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Summary

Volledige samenvatting International Strategy (ppts + lesnotities)
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  • Course
  • International strategy
  • Institution
  • Arteveldehogeschool (Artevelde)

Dit is een volledige samenvatting van het vak International Strategy (richting internationaal ondernemen - BEM) aan Arteveldehogeschool AJ . Deze samenvatting bevat alle leerstof van de 8 te kennen hoofdstukken. Docente: Julie Crampe. Disclaimer: Ik heb de volledige powerpointstructuur overgenomen...

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Document information

  • December 30, 2023
  • 41
  • 2023/2024
  • Summary

Subjects

  • international strategy
  • internationaal ondernemen
  • bedrijfsmanagement
  • julie crampe
  • 2023
  • 2024
  • bem
  • ion
  • samenvatting
  • artevelde
  • arteveldehogeschool

Written for

  • Arteveldehogeschool (Artevelde)
  • Internationaal Ondernemen
  • International strategy
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Samenvatting
International
Strategy




Silke De Loose
2023-2024

,INHOUD

H1. Introductie strategie ......................................................................................................................... 1
1.1 Introductie ..................................................................................................................................... 1
1.2 Wat is strategie? ............................................................................................................................ 1
1.2.1 Definitie strategie ................................................................................................................... 1
1.2.2 De basis van strategie: missie, visie, waarden en doelen ...................................................... 2
1.3 Het Exploring strategy model ........................................................................................................ 2
1.4 Strategic Business Units & product-marktenmatrix ...................................................................... 3
1.5 Strategie anders doen ................................................................................................................... 6
1.6 Veranderende managementparadigma’s ..................................................................................... 6
EXTRA: Waarom strategie bestuderen? .............................................................................................. 7
H2. Externe analyse ................................................................................................................................. 8
2.1 Introductie ..................................................................................................................................... 8
2.2 Macro-omgeving ........................................................................................................................... 9
2.2.1 PESTEL & Trends ..................................................................................................................... 9
2.3 Industrieën en sectoren .............................................................................................................. 10
2.3.1 Introductie ............................................................................................................................ 10
2.3.2 Porter’s Vijfkrachtenmodel .................................................................................................. 11
2.4 Concurrenten en markten ........................................................................................................... 13
2.4.1 Introductie ............................................................................................................................ 13
2.4.2 Strategische groepen............................................................................................................ 14
2.4.3 Strategisch canvas & Blue Oceans ........................................................................................ 14
2.5 Kansen en bedreigingen .............................................................................................................. 15
H3. Interne analyse................................................................................................................................ 16
3.1 Introductie ................................................................................................................................... 16
3.2 Fundamenten van strategisch vermogen.................................................................................... 16
3.2.1 Definitie en componenten ................................................................................................... 16
3.2.2 Drempel –en onderscheidend vermogen............................................................................. 17
3.2.3 Dynamisch vermogen ........................................................................................................... 17
3.3 Strategisch vermogen en concurrentievoordeel ......................................................................... 17
3.3.1 VRIO ...................................................................................................................................... 18
3.4 SWOT ........................................................................................................................................... 19
H4. Stakeholders & governance ............................................................................................................ 21
4.1 Introductie ................................................................................................................................... 21

, 4.2 Stakeholders managen ................................................................................................................ 21
H5. Business Strategy ............................................................................................................................ 23
5.1 Introductie ................................................................................................................................... 23
5.2 Generieke concurrentiestrategieën ............................................................................................ 23
5.2.1 Introductie ............................................................................................................................ 23
5.2.2 Porter – Generieke concurrentiestrategieën ....................................................................... 23
5.2.3 Treacy & Wiersema .............................................................................................................. 25
H6. Corporate strategy en diversificatie ............................................................................................... 26
6.1 Introductie ................................................................................................................................... 26
6.2 Strategische richtingen ................................................................................................................ 26
6.2.1 Introductie ............................................................................................................................ 26
6.2.2 Groei: Ansoff’s matrix........................................................................................................... 26
6.2.3 Verticale integratie & outsourcing ....................................................................................... 28
6.3 Verdienmodellen e-commerce.................................................................................................... 29
H7. Fusies, overnames & allianties........................................................................................................ 30
7.1 Introductie ................................................................................................................................... 30
7.2 Organische ontwikkeling ............................................................................................................. 30
7.3 Fusies & overnames (F&O) .......................................................................................................... 31
7.4 Strategische allianties .................................................................................................................. 34
7.5 Vergelijking van organische ontwikkeling, allianties en overnames ........................................... 35
H8. Evaluatie strategieën ...................................................................................................................... 36
8.1 Introductie ................................................................................................................................... 36
8.2 Evalueer strategische opties (SAFe Criteria) ............................................................................... 36
8.2.1 Suitability / Geschiktheid...................................................................................................... 36
8.2.2 Acceptability / Aanvaardbaarheid ........................................................................................ 37
8.2.3 Feasibility / Haalbaarheid ..................................................................................................... 38

, H1. INTRODUCTIE STRATEGIE

1.1 INTRODUCTIE

• Moeten hogescholen de focus leggen op onderzoek dan wel op onderwijs?
• Hoe kan een kleine producent van videogames op lange termijn overleven ten opzichte van de
concurrentie met grote bedrijven zoals Sony en Microsoft?
• Hoe kan Apple (dat vooral toestellen verkoopt) concurreren met Google (dat vooral een
zoekmachine is)?
• Is de fusie tussen Brussels Airlines & Lufthansa een goede keuze voor beide bedrijven of
zouden ze beter alleen verder concurreren?
• Hoe kan een klein goed doel (dat armoede bevecht) overleven in een tijd van dalende
overheidssubsidies?


1.2 WAT IS STRATEGIE?


1.2.1 DEFINITIE STRATEGIE
Strategie = De lange termijn richting van een organisatie

• Lange termijn: three-horizons framework
o Horizon 1: ideeën zorgen voor continue innovatie van het bestaande bedrijfsmodel en
de kerncapaciteiten van een bedrijf op korte termijn (vb. Johnson&Johnson).
o Horizon 2: ideeën breiden het bestaande businessmodel en de kerncapaciteiten van
een bedrijf uit naar nieuwe klanten, markten of doelwitten.
o Horizon 3: is de creatie van nieuwe mogelijkheden en nieuwe activiteiten om voordeel
te halen uit of te reageren op disruptieve kansen of om disruptie tegen te gaan (vb.
Tesla)




• Strategische richting
o Geef richting aan de strategie volgens de doelen op lange termijn
• Organisatie
o Strategie is belangrijk voor ALLE types organisaties (start-up, multinational, non
profit…)
o Zitten niet op een eiland
o Complexe relaties, zowel intern als extern (veel interne/externe stakeholders)

1

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