HAN AUTOMOTIVE

BM2
BUILD MY COMPANY
LESSON 2: INTERNAL ANALYSIS

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7 LESSONS
 Lesson 1: BMC en External analysis
 Lesson 2: Internal analysis
 Lesson 3: SWOT and confrontation matrix
 Lesson 4: Product-, Price-, Place- en
Promotionpolicy
 Lesson 5: Purchase
 Lesson 6: Sales
 Lesson 7: Feedback

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GOALS LESSON 2:
 Understand what an internal analysis
entails.
 Be able to apply a 7S model for an
organisation.

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 PROGRAMMA
Week Onderwerp Voorbereiding
1: (11-15 BMC en Externe analyse Geen
nov)
2: (18-22 Interne analyse Video over ondernemerschap bekijken en het 7S model van
nov) McKinsey bestuderen
3: (25-29 SWOT en confrontatiematrix Video over strategie bekijken en bestuderen SWOT-analyse
nov)
4: (2-6 dec) Product, Prijs, Plaats en Video over aansprekende en foute reclames zoeken en
Promotie verklaren waarom goed/fout. Marketingmix (4P’s) bestuderen.
5: (9-13 dec) Strategische inkoop Video over de 10 regels van onderhandelen bekijken en
beschrijf 4 criteria (behalve de prijs) waarop je een leverancier
zou beoordelen.
6: (16-20 Sales Video SPIN en Golden Circle bekijken. Goede en foute
dec) verkoopervaringen beschrijven.
7: (6-10 jan) Uitloop, vragen en feedback Concept inleveren
rapport

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 LEEROPDRACHTEN
Week Onderwerp Toets deelopdrachten
1: (11-15 nov) BMC en Externe analyse Beschrijf jouw business idee en op welke trends deze inspeelt

2: (18-22 Interne analyse Beschrijf sterkten en zwakten van jouzelf als ondernemer en van
nov) jouw business idee
3: (25-29 SWOT en confrontatiematrix Maak de SWOT-analyse en werk je strategie en doelstellingen uit
nov)
4: (2-6 dec) Product, Prijs, Plaats en Werk de marketing mix concreet uit
Promotie
5: (9-13 dec) Strategische inkoop Bepaal je key partners en het verdienmodel

6: (16-20 dec) Sales Bepaal je sales tactiek en bereid de pitch voor

7: (6-10 jan) Uitloop, vragen en feedback Concept

rapport
Alle deelopdrachten dienen uitgewerkt te worden in één verslag!

Build my Company 2024-2025 Blok 2 5

V-CYCLE

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PREVIOUS LESSONS
 Entrepreneurship
 Business model canvas
 Present your business idea

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 THE BMC
KeyPartners KernAactiviteiten WaardePropositie KlantRelaties KlantSegmenten

How What whom

Core activities, resources,
K Res key
ey ources Value/ Customers,
KN a alenrelations,
partners Offer channels

KostenStructuur InkomstenStromen
The Money
-$ -€ Costs and Revenues +$ +€
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PARTS OF THE MARKETINGPLAN
Introduction

Probleem definition
Internal analysis External analysis
SWOT-analysis

CM, Strategic choices and PMC

Marketing goals

Productpolicy Pricepolicy Place policy Promotionpolicy

Evaluation

Adjustment

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WHERE DO WE STAND AND WHAT DO WE WANT TO ACHIEVE
Opportunities and threats are defined by the Opportunities
EXTERNAL ANALYSIS

Past Future
Threats
Now
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WHERE DO WE STAND AND WHAT DO WE WANT TO ACHIEVE
Strengths
Strengths and weaknesses are defined by

+
the
+ INTERNAL ANALYSIS
+
+
+

Weaknesses

-
Past - Future
-
Now
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DEFINITION ORGANISATION

Organisation
=
Collaborating collective of persons to
achieve certain goals

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INTRO 7S-MODEL – MCKINSEY
 The actual organisation modelled.
 Allowing for discovering patterns and cohesion.
 Allowing for describing and analysing the
organisation
 What is a strength and what is a weakness?

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THE 7S MODEL
Structure

Strategy Systems
Shared
values

Skills Style

Staff

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THE 7S MODEL
 All dimensions (S's) are interconnected
 A change to one S will cause a change to the other S's.
 Strategy, Structure and Systems are 'hard' elements
(SMART principle).
 Skills, Style, Staff and Shard Values are 'soft', describing
the human side of the organisation

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ASSIGNMENT
 Describe 3 strengths of yourself.
 Describe 3 weaknesses of yourself, where you can
and want to improve.

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STRATEGY
Structure

Strategy Systems

Shared
values

Skills Style

Staff

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 Dream / Goal

Vis
ion

St r
at e
gy

Mi
Past ss Future
ion
Now
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STRATEGY (MISSION)
 Mission:
Why do we exist?
– For whom do we exist?
– What is our identity?
– What is our primair function?

A good mission should be brief and link to the goals of

an organisation. The link to clients, employees and
other stakeholders must be clear.

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STRATEGY (VISION)
 Vision:
Where are we heading for?
- What is our common view?

A vision give a visionary view and ambitious idea what

an organisation wants to be. In the definition of a
vision, you look at the world today, and the chances
in the future. You describe the desired futurestate
situation.

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ASSIGNMENT MISSION EN VISION
 Search online for a company's mission
and vision.
– 15 minutes
– Discuss it with your neighbor

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STRUCTURE
Structure

Strategy Systems

Shared Values

Skills Style

Staff

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SIMPLE ORGANISATION SCHEME
DIRECTOR

SECRETARARY

HUMAN RESOURCES FINANCE

ADMINISTRATION

PRODUCTION MARKETING
PURCHASE
SALES

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FOR LARGE COMPANIES…
Management

Administration

F sales Production Purchase

P Vans Cars Bikes

M Sports Business Terrain

G U.S.A. Asia Europe

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STRUCTURE AND FUNCTIONS
 Structure in an organisation gives clarity to
employees.
 Tasks = What somebody does
 Authority = What somebody is allowed to
 Responsibility = What somebody has to do
 Function = Tasks + Authorities + Responsibilities

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ASSIGNMENT
Write down of the 3 functions, 3 Tasks, 3
Authorities and 3 Responsibilities:

 Director
 Projectmanager
 Production employee

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BREAK

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SYSTEMS Which systems can you
identify in an organisation?
Structure

Strategy Systems

Shared Values

Skills Style

Staff

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STYLE
Structure

Strategy Systems

Shared Values

Skills Style

Staff

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MANAGERS
 Managers: what kind of people are they?
– Big cars?
– Suits?

 What is a top manager?

 Managers: born or made?

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MANAGEMENT STYLES
Integra
1.9 9.9

Relation
tion

Source: Managerial grid Blake and Mouton

People
focus

5.5

Separa Tasks
1.1 tion 9.1
Job focus
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MANAGING TYPES
1. Stimulator
2. Controller
3. Coordinator
4. Committee member
5. Mentor
6. Producer
7. Mediator
8. Innovator

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TASKS MANAGEMENT
 Guide: external adjustments

 Establish: structuring

 Achieve: internal adjustments

– inform/communicate
– motivate
– control processes and results

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STAFF
Structure

Strategy Systems

Shared Values

Skills Style

Staff

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HR ISSUES
 What staffing should go with the new job
descriptions?
 Who do you hire permanently and what kind of
contracts do you enter into with them?
 How do you initiate recruitment?
 Payment
 How do you monitor employee performance?

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SKILLS
Structure

Strategy Systems

Shared Values

Skills Style

Staff

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PRACTCE: SKILLS
 What kind of training can you offer?

 Do you know of projects that require special skills

 What can you do when special skills are required

temporarily?

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SHARED VALUES
Structure

Strategy Systems

Shared Values

Skills Style

Staff

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RESULT INTERNAL ANALYSIS
 Strengths
 Weaknesses

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 What have we found? Macro factors
Context Canvas
7S McKinsey

+
+
+
+

-
Past - Future
-
Now
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ASSIGNMENT
 Describe 3 strengths of yourself.
 Describe 3 weaknesses of yourself, where you can
and want to improve.
 Relate to your business idea
 Relate to the 7S model

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INDEX REPORT

Bron: http://www.blonkconsultants.nl/portfolio-item/case-studie-meatless-agri-footprint-performance-report/ geraadpleegd dd 11-11-2018

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NEXT LESSON:
 SWOT analysis
 Confrontationmatrix
 Strategy

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PREPARATION LESSON 3: SEE
ONDERWIJSONLINE

 View the video about strategy

 study the SWOT-analysis. Video links are
on onderwijsonline
 Prepare your BMC
 Prepare Internal and external Analysis

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QUESTIONS?

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