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Strategie en ondernemerschapLes 1 What is strategy?
DEF “The determination of long-run goals and objectives of an
enterprise and the adoption of courses of action and the allocation of
resources necessary for carrying out these goals”
Successful 1. Clear and consistent long-term goals
strategy 2. Good understanding of the competitive environment
3. Building and using the resources and capabilities to achieve the
goals, to develop a competitive advantage
4. Effective implementation
Strategic fit between goals, environment, resources and capabilities,
and implementation
1. Clear and consistent long-term goals
WAT Long term performance of companies, maximize value creation
Determinante 1. Sales growth: meer verkopen door prijzen te laten stijgen
n van waarde
creatie 2. Sales margin: winstmarge
3. Capital turnover
EXAMPLES IBM
Veel concurrentie dus het was moeilijk om een differentiatievoordeel
te halen door te investeren in andere producten is het hen wel
gelukt om zich te onderscheiden
McDonald’s
Focus op sales growth en capital turnover: ze zijn groot en zitten in
een concurrentiele industrie dus als ze de prijzen laten stijgen dan
daalt de omzet = prijsgevoelig dus gedwongen om wel meer te
verkopen
2. Good understanding of the competitive environment
WAT Good understanding of all the (potentially) important
determinants of industry profitability (average profitability of
firms active in the industry)
Positive as well as negative determinants
Use of frameworks to determine industry structure and
profitability
PEST (macro environmental: political, environmental, social,
technological )
Porter 5 forces
, PORTER SUPPLIER POWER
THREAT OF ENTRY INDUSTRY RIVALRY SUBSTITUTES
BUYER POWER
19
Vertrekpunt onderneming
1. Industry rivalry is er concurrentie binnen dezelfde industrie?
2. Threat of entry = toetredingsmogelijkheden: hoe makkelijker
hoe aantrekkelijker
3. Supplier power = macht leveranciers, zijn er toeleveranciers?
Hoe groot is de onderhandelingsmacht? Hoe groter hoe
beter
4. Buyer power = macht van de consumenten hoe meer macht
de consumenten hebben hoe minder aantrekkelijk
5. Sustitutes = andere diensten/ producten die dezelfde
behoeften bevredigen
Bv. auto/ trein
Factoren bepalen hoe attractief de onderneming is
Industry Exhaustive overview of factors affecting industry profitability
analyses
ROE Return on equity, measure for profitability of a firm, net income/
shareholders equity
EXAMPLES Tabak markt
1. Rivaliteit?
2. Toetreding?
3. Macht leveranciers?
4. Macht consumenten? Beperkte macht want verslaving
5. Substituten?
Airlines
1. Rivaliteit? Weinig mogelijkheid om te differentiëren =
homogeen product, er wordt enkel naar de prijs gekeken =
nadelig want zo winstmarge laag
2. Toetreding?
3. Macht leveranciers? Grote macht want maar 2 spelers
gedwongen om bij hun een vliegtuig aan te kopen of bv. de
luchthavens hebben ook veel macht = regionaal monopolie
want ze kiezen de routes en kunnen hogere prijzen vragen
4. Macht consumenten? Perfect overzicht van de markt (bv.
skyscanner), makkelijke overschakeling naar andere
maatschappij, lage onderhandelingsmarkt
5. Substituten
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