Kompan: Theories and models applied

Résumé du document

To start with, Kompan's ambition is to ‘be the global leader by providing unique playground solutions that promote health and learning of their users'. The way they have approached their vision is through development of dynamic capabilities. The dynamic capabilities are the strategic resources and the competitive advantage the company has. They are acquired over time by having consistent policies and flows. The assets should be non-tradable, non-imitable and non-replaceable.

The strategic assets are combination of stocks and flows. The stocks of the assets represent the know-how of the company, its core competence and the flow are the efforts put in the development of the stocks and the depreciation of the know-how that occur. Kompan's strategic asset stocks are represented by the already acquired companies. This provides the company with strong core competence in different areas such as developing the best practice of having the best employees, unique design and constant innovation.

This capability has a slight chance of imitation; however, it will take a big investment of time and resources. Furthermore, the non-tradable asset Kompan has developed over time is their reputation of high quality, safe and educative playgrounds. They have been awarded with many prizes in this area. This capability they have developed cannot be bought by competitors; it will also take a lot of time and consistency to reach it.

Extraits

[...] The strategic assets are combination of stocks and flows. The stocks of the assets represent the know-how of the company, its core competence and the flow are the efforts put in the development of the stocks and the depreciation of the know-how that occur.[5] Kompan's strategic asset stocks are represented by the already acquired companies. This provides the company with strong core competence in different areas such as developing the best practice of having the best employees, unique design and constant innovation. [...]

[...] Therefore, with the years Kompan has managed to build asset stock which makes it easier when moving forward with this process. However, looking at the competitors, it can be considered that either they have experienced big failures and losses with their acquisitions or are in the low stages of developing this process which also refers to the previous paragraph. Last but not least, the casual ambiguity is the next characteristic that drives Kompan to stay competitive. Moving forward, the company has stable stock in terms of acquired companies. [...]

[...] Next, the learning as a network comes again from the new talented employees coming to Kompan´s organization and the information coming from the customers. The previous two characteristics give insight to the last one. It means that the technologies and the network created contribute to making further research and exploring new opportunities. The new ideas help to better understand and serve the market. Moving forward, the pillars of the house are represented by the personalized co-creative experiences on the left and global access to resources and talent on the right. [...]

[...] The basic thesis reveals that today´s globalization is to be achieved through communication and networking. This involves hiring skilled employees that will bring new ideas to the company which in the long run will lead to driving growth and innovation up. In order to investigate whether Kompan is following this new thinking, we will go through the New House of Innovation[12]. It represents the way that the organization should create a culture that is in favor of entrepreneurship and innovation. [...]

[...] The next characteristic is asset mass efficiency. Going into details, with the previous acquisitions Kompan has made, they have accumulated know-how and skills from the employees which enables them to continue this practice with even more success. As Dierickx and Cool said: “success breeds success”, thus, it can be inferred that the previous acquisitions of Kompan have been successful and that the failure rate of acquisitions of Kompan is much lower than the success rate which encourages them to continue in the long run. [...]