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Samenvatting Strategisch management
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By: deborazeelig • 3 year ago
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Strategisch management1
,Inhoud
Inleiding................................................................................................................................................ 4
Hoofdstuk 3: Is het dan zo moeilijk? ........................................................................................ 5
3.1. Hoe is het mogelijk?........................................................................................................... 5
Hoofdstuk 4 Strategisch management ontrafeld.................................................................. 9
4.1. Wat is strategie? .................................................................................................................. 9
4.1.1. Strategie is keuzes maken......................................................................................... 10
4.1.2. Strategie als evenwichtsoefening ........................................................................... 10
4.1.3. Definitie van strategie ................................................................................................. 11
4.1.4. Strategieniveau ’s ......................................................................................................... 12
4.2. Wat is management? ....................................................................................................... 14
4.2.1. Hoe kan succes gerealiseerd worden? .................................................................. 15
4.2.2. Continuïteit ...................................................................................................................... 16
4.3. Wat is strategisch management? ................................................................................ 17
4.3.1. continu streven naar evenwicht .............................................................................. 17
4.3.2. ontdekken van competitieve of concurrentievoordelen ................................. 18
4.3.3. Ontwikkelen en verwerven van gepaste resources.......................................... 18
4.3.4. Duurzame, herhaalbare wijze................................................................................... 19
4.3.5. Is winst nu een na te streven doel of is het een middel? .............................. 22
4.3.6. Strategische driehoek .................................................................................................. 23
4.3.7. Strategisch management proces ........................................................................... 24
Hoofdstuk 6: Waar willen we heen? ........................................................................................ 25
6.1. Visie ........................................................................................................................................ 26
6.2. Kernwaarden en cultuur ................................................................................................. 27
6.3. Missie ..................................................................................................................................... 31
6.4. Ambitie .................................................................................................................................. 38
Hoofdstuk 7: Waar moeten we heen? .................................................................................... 40
7.1. De algemene of macro-omgeving ........................................................................ 40
7.2. De specifieke of taakomgeving ............................................................................. 44
7.2.1. de specifieke sector en bedrijfstak .................................................................. 44
Gemiddelde winstgevendheid van de sector.................................................................... 50
7.2.2. Concurrenten ................................................................................................................. 53
7.2.3. Stakeholders ................................................................................................................... 59
7.2.4. Klanten .............................................................................................................................. 61
7.3. Kansen en bedreigingen........................................................................................... 62
2
, 7.4. Hoe de omgeving invloed heeft op de strategische keuzes ....................... 63
Hoofdstuk 8 Waar kunnen we heen? ...................................................................................... 65
8.1. Organisatie als levend organisme ............................................................................... 67
8.2. Kritieke succesfactoren ................................................................................................... 68
8.3. De waardeketen (value chain) van Porter ............................................................... 69
8.4. Analyse van de aanwezige middelen of resources ............................................... 72
8.5. Key resources of kerncompetenties ........................................................................... 74
8.6. Financiële evaluatie van de bestaande toestand .................................................. 78
8.7. Sterkten en zwakten ........................................................................................................ 83
Hoofdstuk 9 : naar een duurzaam evenwicht ..................................................................... 84
9.1. SWOT en confrontatiematrix .................................................................................. 85
9.2. Opbouwen van strategisch of concurrentievoordeel ..................................... 90
9.3. Groeimatrix van Ansoff ............................................................................................. 91
9.4. Vier generieke strategieën van Porter ................................................................ 95
9.5. De waardediscipline van Treacy en Wiersema ................................................ 99
9.6. Productportfolio van Boston Consulting Group ............................................. 102
9.7. Radicale innovatie van Kim en Mauborgne ..................................................... 105
9.8. Evaluatie van een strategische keuze? ............................................................ 107
Hoofdstuk 10: Als ondernemingen groeien en samengaan ............................................................... 109
10.1. Strategieniveaus ........................................................................................................... 110
10.2. Maturiteit (volwassenheid) ........................................................................................ 111
10.3. Samenwerkingsverbanden ........................................................................................ 113
10.4. Strategische doelstellingen voor samenwerking .............................................. 115
10.5. Integratie ......................................................................................................................... 116
10.6. Corporate strategie ...................................................................................................... 118
Hoofdstuk 11: Hoe de strategische kloof overbruggen? ............................................... 119
11.1. Wat is Balanced Scorecard? ..................................................................................... 123
11.2. Strategie ........................................................................................................................... 127
11.3. Strategische perspectieven ....................................................................................... 127
11.4. Strategiekaart ................................................................................................................ 131
11.5. Kritieke Succes Factoren (KSF) ............................................................................... 134
11.6. Key Performance Indicators of kritieke prestatie indicatoren (KPI) ......... 135
11.7. Voorbeelden KPI’s......................................................................................................... 138
11.8. KPI- gedrag ..................................................................................................................... 139
11.9. Streefcijfers ..................................................................................................................... 141
3
, Inleiding
“Success is the ability to move from one failure to another without loss of
enthusiasm” - Winston Churchill
Hoe is strategisch management mogelijk?
Stap 1: Welke richting willen we uitgaan?
Stap 2: Hoe gaan we dit concreet doen?
Stap 3: Uitbouwen van competenties, structuren….
Stap 4: Zijn we op de goede weg? Moet er bijgestuurd worden?
Stap 1,2 en 4 behoren tot het strategisch management
Management niveaus
Management is het sturen en beheren van mensen en middelen om
bepaalde doelen te bereiken. 3 niveaus:
TOPMANAGEMENT → STRATEGISCH NIVEAU
bepalen en bewaken van visie, missie, doelen en beleid
toekomst: lange termijn
MIDDLE MANAGEMENT → TACTISCH NIVEAU
Vertalen van strategie en beleid in afdelingsplannen en doelen
Uitvoering organiseren
OPERATIONEEL MANAGEMENT EN MEDEWERKERS → OPERATIONEEL
NIVEAU
Maken van werkplanning en uitvoering van de plannen
4
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