winning strategy at business and corporate/media/executive-education/events/... · in-company...
TRANSCRIPT
WINNING STRATEGY AT BUSINESS AND CORPORATE LEVELS
CARINE PEETERS
© Vlerick Business School
Professor in Strategy Executive MBA Executive education In-company programmes
Current research Strategy in dynamic environments
Master in Economics (ULB)
PhD in Management (ULB)
Research associate – Duke University
Assistant professor – Solvay Brussels School
Full professor – Vlerick Business School
Area Chair Entrepreneurship, Governance & Strategy
Senior editor at Management and Organization Review
Review board member at Strategic Management Journal and Global Strategy Journal
Board member European Outsourcing Association - Belgium
4
A firm strategy describes HOWthe firm achieves and sustains superior performance
© Vlerick Business School
WINNING STRATEGIC CHOICES
5
Identity
- Mission & values- Vision & objectives
Capabilities
- Strengths VS competition -
External environment
- Ecosystem -
© Vlerick Business School
DEFINING STRATEGY
6
Objectives
• Vision (BHAGs)• Specific targets
Mission
• Core business• Fundamentalpurpose
• Values
Strategyimplementation
Strategic analysis
• Industry analysis• Marketplace trends• Environmental forecasts• Competitor analysis• Assessment of internalstrengths, weaknesses, resources
Source: Hambrick & Fredrickson (2001)
Strategy
Set of choiceson where and how
to compete
© Vlerick Business School
STRATEGY AS MULTILEVEL ALIGNMENT
8
Corporate goals
BU goals BU strategy
Corporate strategy
Functional strategy
ZOOM 1
ZOOM 2
ZOOM 1
BUSINESS STRATEGY FORMULATION
© Vlerick Business School
DEFINING YOUR WINNING FORMULA
10Verweire (2014)
#experiencevlerick
12
UNIQUE
13
COHERENT
14
FIT
© Vlerick Business School
DEFINING YOUR WINNING FORMULA
© Vlerick Business School 2017 15
FOCUS – UNIQUENESS – COHERENCE – FIT
© Vlerick Business School
DO YOU HAVE A WINNING VALUE PROPOSITION?
Let’s play cards…
#experiencevlerick16
© Vlerick Business School
VALUE ATTRIBUTES OF BUSINESS TRANSACTIONS
Product: Quality and features of goods or services purchased
Price: Cost of goods or services
Access: How easily consumers obtain and usegoods
Service: What is done extra before, during, andafter the sale
Connectivity: How consumers feel aboutthemselves as a result of goods and/or services
17
Source: Crawford & Mathews (2001)
#experiencevlerick
© Vlerick Business School
A FOCUSED VALUE PROPOSITION
18Source: Crawford & Mathews (2001)
5-4-3-3-3 is an optimal profile
Customer acceptance
Customer preference
Customer favourite
#experiencevlerick
ZOOM 2:
CORPORATE VALUE CREATION
© Vlerick Business School
MAIN SOURCES OF CORPORATE VALUE CREATION
20
Brand
Restructuring
Superior systems, tools, & practices
Synergies
Time horizon
© Vlerick Business School
A PROBLEM OF NET VALUE CREATION
21
Additional corporate
costs
Net value creation
Gross corporate
value creation
Positive corporate value added
Direct and indirect costs
Based on Meyer (2009)
Gross corporate
value creation
Net value destruction
Additional corporate
costs
Negative corporate value added
Direct and indirect costs
• Bureaucracy
• Inefficient corporate services
• Poor decisions
• Interferences
#experiencevlerick
© Vlerick Business School
ADDED VALUE LOGIC
22
Maximize opportunity to add value
Minimize risk of destroying
value+
© Vlerick Business School
GROWING FROM YOUR STRENGTHS
23 #experiencevlerick
BIGGER IS NOT ALWAYS BETTER
Strategy is the means to maximize firm performance
© Vlerick Business School
FEEL LIKE SOME MORE?
Essentials in Strategy (start: 4 December)
Successful Strategy Execution (start: 27 November)
Advanced Management programme (start: 17 October)
Executive MBA (start: 20 October 2017)
Or contact us for a customised programmes for your
company
#experiencevlerick