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Examensamenvatting BtoB (B2B) Marketing - Buekens W. Hbo5 Marketing HoGent $16.64
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Examensamenvatting BtoB (B2B) Marketing - Buekens W. Hbo5 Marketing HoGent

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  • Course
  • B2B marketing
  • Institution
  • Hogeschool Gent (HoGent)

Lector: Buekens W. Vak: Business to Business Marketing HoGent Hbo5 Graduaat Marketing Semester 2 Hier vinden jullie een uitgebreide samenvatting van het vak Business to Business dat we in semester 2 gehad hebben. Alle casussen in deze samenvatting zijn duidelijk en gedetailleerd besproken, want z...

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Document information

  • May 14, 2020
  • 36
  • 2019/2020
  • Study guide

Subjects

  • btob
  • b2b
  • business to business
  • business
  • wim buekens
  • hbo5
  • marketing
  • graduaat
  • examen
  • hogent
  • samenvatting

Written for

  • Hogeschool Gent (HoGent)
  • Marketing
  • B2B marketing
All documents for this subject (2)

2  reviews

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By: louishenau • 4 year ago

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By: outlawbe • 4 year ago

Translated by Google

Many theoretical errors

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Content preview

B2B
Marketing
Wim
Buekens







Inhoudsopgave

Mintzberg’s
vision
on
strategy
(p7)
.............................................................................................
3

3
soorten
doelen
.........................................................................................................................
3

Business
definition
......................................................................................................................
4

The
Strategy-­‐Cycle
p19
................................................................................................................
4

Environmental
changes
..................................................................................................................
4

Strategic
changes
............................................................................................................................
4

Organisational
changes
..................................................................................................................
4

Kenmerken
van
strategische
beslissingen
....................................................................................
6

Wat
zijn
de
voordelen
en
de
risico’s
van
het
hebben
van
een
strategie?
......................................
7

Gebruik
van
strategisch
management
.........................................................................................
7

Strategic
drift
..............................................................................................................................
8

Symptoms
of
strategic
drift
(Mogelijke
examenvraag)
..................................................................
8

The
BtoB
rental
of
TV
sets
..............................................................................................................
8

Competitive
Advantage:
The
Traditional
Perspective
*
Examen
.................................................
10

Commodity
Magnet
(spiral)
examen
.........................................................................................
11

Blue
Ocean
Strategies
.......................................................................................................
12

Case
Easy
Jet
.............................................................................................................................
12

Hoe
kan
je
van
een
Red
Ocean
naar
een
Blue
Ocean
gaan?
.......................................................
13

Is
je
organisatie
een
rode
of
een
blauwe
oceaan?
.......................................................................
13

Strategy
Canvas
.........................................................................................................................
14

Blue
Ocean
Strategy-­‐Eric
Grid
....................................................................................................
15

Hoe
van
het
As-­‐Is
(Red
Ocean)
Naar
een
Blue
Ocean?
................................................................
15

Innovation
Management
..................................................................................................
17

Deel
1
........................................................................................................................................
17

Innovatie
is
belangrijk
voor
alle
bedrijven
.................................................................................
17

Hoeveel
spenderen
bedrijven
aan
research
&
development
.......................................................
17

Welke
barrieres
zijn
er
om
innovatief
te
zijn
................................................................................
18

Wat
betekent
innovatie?
..............................................................................................................
19

Innovatie
als
process
....................................................................................................................
20

Ondernemerschap
betekent
risico’s
nemen
(belangrijk
voor
examen)
.......................................
21

Je
kan
niet
innovatief
zijn
zonder
risico
te
nemen
.......................................................................
21

DVORAK
simplified
keyboard
*EXAMEN*
....................................................................................
22

Ansoff-­‐matrix
-­‐
Groeistrategieën
..................................................................................................
23

Customer-­‐Driven
Marketing
.........................................................................................................
23

Deel
2
........................................................................................................................................
24

Strategieën
om
risico’s
te
managen
.............................................................................................
24

Voorbeeld:
Case
Greenpan
...........................................................................................................
27

Voorbeeld:
Case
Rolls-­‐Royce
transforming

Jet-­‐Enige
Business
Model
........................................
28

Deel
3
........................................................................................................................................
30

To
Lead
or
to
Follow?
...................................................................................................................
30

Innovators
(First
Movers)
Voordelen
............................................................................................
30

Innovators
(First
Movers)
Nadelen
...............................................................................................
30

Followers
Voordelen
.....................................................................................................................
30

Kenmerken
van
innovatieve
organisaties
.....................................................................................
31


, Kritische
succesfactoren
voor
innovatie
.......................................................................................
31

Wat
is
een
lerende
organisatie?
Examenvraag
............................................................................
31

Deel
4
........................................................................................................................................
32

Abernathy-­‐Utterback
model
.........................................................................................................
32

Sailing
ship
syndrome
...................................................................................................................
32

Deel
5
........................................................................................................................................
33

Innovation
funnel
.........................................................................................................................
33

Idea
generation
............................................................................................................................
33

Feasibility
-­‐
Haalbaarheid
.............................................................................................................
33

Gesloten
innovatie
........................................................................................................................
33

Outside-­‐In
innovation
...................................................................................................................
33

Inside-­‐Out
Innovation
...................................................................................................................
33

McKinsey
Model
...........................................................................................................................
35

Dimensie
1:
Opportuniteitskost
.............................................................................................
35

Dimensie
2:
Entry
risk
Hoe
groot
is
het
risico
om
te
betreden?
..................................................
35

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