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Strategic Management Summary. Both classic readings and guest lectures are included. Only the essentials of the classic readings are still in the document.
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Strategic ManagementProf. Bruno Cassiman
MASTER OF BUSINESS ENGINEERING
Risk en finance
,Table of contents1
1 What is Strategy?
1.1 The definition of strategy
1.2 The target of a strategy
1.3 Strategy Statement
1.3.1 The Objective
1.3.2 The Scope
1.3.3 The “Competitive” Advantage
1.4 Strategy Sweet Spot
1.5 Hierarchy of company statements
1.6 Characteristics of a good strategy and strategic positioning
1.6.1 Uniqueness
1.6.2 Trade-offs
1.6.3 Fit – Coherence – Consistency
2 Value Creation and Value Capture
2.1 Value Creation
2.2 Value Capture
2.3 Added Value
2.4 Formulas
2.4.1 NOPLAT
2.4.2 ROIC (= Return on Invested Capital)
2.4.3 WACC (= Weighted Average Cost of Capital)
2.4.4 EVA (= Economic Value Added)
2.4.5 FCF (= Free Cash Flow)
2.4.6 Enterprise Value
2.4.7 The keys to capturing value.
3 The competitive landscape
3.1.1 Industry attractiveness
3.1.2 Porter’s 5-forces model
3.1.3 The industry value system
4 Building competitive advantage
4.1 Definition of a competitive advantage
4.2 Method of analyzing
1
This document might contain (parts of) texts from earlier submitted documents within the same
educational programme, related to the Master’s Thesis process of the same author as the author
of this work.
, 4.3 Types of competitive advantages
4.3.1 Horizontal differentiation
4.3.2 Vertical differentiation
4.4 Define the scope of your business. (Step 2)
4.4.1 Customer specialization focus
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4.4.2 Product specialization focus
4.4.3 Geographic specialization focus
4.4.4 Niche focus
4.5 Select the Activity set of your business. (Step 3)
4.5.1 The value chain.
4.5.2 Platforms
4.5.3 Cost examination
4.5.4 WTP
4.5.5 Consider Changes in Activities
4.6 Assemble the needed resources and develop the key capabilities (Step 4).
4.6.1 Definitions
4.6.2 Resources
4.6.3 Capabilities
4.7 Set up the business model to link value creation and value capture and create
a virtuous cycle (STEP 5).
5 Sustaining Competitive Advantage
5.1 Understand the sustainability of your competitive advantage (STEP 6).
5.1.1 Tetra-threat framework
5.2 Test your strategy (STEP 7).
5.2.1 Internal Consistency – Coherence
5.2.2 External Consistency – Coherence
5.2.3 Dynamic Consistency
6 Testing your strategic thinking
6.1 Will your strategy beat the market?
6.2 Does your strategy tap a true source of advantage?
6.3 Is your strategy granular about where to compete?
6.4 Does your strategy put you ahead of trends?
6.5 Does your strategy rest on privileged insights?
6.6 Does your strategy embrace uncertainty?
6.7 Does your strategy balance commitment and flexibility?
6.8 Is your strategy contaminated by bias?
6.9 Is there conviction to act on your strategy?
6.10 Have you translated your strategy into an action plan?
, 7 Corporate Strategy
7.1 Corporate Advantage
7.2 Building your Portfolio of Businesses and Defining your model for Corporate
Advantage (STEP 1)
7.2.1 BCG’s Growth/Share Matrix
7.2.2 The industry attractiveness – business strength matrix
7.2.3 Problems with the previous matrices
7.2.4 The growth map
7.2.5 The ‘better-off’ test
7.2.6 The ‘best-alternative’ test (natural owner)
7.3 Designing your group and organizing for corporate advantage (STEP 2).
7.4 Conclusion
8 Diversification Strategy
8.1 Does diversification create or destroy value?
8.2 Why do companies diversify?
8.3 Empirics
9 Governance and Corporate Social Responsibility
9.1 Responsibility
9.1.1 Shareholder/Stakeholder Perspective
9.2 Shared Value
10 Strategy Process
10.1 Challenges in execution
11 Guest Speakers
11.1 Rika Coppens (House of HR).
11.2 Marc Michils (Kom op tegen Kanker).
11.3 Annick Van Overstraeten (Le Pain Quotidien).
11.3.1 Internal Consistency
11.3.2 External Consistency
11.3.3 Dynamic Consistency
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