H2: Analyse van een industry en markt.......................................................................................................... 2
H3: Resources and Capabilities....................................................................................................................... 3
H4: De aard en bronnen van competitief voordeel.........................................................................................4
H5: Business strategies: industry evolution and strategic change....................................................................5
H6: Technology-based industries and the management of innovation............................................................5
H0: intro en management concepten: context
Management The process of using organizational resources to achieve the
ogranization’s goals by leading, planning, organizing and controlling
(Fayol)
Managers Are the people responsible for supervising the use of an organization’s
resources to meet it’s goals
Efficiëntie A measure of how well resources are used to achieve a goal
Effictiviteit A measure of the appropriateness of the goals chosen, and the degree to
which they are achieved
First-line managers Responsible for day-to-day operation, they supervise the people
performing the activities required to make the good or service
Middle managers Supervise fist-line manager + responsible to find the best way to use
departmental resources to achieve goals
Top managers Responsible for the performance of all departments and have crooss-
departmental responsibility. They establish organizational goals and
monitor middle managers
Downsizing Eliminate jobs at all levels of management
Empowerment Expand the tasks and responibities of workers
Self-managed teams Give a group of employees responsibility for supervising their own actions
Corporate-level planning Beslissingen van top managers
Houden rekening in welke businesses of markt ze willen zitten
+ zorgen voor een framework voor alle andere plannen
Business-level planning LT plannen per afdeling (doelen en structuur)
1
, Identificeren hoe de business de bedrijfsdoelen kan bereiken
+ toont hoe de onderneming zal presteren in de competitieve markt
Functional-level planning Handelingen van managers in departementen (marketing, verkoop,
productie,…). Plannen exact hoe de strategieën geïmplementeerd worden.
Plannen hoe ze waarde kunnen toevoegen aan de organisatie
H1: Het begrip ‘Strategie’
Strategie * het vastleggen van de LTdoelstellingen en objectieven van een
onderneming, het aannemen van handelingswzijen en de
toewijzing van middelen vereist om deze doelstellingen te
bereiken
* strategie is het geheel van doelstellingen en de voornaamste
beleidsplannen voor het verwezenlijken van deze doelstellingen,
vermeld op een zodanige wijze dat hieruit kan worden afgeleid in
welke bedrijvigheid de onderneming actief is of zal zijn en van
welke aard de onderneming is of zal zijn.
CSR
CSR = Corporate Social Responsibility
* Obligation toward society assumed by business
* CSR denotes a business engagement and value creation, allowing to
meet legal, ethica land societal expectations to use business resources in
ways to benefit society
Economic responsibility Do what is required by global capitalism
Legal responsability Do what is required by global stakeholders
Ethical responsability Do what is expected by global stakeholders
Philantropic responsability Do what is desired by global stakholders
Accomadative response Anticiperen op wat ze verwachten in de toekomst
managers beseffen de noodzaak tot sociale verantwoordelijkheid die
verdergaat dan de wettelijke verplichtingen
Pro-active response Creëer nieuwe businessline die gebaseerd is op jouw CSR
managers omarmen hun maatschappelijke opdracht
Obstructionist response Managers kiezen om niet maatschappelijk verantwoord te zijn
Defensive response Managers blijven binnen de grenzen van de wet, maar gaan daarbuiten
geen additionele verantwoordelijkheid opnemen
H2: Analyse van een industry en markt
Bedrijfsklimaat van een Externe invloeden die de beslissingen en prestaties van de onderneming
onderneming beïnvloeden
Marktanalyse De verschillen in winstgevendheid verklaren tussen verschillende
markten, alsook de wijzigingen in de winstgevendheid van een bepaalde
markt doorheen de tijd gedefinieerd door producten
“industry” Industry analyse kijkt naar de industry winstgevenheid in 2 markten:
input markten en output markten
Segmentatie Is the process of partitioning a market on the basis of characteristics that
are likely to influence consumers’ purchasing behaviour, and
segmentation analysis is concerned with evaluating competitive
conditions within competitive submarkets
Hypercompetition Intense and rapid competitive moves, in which competitors must move
quickly to build (new) advantages and erode the advantages of their
rivals
2
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