Samenvatting Advanced Management and Marketing (BMO-21306).
Door gebruik te maken van deze samenvatting heb ik een 8.5 gehaald voor mijn tentamen.
Het is een erg uitgebreid vak, waar enorm veel informatie wordt gegeven.
Ik heb geprobeerd dit voor zover mogelijk iets beknopter te maken.
Samenvatting Wageningen University Research
Vaknaam: Advanced management and marketing
Vakcode: WUR BMO-21306
Igor Hoogendoorn
Samenvatting gemaakt in studiejaar 2019/2020
(gehaald met 8,5)
Inhoud
1 Management part............................................................................................................................ 2
1.1 Lecture 1: (chapter 1) introducing strategy ............................................................................ 2
1.2 Chapter 2: the business environment ..................................................................................... 7
1.3 Chapter 3: industry and sector analysis ................................................................................ 11
1.4 Lecture 4 (chapter 4): how can companies use qualities and what are their skills .............. 17
1.5 Management chapter 5: stakeholders and culture ............................................................... 23
1.6 Chapter 6: choices – business strategy and models.............................................................. 31
1.7 Chapter 7: corporate strategy and diversification ................................................................ 35
1.8 Chapter 8: strategy in action ................................................................................................. 40
2 Marketing part............................................................................................................................... 46
2.1 Marketing introduction ......................................................................................................... 46
2.2 Lecture 2 (chapter 3): market segmentation ........................................................................ 49
2.3 Lecture 3: measurement theory and factor analyses ........................................................... 53
2.4 Chapter 6: perceptual maps and MDS .................................................................................. 58
2.5 Chapter 7: diffusion and forecasting ..................................................................................... 64
2.6 Chapter 6: conjoint analysis .................................................................................................. 69
1
,1 Management part
1.1 Lecture 1: (chapter 1) introducing strategy
This course focuses on advanced themes in management and marketing
• Object: the problem of managers: decision-makers in a complex setting, appointed to solve
open ended, multi-faceted problems
Contents
• What is strategy for?
• Purpose of strategy; key terms
• Levels of strategy
• Fundamentals of strategy (FoS)-framework
What is strategy for?
Strategy: the determination of the long-run goals and objectives of an enterprise and the adoption of
courses of action and the allocation of resources necessary for carrying out these goals
o The long term direction of an organisation
o How to gain competitive advantages
Strategic decisions are likely to:
• Be complex in nature
• Be made in situation of uncertainty
• Require an integrated approach (thus inside and outside an organisation)
• Involve considerable change
Defining strategy
• The long-term → 3 horizons
• Direction → follow objectives or an emerging coherent pattern
• Of the organisation → firms as discrete entities or relates internal and external persons
2
,Defining strategy of Tesla
• Long term → 3 horizons
• Direction → from e-cars to diverse solar power offerings
• Of an organisation → co-founder CEO Eberhard fired by Elon Musk. External funders and
media crucial
Purpose of strategy; key terms
What is strategy for?
• To define and express the motivating purpose of an organization to stakeholders
• Four ways to define an organisation’s purpose:
o Mission statement
o Vision statement
o Statement of corporate values
o Statement of objectives
3
, Mission statement:
• To provide employees and stakeholders with clarity about what the organisation is
fundamentally there to do
• The overriding purpose of the organization
• What would be lost if the organisation did not exist?
• How do we make a difference?
Vision statement
• A vision statement is concerned with the future the organisation seeks to create
• Desired future state of the organisation, what do we want to achieve?
• Spotify: to become the operating system of music
Statements of values
• The underlying and enduring core principles that guide an organisation’s strategy and define
the way that the organisation should operate
• Values do NOT change with circumstances
• ‘’train a lot, without putting the body at risk’’
Statement of objectives
• Statements of specific outcomes that are to be achieved
• Often financial; market-based; competitive advantage; triple bottom line
• Lose 5 kilos by sept. 1st, and run the NY-marathon next year
Strategy statements
• Scope: domain of the organisation’s activities
o Refers to three dimensions:
- Customers
- Geographical location
- Extend of internal activities → vertical integration
• Advantage:
o How the organisation will achieve the objectives set regarding its chosen scope
- Commercial → competitive advantage
Three main themes of strategy statements: (ideally in 35 words)
• The fundamental goals (mission, vision, objectives) of the organisation
• The scope or domain of the organisation’s activities
• The particular advantages or competitive superiority
Example strategy statement IKEA
4
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