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Summary and collage notes Strategic Management

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Summary and collage notes of the subject Strategic Management. To help you get the best grade.

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  • September 22, 2022
  • 58
  • 2021/2022
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Strategic Management

Topic 1

1.1 Origin of Strategic Management and strategic attitude
Verschillende soorten omgevingen:
Stable environment Turbulent environment
Simple Complex
Static Dynamic
Without uncertainly With uncertainly

Stable environment and efficiently
Turbulent environment and efficacy

Strategic attitude
Karakter eigenschappen:
- Extrovert
- Anticipatory
- Proactive
- Open to change
- Critic

Definitie
Verschillende beslissingen die een bedrijf neem ten implementeert om beter te worden.

Components of stratigy
- Activity area
- Capabilities
- Competitive advantage
- Synergy

Activity area/scope à business (products + markets) (apple lanceerde hun eerste laptop, dus hun
eerste business en dat is technologie.

Products àtechnology + needs
(= industry)

Market à segment
à geographic
à type of client or user cage, gender)
Demographic character
B2B/B2C
Business to business
Business to consumer

1 product is een business (Laptop)
2 producten zijn 2 businesses (Laptop + telefoon)




1

,Dynamic vision of the activity arena: Ansoff growth vector, 1944

Products
Existing New
Existing Market Product
Markets
penetration development
New Market Diversification
development


Tridimensional model, Abell, 1980 (different way of the activity arena/scope)
- Functions (F)
- Technologies (T)
- Groups of clients (GC)


1.2 Capabilities of a company
Establishes boundaries to the field of current and future performance of the company, the group or
portfolio of businesses or activities in which it operates and wants to operate

Business = Product + Market
Product = Technology (way to do things) + Needs (covered) • Market = Segment and geography
Dynamic perspective: Ansoff Growth Matrix (1965)

With the choice of its activity arena the company tries to determine where to compete

They are generated from the company’s resources and present and potential capabilities in the
company.

Competitive
advantage




Resources and
capabilities




Resources Capabilities




Personal Organizaction
Tangible Intangible
characteristics al systems



Human
Physical, capital,
financial reputation,
patents




Competitive advantage
Originated by the key distinctive capabilities that allow a company to reach an advantageous position
with respect to its competitors

Offering products or services differentiated from their competitors: Competitive Advantage in
Differentiation.

When a company offers a product or service that the buyer perceives as unique in any of the
attributes that define it and that allows setting a price higher than the cost of differentiation, or
differentiation premium


2

,Offering products or services at lower costs compared to its competitors: Competitive Advantage in
Costs.

When a company has a cost structure lower than that of competitors for a similar product or service
or comparable in quality; the factors that can contribute to it, for example Economies of scale,
Experience and learning effects.

With the configuration of its distinctive capabilities and its competitive advantage, the company tries
to determine how to compete

Concept of synergies
Fundamental characteristic of the systems by which the result of the parts integrated in the system
as a whole is different from the aggregate result that they offer separately 2 + 2 = 4

Component of the strategy that allows improving the management by coordinating in a positive
synergistic way the choice of the Activity arena, the development of Distinctive Capabilities and the
development of the Competitive Advantage

Synergy means that we are able to create more, the added value. Value we have when we are
collaborating. When you collaborate you can make something what is better when you do it alone.
When you work together it is better than when you work alone.




1.3 The strategic process




3

, 1.4 Levels of strategy and Strategic Business Units

Strategic levels
CORPORATE STRATEGY: Tries to define the relationship of the company with its environment based
on the specification of the activity arena and the distinctive capabilities required for it

BUSINESS STRATEGY: Tries to define how to compete and the distinctive capabilities necessary to
establish a position of advantage in each of the businesses

FUNCTIONAL STRATEGY: Tries to define how to best use resources and capabilities within each
functional area




4

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