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Samenvatting Strategisch Management
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Samenvatting van alles wat je nodig hebt voor Strategisch Management.
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Strategisch Management22 januari 2022
,Table of Contents
Strategic Position................................................................................................................................... 3
Macro-environment analysis.............................................................................................................. 3
The PESTEL framework................................................................................................................. 3
Industry and sector analysis............................................................................................................... 6
Competitive forces: The five forces framework...............................................................................6
Resources and capabilities.............................................................................................................. 11
VRIO analysis............................................................................................................................... 11
The value chain............................................................................................................................ 12
The value system.......................................................................................................................... 12
Mapping activity systems.............................................................................................................. 13
SWOT analysis............................................................................................................................. 13
Dynamic capabilities..................................................................................................................... 14
Stakeholders and governance.......................................................................................................... 15
Stakeholder mapping: Power/attention matrix..............................................................................15
Corporate governance.................................................................................................................. 16
History and culture........................................................................................................................... 17
Strategic choices.................................................................................................................................. 20
Business-level strategy.................................................................................................................... 20
Strategic business units (SBUs)................................................................................................... 20
Generic strategies......................................................................................................................... 21
The strategy clock......................................................................................................................... 22
Game theory................................................................................................................................. 23
Corporate strategy............................................................................................................................ 24
Strategic directions and corporate-level strategy..........................................................................24
The BCG (or growth/share) matrix................................................................................................26
Business models.............................................................................................................................. 26
Businessmodel Canvas................................................................................................................ 27
Strategische groei opties.............................................................................................................. 28
Innovation dilemmas..................................................................................................................... 28
Strategic Action.................................................................................................................................... 33
Strategy Development Processes.................................................................................................... 33
Deliberate and emergent strategy development...........................................................................33
Performance measures and gap analysis........................................................................................ 35
Performance measures................................................................................................................ 35
Gap analysis................................................................................................................................. 35
SAFe analysis.................................................................................................................................. 36
Organising........................................................................................................................................ 39
Organisational configurations....................................................................................................... 39
McKinsey 7-S framework.............................................................................................................. 39
Artikel 1. Strategy as a wicked problem (Camilus, 2008).....................................................................40
22 januari 2022
,Artikel The Redfined No of the CFO (Caglar et al., 2005)....................................................................41
Rol CFO........................................................................................................................................ 41
Strategic Position
Macro-environment analysis
The PESTEL framework
In de PESTEL-analyse worden met name 6 omgevingsfactoren belicht: politiek, economisch,
sociaal, technologisch, ecologisch en juridisch
Organisaties moeten rekening houden met:
- De markt omgeving (bijv. leveranciers, klanten en concurrenten)
- De niet-marktomgeving (bijv. NGO’s,
overheid, media en actiegroepen)
Het PESTEL framework deelt omgevingsfactoren in
zes belangrijke soorten in. PESTEL helpt bij het
opstellen van een lijst van potentieel belangrijke
kwesties die de strategie beïnvloeden. Het is
belangrijk om de invloed van elke factor te
beoordelen.
22 januari 2022
, Political factors
- Overheidsbeleid
- Belastingwijzigingen
- Buitenlandse handelsverordeningen
- Politiek risico in buitenlandse markten
- Veranderingen in handelsblokken (bijv. BREXIT)
- Blootstelling aan maatschappelijke organisaties (bijv. lobbyisten, actiegroepen, sociale media)
Economic factors
- Bedrijfscycli
- Rentevoeten
- Persoonlijk besteedbaar inkomen
- Wisselkoersen
- Werkloosheidscijfers
- Differentiële groeipercentages in de wereld
Sommige sectoren zijn bijzonder kwestbaar voor economische cycli:
- Discretionary spend industries (bijv. huisvesting, auto’s)
- High fixed cost industries (bijv. luchtvaartmaatschappijen, hotels)
Social factors
- Veranderen culturen en demografie (bijv. vergrijzing van de bevolking)
- Inkomensverdeling
- Veranderingen in levensstijl
- Consumentisme
- Veranderingen in cultuur en mode
- Sociale netwerken binnen een organisatiegebied (bijv. met toezichthouders, actiegroepen,
vakbond)
Technological factors
- Nieuwe ontdekkingen en technologische ontwikkelingen
- Voorbeelden hiervan zijn ontwikkelingen op het gebied van internet, nanotechnologie of de
opkomst van composietmaterialen
Vijf primaire indicatoren van innoverende activiteit:
- Budgetten voor onderzoek en ontwikkeling
- Octrooi activiteiten
- Analyse van citaten
- Aankondigingen van nieuwe producten
- Media-aandacht
Ecological factors
Dit verwijst naar ‘groene’ of milieukwesties, zoals vervuiling, afval en klimaatverandering.
Voorbeelden zijn milieubeschermingsvoorschriften, energieproblemen, opwarming van de aarde,
afvalverwijdering en recycling
Drie soorten ecologische uitdagingen die organisaties wellicht moeten aangaan:
- Directe vervuilingsverplichtingen
- Product stewardship
- Duurzame ontwikkeling
Legal factors
- Arbeids-, milieu en consumentenvoorschriften
- Belastingen en rapportragevoorschriften
- Regel inzake eigendom
- Mededingingsvoorschriften
- Regelgeving inzake ondernemingsbestuur
Bij de PESTEL-analyse moet niet alleen rekening worden gehouden met formele wetten en
voorschriften, maar ook meer informele normen.
22 januari 2022
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