Integrale bedrijfsanalyse
KPN
Rick Rood 646288 | Bram Kranendonk 586275 | Gertjan Leijen 650101
Integrale bedrijfsanalyse
Finance jaar 2 blok 7
,Integrale bedrijfsanalyse 1 KPN
Hogeschool Inholland Alkmaar
Finance & control/accountancy
Opdrachtgever: Henk Schilstra
Begeleider: Henk Schilstra
Datum: 28 Maart 2021
Student: Rick Rood
Student: Bram Kranendonk
Student: Gertjan Leijen
Klas: ALFCAVT2c
,Executive Summary
In this integral business analyses, the business KPN will be the central point. The report is
divided into 8 chapters, that will eventually conclude into a broad advice in the final chapter.
To get a clear image of the company, the profile of the company is drawn with the help of
the Ashridge Mission Model, a stakeholder analyses and a force field analyses. KPN has been
the leader of the telecommunications market in the Netherlands for a long time. The
company is always trying to find ways to maintain this position. This coincides with the goal
of KPN, which is ‘technology is the answer to your questions from today and tomorrow’.
The telecommunication market in the Netherlands is a market with very little competition. It
is a tough market to penetrate and also tough to grow as a company.
To analyze the external factors a branch analyses has been made. In this analyzation the
external environment will be discussed. With the help of the 5-power model of Porter, the
internal competition, the threat of new entrants, buyers, suppliers and substitutes, will
become known. KPN has a large market share, however this doesn’t mean the achievements
are optimal. For this, the internal issues play an important role.
The business analyses gives insight into the internal issues. The analyses showed that KPN
has been trying to reduce their expenses, but with this their income has gone down. They
will need to optimize their operations. In some cases, this may have interfering results. This
is supported by several analyses, like the fundamental analyses, the profit and sales
analyses, the portfolio analyses and the industry life cycle analyses. The technical analyses
also plays a role in it.
To be able to evaluate in which areas KPN can get more profit, the risks are analyzed. The
biggest change in risks came from the business risks. The business risk has decreased over
the years. Through flexibilization of the cost profile, KPN has been able to manage their risk
profile.
An important part of the integral business analyses is the forecasting. With the top-down
forecasting, it is possible to create a starting point for future decisions. From the forecast it is
seen that KPN will struggle the next few years. As of now, KPN is one of a few companies
who are not doing bad, considering the COVID-19 situation. But the sales and profit are
expected to go down the next few years. With this comes the forecast for the value of the
shares. Different professionals are expecting the value to rise on short-term. But in this
report, it is expected to decrease over the long-term. With the outcome of the SWOT-
analyses, KPN will foresee this decrease and will be able to increase the value of shares and
their profit. By working together closely with the suppliers of the infrastructure and
professionals who improve the technology, KPN will be able to provide their clients with the
best products and services.
, Inhoud
Executive Summary................................................................................................................................3
Hoofdstuk 1 Profiel van de onderneming...............................................................................................1
1.1 Inleiding........................................................................................................................................1
1.2 Ashridge model.............................................................................................................................1
1.2.1 Doel.......................................................................................................................................1
1.2.2 Waarden................................................................................................................................1
1.2.3 Strategie................................................................................................................................2
1.2.4 Gedragsnormen.....................................................................................................................3
1.3 Stakeholdersanalyse.....................................................................................................................4
1.3.1 Klanten...................................................................................................................................4
1.3.2 Aandeelhouders.....................................................................................................................4
1.4 Krachtenveldanalyse.....................................................................................................................5
1.5 Conclusie......................................................................................................................................5
1.5.1 Strategie................................................................................................................................5
1.5.2 Structuur................................................................................................................................6
1.5.3 Systemen...............................................................................................................................7
1.5.4 Management.........................................................................................................................7
1.5.5 Personeel...............................................................................................................................8
1.5.6 Cultuur...................................................................................................................................8
Hoofdstuk 2 Brancheanalyse..................................................................................................................9
2.1 Interne concurrentie.....................................................................................................................9
2.2 Externe concurrentie..................................................................................................................11
2.3 Potentiële concurrentie..............................................................................................................13
2.4 Conclusie....................................................................................................................................14
Hoofdstuk 3 bedrijfsanalyse.................................................................................................................15
3.1 Fundamentele analyse................................................................................................................15
3.1.1 solvabiliteit..........................................................................................................................15
3.1.2 Liquiditeit.............................................................................................................................16
3.1.3 Rentabiliteit.........................................................................................................................17
3.1.4 Activiteitkengetallen............................................................................................................18
3.1.5 Werknemerskengetallen......................................................................................................20
3.1.6 Omgevingsanalyse...............................................................................................................21
3.1.7 Dupont-chart.......................................................................................................................23
KPN
Rick Rood 646288 | Bram Kranendonk 586275 | Gertjan Leijen 650101
Integrale bedrijfsanalyse
Finance jaar 2 blok 7
,Integrale bedrijfsanalyse 1 KPN
Hogeschool Inholland Alkmaar
Finance & control/accountancy
Opdrachtgever: Henk Schilstra
Begeleider: Henk Schilstra
Datum: 28 Maart 2021
Student: Rick Rood
Student: Bram Kranendonk
Student: Gertjan Leijen
Klas: ALFCAVT2c
,Executive Summary
In this integral business analyses, the business KPN will be the central point. The report is
divided into 8 chapters, that will eventually conclude into a broad advice in the final chapter.
To get a clear image of the company, the profile of the company is drawn with the help of
the Ashridge Mission Model, a stakeholder analyses and a force field analyses. KPN has been
the leader of the telecommunications market in the Netherlands for a long time. The
company is always trying to find ways to maintain this position. This coincides with the goal
of KPN, which is ‘technology is the answer to your questions from today and tomorrow’.
The telecommunication market in the Netherlands is a market with very little competition. It
is a tough market to penetrate and also tough to grow as a company.
To analyze the external factors a branch analyses has been made. In this analyzation the
external environment will be discussed. With the help of the 5-power model of Porter, the
internal competition, the threat of new entrants, buyers, suppliers and substitutes, will
become known. KPN has a large market share, however this doesn’t mean the achievements
are optimal. For this, the internal issues play an important role.
The business analyses gives insight into the internal issues. The analyses showed that KPN
has been trying to reduce their expenses, but with this their income has gone down. They
will need to optimize their operations. In some cases, this may have interfering results. This
is supported by several analyses, like the fundamental analyses, the profit and sales
analyses, the portfolio analyses and the industry life cycle analyses. The technical analyses
also plays a role in it.
To be able to evaluate in which areas KPN can get more profit, the risks are analyzed. The
biggest change in risks came from the business risks. The business risk has decreased over
the years. Through flexibilization of the cost profile, KPN has been able to manage their risk
profile.
An important part of the integral business analyses is the forecasting. With the top-down
forecasting, it is possible to create a starting point for future decisions. From the forecast it is
seen that KPN will struggle the next few years. As of now, KPN is one of a few companies
who are not doing bad, considering the COVID-19 situation. But the sales and profit are
expected to go down the next few years. With this comes the forecast for the value of the
shares. Different professionals are expecting the value to rise on short-term. But in this
report, it is expected to decrease over the long-term. With the outcome of the SWOT-
analyses, KPN will foresee this decrease and will be able to increase the value of shares and
their profit. By working together closely with the suppliers of the infrastructure and
professionals who improve the technology, KPN will be able to provide their clients with the
best products and services.
, Inhoud
Executive Summary................................................................................................................................3
Hoofdstuk 1 Profiel van de onderneming...............................................................................................1
1.1 Inleiding........................................................................................................................................1
1.2 Ashridge model.............................................................................................................................1
1.2.1 Doel.......................................................................................................................................1
1.2.2 Waarden................................................................................................................................1
1.2.3 Strategie................................................................................................................................2
1.2.4 Gedragsnormen.....................................................................................................................3
1.3 Stakeholdersanalyse.....................................................................................................................4
1.3.1 Klanten...................................................................................................................................4
1.3.2 Aandeelhouders.....................................................................................................................4
1.4 Krachtenveldanalyse.....................................................................................................................5
1.5 Conclusie......................................................................................................................................5
1.5.1 Strategie................................................................................................................................5
1.5.2 Structuur................................................................................................................................6
1.5.3 Systemen...............................................................................................................................7
1.5.4 Management.........................................................................................................................7
1.5.5 Personeel...............................................................................................................................8
1.5.6 Cultuur...................................................................................................................................8
Hoofdstuk 2 Brancheanalyse..................................................................................................................9
2.1 Interne concurrentie.....................................................................................................................9
2.2 Externe concurrentie..................................................................................................................11
2.3 Potentiële concurrentie..............................................................................................................13
2.4 Conclusie....................................................................................................................................14
Hoofdstuk 3 bedrijfsanalyse.................................................................................................................15
3.1 Fundamentele analyse................................................................................................................15
3.1.1 solvabiliteit..........................................................................................................................15
3.1.2 Liquiditeit.............................................................................................................................16
3.1.3 Rentabiliteit.........................................................................................................................17
3.1.4 Activiteitkengetallen............................................................................................................18
3.1.5 Werknemerskengetallen......................................................................................................20
3.1.6 Omgevingsanalyse...............................................................................................................21
3.1.7 Dupont-chart.......................................................................................................................23
