Samenvatting

Summary - Strategic Management 2024 (2101TEWMBA)

2 keer verkocht

Instelling
Universiteit Antwerpen (UA)

This is a comprehensive summary of the course "Strategic Management" taught by Peter Verhezen in the first semester of the academic year . The summary contains slides and lecture notes, including the cases that need to be known for the exam.

[Meer zien]

Voorbeeld 4 van de 140 pagina's

Bekijk voorbeeld

Geupload op 29 december 2024
Aantal pagina's 140
Geschreven in 2024/2025
Type Samenvatting

strategic
management
peter
verhezen
strategy
external
internal
analysis
red
blue
ocean
capabilities
purpose
innovation
global
corporate
accountability
responsibility
industry
competencies
core
positio

Volgen

StudentUA8 Lid sinds 2 jaar 267 documenten verkocht

€10,99

In winkelwagen

Opslaan

100% tevredenheidsgarantie
Direct beschikbaar na je betaling
Lees online óf als PDF
Geen vaste maandelijkse kosten

STRATEGIC MANAGEMENT
TABLE OF CONTENTS

Practical information.................................................................................................................................................... 2
Chapter 1: Introduction Strategy ................................................................................................................................... 3
Chapter 2: External Analysis: understanding the industry ............................................................................................. 13
Chapter 3: Internal analysis: Capabilities → core Competencies .................................................................................. 35
Chapter 4: Positioning in the industry: Red Ocean Strategy ........................................................................................... 45
Chapter 5: Restructuring the industry: Blue Ocean Strategy .......................................................................................... 65
Chapter 6: Game Changing Innovation ........................................................................................................................ 76
Chapter 7: Global Strategy of Multinational Corporations (MNCs) ............................................................................... 102
Chapter 8: Corporate Strategy at Multinational Corporations (MNCs).......................................................................... 108
Chapter 9: Accountability and Responsibility of Corporate Leader/strategist ............................................................... 117
Chapter 10: Strategy in Turbulent Times .................................................................................................................... 134

1

,PRACTICAL INFORMATION

• Prof. Dr. Peter Verhezen

o Professor University of Antwerp & Antwerp Management School
o Senior Partner The Boardroom Partnership Ltd (Singapore-Indonesia)
o Adjunct Professor Melbourne Business School (Australia)
o Former Senior Consultant International Finance Corporation – World Bank Asia Pacific
o Former Fellow Ash Institute Harvard Kennedy School (USA)
• Teaching Assistant: Maarten Thys

• Suggested Literature:
o We will use as core for this course:
▪ 1) Slides presentations (9-10 themes)
• The slides are summaries of chapters in the textbook +
• Elaborations of the latest concepts and practice in Strategy
• Real Cases in class
▪ 2) Textbook (optional) :
• (Compiled by Verhezen) Thompson, Strickland, Gamble, Peteraf, Janes & Sutton, (2013-
2019), Crafting and Executing Strategy. The Quest for Competitive Advantage, Berkshire,
McGrawHill
▪ 3) Recommended Papers on Blackboard
• Not mandatory, but more explorative
• Oral Exam in January:
o Understanding the theoretical notions I’ll explain in class
o Being able to apply the theory to real cases
o 1 hour of preparation, 15 minutes of oral exam
o For example: explain the strategy of Zara
o Understanding the theory will pass you, but application of it will give you more then that
• Overview strategic management:
SCHEDULE BOOK CHAPTER THEME
9 October 2024 Chapter 1 Introduction Strategy
22 & 23 October 2024 Chapter 2 External Analysis: understanding the industry
29 & 30 October 2024 Chapter 3 Internal Analysis: Capabilities → core Competencies
5 & 6 November 2024 Chapter 4 Positioning in the industry: Red Ocean Strategy
12 & 13 November 2024 Chapter 5 Restructuring the industry: Blue Ocean Strategy
19 & 20 November 2024 Chapter 6 Game Changing Innovation
26 & 27 November 2024
3 & 4 December 2024 Chapter 7 – 8 Global Strategy of & Corporate Strategy at
Multinational Corporations (MNCs)
10 & 11 December 2024 Chapter 9 Accountability and Responsibility of Corporate Leader/Strategist
17 December 2024 Chapter 10 Strategy in Turbulent Times

2

,CHAPTER 1: INTRODUCTION STRATEGY

• Strategy = art + science (based on experience)
• Strategy is about the future (=uncertainty), no guarantee that strategy will work
• Strategy is being critical

WHAT IS THE ESSENCE OF STRATEGIC THINKING AND IMPLEMENTATION?

• An appealing case: Netflix
o Stock price Netflix: 722,21 USD
o Did pretty well in covid, but then has seen a big drop, now they are again going up
o Traditional performance (financial)
o Strategy needs to be refracted in performance
o What’s happening since 1 October 2021?
▪ New platforms like Disney+, Apple plus, Amazon Prime, HBO, … → more and more competition
▪ New competitors, why is that important?
• Market share goes down!
• Customers may move away from you to competitors
• ➔ Profitability will go down
• Does it goes up again?
o The competition didn’t flopped, but also didn’t caused too much trouble
o Netflix changed the whole password sharing policy
▪ In the US, you can’t have one account and see different things at that
account at the same time
o Others weren’t failing, but internationally, Netflix is booming (fe. in Asia)
• It’s true that strategy is about competition
THE QUEST FOR COMPETITIVE ADVANTAGE

• Competitive advantage
MEETING CUSTOMER NEEDS MORE EFFECTIVELY, WITH PRODUCTS OR SERVICES THAT
CUSTOMERS VALUE MORE HIGHLY, OR MORE EFFICIENTLY, AT LOWER COST.
• Sustainable Competitive Advantage
GIVING BUYERS “LASTING” REASONS TO PREFER A FIRM’S PRODUCT OR SERVICES OVER THOSE
OF ITS COMPETITORS
• Strategy is about competitive advantage
• competitive advantage ≠ comparative advantage
o For example a restaurant: if a restaurant is successful, someone will see and will copy cat
▪ The result is more competition
▪ We can physically be in one place at the same time → going to a restaurant is a lost for another
▪ As a result of competition, you loose clients
▪ Management wants to grasp as much as possible for your organisation
• What’s the purpose of businesses?
o Creating value for the customer and making money
o Maximization of profitability? No, because then you maximize your own happiness, but if you maximize
this, you will be a very unhappy person, because it’s proven that your network are making you happy and
not you as an island on yourself (paradox)
▪ Happiness = doing things for others
▪ If you ignore your customers and suppliers, you may succeed short, but not on the long term

3

, • The purpose of a business is creating value for everybody that effects on your organization
o Employees
o Suppliers
o Customers
• Dividends is paid after all the rest has been paid and that makes sense
o You should make profit on top of what has been paid, because you need to reinvest
• Sustain = you need to be able to reinvest
o You need to create that sustainable advantage
• For example Apple and Samsung have a sustainable competitive advantage because the answer preferring a
smartphone brand is stable over the past 5 years → lasting reasons

STRATEGIC APPROACH CHOICES

• Building competitive advantage for example retail
o Low-cost provider Colruyt, Lidl, Aldi
o Differentiation of features Delhaize
o Focus on differentiation market niche particular shops for fish, meet, …
o Focus on cost market niche

THE EVOLVING NATURE OF AN ORGANIZATIONS STRATEGY

• Realized (current) strategy is a blend of
o Proactive (deliberate) strategy elements that include both continued and new initiatives
▪ How are you preparing the organisation in the industry?
▪ Why is Netflix so popular and profitable?
• First one streaming in the market, buying rights and producing own movies and series
▪ Reason of a business = solve a problem to address a challenge
• You see an opportunity that no one has seen yet
• For Netflix, that opportunity was streaming video’s, but that took years because of the
underlying structure
• Blockbuster was not able to react and went bankrupt
• Netflix is an entertainment company, not anymore a logistics company as it was in the
beginning
o That is changing the investments
• The magic of Netflix is probably the AI algorithm that predicts which movie you would
like
o Our behavior doesn’t change overnight, our preferences stay thesame
o Reactive (emergent) strategy elements that are required due to unanticipated competitive developments
and fresh market conditions
o Deliberateness vs. Emergence
▪ Example: Honda case in SUA in
the 50s
• Intended strategy is not
always successful
• Honda in the 50s
decided to compete I
the US with the big
holiday
• The results didn’t work
out as expected

4

Dit zijn jouw voordelen als je samenvattingen koopt bij Stuvia:

Bewezen kwaliteit door reviews

Studenten hebben al meer dan 850.000 samenvattingen beoordeeld. Zo weet jij zeker dat je de beste keuze maakt!

In een paar klikken geregeld

Geen gedoe — betaal gewoon eenmalig met iDeal, Bancontact of creditcard en je bent klaar. Geen abonnement nodig.

Focus op de essentie

Studenten maken samenvattingen voor studenten. Dat betekent: actuele inhoud waar jij écht wat aan hebt. Geen overbodige details!

Veelgestelde vragen

Wat krijg ik als ik dit document koop?

Je krijgt een PDF, die direct beschikbaar is na je aankoop. Het gekochte document is altijd, overal en oneindig toegankelijk via je profiel.

Tevredenheidsgarantie: hoe werkt dat?

Onze tevredenheidsgarantie zorgt ervoor dat je altijd een studiedocument vindt dat goed bij je past. Je vult een formulier in en onze klantenservice regelt de rest.

Van wie koop ik deze samenvatting?

Stuvia is een marktplaats, je koop dit document dus niet van ons, maar van verkoper StudentUA8. Stuvia faciliteert de betaling aan de verkoper.

Zit ik meteen vast aan een abonnement?

Nee, je koopt alleen deze samenvatting voor €10,99. Je zit daarna nergens aan vast.

Is Stuvia te vertrouwen?

4,6 sterren op Google & Trustpilot (+1000 reviews)

Afgelopen 30 dagen zijn er 64419 samenvattingen verkocht

Opgericht in 2010, al 15 jaar dé plek om samenvattingen te kopen

Start met verkopen

Samenvatting

Summary - Strategic Management 2024 (2101TEWMBA)

Document informatie

Onderwerpen

Geschreven voor

Verkoper

Ontvangen beoordelingen

Voorbeeld van de inhoud