2. Agenda | 20-06-2011 | VOKA – Yes, SheCan 2| Wat is strategie nu juist? Case easyJet Nietzomaarstrategie… maar een “winnende” strategie Winnende product strategie Winnendeklantenwaardepropositie Winnendoperationeel model Epiloog: Belang van implementatie
4. Strategie… | 20-06-2011 | VOKA – Yes, She Can 4| … Of all the concepts in management, strategy is the onethatattracts the most attention andgenerates the most controversy. Almosteveryoneagreesthatit is important. Almost no-oneagrees on whatit is… Strategy is 80 percent theoreticalnonsenseand 20 percent common sense. However, ifyou get the 20 percent wrong, youwillbe dead.
6. Wat is strategie? | 20-06-2011 | VOKA – Yes, She Can 6| Strategy is often like desert rain. Before the raindrops hit the desert floor, they evaporate, creating little or no effect below…
7. Wat is strategie? | 20-06-2011 | VOKA – Yes, She Can 7| Our strategy is to be a leading company in the xxx industry. Our strategy is to increase shareholder value with xxx percent in the next three years. Our strategy is to grow in our industry through mergers or acquisitions (M&As). Our strategy is to be an efficient, customer-oriented, and innovative company in the xxx industry. Our strategy is to provide superior returns to our shareholders. Our strategy is to be the number 1 or 2 in the markets in which we compete. Our strategy is to diversify into new geographical markets.
12. Vlerick strategisch raamwerk | 20-06-2011 | VOKA – Yes, She Can 12| Being “all things to all people” is a recipe for strategic mediocrity and below-average performance [M.E. Porter, 1980] 1995 2001 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]
13. Vlerick strategisch raamwerk | 20-06-2011 | VOKA – Yes, She Can 13| M.E. Porter “COMPETITIVE STRATEGY IS ABOUT 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!
14. Vlerick strategisch raamwerk | 20-06-2011 | VOKA – Yes, She Can 14| Wiezijnonzeklanten? Watbiedenwij hen aan? Wat is onzeklantwaarde-propositie? Hoe gaan we ditrealizeren?
15. Wie zijn onze klanten? | 20-06-2011 | VOKA – Yes, She Can 15|
16. Wat bieden wij hen aan? | 20-06-2011 | VOKA – Yes, She Can 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. Goed Best 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.
17. Wat bieden wij hen aan? | 20-06-2011 | VOKA – Yes, She Can 17|
18. Wat is onze klantenwaarde propositie? | 20-06-2011 | VOKA – Yes, She Can 18| De vijf attributen voor alle commerciële transacties: Product: Goederen en/of diensten die worden aangekocht Prijs: Kost van de goederen/diensten Toegankelijkheid: Hoe makkelijk klanten de goederen/diensten kunnen gebruiken Dienstverlening: Wat men extra doet voor, tijdens en na de verkoop Ervaring (connectiviteit): Het gevoel dat klanten overhouden na een transactie “Consumer relevancy Framework” Bron: Crawford & Mathews (2001)
19. Wat is onze klantenwaarde propositie? | 20-06-2011 | VOKA – Yes, She Can 19|
20. Wat is onze klantenwaarde propositie? | 20-06-2011 | VOKA – Yes, She Can 20| Bron: Crawford & Mathews (2001)
21. Vlerick strategisch raamwerk | 20-06-2011 | VOKA – Yes, She Can 21| Wiezijnonzeklanten? Watbiedenwij hen aan? Wat is onzeklantwaarde-propositie? Hoe gaan we ditrealizeren?
22. Wat is ons operationeel model? | 20-06-2011 | VOKA – Yes, She Can 22| Kost Voordeel Beste totale kost “Ongelooflijke prijzen en toch hoge kwaliteit” “Hun producten blijven meegaan” “Zeer consistent bedrijf” Best product “Duurder maar toch de moeite waard” “Klanten vragen er expliciet naar” Product Beste totale oplossing “Ze zijn experten” “Hun dienstverlening is onovertreffelijk” Diensten Bron: Treacy & Wiersema (1995)
23. Wat is ons operationeel model? | 20-06-2011 | VOKA – Yes, She Can 23|
25. Epiloog | 20-06-2011 | VOKA – Yes, She Can 25| Hebben we eenwinnendestrategie? Nemen we de juisteactiesin lijn met onzestrategie? Hebben we eenorganisatiedie strategischkandenken en handelen? Strategie Alignering Engagement
26. Het belang van implementatie | 20-06-2011 | VOKA – Yes, She Can 26| Bron: Electrabel/Vlerick Leuven Gent Management School (2004)
29. Epiloog | 20-06-2011 | VOKA – Yes, She Can 29| Hebben we eenwinnendestrategie? Nemen we de juisteactiesin lijn met onzestrategie? Hebben we eenorganisatiedie strategischkandenken en handelen? Strategie Alignering Engagement
