen in capital equipement
3. Infrastructure: gedreven door de levensduur van infrastructurele investeringen (afschrijvingen) |
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Term
| 3 soorten van ecologische uitdagingen waarmee organisaties mee aan de slag moeten |
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Definition
- direct pollutions obligations
- product stewardship
- sustainable development |
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Term
| Direct pollution obligations |
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Definition
= ecologische uitdaging
Minimaliseren van uitstoot; opkuisen en verwijderen van afval |
|
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Term
|
Definition
= ecologische uitdaging
Is het managen van ecologische issues doorheen de volledige value chain en de gehele levenscyclus van het product |
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Term
|
Definition
= ecologische uitdaging
gaat na of producten/diensten voor eeuwig geproduceerd kunnen worden |
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Term
| 4 manieren om de organisational purpose te definiëren |
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Definition
- mission statement
- vision statement
- statement of corporate values
- statement of objectives |
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