De Sauvage Nicolas

Guiot Francois-Xavier
Khoa Nguyen Ton Nu
Laloux Julie
Marinova Marinela
Vanden Broeck Miek
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 One day there will be ...
“Belgonavs sailing on every sea of
the world!”
Therefore, Belgonav Strategy wants to
focus on:
 Technological Innovation
 Cost Management
 Market Expansion

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1. Technological Innovation
 Need to fill technological gaps
 Lack of technological innovation strategy awareness
 Lack of in-house high-tech innovation development process
 No employees training and development for acquiring high-tech skills
 Inability to provide technical expertise on advanced technology;
 Critical importance of time-to-market
 No R & D department
 Need of reengineering

2. Cost Management

3. Market Expansion
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1. Need to fill technological gaps
Dufondeau
or
Restrictions Glasnosk Marine

In-house Joint-venture Subcontracting

Partnership

• Different expectations; • Risk of losing assets to

• Lack of • Limited share of partner;
developed high- competitive technological • Not properly managed
tech skills information; process;
• Cultural incomprehension; • Fail to provide quality;
• Autocratic approach; • Disappointing cost
• No training and • Monitoring of divergences; savings.
development for • Lack of communication.
employees
1. Need to fill technological gaps
Dufondeau or
Glasnosk Marine
Possible Solutions
In-house Joint-venture Subcontracting
Partnership
• Policy of
• Clear goals, governance and • Regular report about the
technological training organizational arrangements; management of
and development for • Exchange performance operations;
employees information; • Increase contract
• Strong interpersonal monitoring;
• HR has to hire
relationship to achieve • Control of quality and
different type of compatibility; FPY – first pass yield;
employee profiles • Trust between the partners; • Strong interpersonal
• Established new • Democratic approach; relationship.
• Feedbacks and team building
performance criteria
1. Technological Innovation

2. Cost Management
1. Costs of employee under-performance
2. Bad allocation of new process investments
3. Wrong distinction between direct and indirect costs
4. Costs drivers are not clear or transparent
5. The profit doesn’t meet all the costs
6. Inability to measure intangible costs
7. Cost management not incorporated in the corporate culture

3. Market Expansion
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2. Cost of employee under-
performance
Cost allocation: 40% related to direct labor

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1. Technological Innovation

2. Cost Management

3. Market Expansion
 Sales forces
 Financial resources
 Satisfaction of the customer → individual customers
 Exchange rate
 International norms
 Disposal income of potential customers
 Political instability
 Cross culture
 Competition
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3. Sales forces

Sales forces Possible

solutions

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 Balance ScoreCard
Simplified Strategy Map Performance measures

Financial Increa Market Value

se Increas Revenue per customer
profit e ROE
Decrea
turnov
se costs
er % of new customers
Customers Bran Customer satisfaction
d Number
of Number of complaints
imag
e customer
Internal s New product innovation
Lead-Time
Innovatio Quality
n
Learning Employee Productivity
& Growth Improve Training skills
Use of
technolo
workforc Technology infrastructure
e 10
gy