Kve wat is strategie nu juist (deelnemers)
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Transcript of Kve wat is strategie nu juist (deelnemers)
Wat is strategie nu juist?Prof. dr. Kurt Verweire
© Vlerick Leuven Gent Management School© Vlerick Leuven Gent Management School
Agenda
| 20-06-2011 | VOKA – Yes, She Can2 |
Wat is strategie nu juist?Case easyJetNiet zomaar strategie… maar een “winnende” strategie
Winnende product strategieWinnende klantenwaarde propositieWinnend operationeel model
Epiloog: Belang van implementatie
Wat is strategie nu juist?
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Strategie…
| 20-06-2011 |4 |
… Of all the concepts in management, strategy is the one that attracts the most attention and generates the most controversy.Almost everyone agrees that it is important. Almost no-one agrees on what it is…
Strategy is 80 percent theoretical nonsense and 20 percent common sense. However, if you get the 20 percent wrong, you will be dead.
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Is strategie belangrijk?
| 20-06-2011 |5 |
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Wat is strategie?
| 20-06-2011 |6 |
Strategy is often like desert rain.Before the raindrops hit the desert floor,
they evaporate, creating little or no effect below…
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Wat is strategie?
| 20-06-2011 |7 |
1. Our strategy is to be a leading company in the xxx industry.2. Our strategy is to increase shareholder value with xxx
percent in the next three years.3. Our strategy is to grow in our industry through mergers or
acquisitions (M&As).4. Our strategy is to be an efficient, customer-oriented, and
innovative company in the xxx industry.5. Our strategy is to provide superior returns to our
shareholders.6. Our strategy is to be the number 1 or 2 in the markets in
which we compete.7. Our strategy is to diversify into new geographical markets.
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Waarom is strategie zo moeilijk?
| 20-06-2011 |8 |
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Waarom is strategie zo moeilijk?
| 20-06-2011 |9 |
THE ARTIST THE CRAFTSMAN THE TECHNOCRATBold Responsible Conservative
Daring Wise Methodical
Exciting Humane No-nonsense
Volatile Straightforward Controlled
Intuitive Open-minded Cerebral
Entrepreneurial Realistic Analytical
Inspiring Trustworthy Determined
Imaginative Reasonable Meticulous
Unpredictable Honest Intense
Funny Amiable Serious
Case easyJet
Niet zomaar strategie… maar een “winnende” strategie
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Vlerick strategisch raamwerk
| 20-06-2011 |12 |
1995
2001
Being “all things to all people” is a recipe for strategic mediocrityand below-average performance
[M.E. Porter, 1980]
2001
Focus is not about efficiency in a cost sense;It’s about efficiency in a don’t-get-distracted,
get-all-the-wood-behind-one-arrow sense[Gary Hamel, 2000]
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Vlerick strategisch raamwerk
| 20-06-2011 |13 |
“COMPETITIVE STRATEGY ISABOUT BEING DIFFERENT”
“Companies can no longer compromise on quality capabilities. They must build products to deliver nothing less than superiority and eye-popping innovation.The goal is to create a business model that is unique in its conception and execution.”
In an increasingly non-linear world, only non-linear strategies will create new wealth!
M.E. Porter
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Vlerick strategisch raamwerk
| 20-06-2011 |14 |
Wie zijn onze klanten? Wat bieden wij hen aan?
Wat is onze klantwaarde-propositie?
Hoe gaan we dit realizeren?
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Wie zijn onze klanten?
| 20-06-2011 |15 |
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Wat bieden wij hen aan?
| 20-06-2011 |16 |
At IKEA our vision is to create a better everyday life for the many people. Our business idea supports this vision by offering a wide range of well-designed, functional home furnishing products at prices so low that as many people as possible will be able to afford them.
Sam Hood and her Interior Design team have over 20 years experience; during this time they have worked with literally hundreds of clients producing beautiful interior schemes that delight, inspire, look fantastic and work on a day to day basis too.
Goed Best
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Wat bieden wij hen aan?
| 20-06-2011 |17 |
BREEDTE
DIE
PT
E
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Wat is onze klantenwaarde propositie?
| 20-06-2011 |18 |
De vijf attributen voor alle commerciële transacties:
Product: Goederen en/of diensten die worden aangekochtPrijs: Kost van de goederen/dienstenToegankelijkheid: Hoe makkelijk klanten de goederen/diensten kunnen gebruikenDienstverlening: Wat men extra doet voor, tijdens en na de verkoopErvaring (connectiviteit): Het gevoel dat klanten overhouden na een transactie
Bron: Crawford & Mathews (2001)
“Consumer relevancyFramework”
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Wat is onze klantenwaarde propositie?
| 20-06-2011 |19 |
Level Access Experience Price Product ServiceConsumer seeks the company
Give me a solution; help me out in a bind.
Establish intimacy with me by doing something no one else can.
Be my agent; let me trust you to make my purchases.
Inspire me with an assortment of great products I didn’t know about.
Customize the product or service to fit my needs.
Consumer prefers the company
Make the interaction convenient for me.
Care about my needs and me.
Be consistent in your low pricing (this does not necessarily mean lowest price).
Be reliable in your selection and stock position, so I can rely on you when I’m in a bind.
Educate me when I encounter a product or a situation I don’t understand.
Consumer accepts the company
Make it easy for me to find what I need, get in and out in a hurry.
Respect me, treat me like a human being.
Keep the prices honest; don’t jack them up or offer big savings when there are none.
Be credible in your product and service offerings.
Accommodate me; bend over backward some-times to show me you care.
Consumer underworld
Block my way, hassle me, keep me waiting, make it hard for me to get in and out.
Dehumanize me; disrespect me; ignore my needs.
Be inconsistent, unclear, or misleading in your pricing.
Offer me poor-quality merchandise and services that I can’t use.
Give me an experience I’d just as soon forget; give me a reason to tell my friends to stay away.
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Wat is onze klantenwaarde propositie?
| 20-06-2011 |20 |
Toeganke-lijkheid
Ervaring Prijs ProductDienst-
verlening
5
4
33
2
Onacceptabel
Onvoldoende
At par
Differentieer
Domineer
1. Domineerop 1 attribuut
2. Differentieerop 1 attribuut
3. Andereattributen ‘at par’
Bron: Crawford & Mathews (2001)
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Vlerick strategisch raamwerk
| 20-06-2011 |21 |
Wie zijn onze klanten? Wat bieden wij hen aan?
Wat is onze klantwaarde-propositie?
Hoe gaan we dit realizeren?
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Wat is ons operationeel model?
| 20-06-2011 |22 |
Beste totale kost
“Ongelooflijke prijzenen toch hoge kwaliteit”
“Hun producten blijven meegaan”
“Zeer consistent bedrijf”
Beste totale kost
“Ongelooflijke prijzenen toch hoge kwaliteit”
“Hun producten blijven meegaan”
“Zeer consistent bedrijf”
Best product
“Duurder maar toch de moeite waard”
“Klanten vragen er expliciet naar”
Best product
“Duurder maar toch de moeite waard”
“Klanten vragen er expliciet naar”
Kost Voordeel
Product
Diensten
Beste totale oplossing
“Ze zijn experten”“Hun dienstverlening isonovertreffelijk”
Beste totale oplossing
“Ze zijn experten”“Hun dienstverlening isonovertreffelijk”
Bron: Treacy & Wiersema (1995)
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Wat is ons operationeel model?
| 20-06-2011 |23 |
OEFENING BEDRIJFSMODEL
STRUCTUUR
STIJL
STAF
VAARDIGHEDEN
SYSTEMEN
STRATEGIE
‘SPIRIT’
‘AS IS’
‘TO BE’
Continue verbetering Veroveren Relaties
Solide en betrouwbaar De beste in de markt Exclusieveresultaten
Orde en structuur Chaos toegestaan Decentralisatie
Gedisciplineerd Gedelegeerd
Presteer in team Ontwikkel jezelf Span samen
Procesgeoriënteerd Herdefinieer destandaarden
Oplossings-gericht
EfficiëntieInnovatiesuccessen Verbondenheid
Innovatiegedreven
© Prof. dr. Kurt Verweire & Peter RoelandtVlerick Leuven Gent Management School
Epiloog: Belang van implementatie
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Epiloog
| 20-06-2011 |25 |
Hebben we een winnende strategie?
Nemen we de juiste acties in lijn met onze strategie?
Hebben we een organisatie die
strategisch kan denken en handelen?
Strategie Alignering Engagement
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Het belang van implementatie
| 20-06-2011 |26 |
Bron: Electrabel/Vlerick Leuven Gent Management School (2004)
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Alignering: “Strategie die werkt”
| 20-06-2011 |27 |
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Engagement: “Strategie die leeft”
| 20-06-2011 |28 |
DE “ENTREPRENEUR” ORGANISATIE
DE “GESTRUCTUREERDE” ORGANISATIE
DE “GEALIGNEERDE” ORGANISATIE
DE “GECONNECTEERDE” ORGANISATIE
© Vlerick Leuven Gent Management School VOKA – Yes, She Can© Vlerick Leuven Gent Management School
Epiloog
| 20-06-2011 |29 |
Hebben we een winnende strategie?
Nemen we de juiste acties in lijn met onze strategie?
Hebben we een organisatie die
strategisch kan denken en handelen?
Strategie Alignering Engagement