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Samenvatting Ondernemingsstrategie IOR2
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Samenvatting Ondernemingsstrategie IOR2 aan Karel de Grote Hogeschool
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2019 - 2020Samenvatting
Ondernemingsstrategie
,Inhoud
Stap 0 – Strategisch managen in turbulente tijden..........................................3
Stap 1 – Beoordeel de huidige strategie......................................................10
Doel..................................................................................................................................................10
Theoretische grondslagen................................................................................................................10
De continuïteitskring....................................................................................................................11
De product-marktenmatrix...........................................................................................................14
Concurrentievoordeel...................................................................................................................15
Succesbepalende factoren................................................................................................................15
Stap 2 – Analyseer de impact van de omgevingsfactoren...............................15
Doel..................................................................................................................................................15
Theoretische grondslagen................................................................................................................16
Winstpotentieel............................................................................................................................16
Soorten omgeving.........................................................................................................................16
De vijf concurrentiekrachten in de taakomgeving........................................................................19
Macrotrends en de concurrentiekrachten....................................................................................24
Analyse van de concurrenten.......................................................................................................25
Succesbepalende factoren................................................................................................................25
Stap 3 – Ontwikkel de strategische alternatieve opties..................................26
Doel..................................................................................................................................................26
Theoretische grondslagen................................................................................................................26
De groeimatrix van Ansoff (1965).................................................................................................26
De generieke strategieën volgens Porter......................................................................................27
De waardedisciplines van Treacy en Wiersema............................................................................31
De Blauwe Oceaan-aanpak van Kim en Mauborgne.....................................................................32
Flexibiliteit door het creëren en lichten van strategische opties (niet te kennen)........................33
Succesbepalende factoren................................................................................................................33
Stap 4 – Evalueer de strategische alternatieve opties....................................33
Doel..................................................................................................................................................33
Theoretische grondslagen................................................................................................................33
SWOT-analyse en de confrontatiematrix......................................................................................34
De SAF-methode...........................................................................................................................36
Succesbepalende factoren................................................................................................................40
Stap 5 – Ontwikkel de strategische logica....................................................41
Doel..................................................................................................................................................41
1
, Theoretische grondslagen................................................................................................................41
Het businessmodel.......................................................................................................................42
Organisatiemodel.........................................................................................................................48
Kernprocessen van de onderneming............................................................................................50
Succesbepalende factoren................................................................................................................51
Interne logische consistentie in de strategie................................................................................51
Overige succesbepalende factoren voor de beslissingen bij de opbouw van de strategische logica
......................................................................................................................................................52
Stap 6 – Formuleer actie en veranderplannen..............................................53
Doel..................................................................................................................................................53
Stap 7 – Ontwikkel missie, visie, doelstellingen, waarden en normen...............53
Doel..................................................................................................................................................53
Theoretische grondslagen................................................................................................................54
De missie of ‘opdrachtverklaring’.................................................................................................54
‘goede’ missies.............................................................................................................................55
Visie op de toekomst....................................................................................................................55
Doelstellingen: typen en vereisten...............................................................................................56
Waarden en (gedrags)normen......................................................................................................58
Succesbepalende factoren................................................................................................................59
Missie...........................................................................................................................................59
Visie..............................................................................................................................................59
Stap 8 – Communiceer de strategie............................................................61
Doel..................................................................................................................................................61
Stap 9 – Evalueer en stuur bij....................................................................62
Doel..................................................................................................................................................62
Theoretische grondslagen............................................................................................................62
Problemen met bijsturing van een strategie................................................................................62
Enkele basisbegrippen van beheerscontrole................................................................................63
Kritieke succesfactoren (KSF)........................................................................................................64
Kritieke prestatie-indicatoren (KPI) en targets..............................................................................65
Extra: Balanced Scorecard............................................................................................................67
Succesbepalende factoren................................................................................................................70
2
, Stap 0 – Strategisch managen in turbulente
tijden
Your strategy needs a strategy
Strategisch management:
o Coca-Cola koopt koffiemerk Costa
o Tesla motors: the future is electric
Strategie
Gaat over goedkoper zijn, beter zijn, een vriendelijkere lach hebben. Over kiezen waar je
voor staat of juist niet. Over hoe je er voor zorgt dat de niche die je gevonden had echt
jouw plek in de markt wordt. Over aanvallen of verdedigen, met de stroom mee of er
juist tegen in…
Boodschap wees anders!
Je moet de “hier en nu” – comfortzone durven te verlaten
Definitie strategisch management
Het geheel van processen gericht op het opsporen, (h)erkennen en het ontwikkelen van
mogelijkheden en kansen voor waarde creatie (voor de klanten) en waardedistributie
(naar alle betrokkenen bij de onderneming) en dit op een systematische en herhaalbare
wijze.
3
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