Summary
Samenvatting - Strategisch Ondernemen - Semester 2 Graduaat Marketing Buekens W.
- Course
- Institution
Bereid je voor op je mondeling examen op 13 januari 2021 aan de hand van deze notities en samenvatting.
[Show more]
Seller
Follow
1920graduaatmkthbo5
Reviews received
Content preview
InhoudsopgaveSAMENVATTING STRATEGISCH ONDERNEMEN ................................................................................ 5
LES 1 .................................................................................................................................................... 5
Tacit knowledge ............................................................................................................................. 5
First Generation .............................................................................................................................. 5
LES 2 .................................................................................................................................................... 5
2E GENERATIE MANAGEMENT .................................................................................................................... 5
Learnings from the past decades .................................................................................................. 6
Confidence enhansing.................................................................................................................... 6
Confidence building: ...................................................................................................................... 6
Old Game Leadership (de oude manier van werken) ................................................................... 6
Old Game Leadership came into trouble because: ....................................................................... 6
Old game organizations have created some dysfunctions ........................................................... 7
LAGE BETROKKENHEID BIJ DE MENSEN LEIDT TOT EEN LAAG VERANDERINGSPOTENTIEEL ....................................... 7
LES 3................................................................................................................................................ 8
HOW TO RESTORE THE BALANCE (1) ........................................................................................................... 8
Survant leadership .......................................................................................................................... 8
Collective leadership ....................................................................................................................... 8
HOW TO RESTORE THE BALANCE (2) ........................................................................................................... 8
Self Steering team .......................................................................................................................... 9
MENSEN MOETEN GEMOTIVEERD WORDEN OP EEN ANDERE MANIER ................................................................ 9
VAN EXTRINSIEK NAAR INTRINSIEK .............................................................................................................. 9
LES 4 – STRATEGISCH ONDERNEMEN ............................................................................................. 10
HOE ZOU JE EEN ONDERNEMER BESCHRIJVEN?............................................................................................ 10
BEKENDE KARAKTERISTIEKEN VAN ONDERNEMERS ....................................................................................... 10
• Locus of control .................................................................................................................... 10
JACK WELSCH EN DE 4 E’S ...................................................................................................................... 11
KEY FACTORS OM ONDERNEMERSCHAP TE LATEN SLAGEN? ........................................................................... 11
EFFECTUATION...................................................................................................................................... 11
SARAS SARASVATHY ............................................................................................................................... 12
ONDERNEMERS DENKEN OP EEN ANDERE MANIER DAN MANAGERS. ............................................................... 12
DYNAMICS OF THE EFFECTUAL NETWORK ................................................................................................... 13
WHAT ARE THE KEY DRIVERS TO BECOME AN ENTREPRENEUR? DE BELANGRIJKSTE REDEN/MOTIVATOREN ............. 13
VIDEO JOHN WARRILOW (BESPREKING) ................................................................................................... 14
Mountain Climbers ....................................................................................................................... 14
Freedom Fighters .......................................................................................................................... 14
Crafters ......................................................................................................................................... 14
ONLINE LES 1 CORPORATE INTRAPRENEURSHIP ............................................................................ 15
WAT IS EEN CORPORATE INTRAPRENEUR? .................................................................................................. 15
WAAROM IS HET BELANGRIJK OM DERGELIJKE CORPORATE INTRAPRENEURS TE HEBBEN IN JE BEDRIJF? ................. 15
Many companies fail because they don’t adapt, and this is because they don’t have these
intrapreneurs on board ............................................................................................................... 15
WAT IS HET PROBLEEM IN VELE ORGANISATIES? .......................................................................................... 16
WANNEER KOMT EEN STRATEGIC DRIFT VOOR? .......................................................................................... 17
SYMPTOMS OF STRATEGIC DRIFT ............................................................................................................. 17
, THE REASONABLE MAN ADAPTS HIMSELF TO THE WORLD, THE UNREASONABLE ONE PERSISTS IN TRYING TO ADAPT THE
WORLD TO HIMSELF. THEREFORE ALL PROGRESS DEPENDS ON THE UNREASONABLE MAN.................................... 18
HET VERSCHIL TUSSEN EEN ONDERNEMER EN EEN INTRAPRENEUR .................................................................. 18
THE DOMAINS OF ENTREPRENEURSHIP & MANAGEMENT .............................................................................. 20
Het ontdekkingsproces ................................................................................................................ 21
Exploitation Process..................................................................................................................... 21
Om op lange termijn te overleven, moet je open staan voor veranderingen. Veranderingen
kunnen op korte termijn hele drastisch zijn. ............................................................................... 22
10 AANBEVELINGEN OM ALS INTRAPRENEUR TE OVERLEVEN .......................................................................... 23
BARRIERES OM ONDERNEMERSCHAP TE STIMULEREN ................................................................................... 24
WAT KUNNEN WE LEREN UIT HET SUCCESVERHAAL VAN DYSON? ................................................................... 25
ER ZIJN OMSTANDIGHEDEN DIE HET GOED MAKEN OM TE BLIJVEN IN EEN BEDRIJF. ............................................ 25
EN ER ZIJN MOTIEVEN DIE HET BETER MAKEN ALS JE EEN ENTREPRENEURIAL MINDSET HEBT OM VOOR JEZELF TE
BEGINNEN. ........................................................................................................................................... 25
Redenen om voor het bedrijf te blijven werken .......................................................................... 25
Redenen om weg te gaan ............................................................................................................ 26
HOE KUNNEN LEIDERS VAN GROTERE ONDERNEMINGEN HUN CULTUUR GAAN OP POTEN ZETTEN DIE EEN
INTRAPRENEURIAL BEVORDERD? .............................................................................................................. 27
STRATEGISCH ONDERNEMEN – ONLINE LES 2 ................................................................................ 28
HOE GAAN INTELLIGENTE ONDERNEMERS OM MET FALEN? .......................................................... 28
HET ZIJN ER NIET EXACT 10 WANT: ........................................................................................................... 28
SMALL BUSINESS SURVIVAL RATE ............................................................................................................. 28
Wat kunnen we daaruit leren?.................................................................................................... 28
WAAROM VERDWIJNEN ER IN DE BEGINPERIODE ZOVEEL BEDRIJVEN? ............................................................. 29
Voorbeeld Lernout & Hauspie ..................................................................................................... 30
RESEARCH ON NEW VENTURE FAILURE....................................................................................................... 31
Failures have been linked to: ....................................................................................................... 31
HET IS BELANGRIJK OM TE LEREN UIT JE FOUTEN/FALINGEN ........................................................................... 32
I DREAMED A DREAM ............................................................................................................................ 32
Wat kunnen we daaruit leren?.................................................................................................... 32
BUSINESS FALEN IN DE PRAKTIJK – WAAROM LOOPT HET VAAK FOUT? ............................................................ 34
MOGELIJKE EXAMENVRAAG:.................................................................................................................... 36
ALS DE KLANT EEN KONIJN ZOU ZIJN, WAT ZOU ZIJN BEHOEFTE DAN ZIJN? IF THE CUSTOMER WERE A RABBIT, WHAT
WOULD BE ITS NEEDS? ........................................................................................................................... 36
SOME INTERESTING RESULTS FROM RESEARCH ............................................................................................ 40
SUFFICIENT OWN FINANCIAL RESOURCES IS ONE OF THE KEY SUCCES FACTORS .................................................. 40
10 LESSEN OM ALS ONDERNEMER SUCCESVOL TE ZIJN. ARE YOU MAKING ANY OF THESE 10 BUSINESS MISTAKES? .. 40
STRATEGISCH ONDERNEMEN – ONLINE LES 4 ................................................................................ 41
BUSINESS PLAN ............................................................................................................................. 41
WAAROM EN VOOR WIE MOET JE EEN BUSINESSPLAN OPSTELLEN? ................................................................. 41
INHOUD VAN STRATEGISCHE PLANNEN...................................................................................................... 42
DE STRATEGISCHE DRIEHOEK ................................................................................................................... 43
MISVATTINGEN BIJ HET SCHRIJVEN VAN EEN BUSINESSPLAN .......................................................................... 45
TIPS BIJ HET SCHRIJVEN VAN EEN BUSINESSPLAN.......................................................................................... 45
Een Businessplan bestaat uit 2 delen .......................................................................................... 46
BUSINESS PLAN: DIFFERENT READINGS ...................................................................................................... 47
First reading: ................................................................................................................................ 47
Second reading: ........................................................................................................................... 47
Third reading................................................................................................................................ 47
, MAKING THE FIRST CUT .......................................................................................................................... 48
WHY PLANS FAIL THE FIRST CUT ............................................................................................................... 49
COSMETIC REASONS FOR FAILING THE FIRST CUT ......................................................................................... 50
WHAT INFORMATION DOES A GOOD BUSINESS PLAN CONTAIN? WAT MOET ER ZÉKER IN UW BUSINESSPLAN STAAN?
.......................................................................................................................................................... 50
STRUCTUUR VAN EEN BUSINESS PLAN ........................................................................................................ 51
STRATEGY CYCLE ................................................................................................................................... 52
MANAGEMENT SAMENVATTING ............................................................................................................... 52
ONLINE LES 3 – THE BUSINESS MODEL FACTORY............................................................................ 53
WAT IS EEN BUSINESSMODEL? ................................................................................................................. 53
BUSINESS MODEL CANVAS...................................................................................................................... 54
VOORDEEL VAN HET HEBBEN VAN EEN BUSINESS MODEL CANVAS .................................................................. 56
VOORBEELD KRUIDENIERSWINKEL............................................................................................................. 57
VOORBEELD NESPRESSO ......................................................................................................................... 59
VOORBEELD POMARFIN .......................................................................................................................... 60
ORGANISATIECULTUREN ............................................................................................................... 62
WAT IS EEN ORGANISATIECULTUUR? ......................................................................................................... 62
Zichtbaarheid van culturen Minder zichtbaar in culturen ........................................................... 62
HET ONION MODEL ............................................................................................................................... 62
Toepassing van het Onion Model ................................................................................................ 64
IN CULTUUR WORDT VAAK HET ONDERSCHEID GEMAAKT TUSSEN ................................................................... 65
Guiding beliefs ............................................................................................................................. 65
Daily beliefs.................................................................................................................................. 65
VOORSTELLING VAN CULTUUR ADHV 7 DIMENSIES ....................................................................................... 65
EXAMPLES OF ORGANIZATION CULTURES .................................................................................................. 68
MANAGEMENT CONTROL LES 1 ..................................................................................................... 69
PERFORMANCE MANAGEMENT................................................................................................................ 69
Performance Reporting ................................................................................................................ 70
KPI = Key Performance Indicators ............................................................................................... 70
Motivation for actions aligned with mission and goals ............................................................. 70
WAT IS MANAGEMENT CONTROL?........................................................................................................... 71
BASIC CONTROL ISSUES .......................................................................................................................... 71
Doel congruentie .......................................................................................................................... 72
WAT GAAN WE CONTROLEREN? ............................................................................................................... 72
BASIC ELEMENTS OF A MANAGEMENT CONTROL SYSTEM .............................................................................. 73
De 3 pilaren van Management control ....................................................................................... 73
CONGRUENTIE THEORIE .......................................................................................................................... 74
HET BEGRIP BOUNDARY CONTROL (EXAMEN) ............................................................................................. 75
MANAGEMENT CONTROL LES 2 ..................................................................................................... 76
ORGANISATIESTRUCTUREN ...................................................................................................................... 76
Functionele organisatiestructuur – lijn en staforganisatie ........................................................ 76
Business Unit Organization ......................................................................................................... 78
Matrix organisatie ....................................................................................................................... 79
Netwerkorganisatie ..................................................................................................................... 80
STRATEGISCH VERANTWOORDELIJKHEID .................................................................................................... 81
Wie draagt uiteindelijke verantwoordelijkheid? – 4 responsibility centers .............................. 81
Financial responsibility centers ................................................................................................... 81
Explenation of the WACC ............................................................................................................. 83
, EVA – Economic Value Edit .......................................................................................................... 84
MANAGEMENT CONTROL – LES 3 .................................................................................................. 85
CONTROL PROCESSES ............................................................................................................................. 85
THE STRATEGY MAP .............................................................................................................................. 85
Market Share – Hoe kan ik mijn marktaandeel verhogen? ........................................................ 85
Wat speelt in op de Exellence for the Shareholder? ................................................................... 86
CAUSAL RELATIONS ............................................................................................................................... 88
KEY PERORMANCE INDICATORS (KPI) ....................................................................................................... 88
THE STRATEGY FOCUSED ORGANISATION .................................................................................................. 90
Strategic initiatives ....................................................................................................................... 90
ELEMENTS OF ATTENTION ....................................................................................................................... 91
The benefits of buying summaries with Stuvia:
Guaranteed quality through customer reviews
Stuvia customers have reviewed more than 700,000 summaries. This how you know that you are buying the best documents.
Quick and easy check-out
You can quickly pay through credit card or Stuvia-credit for the summaries. There is no membership needed.
Focus on what matters
Your fellow students write the study notes themselves, which is why the documents are always reliable and up-to-date. This ensures you quickly get to the core!
Frequently asked questions
What do I get when I buy this document?
You get a PDF, available immediately after your purchase. The purchased document is accessible anytime, anywhere and indefinitely through your profile.
Satisfaction guarantee: how does it work?
Our satisfaction guarantee ensures that you always find a study document that suits you well. You fill out a form, and our customer service team takes care of the rest.
Who am I buying these notes from?
Stuvia is a marketplace, so you are not buying this document from us, but from seller 1920graduaatmkthbo5. Stuvia facilitates payment to the seller.
Will I be stuck with a subscription?
No, you only buy these notes for $17.66. You're not tied to anything after your purchase.
Can Stuvia be trusted?
4.6 stars on Google & Trustpilot (+1000 reviews)
78998 documents were sold in the last 30 days
Founded in 2010, the go-to place to buy study notes for 14 years now