|
| Jean Vandemoortele |
| | 1 (0%) | |
|
|
| AG Insurance |
| | 3 (1%) | |
|
|
| Studio Moderna |
| | 1 (0%) | |
|
|
| Studio Moderna Fashion Group |
| | 1 (0%) | |
|
|
| VAB nv |
| | 2 (1%) | |
|
|
| Luxair S.A. |
| | 1 (0%) | |
|
|
| Vlerick |
| | 2 (1%) | |
|
|
| Alken-Maes |
| | 1 (0%) | |
|
|
| Nationaal Geografisch Instituut (NGI) |
| | 1 (0%) | |
|
|
| Bristol-Myers Squibb |
| | 1 (0%) | |
|
|
| Smurfit kappa Van Mierlo |
| | 1 (0%) | |
|
|
| Meat and Livestock Australia |
| | 1 (0%) | |
|
|
| ING Luxembourg |
| | 1 (0%) | |
|
|
| Flying Service NV |
| | 1 (0%) | |
|
|
| Umicore |
| | 1 (0%) | |
|
|
| Cummins NV |
| | 7 (2%) | |
|
|
| Horta ATD |
| | 1 (0%) | |
|
|
| Delhaize Group |
| | 1 (0%) | |
|
|
| bpost |
| | 3 (1%) | |
|
|
| Durabilis NV for SBFA Burkina Faso |
| | 1 (0%) | |
|
|
| Barry Callebaut Belgium NV |
| | 1 (0%) | |
|
|
| Be-Mobile |
| | 2 (1%) | |
|
|
| Terminal Cuenca del Plata |
| | 1 (0%) | |
|
|
| P&V Group (P&V and VIVIUM) |
| | 1 (0%) | |
|
|
| SCR Sibelco NV - Sibelco Europe |
| | 1 (0%) | |
|
|
| Aniserco (Tom&Co, Delhaize Group) |
| | 1 (0%) | |
|
|
| test |
| | 8 (2%) | |
|
|
| Science|Business |
| | 1 (0%) | |
|
|
| AstraZeneca |
| | 1 (0%) | |
|
|
| AB Annas Pepparkakor |
| | 1 (0%) | |
|
|
| Barco nv |
| | 3 (1%) | |
|
|
| ANT Networks |
| | 2 (1%) | |
|
|
| KPN Group Blegium |
| | 1 (0%) | |
|
|
| Flux Medical |
| | 1 (0%) | |
|
|
| ExxonMobil |
| | 1 (0%) | |
|
|
| Eandis |
| | 2 (1%) | |
|
|
| Delaware Consulting |
| | 2 (1%) | |
|
|
| Pest Management Solutions NV |
| | 1 (0%) | |
|
|
| Artscape, Cape Town. South Africa |
| | 1 (0%) | |
|
|
| Vandenborre Holdings |
| | 1 (0%) | |
|
|
| Personal MedSystems GmbH |
| | 1 (0%) | |
|
|
| KPN Group Belgium |
| | 2 (1%) | |
|
|
| Rode Kruis-Vlaanderen Internationaal vzw |
| | 1 (0%) | |
|
|
| Partena Ziekenfonds en Partners |
| | 1 (0%) | |
|
|
| Atos Worldline |
| | 1 (0%) | |
|
|
| C-Mine Crib |
| | 1 (0%) | |
|
|
| INFOPRO COMMUNICATIONS |
| | 1 (0%) | |
|
|
| Nationaal Orkest van Belgë |
| | 1 (0%) | |
|
|
| Roxell NV |
| | 1 (0%) | |
|
|
| Vanden Avenne Ooigem |
| | 1 (0%) | |
|
|
| XANT |
| | 1 (0%) | |
|
|
| Cardoen (Artim nv) |
| | 1 (0%) | |
|
|
| BARCO |
| | 1 (0%) | |
|
|
| Cortina Group |
| | 1 (0%) | |
|
|
| Renta vzw |
| | 1 (0%) | |
|
|
| Flemish community |
| | 1 (0%) | |
|
|
| Interbergco bvba |
| | 1 (0%) | |
|
|
| JBC n.v. |
| | 1 (0%) | |
|
|
| Bayer SA-NV |
| | 1 (0%) | |
|
|
| Vegotex International |
| | 1 (0%) | |
|
|
| Cummins N.V. |
| | 1 (0%) | |
|
|
| SA BACARDI-MARTINI BELGIUM |
| | 1 (0%) | |
|
|
| The Brussels Airport Company |
| | 1 (0%) | |
|
|
| Shell |
| | 1 (0%) | |
|
|
| Milliken Europe BVBA |
| | 1 (0%) | |
|
|
| Balta Industries |
| | 1 (0%) | |
|
|
| Telenet |
| | 1 (0%) | |
|
|
| Vodafone D2 GmbH |
| | 1 (0%) | |
|
|
| AeroSleep nv |
| | 1 (0%) | |
|
|
| Johnson & Johnson Consumer NV |
| | 1 (0%) | |
|
|
| TransConstellation (Euroclear, Swift, BNYMellon and Atos Wordline |
| | 1 (0%) | |
|
|
| Dow Corning Corporation |
| | 4 (1%) | |
|
|
| Biocartis NV |
| | 1 (0%) | |
|
|
| Ahold - Albert Heijn Belgiun |
| | 1 (0%) | |
|
|
| CREA NV |
| | 2 (1%) | |
|
|
| Lhoist |
| | 1 (0%) | |
|
|
| Philips Innovation Group, Research |
| | 1 (0%) | |
|
|
| KBC |
| | 2 (1%) | |
|
|
| Cytec Industries Inc. |
| | 1 (0%) | |
|
|
| Sara Fiems nv |
| | 1 (0%) | |
|
|
| Johnson & Johnson Consumer |
| | 1 (0%) | |
|
|
| Munich Re |
| | 1 (0%) | |
|
|
| JCDecaux Belgium N.V. |
| | 1 (0%) | |
|
|
| Lotus Bakeries Corporate nv |
| | 1 (0%) | |
|
|
| Gimv |
| | 2 (1%) | |
|
|
| Durabilis NV |
| | 1 (0%) | |
|
|
| recticel |
| | 1 (0%) | |
|
|
| Opslag.com |
| | 1 (0%) | |
|
|
| Microsoft nv |
| | 1 (0%) | |
|
|
| MOBILAD bvba |
| | 1 (0%) | |
|
|
| Saey Home & Garden |
| | 1 (0%) | |
|
|
| MAFRIBEL NV |
| | 1 (0%) | |
|
|
| Fagron |
| | 1 (0%) | |
|
|
| Durabilis |
| | 2 (1%) | |
|
|
| Fujifilm Belgium NV |
| | 1 (0%) | |
|
|
| Microsoft |
| | 2 (1%) | |
|
|
| International Food Consultant bvba |
| | 1 (0%) | |
|
|
| STEPSTONE |
| | 1 (0%) | |
|
|
| Sibelco Europe |
| | 1 (0%) | |
|
|
| LBC Tank Terminals Antwerpen |
| | 1 (0%) | |
|
|
| Bayer Healthcare |
| | 1 (0%) | |
|
|
| Elia System Operator |
| | 2 (1%) | |
|
|
| Con Brio vzw |
| | 1 (0%) | |
|
|
| Oxfam Wereldwinkels vzw - Oxfam fairtrade cvba |
| | 1 (0%) | |
|
|
| Saint-Gobain / CertainTeed Brand |
| | 1 (0%) | |
|
|
| Barry Callebaut nv |
| | 1 (0%) | |
|
|
| LUFTHANSA TECHNIK BRUSSELS NV |
| | 1 (0%) | |
|
|
| Steps Ahead BVBA, Chop'd |
| | 1 (0%) | |
|
|
| NV Willemot - bijzonder verzekeringsbestuur |
| | 1 (0%) | |
|
|
| El Paso Orthopaedic Surgery Group |
| | 1 (0%) | |
|
|
| Incofin Investment Management |
| | 2 (1%) | |
|
|
| Rcademy - KU Leuven |
| | 1 (0%) | |
|
|
| Eli Lilly Benelux |
| | 1 (0%) | |
|
|
| To be founded if the right team is found |
| | 1 (0%) | |
|
|
| Delhaize Le Lion |
| | 1 (0%) | |
|
|
| Sairme Mineral Waters |
| | 1 (0%) | |
|
|
| Unilin Flooring |
| | 1 (0%) | |
|
|
| MSD Animal Health |
| | 1 (0%) | |
|
|
| Inverto NV |
| | 1 (0%) | |
|
|
| KATOEN NATIE NV |
| | 1 (0%) | |
|
|
| Farmaline |
| | 1 (0%) | |
|
|
| Hogenboom Vakantieparken |
| | 1 (0%) | |
|
|
| Vista Capital Advisors NV |
| | 1 (0%) | |
|
|
| SMO bvba |
| | 1 (0%) | |
|
|
| Ontex BVBA (Zele office) |
| | 1 (0%) | |
|
|
| Apple |
| | 1 (0%) | |
|
|
| Gearcraft - Vanhoutte nv |
| | 1 (0%) | |
|
|
| Xenit Solutions NV |
| | 1 (0%) | |
|
|
| SWIFT |
| | 1 (0%) | |
|
|
| Nuance Communications |
| | 1 (0%) | |
|
|
| GDF SUEZ ENERGY International |
| | 1 (0%) | |
|
|
| Mafra Invest BVBA |
| | 1 (0%) | |
|
|
| RemiClaeys Aluminium nv |
| | 1 (0%) | |
|
|
| GROUPE BRUXELLES LAMBERT |
| | 1 (0%) | |
|
|
| HANNECARD N.V. |
| | 1 (0%) | |
|
|
| Monsanto Europe NV |
| | 1 (0%) | |
|
|
| Genzyme - A Sanofi Company |
| | 1 (0%) | |
|
|
| Ferranti Computer Systems nv |
| | 2 (1%) | |
|
|
| Etex |
| | 2 (1%) | |
|
|
| Adecco Belgium |
| | 1 (0%) | |
|
|
| Paquay & Associates |
| | 1 (0%) | |
|
|
| New Valmar bvba |
| | 1 (0%) | |
|
|
| Leroy Somer Belgium-Div ESO Belgium |
| | 1 (0%) | |
|
|
| ThromboGenics |
| | 1 (0%) | |
|
|
| Univar Belgium NV |
| | 1 (0%) | |
|
|
| NXP Semiconductors Belgium |
| | 2 (1%) | |
|
|
| Thomas Cook Belgium |
| | 2 (1%) | |
|
|
| Fleet Logistics International |
| | 1 (0%) | |
|
|
| Securitas Services Europe nv |
| | 1 (0%) | |
|
|
| P&V Group |
| | 2 (1%) | |
|
|
| Janssen Pharmaceurtica NV |
| | 1 (0%) | |
|
|
| Janssen Pharma |
| | 1 (0%) | |
|
|
| Close the Gap Int. VZW |
| | 1 (0%) | |
|
|
| Essent.be |
| | 1 (0%) | |
|
|
| ASHOKA BELGIUM |
| | 1 (0%) | |
|
|
| IKEA Belgium |
| | 1 (0%) | |
|
|
| Caldic Belgium NV |
| | 1 (0%) | |
|
|
| CCI nv |
| | 1 (0%) | |
|
|
| Coca-Cola Services |
| | 1 (0%) | |
|
|
| Caviso nv |
| | 1 (0%) | |
|
|
| Tyco Electronics Raychem BVBA |
| | 3 (1%) | |
|
|
| Sony Belgium, bijkantoor van Sony Europe Limited. |
| | 1 (0%) | |
|
|
| Janssen Pharmaceutica NV |
| | 1 (0%) | |
|
|
| AZ Damiaan |
| | 1 (0%) | |
|
|
| ABN AMRO Bank N.V. |
| | 1 (0%) | |
|
|
| Forum for Social Entrepreneurship |
| | 1 (0%) | |
|
|
| The European Institute for Health Records |
| | 1 (0%) | |
|
|
| Aerodata International Surveys |
| | 1 (0%) | |
|
|
| ING Bank Belgium |
| | 1 (0%) | |
|
|
| MGM Porthos |
| | 1 (0%) | |
|
|
| NV GABECON |
| | 1 (0%) | |
|
|
| Preflexibel |
| | 1 (0%) | |
|
|
| ThyssenKrupp |
| | 1 (0%) | |
|
|
| Vache Bleue |
| | 1 (0%) | |
|
|
| SONACA |
| | 1 (0%) | |
|
|
| NUMEN EUROPE SA |
| | 1 (0%) | |
|
|
| ECO Heating Center N.V. |
| | 1 (0%) | |
|
|
| Roche Diagnostics Belgium |
| | 1 (0%) | |
|
|
| Haystack NV |
| | 1 (0%) | |
|
|
| NV Bekaert SA |
| | 1 (0%) | |
|
|
| BD - Belgische Distributiedienst |
| | 1 (0%) | |
|
|
| ELECTRABEL NV |
| | 1 (0%) | |
|
|
| Gränges |
| | 1 (0%) | |
|
|
| Platform van de Afrikaanse Gemeenschappen |
| | 1 (0%) | |
|
|
| Arseus (Fagron) |
| | 1 (0%) | |
|
|
| Lunch Garden NV |
| | 1 (0%) | |
|
|
| Videofair bvba |
| | 1 (0%) | |
|
|
| ERGO |
| | 1 (0%) | |
|
|
| NV MASELIS |
| | 2 (1%) | |
|
|
| JBC |
| | 1 (0%) | |
|
|
| Finindus |
| | 1 (0%) | |
|
|
| African Drive |
| | 1 (0%) | |
|
|
| Electrabel GDF Suez |
| | 1 (0%) | |
|
|
| Blommaert NV |
| | 1 (0%) | |
|
|
| J Cortès Cigars |
| | 1 (0%) | |
|
|
| Cummins |
| | 1 (0%) | |
|
|
| Cummins |
| | 1 (0%) | |
|
|
| G4S Secure Solutions NV |
| | 1 (0%) | |
|
|
| International Car Operators |
| | 1 (0%) | |
|
|
| TAL Engineering |
| | 1 (0%) | |
|
|
| Baxter |
| | 1 (0%) | |
|
|
| ARCADIS Belgium NV |
| | 1 (0%) | |
|
|
| Barry Callebaut NV |
| | 1 (0%) | |
|
|
| Atlas Copco Rental Europe |
| | 1 (0%) | |
|
|
| Eneco |
| | 1 (0%) | |
|
|
| Atos Nederland BV |
| | 1 (0%) | |
|
|
| Agfa Materials |
| | 1 (0%) | |
|
|
| Building A Future Foundation |
| | 2 (1%) | |
|
|
| L-Door Group |
| | 1 (0%) | |
|
|
| Swiss Mobiliar Life |
| | 2 (1%) | |
|
|
| Eleos BVBA |
| | 1 (0%) | |
|
|
| Barco N.V. - LiveDots |
| | 1 (0%) | |
|
|
| UCB-Pharma |
| | 1 (0%) | |
|
|
| Vandemoortele |
| | 1 (0%) | |
|
|
| Kinepolis Group NV |
| | 1 (0%) | |
|
|
| Ericsson |
| | 1 (0%) | |
|
|
| Matexi NV |
| | 1 (0%) | |
|
|
| Ballon Media nv |
| | 1 (0%) | |
|
|
| Ventyx, an ABB company |
| | 1 (0%) | |
|
|
| De Rocker Logistics N.V. |
| | 1 (0%) | |
|
|
| UCB |
| | 1 (0%) | |
|
|
| SCR Sibelco |
| | 1 (0%) | |
|
|
| SIOEN Industries NV |
| | 1 (0%) | |
|
|
| Tom&Co (Delhaize Group) |
| | 1 (0%) | |
|
|
| Ghent University |
| | 1 (0%) | |
|
|
| SIOEN INDUSTRIES |
| | 1 (0%) | |
|
|
| Mediafin |
| | 1 (0%) | |
|
|
| Medtronic Belgium NV |
| | 1 (0%) | |
|
|
| MasterCard Europe sprl |
| | 1 (0%) | |
|
|
| RealDolmen TEST |
| | 1 (0%) | |
|
|
| Atlas Copco Airpower nv |
| | 1 (0%) | |
|
|
| BARCO n.v. |
| | 2 (1%) | |
|
|
| VRT |
| | 1 (0%) | |
|
|
| Alcogroup s.a. |
| | 1 (0%) | |
|
|
| Quintiles |
| | 1 (0%) | |
|
|
| France Quick S.A.S. |
| | 1 (0%) | |
|
|
| www.vereenooghe.com Intraskins NV |
| | 1 (0%) | |
|
|
| THE AVIATION FACTORY |
| | 1 (0%) | |
|
|
| NV Roche SA |
| | 1 (0%) | |
|
|
| Biocartis |
| | 1 (0%) | |
|
|
| Deloitte |
| | 1 (0%) | |
|
|
| Heli nv |
| | 1 (0%) | |
|
|
| De Persgroep Publishing nv |
| | 1 (0%) | |
|
|
| ageas SA/NV |
| | 1 (0%) | |
|
|
| bvba Ellya - De Stuyverij |
| | 1 (0%) | |
|
|
| Materialise NV |
| | 1 (0%) | |
|
|
| NHV |
| | 1 (0%) | |
|
|
| Intact Financial Corporation |
| | 1 (0%) | |
|
|
| Fidecity |
| | 1 (0%) | |
|
|
| EVA (Ethisch Vegetarisch Alternatief) |
| | 1 (0%) | |
|
|
| UCB SA |
| | 1 (0%) | |
|
|
| Mattex Dubai LLC |
| | 1 (0%) | |
|
|
| Mobility Center Genk Zuid NV |
| | 1 (0%) | |
|
|
| H. Hartziekenhuis Lier (samen met HH mol, Imelda Bonheiden en Sint Dimpna Geel) |
| | 1 (0%) | |
|
|
| Fost Plus vzw |
| | 1 (0%) | |
|
|
| Eternit |
| | 2 (1%) | |
|
|
| KBC Securities |
| | 1 (0%) | |
|
|
| Bridgestone Europe |
| | 1 (0%) | |
|
|
| Nestec S.A. |
| | 1 (0%) | |
|
|
| vlerick |
| | 1 (0%) | |
|
|
| AZ Groeninge |
| | 1 (0%) | |
|
|
| GeoSea DEME |
| | 1 (0%) | |
|
|
| Van Meerbeeck Metalen |
| | 1 (0%) | |
|
|
| Vincent Sheppard |
| | 2 (1%) | |
|
|
| Allnex |
| | 1 (0%) | |
|
|
| Sibelga |
| | 1 (0%) | |
|
|
| Victory Brewing Company |
| | 1 (0%) | |
|
|
| Merck Sharp & Dohme |
| | 1 (0%) | |
|
|
| African Drive NV |
| | 1 (0%) | |
|
|
| The House of Marketing |
| | 1 (0%) | |
|
|
| smartphoto group NV |
| | 1 (0%) | |
|
|
| Tech Tour |
| | 1 (0%) | |
|
|
| Barco |
| | 2 (1%) | |
|
|
| Umicore AG & Co. KG |
| | 1 (0%) | |
|
|
| 3M Belgium |
| | 1 (0%) | |
|
|
| Katrinahome VZW |
| | 1 (0%) | |
|
|
| Inex NV |
| | 1 (0%) | |
|
|
| Dana Belgium NV |
| | 1 (0%) | |
|
|
| MasterCard Europe |
| | 1 (0%) | |
|
|
| Europ Assistance Belgium |
| | 1 (0%) | |
|
|
| Experis |
| | 1 (0%) | |
|
|
| Vito NV |
| | 1 (0%) | |
|
|
| Nv Charick |
| | 1 (0%) | |
|
|
| microStart SCRL-fs |
| | 1 (0%) | |
|
|
| Tom&Co |
| | 1 (0%) | |
|
|
| Kinepolis Belgium |
| | 1 (0%) | |
|
|
| Barco NV |
| | 1 (0%) | |
|
|
| Katoen Natie |
| | 1 (0%) | |
|
|
| Voys B.V. |
| | 1 (0%) | |
|
|
| Eccellenza Ondernemingen / Lupas bvba |
| | 1 (0%) | |
|
|
| x |
| | 2 (1%) | |
|
|
| Mothersons Sumi Systems Limited (MSSL GB) |
| | 1 (0%) | |
|
|
| CarsOnTheWeb (ECADIS) |
| | 1 (0%) | |
|
|
| SkinClever |
| | 1 (0%) | |
|
|
| Vlerick Business School |
| | 1 (0%) | |
|
|
| Bekaert |
| | 1 (0%) | |
|
|
| msn |
| | 1 (0%) | |
|
|
| sup |
| | 1 (0%) | |
|
|
Total: 349 |
|
| Kasteeldreef 19
9831 Deurle |
| | 1 (0%) | |
|
|
| E. Jacqmainlaan 53
1000 Brussel |
| | 1 (0%) | |
|
|
| Top Shop International SA
Via Ferruccio Pelli 13,
6900 Lugano, Switzerland
|
| | 1 (0%) | |
|
|
| Panenska 23
Bratislava
81103
Slovakia |
| | 1 (0%) | |
|
|
| Pastoor Coplaan 100
2070 Zwijndrecht |
| | 2 (1%) | |
|
|
| Aéroport de Luxembourg
L-2987 Luxembourg |
| | 1 (0%) | |
|
|
| Abdij ter Kameren, 13
1000 Brussel |
| | 1 (0%) | |
|
|
| Steenweg op Mol 60
B-2300 Turnhout |
| | 1 (0%) | |
|
|
| Avenue Louise 149
Box 24
1050 Brussels |
| | 1 (0%) | |
|
|
| 52, route d'Esch
L-2965 Luxembourg
Grand-Duchy of Luxembourg |
| | 1 (0%) | |
|
|
| Luchthavenlei 1 box 18
2100 Antwerpen |
| | 1 (0%) | |
|
|
| Broekstraat 31, 1000 Brussel, Belgium |
| | 1 (0%) | |
|
|
| Catenbergstraat 1, 2840 Rumst |
| | 3 (1%) | |
|
|
| Assesteenweg 115 bus2
1740 Ternat |
| | 1 (0%) | |
|
|
| Osseghemstraat 53
1080 Brussel |
| | 1 (0%) | |
|
|
| Muntplein
1000 Brussel |
| | 1 (0%) | |
|
|
| Kortrijksesteenweg 930
9000 Gent |
| | 2 (1%) | |
|
|
| Aalstersestraat 122
B-9280 Lebbeke-Wieze |
| | 1 (0%) | |
|
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| Technologiepar 12b
9052 Zwijnaarde |
| | 1 (0%) | |
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| Technologiepark 12b
9052 Zwijnaarde |
| | 1 (0%) | |
|
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| Calle Buenos Aires 275
11000 Montevideo
Uruguay |
| | 1 (0%) | |
|
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| Desguinlei 92
2018 Antwerp |
| | 1 (0%) | |
|
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| Plantin en Moretuslei 1A
2018 Antwerpen
Belgium |
| | 1 (0%) | |
|
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| Zoning 4 - Broekooi 120 - Building A
B-1730 Asse - Belgium
|
| | 1 (0%) | |
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| 197 Rue Belliard, Brussels, 1040 |
| | 1 (0%) | |
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| Radiovägen 23
SE-13529 Tyresö |
| | 1 (0%) | |
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| President kennedypark 35
8500 Kortrijk |
| | 1 (0%) | |
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| Lozenberg 11
1932 St-Stevens-Woluwe |
| | 2 (1%) | |
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| Neerveldstraat 105
1200 Brussels |
| | 1 (0%) | |
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| Bergstraat 20
9820 Merelbeke |
| | 1 (0%) | |
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| Hermeslaan 2
1831 Machelen |
| | 1 (0%) | |
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| Brusselsesteenweg 199
9090 Brussel |
| | 1 (0%) | |
|
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| Kapel Ter Bede 86
8500 Kortrijk |
| | 1 (0%) | |
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| Verbrandhofstraat 41, 8800 Roeselare
051/265151 |
| | 1 (0%) | |
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| PO Box 4107
CAPE TOWN
8000
South Africa |
| | 1 (0%) | |
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| Zeedijk 113
8301 Knokke-Heist |
| | 1 (0%) | |
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| (as of 1. of March 2012)
Westendstr. 28
60325 Frankfurt am Main
Germany |
| | 1 (0%) | |
|
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| Neerveldstraat 105 rue Neerveld
Brussel 1200 Bruxelles |
| | 1 (0%) | |
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| Motstraat 40
B-2800 Mechelen |
| | 1 (0%) | |
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| Coupure Links 103
9000 Gent |
| | 1 (0%) | |
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| Haachtsesteenweg 1442
1130 Brussel |
| | 1 (0%) | |
|
|
| NV in oprichting, hier vertegenwoordigd door
Stad Genk, Stadsplein 1, 3600 Genk
en
LRM nv, Kempische Steenweg 555, 3500 Hasselt |
| | 1 (0%) | |
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| Antony Parc 2
10, place du Général de Gaulle
BP 20156
92186 Antony Cedex
|
| | 1 (0%) | |
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| Ravensteingallerij 28/6
1000 Brussel |
| | 1 (0%) | |
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| Industrielaan 13
9990 Maldegem |
| | 1 (0%) | |
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| Vanden Avenne-Ooigem
Oostrozebeeksestraat 160
B-8710 Ooigem
|
| | 1 (0%) | |
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| 1000 Brussel, Vaartstraat 61 |
| | 1 (0%) | |
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| Ter Borcht 3, 2930 Brasschaat |
| | 1 (0%) | |
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| President Kennedypark 35
8500 Kortrijk |
| | 3 (1%) | |
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| Meersbloem Melden 42
9700 Oudenaarde |
| | 1 (0%) | |
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| Avenue J. Bordetlaan 164
1140 Brussels |
| | 1 (0%) | |
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|
| Vlaamse overheid, afdeling Communicatie, Diensten voor het Algemeen Regeringsbeleid
T: 02/553.55.66
M: 0476/45.15.66
Boudewijnlaan 30 bus 20
1000 Brussel
|
| | 1 (0%) | |
|
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| Drie Sleutelsstraat 74
9300 AALST |
| | 1 (0%) | |
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| Centrum Zuid 2080
3530 Houthalen |
| | 1 (0%) | |
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| J.E. Mommaertslaan 14, 1831 Diegem (Machelen), Belgium |
| | 1 (0%) | |
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| Hoge Heerweg 32, 9100 Sint Niklaas. |
| | 1 (0%) | |
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| 1 Catenbergstraat
2840 Rumst |
| | 1 (0%) | |
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| VANDENBOOGAERDESTRAAT 108
1080 SINT-JANS-MOLENBEEK |
| | 1 (0%) | |
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| The Brussels Airport Company
Luchthaven Brussel Nationaal
1930 Zaventem |
| | 1 (0%) | |
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| Weena 70, Rotterdam, The Netherlands |
| | 1 (0%) | |
|
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| Ham 18-24
B-9000 Gent |
| | 1 (0%) | |
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| Wakkensteenweg 2
8710 Sint Baafs Vijve |
| | 1 (0%) | |
|
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| Test |
| | 1 (0%) | |
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| test |
| | 3 (1%) | |
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| Liersesteenweg 4
2800 Mechelen |
| | 1 (0%) | |
|
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| Am Seestern 1
40547 Düsseldorf
Germany |
| | 1 (0%) | |
|
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| Ten Beukeboom 29
9400 Ninove |
| | 1 (0%) | |
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| Rue Montoyer 46
1000, Brussels
www.transconstellation. |
| | 1 (0%) | |
|
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| DOW CORNING EUROPE SA
Parc Industriel - Zone C
Rue Jules Bordet
7180 Seneffe
Belgium
|
| | 4 (1%) | |
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| Generaal De Wittelaan 11 B3
2800 Mechelen
België |
| | 1 (0%) | |
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| Bredabaan 1026 - 2900 Schoten (Belgium) |
| | 1 (0%) | |
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| Nieuwbrug 17, 1000 Brussels |
| | 1 (0%) | |
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| Diksmuidssteenweg 388
8800 Roeselare |
| | 2 (1%) | |
|
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| Rue de l'industrie 31
1300 Nivelles |
| | 1 (0%) | |
|
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| High Tech Campus 34, 4.009, 5656 AE Eindhoven, The Netherlands |
| | 1 (0%) | |
|
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| KBC New York
1177 Avenue of the Americas
New York, NY 10036 |
| | 2 (1%) | |
|
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| Square Marie Curie 11
1070 Anderlecht
Belgium |
| | 1 (0%) | |
|
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| Antwerpseweg 15 - 17
2340, Beerse |
| | 1 (0%) | |
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| Königinstrasse 107
80802 München
GERMANY |
| | 1 (0%) | |
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| Groendreef 50
1000 Brussel |
| | 1 (0%) | |
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| Gentstraat, 52 - 9971 Lembeke |
| | 1 (0%) | |
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| Karel Oomsstraat 37
2018 Antwerpen |
| | 1 (0%) | |
|
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| Kortrijksesteenweg 930
9000 Gent
Belgie |
| | 2 (1%) | |
|
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| damstraat 2 wetteren 9230 |
| | 1 (0%) | |
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| Stedestraat 51
8530 Harelbeke |
| | 1 (0%) | |
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| Da Vincilaan 3, 1935 Zaventem, België |
| | 1 (0%) | |
|
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| Sint-Lambertuslaan 41
2812 Mechelen
Rembert Dodoensstraat 37
2800 Mechelen
www.mobilad.be |
| | 1 (0%) | |
|
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| Industrielaan 4
8501 Kortrijk - Heule |
| | 1 (0%) | |
|
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| VAUCAMPSLAAN 110
1654 HUIZINGEN |
| | 1 (0%) | |
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| Textielstraat 24
BE-8790 Waregem
|
| | 1 (0%) | |
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| Europark noord 21
9100 Sint Niklaas
Belgium |
| | 1 (0%) | |
|
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| Da Vincilaan 3, Zaventem |
| | 1 (0%) | |
|
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| Exelsiorlaan 18 bus 10
1930 Zaventem |
| | 1 (0%) | |
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| Koningstraat 47
1000 Brussel |
| | 1 (0%) | |
|
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| Plantin en Moretuslei 1A, B-2018 Antwerpen, Belgium |
| | 1 (0%) | |
|
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| LBC Antwerp
Haven 275 - Leon Bonnetweg 28
2030 Antwerpen |
| | 1 (0%) | |
|
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| JE Mommaertslaan 14
1831 Diegem |
| | 1 (0%) | |
|
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| Hoofdadres:Keizerslaan 20 1000 Brussel
Afdeling IKM ( Innovation and Knowledge Management), gevestigd te Kortenberglaan 71, 1000 Brussel |
| | 1 (0%) | |
|
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| Antwerpsesteenweg 573
9040 Sint Amandsberg |
| | 1 (0%) | |
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| Ververijstraat, 15, 9000 Gent |
| | 1 (0%) | |
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| Keizerslaan 20
1000 Brussels |
| | 1 (0%) | |
|
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| 4300 West Cypress St
Suite 500
Tampa, FL 33607 |
| | 1 (0%) | |
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| Aalstersestraat 122
B-9280 Wieze (Lebbeke) |
| | 1 (0%) | |
|
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| Oude Haachtsesteenweg 117d - 1180 Steenokkerzeel (Be) |
| | 1 (0%) | |
|
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| 107 Leopold III Laan, Wezembeek |
| | 1 (0%) | |
|
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| Coupure 228
9000 Gent |
| | 1 (0%) | |
|
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| 1720 Murchison Drive
El Paso, Texas 79902
United States of America |
| | 1 (0%) | |
|
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| Naamsestraat 69,
B3000 Leuven |
| | 1 (0%) | |
|
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| Rue du Marquis, 1
1000 Bruxelles |
| | 1 (0%) | |
|
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| Osseghemstraat 53
1080 Brussels |
| | 1 (0%) | |
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| Clos du Lynx 5
1200 Brussel |
| | 1 (0%) | |
|
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| Jacques Parijslaan 8
9940 Evergem |
| | 1 (0%) | |
|
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| Van Aerdtstraat 33
2060 Antwerpen |
| | 1 (0%) | |
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| Apotheek Farmaline
Sint-Truidersteenweg 410
3700 Tongeren |
| | 1 (0%) | |
|
|
| Hogenboom Vankantieparkern, Molenlaan 69, 1422 XN Uithoorn, Nederland
and/or for this project Progress in Mind, Coebergerstraat 49b, 2018 Antwerpen, België |
| | 1 (0%) | |
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| Lambroekstraat 5a
1831 Diegem |
| | 1 (0%) | |
|
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| Nieuwendorpe 14
9900 Eeklo |
| | 1 (0%) | |
|
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| Spinnerijstraat 12
9240 Zele |
| | 1 (0%) | |
|
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| Apple Benelux b.v.
Buro & Design Center 5th Floor | Heizel Esplanade
1020 Brussels
Belgium
|
| | 1 (0%) | |
|
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| Flanders Fieldweg 42
BE 8790 Waregem
BELGIUM |
| | 1 (0%) | |
|
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| Mgr. Ladeuzeplein 11
3000 Leuven |
| | 1 (0%) | |
|
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| Avenue Adele 1,
1310 La Hulpe |
| | 1 (0%) | |
|
|
| Belgium:
Guldensporenpark 32
9820 Merelbeke
USA:
1 Wayside Rd
Burlington, MA
USA |
| | 1 (0%) | |
|
|
| GDF SUEZ Tower
Bld Simón Bolívar 34
1000 Brussels
Belgium
|
| | 1 (0%) | |
|
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| Koninginnelaan 72/1
3630 Maasmechelen |
| | 1 (0%) | |
|
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| Kortemarkstraat 52
8810 Lichtervelde |
| | 1 (0%) | |
|
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| 24 avenue Marnix
1000 BRUXELLES |
| | 1 (0%) | |
|
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| Ninoofse stw 589
9600 Ronse |
| | 1 (0%) | |
|
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| Haven 627
Scheldelaan 460
2040 Antwerpen |
| | 1 (0%) | |
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| Cullicanlaan 1c
1831 Diegem |
| | 1 (0%) | |
|
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| Noorderlaan 139, 2030 Antwerp |
| | 2 (1%) | |
|
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| Tervurenlaan 361
1150 Brussel |
| | 1 (0%) | |
|
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| Tervurenlaan 361 |
| | 1 (0%) | |
|
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| Noordkustlaan 16 B
1702 Grrot-Bijgaarden |
| | 1 (0%) | |
|
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| Kapelstraat 25/5
3660 Opglabbeek |
| | 1 (0%) | |
|
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| Buntstraat 104
9940 Evergem |
| | 1 (0%) | |
|
|
| ESO Belgium:
Site ACEC Service
Bergense steenweg 424
Site Muyle Electro Machinery
Rue de Couillet 104-6001 Charleroi |
| | 1 (0%) | |
|
|
| Gaston Geenslaan 1
B-3001 Leuven
Belgium |
| | 1 (0%) | |
|
|
| Univar Belgium S.A./N.V.
Riverside Business Park Building G
Bd International 55
Internationalelaan 55
1070 Brussels
Belgium
|
| | 1 (0%) | |
|
|
| Interleuvenlaan 80
3001 Leuven
Belgium |
| | 2 (1%) | |
|
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| Tramstraat 65
9052 Zwijnaarde |
| | 1 (0%) | |
|
|
| Luchthavnelaan 25B
1800 Vilvoorde |
| | 1 (0%) | |
|
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| Sint-Lendriksborre 3
1120 Brussel |
| | 1 (0%) | |
|
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| Koningsstraat 151
B-1210 Brussel |
| | 1 (0%) | |
|
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| Jansen Pharmaceuticalaan 3
2440 Geel
Belgium |
| | 1 (0%) | |
|
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| Janssen Pharmaceuticalaan 3
2440 Geel
Belgium |
| | 1 (0%) | |
|
|
| Pleinlaan 2
1050 Brussels
www.close-the-gap.org
www.worldloop.org |
| | 1 (0%) | |
|
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| Neerveldstraat 105 |
| | 1 (0%) | |
|
|
| Catenbergstraat 1
2840 Rumst |
| | 4 (1%) | |
|
|
| Veldkant 7
Kontich |
| | 1 (0%) | |
|
|
| IKEA Belgium NV
Weiveldlaan 19
1930 Zaventem |
| | 1 (0%) | |
|
|
| Terlochtweg 1
2620 Hemiksem |
| | 1 (0%) | |
|
|
| Louiza-Marialei 8
2018 Antwerpen |
| | 1 (0%) | |
|
|
| Bergensesteenweg 1424
1170 Brussels |
| | 1 (0%) | |
|
|
| Michel Geysemansstraat 3
2550 Waarloos |
| | 1 (0%) | |
|
|
| Diestsesteenweg 692, 3010 Kessel-Lo |
| | 3 (1%) | |
|
|
| Da Vincilaan 7-D1 • B-1935 Zaventem • Belgium |
| | 1 (0%) | |
|
|
| Turnhoutseweg 30
2340 Beerse
Belgium |
| | 1 (0%) | |
|
|
| Gouwelozestraat 100
8400 Oostende |
| | 1 (0%) | |
|
|
| Roderveldlaan 31
2600 Berchem |
| | 1 (0%) | |
|
|
| Vlerick Gent |
| | 1 (0%) | |
|
|
| Kortrijksesteenweg 214 bus 4
9830 Sint-Martens-Latem |
| | 1 (0%) | |
|
|
| Airport Business Center
Luchthavenlei 7A
B-2100 Deurne - Belgium
|
| | 1 (0%) | |
|
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| Marnixlaan 24
1000 Brussel |
| | 1 (0%) | |
|
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| Reep 1 |
| | 1 (0%) | |
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| Kasteelstraat 9
8980 Zonnebeke |
| | 1 (0%) | |
|
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| Elisabethlaan 152
9400-Ninove |
| | 1 (0%) | |
|
|
| Kaleweg 20
9030 Gent
Vanaf 9/12:
Buchtenstraat 9
9051 Gent |
| | 1 (0%) | |
|
|
| Grand'Route 552
1428 Lillois-Witterzee (tussen Waterloo en Nijvel). |
| | 1 (0%) | |
|
|
| Route Nationale 5
6041 GOSSELIES
BELGIUM |
| | 1 (0%) | |
|
|
| 15 rue des Scillas
L-2529 Howald |
| | 1 (0%) | |
|
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| Vekestraat 44/1
1910 Kampenhout |
| | 1 (0%) | |
|
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| Schaarbeeklei 198
1800 Vilvoorde |
| | 1 (0%) | |
|
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| Romeinse straat 4
3001 Heverlee |
| | 1 (0%) | |
|
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| Bekaertstraat 2, 8550 Zwevegem |
| | 1 (0%) | |
|
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| Mechelsesteenweg 414
1930 Zaventem |
| | 1 (0%) | |
|
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| Simón Bolívarlaan 34
1000 Brussel |
| | 1 (0%) | |
|
|
| Humlegardsgatan 17
Stockholm, Sweden
Box 5505, SE-114 85 Stockholm, Sweden |
| | 1 (0%) | |
|
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| Breughelstraat 31-33, 2018 Antwerpen |
| | 1 (0%) | |
|
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| Koningsstraat 153 - brussel |
| | 1 (0%) | |
|
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| Textielstraat 24
8790 Waregem |
| | 1 (0%) | |
|
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| Olympiadenlaan 2
1140 Brussel |
| | 1 (0%) | |
|
|
| Nekkerspoelstraat 163, 2800 Mechelen |
| | 1 (0%) | |
|
|
| Boulevard Bischoffsheimlaan 1-8
1000 Brussel - Bruxelles |
| | 1 (0%) | |
|
|
| Sneeuwbeslaan 20, box 2
2610 Wilrijk |
| | 1 (0%) | |
|
|
| Davincilaan, 3
1935 Zaventem |
| | 1 (0%) | |
|
|
| KAAISTRAAT 19
8800 ROESELARE
BELGIUM |
| | 1 (0%) | |
|
|
| Centrum-Zuid 3401
3530 Houthalen |
| | 1 (0%) | |
|
|
| Pres. J.F.Kennedylaan 3, 9060 Zelzate
Study will be managed from Technologiepark in Zwijnaarde. |
| | 1 (0%) | |
|
|
| Kaaistraat 19
8800 ROESELARE |
| | 1 (0%) | |
|
|
| Technologielaan 15
3001 Leuven |
| | 2 (1%) | |
|
|
| Simón Bolivardlaan 34, 1000 Brussels - Belgium |
| | 1 (0%) | |
|
|
| Stokerijstraat 35, 2110 Wijnegem |
| | 1 (0%) | |
|
|
| Pannenbakkersstraat 1
8552 Zwevegem |
| | 1 (0%) | |
|
|
| Catenbergstraat 1
Industriezone 2
2840 Rumst |
| | 1 (0%) | |
|
|
| Catenbergstraat 1
Industriezone 2
2640 Rumst |
| | 1 (0%) | |
|
|
| Koning Boudewijnlaan 30
1800 Vilvoorde |
| | 1 (0%) | |
|
|
| Kiwiweg 80, 8380 Zeebrugge |
| | 1 (0%) | |
|
|
| TAL Engineering LTD
District of Kazichene
Industrial Complex "Kazichene West"
Bulgaria |
| | 1 (0%) | |
|
|
| Boulevard R. Branquart 80
7860 Lessen |
| | 1 (0%) | |
|
|
| Koningsstraat 80
1000 Brussels |
| | 1 (0%) | |
|
|
| Aalstersestraat 122, 9280 Wieze |
| | 1 (0%) | |
|
|
| Antwerpsesteenweg 50
2840 Rumst |
| | 1 (0%) | |
|
|
| Battelsesteenweg 455i
2800 Mechelen |
| | 1 (0%) | |
|
|
| Papendorpseweg 93
3528 BJ Utrecht |
| | 1 (0%) | |
|
|
| Septestraat 27
2640 Mortsel
Belgie |
| | 1 (0%) | |
|
|
| Building A Future Foundation (BAFF)
C/O Loadstar Warehouse
Pelena
Weligama
Sri Lanka |
| | 1 (0%) | |
|
|
| Denderstraat 29
1770 Liedekerke |
| | 1 (0%) | |
|
|
| Chemin de la Rédoute 54
1260 Nyon |
| | 1 (0%) | |
|
|
| Parklaan 41
2610 Wilrijk |
| | 1 (0%) | |
|
|
| President Kennedypark 35
8500
Kortrijk |
| | 1 (0%) | |
|
|
| Alle de la recherche 60
Anderlecht |
| | 1 (0%) | |
|
|
| Ottergemsesteenweg Zuid, 806
9000 Gent |
| | 1 (0%) | |
|
|
| Schelde I
Moutstraat 132-146
9000 Gent |
| | 1 (0%) | |
|
|
| Can be either London, Paris, Hilversum |
| | 1 (0%) | |
|
|
| Franklin Rooseveltlaan 180
B-8790 Waregem |
| | 1 (0%) | |
|
|
| Franklin Rooseveltplaats 12
2060 Antwerpen |
| | 1 (0%) | |
|
|
| Mäster Ahls Gata
Mimer T7
722 12Västerås
Sweden |
| | 1 (0%) | |
|
|
| Biezeweg 11
9230 Kwatrecht-Wetteren |
| | 1 (0%) | |
|
|
| Allee de la recherche 60, 1070 Anderlecht, Belgium |
| | 1 (0%) | |
|
|
| Plantin en Moretuslei 1A, 2018 Antwerp |
| | 1 (0%) | |
|
|
| Fabriekstraat 23
8850 Ardooie
Belgium |
| | 1 (0%) | |
|
|
| Elektriciteitstraat 70
2800 Mechelen |
| | 1 (0%) | |
|
|
| Building A Future Foundation
C/O Loadstar Warehouse
Pelena, Weligama
Sri Lanka |
| | 1 (0%) | |
|
|
| Tom & Co - Aniserco SA/NV
Zoning 4 - Broekooi 120 - Building A
B-1730 Asse - Belgium
|
| | 1 (0%) | |
|
|
| Sint-Pietersnieuwstraat 25, 9000 Gent, Belgium |
| | 1 (0%) | |
|
|
| Fabriekstraat 23, 8850 Ardooie
Belgium
|
| | 1 (0%) | |
|
|
| Havenlaan 86c
1000 Brussel |
| | 1 (0%) | |
|
|
| Burgemeester E Demunterlaan 5
1090 Jette - Brussel |
| | 1 (0%) | |
|
|
| 198A Ch de Tervuren
1410 Waterloo
Belgium |
| | 1 (0%) | |
|
|
| deytuyniy |
| | 1 (0%) | |
|
|
| Boomsesteenweg 957, 2610 Wilrijk |
| | 1 (0%) | |
|
|
| Auguste Reyerslaan 52,
1043 Brussel |
| | 1 (0%) | |
|
|
| Boulevard du Souverain 100
1170 Bruxelles
|
| | 1 (0%) | |
|
|
| Medialaan 32 - 2
1800 Vilvoorde |
| | 1 (0%) | |
|
|
| 50, avenue du Président Wilson- Parc des Portes de Paris- Bât. 123 - 93214 La Plaine Saint-Denis Cedex - France |
| | 1 (0%) | |
|
|
| Rue blanc bleu belge 18
7700 Moeskroen
|
| | 1 (0%) | |
|
|
| Luchthavenei 1 b 71
2100 Deurne
Belgium |
| | 1 (0%) | |
|
|
| Rue Dante 75
1070 Bruxelles |
| | 1 (0%) | |
|
|
| Generaal De Wittelaan 11 B3, 2800 Mechelen |
| | 1 (0%) | |
|
|
| Berkenlaan 8B
1831 Diegem |
| | 1 (0%) | |
|
|
| Vantegemstraat 9
9230 Wetteren |
| | 1 (0%) | |
|
|
| Brusselsesteenweg 347
1730 Kobbegem |
| | 1 (0%) | |
|
|
| Markiesstraat 1
B-1000 Brussels |
| | 1 (0%) | |
|
|
| Roeland Saverystraat 26
8500 KORTRIJK |
| | 1 (0%) | |
|
|
| Technologielaan 15
3001 Heverlee |
| | 1 (0%) | |
|
|
| KALKAERTSTRAAT 101 - 8400 OOSTENDE |
| | 1 (0%) | |
|
|
| 2020 University Street - Suite 700
Montreal, QC
H3A 2A5
Canada |
| | 1 (0%) | |
|
|
| Aalstersestraat 2 |
| | 1 (0%) | |
|
|
| Steendam 84
9000 Gent |
| | 1 (0%) | |
|
|
| Allée de la Recherche, 60
B-1070 UCB HQ
|
| | 1 (0%) | |
|
|
| Plot # TP/010201
Techno Park
Jebel Ali
P.O. Box 112470
Dubai
United Arab Emirates (UAE) |
| | 1 (0%) | |
|
|
| Hasseltweg 15 (binnen enkele maanden verhuis naar Jaarbeurslaan 23, ook te Genk)
3600 Genk |
| | 1 (0%) | |
|
|
| Mechelsestraat 24
2500 Lier |
| | 1 (0%) | |
|
|
| Olympiadenlaan 2
1140 Evere |
| | 1 (0%) | |
|
|
| kuiermansstraat 1 1880 Kapelle op den Bos |
| | 1 (0%) | |
|
|
| Kuiermansstraat1
B-1880 Kapelle op den Bos |
| | 1 (0%) | |
|
|
| Havenlaan 12
1080 Brussels |
| | 1 (0%) | |
|
|
| Kleine Kloosterstraat 10
1932 Zaventem, Belgium
|
| | 1 (0%) | |
|
|
| Avenue de Nestlé 50
1800 Vevey
Zwitserland |
| | 1 (0%) | |
|
|
| reep 1 |
| | 1 (0%) | |
|
|
| president kennedylaan
8500 Kortijk |
| | 1 (0%) | |
|
|
| Scheldedijk 30
2070 Zwijndrecht |
| | 1 (0%) | |
|
|
| St. Lenaartseweg 44
2320 Hoogstraten |
| | 1 (0%) | |
|
|
| Industriepark 5 |
| | 2 (1%) | |
|
|
| Square Marie Curie 11
B-1070 Anderlecht |
| | 1 (0%) | |
|
|
| Werkhuizenkaai 16
1000 Brussel |
| | 1 (0%) | |
|
|
| 420 Acorn Lane
Downingtown, PA 19335
USA |
| | 1 (0%) | |
|
|
| Lynx Binnenhof 5
1200 Brussel |
| | 1 (0%) | |
|
|
| 54 Chemin de la Rédoute
CH-1260 Nyon |
| | 1 (0%) | |
|
|
| Park Lane Building C, Culliganlaan 2C
1831 Diegem |
| | 1 (0%) | |
|
|
| Kwatrechtsteenweg 160
9230 Wetteren |
| | 1 (0%) | |
|
|
| Europe Unlimited
Place Flagey 7/7
B-1050 Brussels - Belgium |
| | 1 (0%) | |
|
|
| Barco NV
President Kennedypark 35
8500 Kortrijk
Project will take place at:
Barco NV - Retail & Advertising
President Kennedypark 8b
8500 Kortrijk |
| | 1 (0%) | |
|
|
| Precious Metals Chemistry
Rodenbacher Chaussee 4
63457 Hanau-Wolfgang
Germany |
| | 1 (0%) | |
|
|
| 3M Belgium
Hermeslaan 7
1831 | Diegem |
| | 1 (0%) | |
|
|
| Kennedypark 35
8500 Kortrijk |
| | 1 (0%) | |
|
|
| President Kennedypark 35B
8500-Kortrijk
België |
| | 1 (0%) | |
|
|
| Kolonel Harrystraat 22
2260 Hoboken - Antwerpen |
| | 1 (0%) | |
|
|
| Meulestraat 19 - 9520 Bavegem |
| | 1 (0%) | |
|
|
| Ten Briele 3
8200 Brugge
Belgium |
| | 1 (0%) | |
|
|
| 198a Chaussée de Tervuren
1410 Waterloo
Belgium |
| | 1 (0%) | |
|
|
| Triomflaan 172
1160 Brussels |
| | 1 (0%) | |
|
|
| GEMEENSCHAPPENLAAN 110
1200 BRUSSELS |
| | 1 (0%) | |
|
|
| Boeretang 200
2400 MOL |
| | 1 (0%) | |
|
|
| Wolvenstraat 21
8500 Kortrijk
Belgium |
| | 1 (0%) | |
|
|
| Pres. Kennedypark 35
8500 Kortrijk |
| | 1 (0%) | |
|
|
| Rue de Fiennes 77 - 1070 Brussels |
| | 1 (0%) | |
|
|
| Z4 - Broekooi 120 - building A
1730 Asse |
| | 1 (0%) | |
|
|
| Moutstraat 132-146, Schelde 1, B-9000 Gent |
| | 1 (0%) | |
|
|
| President Kennedypark 35
8500 Kortrijk
Belgium |
| | 1 (0%) | |
|
|
| Ketenislaan 1
9130 Kallo |
| | 1 (0%) | |
|
|
| Tramstraat 65
9052 Gent |
| | 1 (0%) | |
|
|
| Karel Oomsstraat 37
2018 Antwerpen
|
| | 1 (0%) | |
|
|
| Helperpark 292, NL-9723ZA Groningen
+31(0)50-7009999 |
| | 1 (0%) | |
|
|
| Koning Albertstraat 25
8520 Kuurne |
| | 1 (0%) | |
|
|
| x |
| | 2 (1%) | |
|
|
| Albany Street
Gateshead
Tyne and Wear
NE83AT |
| | 1 (0%) | |
|
|
| Grijpenlaan 19A
3300 Tienen
Belgium |
| | 1 (0%) | |
|
|
| Boomstraat 85
2880 Bornem |
| | 1 (0%) | |
|
|
| Reep 1, 9000 Gent |
| | 1 (0%) | |
|
|
| Esserstraat 7
8550 Zwevegem |
| | 1 (0%) | |
|
|
| hi |
| | 1 (0%) | |
|
|
| http://www.authoritynutritionhelp.com/complex-diet-drops-review.html |
| | 1 (0%) | |
|
|
Total: 329 |
|
| Jean Vandemoortele |
| | 1 (0%) | |
|
|
| De Dauw Dries |
| | 1 (0%) | |
|
|
| Tomasz Pawliszyn |
| | 1 (0%) | |
|
|
| Cem Yucelten |
| | 1 (0%) | |
|
|
| Evert Flamand |
| | 1 (0%) | |
|
|
| Rik Hemelaer |
| | 1 (0%) | |
|
|
| Gilles Delattre |
| | 1 (0%) | |
|
|
| Bert Weijters |
| | 1 (0%) | |
|
|
| Arnaud Goeminne |
| | 1 (0%) | |
|
|
| D'hoker Guido |
| | 1 (0%) | |
|
|
| Andrew Bird |
| | 1 (0%) | |
|
|
| Jeannot Vereecken |
| | 1 (0%) | |
|
|
| Jason Strong |
| | 1 (0%) | |
|
|
| Philippe Raïssis (HR) / Hervé Philippin (Business) |
| | 1 (0%) | |
|
|
| Eric Pauwels of Nathalie Catalano |
| | 1 (0%) | |
|
|
| Juliana Mafra |
| | 1 (0%) | |
|
|
| Francoise Paulussen |
| | 2 (1%) | |
|
|
| Danny Saerens |
| | 1 (0%) | |
|
|
| Oo de Beeck Steven, Director Transport & External Warehouses |
| | 1 (0%) | |
|
|
| Bernard Van Causenbroeck |
| | 1 (0%) | |
|
|
| Peter Willaert |
| | 3 (1%) | |
|
|
| Saskia De Paepe of Peter De Waegeneer |
| | 1 (0%) | |
|
|
| Jan Cools / Ines Merckaert (PA) |
| | 2 (1%) | |
|
|
| Karl Huts |
| | 1 (0%) | |
|
|
| Ann Smits |
| | 2 (1%) | |
|
|
| Stef Stevens |
| | 1 (0%) | |
|
|
| Gregory Vroninks |
| | 2 (1%) | |
|
|
| test |
| | 9 (3%) | |
|
|
| Duane Schulthess |
| | 2 (1%) | |
|
|
| Chris Wijsen |
| | 1 (0%) | |
|
|
| Ton Kooi |
| | 1 (0%) | |
|
|
| Dirk Hendrickx |
| | 1 (0%) | |
|
|
| Shari Sterckx |
| | 2 (1%) | |
|
|
| Frank Vuijsters |
| | 2 (1%) | |
|
|
| Glenn Van Langenhove |
| | 1 (0%) | |
|
|
| Axel Crauwels |
| | 1 (0%) | |
|
|
| Jean Pierre Hollevoet |
| | 1 (0%) | |
|
|
| Tijl de Zegher |
| | 1 (0%) | |
|
|
| Brulez Eveline, Boeykens Marc |
| | 1 (0%) | |
|
|
| Mr Michael Maas |
| | 1 (0%) | |
|
|
| Hugo Vandenborre |
| | 1 (0%) | |
|
|
| Felix Brand |
| | 1 (0%) | |
|
|
| Bart Vanderstappen |
| | 1 (0%) | |
|
|
| Wim Cloots, Manager International Operations |
| | 1 (0%) | |
|
|
| Tina Verstuyft |
| | 1 (0%) | |
|
|
| Patriek Claessens |
| | 1 (0%) | |
|
|
| Tom Hoedemakers |
| | 1 (0%) | |
|
|
| Johan Camp |
| | 1 (0%) | |
|
|
| Lartigue Marie-Pierre |
| | 1 (0%) | |
|
|
| Pieter Lembrechts |
| | 1 (0%) | |
|
|
| Frank Hartmann |
| | 1 (0%) | |
|
|
| Stijn Vandendriessche |
| | 1 (0%) | |
|
|
| Alex De BRoe |
| | 1 (0%) | |
|
|
| Karel Cardoen |
| | 1 (0%) | |
|
|
| Saskia Vermeiren |
| | 1 (0%) | |
|
|
| Kim Braeckman |
| | 1 (0%) | |
|
|
| Jacques Mollet |
| | 1 (0%) | |
|
|
| Ludwig Van den Meersschaut |
| | 1 (0%) | |
|
|
| Willem Van den Berghe |
| | 1 (0%) | |
|
|
| Benny Robyns |
| | 1 (0%) | |
|
|
| Lies Raymaekers |
| | 1 (0%) | |
|
|
| Bart Maton |
| | 1 (0%) | |
|
|
| Dominique Van Gorp |
| | 1 (0%) | |
|
|
| JOHAN VAN VAERENBERGH |
| | 1 (0%) | |
|
|
| Ilse Ortega Lopez |
| | 1 (0%) | |
|
|
| Vlad Gliga |
| | 1 (0%) | |
|
|
| Veerle De Wolf |
| | 1 (0%) | |
|
|
| Veerle Blontrock |
| | 1 (0%) | |
|
|
| Piet Porteman |
| | 1 (0%) | |
|
|
| Stefan Spangenberg |
| | 1 (0%) | |
|
|
| Steven Vanbelle |
| | 1 (0%) | |
|
|
| McLee Van den Abbeele |
| | 2 (1%) | |
|
|
| Ignace Combes, vice chairman Board |
| | 1 (0%) | |
|
|
| Irina Bolsacova |
| | 2 (1%) | |
|
|
| Mirella Kimpen |
| | 1 (0%) | |
|
|
| Valerie Smits |
| | 1 (0%) | |
|
|
| Caroline Jans / Paola Valente |
| | 1 (0%) | |
|
|
| Kevin Vonckx |
| | 1 (0%) | |
|
|
| Noël Pauwels |
| | 1 (0%) | |
|
|
| Sammy Lasseel |
| | 2 (1%) | |
|
|
| Frederik Verhelst |
| | 1 (0%) | |
|
|
| Koen van Os |
| | 1 (0%) | |
|
|
| Yves Lambrecht |
| | 2 (1%) | |
|
|
| Jean-Paul Garnier |
| | 1 (0%) | |
|
|
| Sara Fiems |
| | 1 (0%) | |
|
|
| Joachim RACZ |
| | 1 (0%) | |
|
|
| Veerle Colin |
| | 1 (0%) | |
|
|
| Martin Eeckhout/Katia Dobbelaere |
| | 1 (0%) | |
|
|
| Peter Maenhout |
| | 1 (0%) | |
|
|
| Wietse Vroom |
| | 1 (0%) | |
|
|
| geert trossaert,dr chemicus |
| | 1 (0%) | |
|
|
| Veerle Sentobin |
| | 1 (0%) | |
|
|
| Ildiko Joo-Clybouw |
| | 1 (0%) | |
|
|
| Vincent Marchal |
| | 1 (0%) | |
|
|
| Jurgen Plas |
| | 1 (0%) | |
|
|
| Mark SCHIETTEKAT |
| | 1 (0%) | |
|
|
| Kim van der Knaap |
| | 1 (0%) | |
|
|
| Tim De Wael |
| | 1 (0%) | |
|
|
| Mieke Kennof |
| | 1 (0%) | |
|
|
| Eddy Bovijn |
| | 1 (0%) | |
|
|
| Michel TUbbax |
| | 1 (0%) | |
|
|
| Mike Brown |
| | 1 (0%) | |
|
|
| Dominique Waeytens |
| | 1 (0%) | |
|
|
| Christel Eeckhout |
| | 1 (0%) | |
|
|
| Peter Clybouw |
| | 1 (0%) | |
|
|
| Barbara Vanthorre |
| | 1 (0%) | |
|
|
| Luc Geldof |
| | 1 (0%) | |
|
|
| Mieke Vanhee |
| | 1 (0%) | |
|
|
| Daniel Kennard |
| | 1 (0%) | |
|
|
| Patrick Hautphenne (secretaresse : Pascale Buggenhout) |
| | 1 (0%) | |
|
|
| Erwin Blommaert |
| | 1 (0%) | |
|
|
| Fabien Hazart - finance manager |
| | 1 (0%) | |
|
|
| Dirk Billemon |
| | 1 (0%) | |
|
|
| Mitch G McBeth |
| | 1 (0%) | |
|
|
| Loic De Canniere |
| | 1 (0%) | |
|
|
| Jonathan Cornelissen |
| | 1 (0%) | |
|
|
| Sandrine Ferrière |
| | 1 (0%) | |
|
|
| Bert Cattoor |
| | 1 (0%) | |
|
|
| Hilde Vanneste |
| | 1 (0%) | |
|
|
| Dmitry Kistev |
| | 1 (0%) | |
|
|
| Stijn Heytens |
| | 1 (0%) | |
|
|
| Jeroen van de Ven |
| | 1 (0%) | |
|
|
| Peter Besard |
| | 1 (0%) | |
|
|
| Dirk Lannoo |
| | 1 (0%) | |
|
|
| Lode Fastre |
| | 1 (0%) | |
|
|
| Roeland Pelgrims |
| | 1 (0%) | |
|
|
| Gunter Vanden Neucker |
| | 1 (0%) | |
|
|
| Sander Mollet |
| | 1 (0%) | |
|
|
| Katrien Cardoen |
| | 1 (0%) | |
|
|
| paul verdonk |
| | 1 (0%) | |
|
|
| Gunther Vanhoutte |
| | 1 (0%) | |
|
|
| Ronny Timmermans |
| | 1 (0%) | |
|
|
| Karen Bridgeman, Head of Training Services - project sponsor. Veerle DeBecker, Project Contact Person |
| | 1 (0%) | |
|
|
| Christophe Couvreur |
| | 1 (0%) | |
|
|
| Rik De Buyserie |
| | 1 (0%) | |
|
|
| Francois Van Bever |
| | 1 (0%) | |
|
|
| Hubbe Vanneste - Inge Buyse |
| | 1 (0%) | |
|
|
| Olivier PIROTTE - CFO |
| | 1 (0%) | |
|
|
| Damien Devos |
| | 1 (0%) | |
|
|
| Wim Engelen |
| | 1 (0%) | |
|
|
| Stephane Vandendael / Peter Platteau |
| | 1 (0%) | |
|
|
| Alain Bastiaens |
| | 2 (1%) | |
|
|
| Myriam Macharis |
| | 2 (1%) | |
|
|
| Dirk Stienaers |
| | 1 (0%) | |
|
|
| Matty Paquay |
| | 1 (0%) | |
|
|
| François De Vriendt (CEO) and Hilde Sanders (CFO) |
| | 1 (0%) | |
|
|
| JM Nys |
| | 1 (0%) | |
|
|
| Miguel Stevens |
| | 1 (0%) | |
|
|
| Heidi Demaeyer |
| | 1 (0%) | |
|
|
| Tim Cornil |
| | 1 (0%) | |
|
|
| Robrecht De Baets (Sales Director) or Tom Berghmans (General Manager) |
| | 1 (0%) | |
|
|
| Stefan De Troch |
| | 2 (1%) | |
|
|
| Muriel Van Wijmeersch |
| | 1 (0%) | |
|
|
| Philippe Bottequin |
| | 1 (0%) | |
|
|
| Vinciane Philips |
| | 1 (0%) | |
|
|
| Jan Strauven |
| | 1 (0%) | |
|
|
| Geert Van der Vorst |
| | 2 (1%) | |
|
|
| Thomas Poelmans |
| | 1 (0%) | |
|
|
| Alison Sardani |
| | 1 (0%) | |
|
|
| Els Descheemaeker |
| | 1 (0%) | |
|
|
| Virginie Samyn |
| | 1 (0%) | |
|
|
| Stephan Lepouttre |
| | 1 (0%) | |
|
|
| Christophe De Cannière |
| | 1 (0%) | |
|
|
| Serge Van de Velde |
| | 1 (0%) | |
|
|
| Dr. Michele Kellerhals |
| | 1 (0%) | |
|
|
| Dhr. Wim Peeters |
| | 1 (0%) | |
|
|
| Mej. Yvy Jacobs |
| | 3 (1%) | |
|
|
| Ahmet Caghan Ozbek |
| | 1 (0%) | |
|
|
| Isabel Vanlinthout |
| | 1 (0%) | |
|
|
| Xavier Keters |
| | 1 (0%) | |
|
|
| Willie Beumer |
| | 1 (0%) | |
|
|
| Frank Verzele |
| | 1 (0%) | |
|
|
| Prof. dr. Georges De Moor |
| | 1 (0%) | |
|
|
| Jean-Luc Hertoghe |
| | 1 (0%) | |
|
|
| Gert Dekegel |
| | 1 (0%) | |
|
|
| Katrijn Everaerd |
| | 1 (0%) | |
|
|
| Patrick Lecluse |
| | 1 (0%) | |
|
|
| Michel Welters |
| | 1 (0%) | |
|
|
| Stephan Hillaert |
| | 1 (0%) | |
|
|
| Jos Van Baelen |
| | 1 (0%) | |
|
|
| Princen Michel |
| | 1 (0%) | |
|
|
| Sonia Hellich |
| | 1 (0%) | |
|
|
| Roel Goethals |
| | 1 (0%) | |
|
|
| Kerstin Hillmayer |
| | 1 (0%) | |
|
|
| Ludovic Depoortere |
| | 1 (0%) | |
|
|
| Kevin de Caluwé |
| | 1 (0%) | |
|
|
| Toon Coppens |
| | 1 (0%) | |
|
|
| CHRIS DE GROOF |
| | 1 (0%) | |
|
|
| Oskar Hellstrom |
| | 1 (0%) | |
|
|
| Sofie Vancoillie |
| | 1 (0%) | |
|
|
| Auralie Blauwbloeme |
| | 1 (0%) | |
|
|
| Ann Biebuyck |
| | 1 (0%) | |
|
|
| Georges Melki |
| | 1 (0%) | |
|
|
| Timothy Samuel |
| | 1 (0%) | |
|
|
| Sara Vermeir |
| | 1 (0%) | |
|
|
| Reynald JANSSEN |
| | 1 (0%) | |
|
|
| patrick maselis |
| | 1 (0%) | |
|
|
| Mark Govaerts |
| | 1 (0%) | |
|
|
| Dirk DE BOEVER |
| | 1 (0%) | |
|
|
| patrick Maselis |
| | 1 (0%) | |
|
|
| Chris Van Assche |
| | 1 (0%) | |
|
|
| Hans Dejonckheere |
| | 1 (0%) | |
|
|
| Kenneth Depuydt |
| | 1 (0%) | |
|
|
| Frederik Vandermarliere |
| | 1 (0%) | |
|
|
| Annelies Derdelinckx - Hilde Scheers |
| | 1 (0%) | |
|
|
| Annelies Derdelinckx (HR) - Hilde Scheers (Sales & Marketing) |
| | 1 (0%) | |
|
|
| Bart De Keyser |
| | 1 (0%) | |
|
|
| Alain Guillemyn |
| | 1 (0%) | |
|
|
| Andon Tushev (CEO) |
| | 1 (0%) | |
|
|
| Geoffrey Pot |
| | 1 (0%) | |
|
|
| Paul Vanhaecke |
| | 1 (0%) | |
|
|
| Patrick Hautphenne |
| | 1 (0%) | |
|
|
| Wim Stulens |
| | 1 (0%) | |
|
|
| Kurt Van Cleemput |
| | 1 (0%) | |
|
|
| C.A.S. Slegt |
| | 1 (0%) | |
|
|
| Frank Louwet |
| | 1 (0%) | |
|
|
| Mr. Pierre Pringiers |
| | 1 (0%) | |
|
|
| Luc De Bisschop |
| | 1 (0%) | |
|
|
| Andreas Keller |
| | 1 (0%) | |
|
|
| Stefan Van Meirhaeghe |
| | 1 (0%) | |
|
|
| Bas van Heek |
| | 2 (1%) | |
|
|
| Martine Van Bavel |
| | 1 (0%) | |
|
|
| Tom De Coene |
| | 1 (0%) | |
|
|
| Sandra Mincke |
| | 1 (0%) | |
|
|
| Anshul Kapoor |
| | 1 (0%) | |
|
|
| Kristoff De Winne |
| | 1 (0%) | |
|
|
| Alexis Dragonetti, CEO |
| | 1 (0%) | |
|
|
| Linda-Maria Wadman |
| | 1 (0%) | |
|
|
| Rudy Denutte |
| | 1 (0%) | |
|
|
| Lucian Ionescu |
| | 1 (0%) | |
|
|
| Mihaela Uricaru |
| | 1 (0%) | |
|
|
| Bert Groenendaal |
| | 1 (0%) | |
|
|
| Dirk Costrop en Koen Van de Vel |
| | 1 (0%) | |
|
|
| Dominique Goybet |
| | 1 (0%) | |
|
|
| Panagiotis Kechagiopoulos, Kevin Van Geem |
| | 1 (0%) | |
|
|
| Grisja Lobbestael |
| | 1 (0%) | |
|
|
| David Kronfeld |
| | 1 (0%) | |
|
|
| Peter Plessers |
| | 1 (0%) | |
|
|
| Gail Evans |
| | 1 (0%) | |
|
|
| niyuiu,yu |
| | 1 (0%) | |
|
|
| Elke Gysemberg |
| | 1 (0%) | |
|
|
| An Herremans/Saskia Vermeiren |
| | 1 (0%) | |
|
|
| Jean-Marie Vanalderweireldt |
| | 2 (1%) | |
|
|
| Geert De Preter |
| | 1 (0%) | |
|
|
| Charles-Albert Peers |
| | 1 (0%) | |
|
|
| Sandra Boel |
| | 1 (0%) | |
|
|
| Céline Vercollier (Directeur Financier Adjoint) |
| | 1 (0%) | |
|
|
| Bernard Vereenooghe |
| | 1 (0%) | |
|
|
| Carl Legein |
| | 1 (0%) | |
|
|
| Carine Liette |
| | 1 (0%) | |
|
|
| Paola Valente |
| | 1 (0%) | |
|
|
| Els Penel |
| | 1 (0%) | |
|
|
| Sabine Le Roy |
| | 1 (0%) | |
|
|
| Bart De Proost |
| | 1 (0%) | |
|
|
| Eddy Debrulle (Group HR Director) and Dominik Smeets (Director Strategy and Business Dpt) |
| | 1 (0%) | |
|
|
| Eefje Cottenier |
| | 1 (0%) | |
|
|
| Annelies Derdelinckx |
| | 4 (1%) | |
|
|
| Katrien Lenaerts |
| | 1 (0%) | |
|
|
| Céline Declercq |
| | 1 (0%) | |
|
|
| Louis Marcotte |
| | 1 (0%) | |
|
|
| Frank Van Steenwinkel |
| | 1 (0%) | |
|
|
| Tobias Leenaert |
| | 1 (0%) | |
|
|
| Eric Lechien |
| | 1 (0%) | |
|
|
| Holger Lompe |
| | 1 (0%) | |
|
|
| SANDRO ROSSETTI |
| | 1 (0%) | |
|
|
| Wim Laffut |
| | 1 (0%) | |
|
|
| Jurgen Serruys |
| | 1 (0%) | |
|
|
| Wim In 't Veen |
| | 1 (0%) | |
|
|
| Wim in 't Veen |
| | 1 (0%) | |
|
|
| Christophe Himpens |
| | 1 (0%) | |
|
|
| Vincent Van Houtte |
| | 1 (0%) | |
|
|
| Wingsie Kui |
| | 1 (0%) | |
|
|
| katrijn Everaerd |
| | 1 (0%) | |
|
|
| Marc Verpoort |
| | 1 (0%) | |
|
|
| Olivier Maes |
| | 1 (0%) | |
|
|
| Nicolas Caeymaex ; Vincent Delmarmol |
| | 1 (0%) | |
|
|
| Julie Collett |
| | 2 (1%) | |
|
|
| Wim Vanderpoorten |
| | 1 (0%) | |
|
|
| Katelijne Van Overwalle |
| | 1 (0%) | |
|
|
| Ron Barchet |
| | 1 (0%) | |
|
|
| Luc Clerinx |
| | 1 (0%) | |
|
|
| Chris Van Assche - Charlotte Gréant |
| | 1 (0%) | |
|
|
| Andreas S. Keller |
| | 1 (0%) | |
|
|
| Nicole Berx |
| | 1 (0%) | |
|
|
| Ilse Van Vaerenbergh |
| | 1 (0%) | |
|
|
| Mashrukh Talukder |
| | 1 (0%) | |
|
|
| Christophe Le Ret |
| | 1 (0%) | |
|
|
| Maurice Vos / Jeroen Parmet |
| | 1 (0%) | |
|
|
| Wim De Bruyne |
| | 1 (0%) | |
|
|
| Olivier Billiau |
| | 1 (0%) | |
|
|
| Tomas Van Dyck |
| | 1 (0%) | |
|
|
| Ally Katrien |
| | 1 (0%) | |
|
|
| Christophe Thomas |
| | 1 (0%) | |
|
|
| Luc Hellinckx |
| | 1 (0%) | |
|
|
| Hilde Goethuys |
| | 1 (0%) | |
|
|
| An Vanassche |
| | 1 (0%) | |
|
|
| Arnoud Lust |
| | 1 (0%) | |
|
|
| Harold Vanden Avenne |
| | 1 (0%) | |
|
|
| Denis HEES |
| | 1 (0%) | |
|
|
| Isabel Mettepenningen |
| | 1 (0%) | |
|
|
| Tom Grymonprez |
| | 1 (0%) | |
|
|
| Jana De Cock |
| | 1 (0%) | |
|
|
| Nicolas Janssens |
| | 1 (0%) | |
|
|
| Paul Decroos |
| | 1 (0%) | |
|
|
| Sara Lambrechts |
| | 1 (0%) | |
|
|
| Steven Buurma |
| | 1 (0%) | |
|
|
| Joost De Smet |
| | 1 (0%) | |
|
|
| x |
| | 2 (1%) | |
|
|
| Vishal |
| | 1 (0%) | |
|
|
| Gino Vleminckx |
| | 1 (0%) | |
|
|
| Frédéric Germain |
| | 1 (0%) | |
|
|
| Saar Dhaene |
| | 1 (0%) | |
|
|
| Inge Schildermans & Elke Debel |
| | 1 (0%) | |
|
|
| abk |
| | 1 (0%) | |
|
|
| lucy smith |
| | 1 (0%) | |
|
|
Total: 349 |
|
| 0475791399 |
| | 1 (0%) | |
|
|
| 02 664 00 11 |
| | 1 (0%) | |
|
|
| +41799621320 |
| | 1 (0%) | |
|
|
| +421 917 920 955 |
| | 1 (0%) | |
|
|
| 03 210 75 50 |
| | 1 (0%) | |
|
|
| 03 210 70 92 |
| | 1 (0%) | |
|
|
| +35224564146 |
| | 1 (0%) | |
|
|
| 02 629 82 90 |
| | 1 (0%) | |
|
|
| +32 2 535 57558 |
| | 1 (0%) | |
|
|
| +352/4499-8022 / +352/4499-6010 |
| | 1 (0%) | |
|
|
| +3232868600 |
| | 1 (0%) | |
|
|
| 02 227 71 70 |
| | 1 (0%) | |
|
|
| 03/456 33 53 (vanaf 23 januari) |
| | 1 (0%) | |
|
|
| 03 456 33 53 |
| | 1 (0%) | |
|
|
| 0478753401 |
| | 1 (0%) | |
|
|
| 02/412.27.91 |
| | 1 (0%) | |
|
|
| 0477/59.65.21 |
| | 1 (0%) | |
|
|
| +32479755858 |
| | 1 (0%) | |
|
|
| 053 730 141 of 053 730 405 |
| | 1 (0%) | |
|
|
| 09/330.51.80 |
| | 2 (1%) | |
|
|
| 0473/83.48.42 |
| | 2 (1%) | |
|
|
| +32 477 61 81 11 |
| | 1 (0%) | |
|
|
| 0487/253670 |
| | 1 (0%) | |
|
|
| +32 496 58 50 84 |
| | 1 (0%) | |
|
|
| +4684487076 |
| | 1 (0%) | |
|
|
| +32-56 233 168 |
| | 1 (0%) | |
|
|
| 02/702.10.70 |
| | 2 (1%) | |
|
|
| 0487100344 |
| | 1 (0%) | |
|
|
| +32497626444 |
| | 1 (0%) | |
|
|
| 02 7224033 |
| | 1 (0%) | |
|
|
| +3292634634 |
| | 1 (0%) | |
|
|
| 0497/59 62 54 |
| | 1 (0%) | |
|
|
| 051/265182 |
| | 1 (0%) | |
|
|
| +27214109921 |
| | 1 (0%) | |
|
|
| +32477662729 |
| | 1 (0%) | |
|
|
| +49-171-2751264 |
| | 1 (0%) | |
|
|
| +32484006413 |
| | 1 (0%) | |
|
|
| 015 - 44 35 28 (direct) |
| | 1 (0%) | |
|
|
| 09 268 7448 |
| | 1 (0%) | |
|
|
| 02/727.81.00 |
| | 1 (0%) | |
|
|
| +32499594821 |
| | 1 (0%) | |
|
|
| +33665501475 |
| | 1 (0%) | |
|
|
| 0472 382 682 |
| | 1 (0%) | |
|
|
| 050/729156 |
| | 1 (0%) | |
|
|
| +32(0)496599775 |
| | 1 (0%) | |
|
|
| 03 870 75 25 |
| | 1 (0%) | |
|
|
| 056/36 86 60 |
| | 1 (0%) | |
|
|
| 055335656 |
| | 1 (0%) | |
|
|
| 00 32 475 235 714 |
| | 1 (0%) | |
|
|
| 0476/45.15.66 |
| | 1 (0%) | |
|
|
| 053/382292 |
| | 1 (0%) | |
|
|
| 0475/614489 |
| | 1 (0%) | |
|
|
| +2 535 64 42 |
| | 1 (0%) | |
|
|
| 03.780.97.00 |
| | 1 (0%) | |
|
|
| +32 473 639 872 |
| | 1 (0%) | |
|
|
| 0032 476 340 671 |
| | 1 (0%) | |
|
|
| 02/753 34 50 |
| | 1 (0%) | |
|
|
| +31.611.597.402 |
| | 1 (0%) | |
|
|
| +32 478 52 04 23 |
| | 1 (0%) | |
|
|
| 056 622453 |
| | 1 (0%) | |
|
|
| test |
| | 4 (1%) | |
|
|
| 0495/551333 |
| | 1 (0%) | |
|
|
| 054 31 94 94 |
| | 1 (0%) | |
|
|
| 0475 415512 |
| | 1 (0%) | |
|
|
| 3264888285 |
| | 2 (1%) | |
|
|
| 32-64-88-8413 |
| | 1 (0%) | |
|
|
| 3264888418 |
| | 1 (0%) | |
|
|
| +32 486 80 99 66 |
| | 1 (0%) | |
|
|
| 0473702932 |
| | 2 (1%) | |
|
|
| +32476223088 |
| | 1 (0%) | |
|
|
| 0031 6 22 45 72 32 |
| | 1 (0%) | |
|
|
| +1 (212) 541 0700 |
| | 2 (1%) | |
|
|
| +33645794175 |
| | 1 (0%) | |
|
|
| +49 89 3891 8573 |
| | 1 (0%) | |
|
|
| 02/274 17 41 |
| | 1 (0%) | |
|
|
| 09/376.26.11 |
| | 1 (0%) | |
|
|
| 3232902111 |
| | 1 (0%) | |
|
|
| +32471761407 |
| | 1 (0%) | |
|
|
| +32 478 455 822 |
| | 1 (0%) | |
|
|
| 056735735 |
| | 1 (0%) | |
|
|
| +3227043429 |
| | 1 (0%) | |
|
|
| 015/64.30.64 |
| | 1 (0%) | |
|
|
| 0495 / 591 280 |
| | 1 (0%) | |
|
|
| +32 2 356 33 00 |
| | 1 (0%) | |
|
|
| +31 (0)883311221 |
| | 1 (0%) | |
|
|
| +3237600203 |
| | 1 (0%) | |
|
|
| 0032477480516 |
| | 1 (0%) | |
|
|
| 02 779 30 59 |
| | 1 (0%) | |
|
|
| 0032479996099 |
| | 1 (0%) | |
|
|
| +44 7785555549 |
| | 1 (0%) | |
|
|
| 0032 (0)475 34 67 80 |
| | 1 (0%) | |
|
|
| +32 476 577 085 |
| | 1 (0%) | |
|
|
| +32(0)478 65 26 98 |
| | 1 (0%) | |
|
|
| 0494 270586 |
| | 1 (0%) | |
|
|
| mobile: 0475 33 13 55, work: 09 218 88 69 |
| | 1 (0%) | |
|
|
| 001-813-205-9945 |
| | 1 (0%) | |
|
|
| 053 730 221 |
| | 2 (1%) | |
|
|
| 02 752 86 61 |
| | 1 (0%) | |
|
|
| =32 475 560051 |
| | 1 (0%) | |
|
|
| 915-534-1221 |
| | 1 (0%) | |
|
|
| 0495/25.78.11 |
| | 1 (0%) | |
|
|
| +32486 58 11 08 |
| | 1 (0%) | |
|
|
| 0495-582077 |
| | 1 (0%) | |
|
|
| + 32 3 221 68 21 |
| | 1 (0%) | |
|
|
| +32473850093 |
| | 1 (0%) | |
|
|
| 0495617264 |
| | 1 (0%) | |
|
|
| +32.2.290.23.60 |
| | 1 (0%) | |
|
|
| 32477867660 |
| | 1 (0%) | |
|
|
| 0475 201 552 |
| | 1 (0%) | |
|
|
| + 32 476 77 07 09 |
| | 1 (0%) | |
|
|
| 003256609526 |
| | 1 (0%) | |
|
|
| +32 9 238 19 78 |
| | 1 (0%) | |
|
|
| +32 16 891800 |
| | 1 (0%) | |
|
|
| 32 2 6554058 |
| | 1 (0%) | |
|
|
| +32 473 64 23 56 |
| | 1 (0%) | |
|
|
| +442073208913 |
| | 1 (0%) | |
|
|
| 0473 94 90 02 |
| | 1 (0%) | |
|
|
| 0475938307 |
| | 1 (0%) | |
|
|
| 00.32.2.289.17.50 |
| | 1 (0%) | |
|
|
| +32 479 910 902 |
| | 1 (0%) | |
|
|
| +32.3.5685208 |
| | 1 (0%) | |
|
|
| 0473595327 |
| | 2 (1%) | |
|
|
| 02 778 13 57 |
| | 1 (0%) | |
|
|
| 02 778 15 37 |
| | 1 (0%) | |
|
|
| 0495380014 |
| | 1 (0%) | |
|
|
| 0473-245679 |
| | 1 (0%) | |
|
|
| 09/216.71.71 or 0496.27.25.13 |
| | 1 (0%) | |
|
|
| 0475600186-015281022 |
| | 1 (0%) | |
|
|
| +32 492 97 17 45 |
| | 1 (0%) | |
|
|
| M +32 (0)476 88 30 95 |
| | 1 (0%) | |
|
|
| +32 478 262696 |
| | 2 (1%) | |
|
|
| +32 497 97 84 61 |
| | 1 (0%) | |
|
|
| +32473552337 |
| | 1 (0%) | |
|
|
| 02 263 59 02 |
| | 1 (0%) | |
|
|
| 0032 (0) 14 60 44 34 |
| | 2 (1%) | |
|
|
| 0498/610833 |
| | 1 (0%) | |
|
|
| 0032 487 100 344 |
| | 1 (0%) | |
|
|
| 03 4563354 |
| | 1 (0%) | |
|
|
| +32 474 450 496 |
| | 1 (0%) | |
|
|
| 0495 211 432 |
| | 1 (0%) | |
|
|
| 0487/ 935 764 |
| | 1 (0%) | |
|
|
| 03 870 49 51 |
| | 1 (0%) | |
|
|
| 0496379729 |
| | 1 (0%) | |
|
|
| 016/352158 |
| | 3 (1%) | |
|
|
| +32 14 60 87 30 |
| | 1 (0%) | |
|
|
| 059 41 41 38 |
| | 1 (0%) | |
|
|
| 03/2870203 |
| | 1 (0%) | |
|
|
| +32 9 331 33 49 |
| | 1 (0%) | |
|
|
| 03/2870030 |
| | 1 (0%) | |
|
|
| 0494576409 |
| | 1 (0%) | |
|
|
| 0496347301 |
| | 1 (0%) | |
|
|
| 057.46.83.51 |
| | 1 (0%) | |
|
|
| 32473645439 |
| | 1 (0%) | |
|
|
| 092166565 |
| | 1 (0%) | |
|
|
| +32/67/89.49.80 |
| | 1 (0%) | |
|
|
| +32 474 977 857 |
| | 1 (0%) | |
|
|
| +352 40 99 44 02 |
| | 1 (0%) | |
|
|
| +32476453002 |
| | 1 (0%) | |
|
|
| 0478561722 |
| | 1 (0%) | |
|
|
| + 32 475 421369 |
| | 1 (0%) | |
|
|
| +3256767683 |
| | 1 (0%) | |
|
|
| 0476961243 |
| | 1 (0%) | |
|
|
| 02/518.67.55 |
| | 1 (0%) | |
|
|
| +46 8 459 59 00 |
| | 1 (0%) | |
|
|
| 0485/719348 |
| | 1 (0%) | |
|
|
| 056 62 89 84 |
| | 1 (0%) | |
|
|
| 0032 2 300 10 37 |
| | 1 (0%) | |
|
|
| +32498195353 and +3215552024 |
| | 1 (0%) | |
|
|
| (0)2 278.25.89 |
| | 1 (0%) | |
|
|
| +32 3 829 25 37 |
| | 1 (0%) | |
|
|
| 0479.73..00.35 |
| | 1 (0%) | |
|
|
| 051 20 31 11 |
| | 2 (1%) | |
|
|
| +32477220598 |
| | 1 (0%) | |
|
|
| +32477412546 |
| | 1 (0%) | |
|
|
| +32 475 97 25 96 |
| | 1 (0%) | |
|
|
| 0032 476 52 21 14 |
| | 1 (0%) | |
|
|
| +32 477 86 80 39 |
| | 1 (0%) | |
|
|
| 056/759400 |
| | 1 (0%) | |
|
|
| 03/4563353 (Annelies) - 0475/937504 (Hilde) |
| | 2 (1%) | |
|
|
| 02/711.07.79 |
| | 1 (0%) | |
|
|
| +32 (0)50 54 2464 |
| | 1 (0%) | |
|
|
| +32479240433 |
| | 1 (0%) | |
|
|
| 0475/93.66.42 |
| | 1 (0%) | |
|
|
| 003292417705 |
| | 1 (0%) | |
|
|
| +32 (0)479 99 76 17 |
| | 1 (0%) | |
|
|
| 0486506539 |
| | 1 (0%) | |
|
|
| +31622920151 |
| | 1 (0%) | |
|
|
| 0499/595612 |
| | 1 (0%) | |
|
|
| 0094311625 |
| | 1 (0%) | |
|
|
| 0476/40.95.31 |
| | 1 (0%) | |
|
|
| +41223639705 |
| | 2 (1%) | |
|
|
| 0032470885065 |
| | 1 (0%) | |
|
|
| +32 5636 8977 |
| | 2 (1%) | |
|
|
| 0496/590779 |
| | 1 (0%) | |
|
|
| +3292401821 |
| | 1 (0%) | |
|
|
| 092410051 |
| | 1 (0%) | |
|
|
| +447881914693 |
| | 1 (0%) | |
|
|
| +32 478 50 56 86 |
| | 1 (0%) | |
|
|
| +32 3 294 15 10 |
| | 1 (0%) | |
|
|
| +4621325426 |
| | 1 (0%) | |
|
|
| +32475251731 |
| | 1 (0%) | |
|
|
| 0496/961132 |
| | 1 (0%) | |
|
|
| +32 473980954 |
| | 1 (0%) | |
|
|
| +32 476 98 43 79 |
| | 1 (0%) | |
|
|
| 0476 66 08 28 en 0497 43 81 31 |
| | 1 (0%) | |
|
|
| 0033637649220 |
| | 1 (0%) | |
|
|
| 0487253670 or 02 412 9588 |
| | 1 (0%) | |
|
|
| 0933 11 750 |
| | 1 (0%) | |
|
|
| 0477/68.88.01 |
| | 1 (0%) | |
|
|
| 0495 55 95 86 |
| | 1 (0%) | |
|
|
| 0476 98 28 52 |
| | 1 (0%) | |
|
|
| 02 352 52 80 |
| | 1 (0%) | |
|
|
| 5194514524 |
| | 1 (0%) | |
|
|
| 03/4019342 |
| | 1 (0%) | |
|
|
| 056/26 23 16 |
| | 1 (0%) | |
|
|
| 056/26 20 90 |
| | 1 (0%) | |
|
|
| 0475 54 65 40 |
| | 1 (0%) | |
|
|
| 02 663 38 40 |
| | 1 (0%) | |
|
|
| 0473 444 510 |
| | 1 (0%) | |
|
|
| 0033149516617 |
| | 1 (0%) | |
|
|
| +32475267257 |
| | 1 (0%) | |
|
|
| 0475775577 |
| | 1 (0%) | |
|
|
| 0477 600 310 |
| | 1 (0%) | |
|
|
| 0032472712140 |
| | 1 (0%) | |
|
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| 0477/868077 |
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Total: 312 |
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| 1) Concept:
Create a successful chain of animal pensions by acquiring and professionalising small existing independent animal pensions.
2) Actual situation:
2.1Demand-side :
Growing demand for pensions and related services for pet-animals:
- Growing attention for the well being of animals and pets (e.g. premium food for pets, beauty saloons, clothes shops)
- Growing number of single person households (so nobody can take care of their animals when they are away)
- Growing number of people traveling
2.2 Supply-side :
- Very fragmented number of independently run and not always professional pensions.
- Little or no integrated and professional offer
2.3 Vision:
- Create a successful chain of animal pensions by acquiring small independent pensions and professionalising+ extending their offer
3) Value creation:
3.1 Revenue side (primarily):
Increase the turnover and overall margin of each pension by:
A) Line-extension: Initially by selling additional services such as trimming, health-check, etc. and eventually by also selling products like pet food etc. on the spot.
B) Increasing the customer base by creating a nation wide brand
3.2 Cost side (secondarily)
Reducing the costs through scale and purchasing power. Better purchase prices for pet-food, lower per pet overhead and G&A costs, etc.
Especially in Belgium at first sight the field seems totally unexploited and open for such an approach, maybe it is the same in other European countries
⇒ if the business-model works, huge developing potential
4) Exercise
The exercise will consist of a) evaluating if this is a viable idea, b) identifying the key-success factors and pitfalls to avoid and c) developing a business plan.
The subject of the project has already been approved by Sara Fiems.
Jean Vandemoortele (CEO of Vandemoortele) will finance the research.
He would like that this project is executed by Jean (Jr.) Vandemoortele and Olivier Steenhaut, both students of the M3 class.
|
| | 1 (0%) | |
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| Opportuniteiten in communicatie pensioen.
Onderzoek naar het dienstenaanbod dat AG Insurance kan ontwikkelen ten aanzien van de klanten werkgevers, rond het aspect communicatie van het pensioensysteem aan de werknemers. |
| | 1 (0%) | |
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| Marketing and Market Entry Strategy for Wellneo brand of products in seleced CEE markets. |
| | 1 (0%) | |
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| Studio Moderna Fashion Group has been established as a subsidiar of Studio Moderna in the last quarter of 2010 and is the fastest growing fashion e-commerce company in the region.
Being present in nine CEE markets already after one year of
operations, the company is now planning to focus more on in-depth marketing. In line with this focus, we are looking for a team of MBA students to work on our marketing strategy and methodologies.
The MBA team will conduct a study on the following fields and will prepare a report consisting of suggestions for improvement:
- Effectiveness of the current marketing strategy and techniques employed by SMFG
- Analysis of the competitive marketing strategies and best practices in the industry
- Analysis of the latest trends in digital marketing, loyalty programs, friend-referral schemes and other methodologies; selection of the appropriate ones for Stilago
- Implementation plan for the suggested strategy and the methods.
The project location will be Studio Moderna Fashion Group headquarters in Bratislava, Slovakia. Travel and accommodation will be reimbursed by the company. |
| | 1 (0%) | |
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| Productontwikkeling voor jongeren: ontwikkelen van nieuwe concepten/producten specifiek voor jongeren en deze concepten testen op hun potentieel. Het gaat om producten voor pech- en reisbijstand. |
| | 1 (0%) | |
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| Analyse van distributiekanalen in de pech- en reisbijstand: In kaart brengen van de huidige markt, detecteren van opportiniteiten, voorstellen van een plan van aanpak,... |
| | 1 (0%) | |
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| LuxairGroup is launching a project of CSR (corporate social responsibility) and we are considering to use again the "Vlerick in-company project" structure (further to our successful experience with your students on an airport shop project of category management).
Our project could be structured as follows (very first draft): - description of the various fields of a CSR - benchmark with other air transportation Group - benchmark with other companies established in Luxembourg - inventory of what is being done so far in house - set up of a CSR strategy (including recommendations to improve what we do to day and to launch new initiatives) - set up of a CSR reporting
The project will be under the leadership of the HR department and the in-house project owner is Gilles Delattre (cf. CC).
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| | 1 (0%) | |
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| Context: consumer retail banking in Belgium. Research project: qualitative consumer interviews (FR and/or NL language) with consumers. The research objective will be to create a needs-channels matrix capturing (1) relevant functional and emotional banking needs for the general population (while identifying potentially different need levels among different target groups, with a focus on generations); (2) available channels and the extent to which those channels address each of the needs. The matrix can serve as a framework for recommendations on how to migrate consumers to new channels (like smartphone, tablet) and for decision making in terms of channels related campaigns. |
| | 1 (0%) | |
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| | 4 (1%) | |
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| Het NGI verzamelt ruimtelijke gegevens (wegen, gebouwen,..). Deze worden verwerkt in producten (kaarten, bestanden, databanken).
We wensen de gegevensinwinning minder tijdrovend en minder arbeidsintensief te maken. Dit betekent dat we ons productaanbod dienen aan te passen. Maar, aanpassen (vereenvoudigen) rekening houdend met "de klant". Dit vergt dus een onderzoek bij de gebruikers naar hun noden. Het resultaat wordt de ontwikkeling van nieuwe producten op basis van deze klanteninput. En, uiteindelijk, een eenvoudiger en snellere gegevensinwinning en snellere productupdate. |
| | 1 (0%) | |
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| Access to Medicines in Middle East and Africa Region
* This application is to register an interest. A further discussion will take place with Isabelle Cammaert on January 22nd. |
| | 1 (0%) | |
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- We want to have a clear view of our market share and segments in Belgium
- Customers spread on geographical location and why?
- Competitors (option)
|
| | 1 (0%) | |
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| Supply Chain development and maximising value for Australian Grain Fed Beef imports into Europe. |
| | 1 (0%) | |
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| Subject : analysis of the Luxembourg mid-size corporate market including :
1/ Strategy - market - competitors - current ING’s approach and position
-> finde out the opportunities for ING Luxembourg
2/ Business Plan - objectives - structure to prospect the country fully - cooperation with the branches - recommandations
-> how do we work with these opportunities to increase number of clients – assets – incomes ? |
| | 1 (0%) | |
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| A presentation was given by Jasper Deschacht and Bart Neven and we are open to apply for a project.
We have started 3 years ago with the full maintenance of businessjets with a team of 20 highly qualified engineers and today we are not able to measure the performance.
For this I would like to have KPI's installed and with these KPI's an evaluation made between the different Software packages used and a grid made to measure the performance of the engineers and the stores department. |
| | 1 (0%) | |
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| This in-company project will be part of our Stakeholder Engagement Project. We would like to make a Stakeholder Mapping exercise, which includes clearly defining who our stakeholders are and the issues those stakeholders would like Umicore to address in the medium term (3-5 year). The goal of this project to Umicore is to receive input for preparing a Stakeholder Panel in September/October 2012. |
| | 1 (0%) | |
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|
| Starting in our distribution center in Rumst, we would like to optimize our waste management. To improve our ecological footprint in our DC reduction, recycling and/or re-use of packaging materials are key aspects. Opportunities exist in, but are not limited to:
- Goods arrive on wooden pallets and are stored in the warehouse. Ordered goods are picked from the warehouse and are put on another wooden pallet to be transported to the customer (Outbound). The wooden pallets from inbound are often treated as waste, although they might be opportunities for re-use and/or re-cycling.
- Pallets full of boxes are wrapped with a plastic foil to keep the boxes firmly on the pallets. Can use of plastic foils be reduced?
- In our production department, goods coming from suppliers are repacked in Cummins or customer branded packaging. How can waste be reduced of packaging re-used?
|
| | 1 (0%) | |
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|
| Starting in our distribution center in Rumst, we would like to optimize our waste management. To improve our ecological footprint in our DC reduction, recycling and/or re-use of packaging materials are key aspects. Opportunities exist in, but are not limited to:
- Pallets full of boxes are wrapped with a plastic foil to keep the boxes firmly on the pallets. Can use of plastic foils be reduced?
- In our production department, goods coming from suppliers are repacked in Cummins or customer branded packaging. How can waste be reduced of packaging re-used?
It is a legal requirement to submit a 3-year plan to reduce packaging materials (Valipac).
|
| | 1 (0%) | |
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| Opportunities of cross docking for 37 retail stores.
Horta has 37 stores from 500 to 6000m2. Today goods are supplied to the stores directly from the supllier. We wants to study the opportunity of organising a supply chain based on cross docking. |
| | 1 (0%) | |
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| As Corporate Social Responsibility is one of the tree pillars of the “ Delhaize New Game Plan “, alongside Growth and Efficiency, it is core to our business. With over 700 tours and 1500 drops a day, outbound transportation has a large impact on the ecological footprint of Delhaize. Purpose if the study is to prepare the vision on Green Mobility 2020 regarding transport ( alternative fuels, new technologies, … ), further expansion of night deliveries, silent deliveries, … . Benchmarking with other Opco’s within the Delhaize Group as well as within the European distribution is also foreseen.
For this project, we have two main objectives :
- Long term vision on Delhaize distribution transport ( fuel, equipment, ... )
- mid term remediations to limit impact of eg. traffic jams, road taxes, ... .
|
| | 1 (0%) | |
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|
| Address Management: analysis of online tools and apps that exist in foreign countries for controlling correct addresses:
- what exist and on which conditions
- which ones works good and which ones not and for which reasons?
- develop proposal for bpost in which direction we should go and develop business case
- propose roll out plan and communication approach
|
| | 1 (0%) | |
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|
| To be defined in collaboration with Thomas Hendricks and Adriaan de Geyter, who applied for this project at Durabilis. |
| | 1 (0%) | |
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| Doel : verliezen in de diverse Europese productiesites in kaart brengen en controle doen of de voorberekende kosten naar de klanten gebaseerd zijn op correcte data.
Werkelijke grondstofverbruiken dienen vergeleken te worden met de opgezette Productie-Bill Of Materials en de Pricing Bill Of Materials zodanig dat risico's kunnen aangegeven worden zoals bv in realiteit meer duurdere grondstoffen verbruiken dan deze die finaal aan de klant worden doorgerekend.
Bedoeling is dat het bedrijf een volledig analyse rapport ontvangt, inclusief aanbevelingen hoe wij in de toekomst dergelijke verschillen kunnen voorkomen en hoe wij deze ook tijdig kunnen detecteren. |
| | 1 (0%) | |
|
|
| uitwerken performante internationale structuur:
- organisatie: via JV, via distributeur of via eigen kantoor of een combinatie
- financieel: het uitwerken van een licentiemodel en een distributiemodel tussen België en verschillende landen
- commercieel: optimaliseren van de sales flow tussen internationale markten en nationale klanten. |
| | 1 (0%) | |
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|
| TCP is a container terminal operator in the Port of Montevideo. Our main focus is transshipment, which leads us into competition with neighboring ports (Buenos Aires + Brazilian ports). The project would consist of an analysis of our competetive environment. Mapping of regional competition: infrastructure, customers, tariffs,... |
| | 1 (0%) | |
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|
| Opstellen en implementeren van een swot-analyse-systamatiek op bedrijfsniveau alsook op de relevante deeldomein.
Indien er een meer actuele of accurate methode bestaat om de sterktes, zwaktes, opportuniteiten en bedreigingen in kaart te brengen en continu te monitorren, mag deze voorgesteld worden.
Deze swot-benadering moet 'werkbaar', in concreto:
1. moeten haar uitkomsten 2012 impact kunnen hebben op de (strategische) beslissingen
2. moet ook de systematiek opgezet worden, zodat de swot en haar invulling in de continuit gebruikt kan worden. |
| | 1 (0%) | |
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|
| This project will be about energy management with Sibelco in Europe (i.e. about 120 plants) embedded in the wider scope of an internal corporate social responsibility project. We are in the process of nominating a European Energey Champion and the students will be involved in the analysis and set-up of our new energy approach. The following is an extract of an internal document on this subject that was put forward to Sushant and Robin.
"Although some of our Business Units have already taken various measures regarding energy management, we can still learn a lot from each other. The most energy efficiency initiatives should be done at plant level, and energy audits by knowledgeable energy colleagues are the best way to share our knowledge and improve our energy management. We will soon nominate an Energy Champion working at the European level whose role will be to develop an internal network of energy experts around Europe; to share and recommend best practicein technical solutions; to collect consistent data measuring improvements; to establish robust KPIs to demonstrate the progress of this initiative.
The EMG has also decided that the moment has come to work on more sustainability activities, including green actions. As a lot of interest for this topic has been already shown by our HR and MST colleagues, a multidisciplinary team will be created in the next months to work on the way forward for 2012. Our aim is to draw together the Sustainability, Green Image and Corporate Social responsibility into a number of real and practical projects that will both deliver real improvements while better communicating our commitment and activity. The EMG is very committed to seeing this as a real change and not a corporate cosmetic fix. We will look to this expanded project team to advise us on a number of projects that can be progressed during 2012 and beyond."
|
| | 1 (0%) | |
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|
| MISSION STATEMENTS
Background
Aniserco is a subsidiary of Delhaize and is the company managing the petfood stores chain “Tom&Co”. With 140 stores, Tom&Co is the #1 specialised petfood retailer in Belgium. 95% of the stores are managed by “franchisees”.
As “franchisor” Aniserco manages the stores concept, product assortment, logistics, marketing and back-office support.
A key pillar in Aniserco’s strategy is the international development of the store network.
In December 2011, Aniserco successfully launched its first integrated store in France while introducing a new store concept at the same time. The store is operated directly by Aniserco and serves the following objectives:
• Get to the know the French petfoodmarket and its customers • Successfully prepare full market entry in France (product assortment, cost structure, marketing,...) • Testing and fine-tuning of a new store concept
The second phase of this strategic initiative consists of franchising the business in France to ensure rapid development
Problem statement
Aniserco successfully franchised the Tom&Co concept with an adequate business model for the Belgium market. A similar approach, however tailored to the French market is now required.
Both Franchisor and Master franchisee options are being considered
Expected Deliverable
- Analysis & Benchmarking of “French” franchising business models
- Define the appropriate business model and go-to-market strategy for Tom&Co France
- Business Case development (franchisor, master franchisee, franchisee perspective)
Proposed Approach
- Good understanding of the Tom&Co business and franchising model in Belgium
- Analysis of franchising business models in France
o Franchising o Master franchising o Remuneration models (how do all stakeholders benefit from the chosen o Legal framework o Define roles and responsibilities for each party (franchisee, franchisor, master franchisee) o Benchmarking
- Define high level approach (organic development, M&A, Strategic Partnership,...)
- Define to-be franchising business model for Tom&Co France
- Business Case development incl. NPV analysis
- Recommendations: business model, approach, legal framework
Organization/Governance
o Work at Tom&Co Site o Daily/Weekly follow-up by Business Manager France o Bi-weekly steerco including Vice-President of operations Tom&Co o Tom&Co Management support
|
| | 1 (0%) | |
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|
| Science|Business, in collaboration with Microsoft, publishes a journal online (http://www.microsoft.eu/futures/) and in hard copy glossy print magazine format called "Futures". The content of Futures deals with IT and ICT innovation issues, particularly where EU policy intersects innovation technology. The audience of Futures are leading EU policy makers and key opinion leaders in Europe.
S|B seeks two students to monitor and construct an online survey, and run two focus groups with members of the target demo. Focus groups should be completed by the final week of May, with a preliminary report being delivered in the first week of June in PPT format, and a final written and annotated report two weeks later. All activities will be in direct collaboration with Microsoft and Science|Business |
| | 1 (0%) | |
|
|
| Stakeholder mapping and strategy
The customer is our strong focus. In this project we would like to refresh our view on all customer types and key stakeholders. First step = mapping / step 2 = recommendations on approach and priority setting |
| | 1 (0%) | |
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|
| We will offer a project in the Operations area, with our Operations Manager being the primary internal customer. The project will be about modelling and scenario building. We need in several operations domains fact based decision support, e.g. "new warehouse solution during peak season, as current warehouse capacity is insufficient", or "how to increase customer service level based on clear KPI's, while reducing costs to serve at the same time?". Both these are examples of possble final assignement. We currently are making the 3Y plan for our Operations Turnaround, and will be able in the coming months to define the exact project, but it wil for sure be focused on modelling and scenario building. We have this provides you with enough information for now. |
| | 1 (0%) | |
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|
| marketing study on visualization needs in the gaming market |
| | 1 (0%) | |
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| We are looking for analyses of our online bookable products/services and a growth-strategy for our new online bookings & management tools developed for our clients. |
| | 2 (1%) | |
|
|
| As a CFO of mobile telephone operator, I want to have a statistical research done on yieldmanagement given the explosive data-evolution on our network. The aim is to come to a simultaneous capacity and cost control of the network cost as done in airline-models |
| | 1 (0%) | |
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|
| Flux Medical is a start up company working on novel invasive solutions for the treatment of atrial fibrillation, a common and potentially deadly heart rhythm disturbance. Flux has just secured 700,000 € through two business angels, and is run by two cardiologists. On the financial side, lots of things are required: creation of a share option scheme that is fiscal interesting for the employees, reviewing and correcting the financials in the business plan (although 700K is secured, a further 3,2M is needed to get the company to break-even), optimising the shareholding of the two founders, and assuring an optimal tax situation in case of future sell, making a valuation of the company (to be inserted into the renewed business plan) for the series B investors. |
| | 1 (0%) | |
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|
| • Department: MTO CL&PS (Marine Transportation Optimization – Chemicals, Lubes & Product Specialties) • Location: Machelen, Belgium – ExxonMobil head office for Europe • Main contacts: Axel Crauwels & Rene Van Laeken • Timeframe: End of April – end of June • Subject: ‘Marine coverage strategy study for transport of chemicals and lube-oils on inland waterways in Europe’ • Goal: The end result should be a 60-100-page document covering: o General overview of the chemical barging market in NW Europe, including overview of owners, brokers, type of ships, typical freight rates o Analysis of best contract type: Spot, CoA (Contract of Affreightment) or Timecharter o Best way of time administration: under demurrage concept or port time concept, including statistical evaluation of current voyages o Overview of transshipment challenges (loading into / from seagoing tankers) o Evaluation of use of shipping brokers o Previous cargo restrictions o Future trends (ship types, ship sizes, changes in law and regulation,…) • Scope: The project will include discussions within MTO department, with various chemical departments, with barge owners, brokers,…
• Students: Mathias Yde - Yves Prossler • Background: current coverage for transport of 1.3 M ton is using 4 contracts for a total value of 10 M$ per year; all contracts are up for renegotiation in timeframe December 2012-December 2013; MTO deals with the commercial and operational management of all bulk transport for ExxonMobil
|
| | 1 (0%) | |
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|
| Study how to integrate a Integral Supply Chain Planning proces .
Study about the As-Is, Define the To-Be, Gap analysis and define business case and benefits. Set up an actionplan for the Short, Medium and Long term.
The study need to cover following areas : Proces, Systems , organisation, Value creation and Risks. |
| | 1 (0%) | |
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| Wordt jullie per email bezorgd, we hebben dit in detail voorbereid. |
| | 1 (0%) | |
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| We hebben een zeer boeiend project voor onze afdeling ISS Pest Mgmt Solutions. Onderdeel van de ISS groep, is deze afdeling is ontstaan uit het samengaan van 3 bedrijven ongeveer 3 jaar geleden (Hunt, Ondes en ISS Prohygiena; elk met een eigen cultuur en lokale merkbehendheid).
Met 12 mio € omzet en 9000 vaste klanten is het de marktleider in België samen met Rentokil.
Boeiend aan ons project is dat marketingwise het werk nog moet starten. De integratie is nu wel volledig afgerond, maar rest de vraag hoe het nieuwe bedrijf zich best positioneert in de markt.
Vragen die we ons stellen zijn oa :
- hoe staat het met de naamsbekendheid
- hoe wordt ons bedrijf gezien vanuit de markt
- welke segmenten zijn al of niet ondervertegenwoordigd
- wat is de omvang van de markt
- ...
en uiteraard
- hoe dient het bedrijf zich best te positioneren voor de toekomst
- aan welke aspecten dient dan nog gewerkt
- ..
Alvast bedankt voor de feedback
Eveline Brulez
|
| | 1 (0%) | |
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|
| 1) Developing a strategy for Artscape that maximizes the financial and socio-cultural impact of its strategic investments. Basically the objective of this project is to conduct an in-depth study of how the current yearly investments of 10 mio ZAR into the performing arts can be optimized in terms of financial return and socio-cultural impact. Includes as-is investigation of where funds currently go and doing market research to understand where Artscape can generate more impact and become a cutting-edge cultural institution. In sum: how do we lure into Artscape?
2) Developing a business plan for Artscape’s hospitality services. Artscape is currently going through significant changes in terms of using its building, and potential development of buildings towards the future. As part of this exercise, it is becoming clear that Artscape is not optimizing the use of its buildings for offering an experience for its audiences once they are there. Restaurants, bars, use of conference rooms and foyers are underexploited in terms of revenue potential and development of longer term customer relationships. In sum: once people are in Artscape, how can we optimize their experience within Artscape. |
| | 1 (0%) | |
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| see annex |
| | 1 (0%) | |
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| Personal MedSystems has created products and services for mobile health and in particular Instant Cardiac Monitoring unparalleled in their innovation, ease-of-use and sophistication of design.
We specialize in high level 12-lead ECG technology generated with reduced electrode systems for the Apple platform (mfiPhone, Pad, Pod Touch). Our aim is to develop ECG systems that are implemented in personalized applications. Making equi-professional ECG devices available to private individuals requires creating exceptional ease of use. Eliminating user thresholds, developing superior operation parameters and creating intelligent algorithms are only a few examples of how we address this task.
Our mfi solution has not been launched yet and we require a marketing strategy that focusses on new media. So far no 12-lead ECG system with instant evaluation and recommendation to act has ever been marketed. More so MedTech accessories for the iPhone are only in their beginnings. So big challenge is to find a way how to market through the web and to what extent social media marketing is an option considering our clientel. It seems important to understand the role that physicians (e.g.cardiologists) take in product acceptance. Many interviews with physicians, rehab institutes and clinics will be required to come up with a sound strategy.
More information can be found on our website (sorry for the odd missing depiction!) www.personalmedsystems.com or www.cardiosecur.com |
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| Challenger for tax projects (Corporate tax, M&A, VAT, personal taxation,..). Work may include: • M&A projects, liquidations,. • VAT-analyses (immovable renting, ,new vat-rules on company cars,..) • International transfer pricing issues and problem solving • International mobility of employees (tax, social security, labor law, contract review, recharging aspects,..) • ..
Een gedreven stagiair die basics van taxation beheert, en er zich verder wil in specialiseren, is welkom. Mijn voorkeur gaat uit naar iemand Master in Financial Management (ik zie wel sommige mensen met enige tax achtergrond, maar ik kan moeilijk afleiden wie er echt concrete en verdere interesse voor toont).
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| Proposal for a Vlerick in-company project
1. Company
Belgian Red Cross-Flanders forms part of the International Federation of Red Cross Societies hrough the Belgian Red Cross. “Rode kruis Vlaanderen-Internationaal vzw” is registered as a Belgian NGO since 13/11/1997 under identification number 17043/97 according to the Royal Decree of 18/07/97. The organization is active in Emergency Aid and Rehabilitation in case of international natural disasters or conflicts. Furthermore, BRC-Fl supports a number of sister National Societies through strategic partnerships aiming at strengthening their capacities in the fields of Organizational Development, First Aid Services, Basic Health Care and Disaster Management. Currently, the International Department employs about 25 FTE and has an average annual turnover of around 10M EUR.
2. Background Until recently most humanitarian organizations, including BRC-Fl, worked with a limited set of basic own procedures and adapted their working methods subsequently for each project to the specific donor requirements (Foreign Affairs, EU, …). First DG ECHO (EU) but now increasingly more donors (Belgian Emergency Aid and Development cooperation) are expressing interest to conclude long term frame agreements which require humanitarian organizations to pass an organizational audit and subsequently monitor and report projects following their own, approved, procedures instead of following these specific donor requirements. Recent audits by DG ECHO indicate that we are not yet up to the required standards. BRC-Fl now faces the challenge of bringing its own procedures, processes and documentation up to an acceptable level in order to gain access to these framework agreements. In parallel and with the aim of improving the quality of our operation and internal organization, BRC-Fl has decided to start an EFQM process. The first phase (‘Commited to Excellence’) of this process will consist of a self-evaluation, upon which a number of identified weaknesses will be selected for improvement.
3. Objectives for the in-company project To produce a thorough analysis of the strengths and weaknesses of the internal processes, procedures and control mechanisms of the International Operations department of Belgian Red Cross-Flanders and its field offices. To formulate concrete recommendations with the aim of attaining the required level of professionalism in order to pass the organization audits of various institutional donors. To develop a complete set of procedures for a selected number of identified weak areas.
4. Examples of area’s likely to be improved
Quality monitoring system, risk assessment procedure, risk monitoring procedure, cash flow projection system, use of double entry accrual accounting in the field, formal documented training procudres, procurement procedures in line with requirements of main donors, fraud and corruption policy (including whistleblower policy), independent monitoring of field activities, project evaluation procedures, procedures for managing conflicts between staff and management, beneficiary complaints procedures.
5. Travel We plan 1 study visit of +/- 2 weeks to a BRC-F field office in one of our partner countries. If possible and relevant, a peer review visit to another European Red Cross Society can also be included.
6. Expenses BRC-Fl pays a flat fee of 1.000€ and will provide working space, administrative and IT support in our HQ in Mechelen. Regarding travel, the students will pay for international travel tickets. BRC-Fl pays for preparatory mission costs (vaccinations, visa) and in-country expenses (accommodation, modest allowance for living costs, transport, communication, office costs).
7. Confidentiality Clause Given the internal nature of the information which will be disclosed to the students, they will be requested to sign a confidentiality clause.
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| In het kader van de ontwikkeling van ons BPO zijn we op dit moment bezig met het definieren, beschrijven, ... van onze procesarchitectuur. De scope van deze oefening beperkt zich tot het beschrijven van het 5de kernproces i.e. revenu assurance. Er wordt verwacht om dit tot niveay 3 te doen voor de 4 business units. |
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| Mission described below is part of a new program launched with the main objective to reestablish, maintain & improve our Service Levels and this in order to consolidate customer services as key differentiator in our offering.
Mission description
- Benchmark of the customer service levels (comparison with peers)
- Identify new trends in customer service level management (included new charter for contact centre services)
- Recommendation of a channel strategy (which channel for which service?)
- Proposal implementation plan for aligning the service delivery with our commercial packages
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| Gamification of incubators
We prefer 2 students (budget limited to 6k) |
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| We organize a congress in Belgium called Patrimonia CONGRES dedicated to Financial and Insurance advisers (1st issue took place in June in Brussels). Next issue will take place in June 2013. We are looking for students to manage the programm content. Meet the people in Belgium, build the programm, organize some conferences... |
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| Het Nationaal Orkest van België wil onderzoek doen naar het publiek dat in de zaal zit.
1. wie zit er in de zaal (leeftijd, geografische spreiding, zijn ze al lang klant, waarom komen ze naar het NOB, hoe zijn ze geïnformeerd over het NOB, wanneer kopen ze, waarom kopen ze,... )
2. wat is het smaakprofiel van het NOB publiek / of de NOB publieken
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| Expert interviews bij key accounts (wereldwijd) als basis voor strategie omtrent key account management. We willen bij deze key accounts de customer cycle in kaart brengen en identificiëren wat voor hen belangrijk is. |
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| Vanden Avenne Ooigem wishes to manage more efficiently the risks related to the price volatility of "ready-for slaughter" hogs and poultry and of the commodities serving as a raw material for the animal feed of these respective animals. To this end, Vanden Avenne Ooigem wishes to implement a tool that allows to do just that. The decision to hedge needs to result from a workflow process where administrative staff can track hedging opportunities and green light to carry on is given by Management. |
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| Assistance in business development of mid-size wind turbine OEM start-up
more focused subject to be defined Q1-2013 when Business Developer has been hired |
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| a mobility concept
give me an e-mail adres and I'll send more information |
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| Barco Healthcare : investigate market introduction of a new product. We already interviewed Saskia Lietaert & Roel Van Aken for this project. Project lead is Stephane Willaert, Director Strategic Marketing New Markets |
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| Een business development plan maken voor onze afdeling PRIVATE LABEL TEAMWEAR (worldwide sales)
• Achtergrond: o Patrick (een merk van de Cortina groep) is een succesvolle teamkledij leverancier in Europa aan voornamelijk voetbalclubs. Momenteel hebben wij +/- 550 voetbalclubs onder contract in Belgie en +/- 750 clubs in Frankrijk. We zitten in een stevig groeimodel dankzij onze kwaliteit, service, stock en ijzersterke leverreputatie en prijs. • Plan: o Onze expertise die wij ondertussen hebben opgebouwd in collectie, kwaliteit en prijs en stock willen wij wereldwijd aanwenden voor andere teamwear merken via private label. Concreet betekent dit dat teamwear merken wereldwijd teamwear kunnen bestellen bij onze Chinese organisatie in relatief lage kwantiteiten met hun logo erop. o Dit model is een nieuw project dat in volle ontwikkelingsfase zit en waar wij zeer sterk in geloven.
Voor dit plan dient een business development plan gemaakt te worden naar -strategie -marketing -sales
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| Short term Rental Cars
A appontment has be fixed on 13th december on 17:00 with
Valérie Verlinden in Leuven |
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| Flanders region branding |
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| My company developed a reusable menutray for the social catering business which supplies home meals.
This booming business in Europe is confronted with high packaging costs. The current one way menutrays are now made of PP,CPET or Aluminium.
The user of our gastrotray can make big financial savings and improve the carbon footprint of his company.
We even think that we have to sell more a solution to the client : renting them the use of the tray AND professional dishwasher instead of just selling them once in 3 years the menutrays only...
At this moment our first client is implementing the use of our “Gastrotray”.
We want to develop the European market. Therefore we need more (high quality)information about the catering market and estimate the possebilities of our product in this (conservative) market. |
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| Study about Merger & Acquisitions (three concrete items are on the table and we ar going to study the opportunities) |
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| Main objective: Maximize the commercial approach for Bayer Health Care within GDL
Different divisions of Bayer Health Care* are operating within Grand duchy of Luxembourg (GDL). Although they have some identical stakeholders (e.g. wholesalers, hospitals,...), often they are acting in silo's. As a result, there is for the moment nobody within Bayer who has a total overview of the GDL business.
As a result of this request, we would like to receive a proposal from you on how to maximize the commercial approach for Bayer Health Care within GDL.
This proposal should be based upon analysis of all the different market dynamics which play an important role in GDL (e.g. legislation, market access, ministry of health, competitors,...) in order to better understand the opportunities in the GDL market. Also this proposal should involve evaluating our current structure in GDL and looking at ways to optimize this presence more.
This project would be managed by one person appointed within Bayer, working together with the Vlerick Management School. |
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| Vegotex, a family owned company, had for years 1 type of business model : wholesaling garments in the low and mediumprice level throughout Europe.
How to rewrite a strategy enabling to use our strengths worldwide.
Besides advising how to manage some of the strategic changes which were taken recently (diversification by taking over two brands in the medium-high level, opening a sister company in Frnace, ....)
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| Create a Channel Management Process and toolkit for a sales driven B2B company covering Distribution Network Selection and Development for Cummins Filtration In Europe and Middle East. |
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| On-trade decision drivers and visibility research :
- Know who, what and how we can influence the on-trade shopper and determine what are the places to communicate and with what messages, to help optimize POS materials, menu card and digital screen content
- How does the path to purchase looks like
- in vs out of outlet decision rate |
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| Project = Vitaliteit en Welzijn (doelgroep: alle medewerkers van Brussels Airport, met een focus op de ouder wordende werknemers. Dit project draait om het verhogen van de inzetbaarheid en het aanpassen van het carrièrebeheer voor oudere werknemers. Het richt zich niet alleen op het verbeteren van de fitheid en mentale frisheid, maar zal ook preventief actie nemen tegen het optreden van een burn-out en stress bij oudere, langer werkende medewerkers. Concrete doelstellingen zijn: opzetten, uittesten en evalueren van een vitaliteitsprogramma (stress management, time management, sportfaciliteiten); uitwerken van een retentiebeleid gericht op oudere werknemers; uitwerken van een mentorshipsysteem.
Doel van dit project is om een cluster aan initiatieven te bekomen die bijdragen tot de vitaliteit en de inzetbaarheid van (oudere) werkenmers bij TBAC. Gelieve contact op te nemen met Jan Bombaers (02/753 3402) om de timing van de doelstellingen van dit project te kennen en verdere concrete modaliteiten op te vragen. Alvast bedankt, mvg, Ilse Ortega |
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| Strategic pricing & market analysis |
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| Defining business opportunities at brandowners in Europe.
One of Milliken’s core businesses is the marketing of Millad NX 8000, a clarifying agent for polypropylene (PP). Clear PP can be used in housewares (food and storage containers) and in packaging. The focus of this study will be on packaging. All major brand owners use clear PP to some extent : in bottles, in caps and closures, in food packaging… This study should give Milliken more insights in where clear PP is used, in the material split for each brand, in the volumes of the materials used. Based on all insights, the students should define the business opportunities for clear PP at brand owners. Milliken is also market leader in the marketing of colorants for detergents like Fabric softeners, laundry detergents etc. This study should give Milliken more insights in business opportunity for Liquitint colorants.
Scope of the project
1. Identify current (clear) material usage per category: Define split Millad clarified PP and other materials. 2. Identify the volume per category (using weight of the product * volume sold in Europe). In case the category is detergents, identify the potential for Liquitint colorants. 3. Identify the supply chain for packaging. 4. Understand the packaging decision making process. 5. Recommend strategy to convert current other packaging materials to Millad NX 8000 clarified PP.
Brandowners list
1. P&G 2. Unilever 3. Henkel 4. Colgate 5. Haribo 6. Nestle 7. Kraft food 8. Becton Dickinson
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| For the Rugs Division of the Balta Group : (we have a general idea, no specifics yet)
Detailed Decision Making Process with end Consumers
Detailed Product Segmentation
Focus country : not specified yet |
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| test |
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| Service Marketing @ Telenet
Telenet is transforming from an acquisition focussed company to an customer base focussed company. During that process, the company extends it's activities and searches for new and innovative marketing approaches for customer base marketing (retention loyalty value management).
One of the key area's is to define a service value proposition (not existing today). Therefore we would like to give the opportunity to Vlerick's students to conduct research on potential service propositions for Telenet (eg. in home network maintainance, advance/premium care services, apps offering service, ...).
Objective is to come with a recommendation on how to position ourselves with regards to service on the residential market. This reco should be based on benchmarking and customer research. |
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| Developmet of a credible and sustainable value positioning for Vodafone Germany
In a changing competitive telco environment a decent value positioning becomes more relevant than ever befor for traditional market leaders. The project has to deliver a vaue positioning for the company which customers and VF employees can believe in and which drives sustainable differenciation for Vodafone in the market.
The Masters team is expected to elaborate its recommendations based on a in depth analysis of the current situation of Vodafone. The project ends with the recommendation of concrete and appropriate actions. |
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| Voorstelling case AeroSleep
AeroSleep NV is een innovatieve KMO actief in de babysector. We commercaliseren binnen Europa een concept om de slaapveiligheid van jonge kinderen te verhogen.
Onze belangrijkste markten zijn België, Nederland, Italië en Scandinavië. In onze thuismarkten (België en Nederland) hebben onze producten de status van soortnaam bereikt.
Momenteel zijn we op beperkte schaal actief in Spanje, Frankrijk en Duitsland. In het kader van verdere expansie plannen we om in deze markten de komende 3 jaar fors te groeien. In dit kader zijn we op zoek naar 3 gemotiveerde en brillante markteers die bereid zijn om onze doelstellingen voor te bereiden. Wat verwachten we:
1. Marktanalyse:
Wat betekent voor de ouders een veilige en hygiënische slaapomgeving? Wat is de lokale cultuur rond
veilig slapen? Hoe sterk leeft het thema 'veilig slapen van de baby'?
Hoe verloopt het aankoopproject rond deze producten?
Wat zijn de communicatiekanalen naar de consument?
Welke prijs wil de consument betalen voor deze producten?
Hoe kunnen we de consument overtuigen van het AeroSleep-concept?
2. Actieplan
We kijken uit naar de samenwerking!
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| Developing a long term innovation pipeline for a Top 3 Belgian Over-The-Counter Medicine.
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| The mission is to create a business plan for a financial education center for youngsters to learn more about the financial world in a creative, interactive and entertaining way and to equip them to better learn and apply financial knowledge later in their life both professional and private (expand concept, confirm opportunity, economics, financing needs and possible sponsors, implementation plan) . |
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| Assessing the Potential for Emerging Use of LED technology in Automotive Lighting
LED technology is becoming an interesting opportunity for automotive lighting and the emergence of Electric vehicles is expected to raise the need for LED Lighting in cars as there is a need to conserve energy. Dow Corning would like to conduct a market research project to assess the opportunity for LED Lighting in automobiles. This project would include: 1) Market Research to explore the market size and potential for LED Lighting in future. 2) Value Chain Assessment to understand the players and the key entry points for silicones and DCC. 3) Industry Interviews/Dialogues with car and head lamp manufacturers to define the market opening and key areas of discontinuity. 4) Assessment of strategic options to define potential business models that Dow Corning can use in this market. 5) Strategy Development to define the potential market for Silicone and how Dow Corning should participate in this market.
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| Silicone Light Guides in General Lighting – Offensive and Defensive Opportunities for Silicone Light Guides
The general lighting market is undergoing a tremendous amount of change at the current time as solid state lighting technologies replace traditional lighting. This change is also resulting in the development on new materials to enable the use of lighting devices with emerging light source technologies. Dow Corning is interested in conducting a market research project to assess the potential for Silicone Light Guides in the global lighting market. This project will include: 1) Understand the needs of today’s applications and future applications for light guides? 2) Identify all companies that have expertise in this area? 3) Identify potential partnership strategy options to enable Dow Corning to enter into this part of the lighting market? 4) Value Chain Assessment to identify the future value chain that will result from convergence between the lighting and building markets? 5) Gap Assessment to understand the gaps in existing technologies for luminaire applications? 6) Quantify the Opportunity Value and present potential strategies that Dow Corning can use to capture value from silicone light guide technology (offensive and defensive).
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| Long-Term Industry Roadmapping for Automotive Electronics Applications
As automobiles manufacturers continue to focus on improving performance and energy efficiency of automobiles, the level of electronics use in vehicles is expected to rise. Innovation in this area is presenting new opportunities to suppliers of raw materials to automotive electronics device manufacturers as they can play a key role in influencing and enabling the change if they have a clear understanding about the future direction. Dow Corning would like to initiate a market research project to investigate the changes occurring at different points in the Automotive Market value chain so that a clear roadmap of the future Industry Applications can be developed prior to defining product and technology roadmaps. This project will include: 1) Market Potential - Research to better understand the future applications for Automotive Electronics in the Europe market? 2) Identification of Market Openings and Discontinuities - material gaps that are preventing current and future applications from being implemented? 3) Application Roadmapping - to define the long-term (5-10 year) applications and changes expected for automotive electronics. 4) Opportunity Identification – to define where silicone technology should be positioned as an offering to the current and future European Automotive Electronics Markets.
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| Wearable Electronics – Leveraging Synergy Between Fashion, Electronic Devices, and Semiconductor Technology
The convergence between Electronics and Fashion has already occurred in the area of sports equipment as many new versions of garments and equipment have incorporated electronics and new designs to hold traditional electronics devices (i.e. IPHONE pockets in new ski jackets). As semiconductor technology companies continue to focus on the key trends of: energy efficiency, flexible electronics, decreasing electronic module size, and enabling communications in a world that is hungry for increased data networking, the convergence between electronics and fashion is expected to continue. Dow Corning would like to understand how to capitalize upon these trends in the future. This project will include: 1) Market Assessment – to identify the future applications and potential for “wearable electronics”? 2) Discontinuity Analysis – Identify the key discontinuities that will impact the market opening (timing) and needs for “wearable electronics”? 3) Identify how future needs for “wearable electronics” will impact the semiconductor value chain? 4) Value Chain Assessment – to identify the future players in this market and potential partners for Dow Corning? 5) Propose a roadmap of options and a Go To Market strategy in which Dow Corning can invest to test the potential for silicone technology that aligns to the emerging convergence between Fashion, Electronics, and Semiconductors?
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| Launch of a new diagnostic platform in the field of molecular oncology in key European countries:
- Positioning and potential adoption
- Cost-effectiveness analysis |
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| Vlerick Business School
In-Company Project Albert Heijn
Project Albert Heijn for Lore Pieters, Emilie Vermeiren and
Charlotte Grysolle
BACKGROUND
Since 2011 Albert Heijn, the Dutch supermarket chain, has opened 11 supermarkets in Belgium, with focus on the North part of the country. Albert Heijn is actively expanding and plans to double his business in 2013. Currently AH has limited national media focus due to it’s size on the market. As of next year AH wants to investigate the most successful strategy to implement a national media presence..
OBJECTIVE
The goal of the project is to define a possible media strategy for Albert Heijn. The project could consist of the following steps, each step covering more or less one month (final project flow to be presented by project group):
1) Thorough quantitative and qualitative market research about the retail media landscape in Flanders (examples of possible research area’s listed below)
• Give a clear overview of the media landscape (retailers in general – food retailers specifically)
• Which media do other retailers use? Why?
• How much do they invest in each medium?
• When do they invest the most? When do they invest the least?
• Which message do they convey?
• How does each retailer position himself in the market?
2) Recommendations for the media strategy of Albert Heijn based on the findings
• Create clear media strategy (which media, why, how much, when)
• Give recommendations keeping in mind the positioning of AH (“Persoonlijke service – Belgische kwaliteit – Hollandse prijzen”)
• Give recommendations and keep in mind to differentiate AH from the other food-retailers
3) Finalisation of the strategy + paper
GENERAL
Project will be in collaboration with Albert Heijn en other 3rd parties (e.g. media agencies, strategic agencies, …)
ARRANGEMENTS
• Mentor: Kevin Vonckx – Sr Marketing and communication Manager
• Workplace: flexible as different parties are involved.
• Project team is responsible for close follow up with Albert Heijn.
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| Impact of new technologies / innovations on car and home insurance
The objective of this study is threefold
- Give an overview of new technologies / innovations that may impact - in the 2 to 3 coming years :
- car insurance, e.g. crash prevention technology, e-call, etc.
- home insurance, e.g. theft & fire protection, natural catastrophe protection, new construction techniques (passive houses, domotics, etc.)
- For each of these new technologies / innovations, assess the impact in terms of opportunities & threats on car and home insurance
- Give advice on how AG Insurance should be dealing with this
This study will require extensive contacts with car manufacturers, architects, etc. in order to gather the required information. |
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| Our campany is specialised in printing on plastics, using the technology of offset UV. We mainly produce POS material, but also packaging and decoration stickers. See www.crea.be
One of our market segments is the packaging market where we produce high end luxury (gift) packaging. This represents 20% of our business but we never focussed to much on it.
As this busniess for us can give big volumes and also repeat business, which is not the case with printing POS material, we would like to set up a complete marketing plan how to attack this market.
Our main quastions are : who are the players and what are their strenghts, what are the volumes, which are the interesting marketsegments ( cosmetics, beverage, chocolate, etc ), how can we position ourselves ( USP ) within this market, and most of all which is the most cost-effective plan of attack to become one of the known players within 2 years.
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| and now without typing errors :-)
Our company is specialised in printing on plastics, using the technology of offset UV. We mainly produce POS material, but also packaging and decoration stickers. See www.crea.be
One of our market segments is the packaging market where we produce high end luxury (gift) packaging. This represents 20% of our business but we never focused to much on it.
As this business for us can give big volumes and also repeat business, which is not the case with printing POS material, we would like to set up a complete marketing plan how to attack this market.
Our main questions are : who are the players and what are their strengths, what are the volumes, which are the interesting market segments ( cosmetics, beverage, chocolate, etc ), how can we position ourselves ( USP ) within this market, and most of all which is the most cost-effective plan of attack to become one of the known players within 2 years.
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| Lhoist is a Belgian family owned international market leader in the lime industry with implantations in a big part of the Europe and North & South America. With its turn over of 1,7B€, 5500 people, 90 plants in 24 countries, Lhoist is supplying to a set of sectors as for instance: Steel, environment, Chemistry, Agriculture, Refractories, Paper, Glass, civil engineering & Building construction.
As a supplier of raw materials for the materials industries, we have different (existing, new & potential) offers to the glass production market. Subsegments consists of container glass (eg wine & beer bottles and nutrition), flat glas (eg windows and cars) and table ware. In order to assess our answer to the market needs, we regularly analyze our position & developments.
The proposed project covers the formulation of a future Lhoist strategy towards the glass sector.
The team will work for the corporate marketing department based in Nivelles. In interaction with the corporate (marketing & product development) and operational services in different countries this market tendencies will be inventoried, evaluated & assessed.
The Glass market will be analysed in relation to the existing Lhoist product lines, raw material suppliers, different market players, forces & environment factors.
The out come of the project will be a proposal for a future Lhoist strategy towards this market incorporating market evolution, competitive positioning, offer identification, way to market & resources.
For this project, Lhoist seeks a multi-disciplinary team of students composed of at least one person with a science and/or engineering back ground and one person from human & social science (law, economics, etc).
The team will be based in the Marketing department which is located in the research & development centre of Lhoist in Nivelles (Belgium). The project will also comprehend selected international travelling into the different European Business units of Lhoist to meet with the local teams (eg Germany, Czech republic, France, Belgium).
Interns need to be fluent in English, knowledge of German and/or French are of added value. |
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| Project: PLACE IT –Philips Research.
Team:
Three students from Vlerick Business School, Belgium. Tim Borremans Sofie De Lancker Supreet Bahl
What we can offer: Business case development and market research for PLACE IT. We are keen on exploring the business and market opportunities for PLACE IT. Firstly we would like to research on the potential of this project as a platform and a product. Secondly, according to us the scope is not limited to Repetitive Strain Injury (RSI) sufferers; it could also offer opportunities for people suffering from strain injuries in sports or people suffering from tendonitis. Of course this will require market research. The scope of the product is global but we would like to focus our research on the Benelux region since it offers a good test market with a combination of all age groups, sports athletes and professions. We are willing to relocate to Eindhoven for the period of the project. The project would involve all aspects of a business case, market research, pricing and product recommendations. There will be a written report (ready for implementation) at the end of the project submitted to both the company and the university. We ensure complete confidentiality of the product and research.
Fee To School: € 9500 (for all three)
Duration: 14 weeks (March-June)
Start Date: Monday 18/03/2013
Motivation:
We are a team of enthusiastic business minded students with a keen interest in latest technology. Our coursework and previous internship experience has provided us with a great insight into market research and marketing in general. We have also had experiences in business case developments for local companies in Belgium which would definitely help us in the project with Philips. |
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| Develop a marketing plan for KBC NY to US corporates (customers of the KBC Group) for the USD payment services. |
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| Cytec is a leader in Phosphine (PH3)gas production. Phosphine gas can be used as a fumigant to eradicate insect pests in many commodities including foodstuff. The product is widely used in Australia and the US and other parts of the world.
Cytec is considering the EU market and would like the project team to:
- Evaluate the opportunity for Cytec to invest in and develop a fumigation business in the EU
- Develop fact base on market potential by country and segment - Understand how the market needs are currently met by fumigation and other techniques and which needs are unmet - Define which drivers would make customers switch to phosphine fumigation - Propose country attractiveness criteria - Establish a selection of top countries/markets and evaluate the market potential - Make recommendations on best marketing approach for selected countries and segments, products, channel to market, price level
The study should concentrate on the commercial and technical aspects and not look at the EU Plant Protection Product registration process. |
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| Test! |
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| The company Munich Re is one of the world's leading reinsurance companies with more than 11,000 employees at over 50 locations around the globe. We are working on topics today that will concern the whole of society tomorrow, whether that be climate change, major construction projects, gene technology or space travel. We find solutions to these challenges through a network of highly qualified professionals who anticipate risks, work on tailor-made solutions and expertly advise our clients.
The Project
One of the major fields for growth is utilizing reinsurance in the context of capital management. This includes, but is not limited to, situatinos of Capital Shortfall (Regulatory, Rating), Transaction Financing (Buy Side M&A, Sell Side Financing Staple Products) and fueling growth through optimizing key financial ratios and improving capital adequacy and efficiency. To actively identify and approach potential insurance clients, Munich Re has a team of highly skilled finance professionals called CRT (Capital Relief Transactions) in place that will welcome three Vlerick Finance Students to work on the following tasks during the project:
- (Support to) Segment Insurance Companies (Italy, France, Benelux) based on their financial statments and other publicly available information regarding likelihood of transactions
- (Support to) Develop a Go to Market Plan for 2H 2013
- Supporting Role in Deal Teams to produce Pitch Books and other sales material
- Financial Modeling and Forecasting: Support to improve our proprietory tools for Dynamic Financial Analysis, Solvency Estimation, Solvency Modeling (and if of interest: stochastic modeling)
The project will be located in our Paris office as well as our global headquarters in Munich, Germany |
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| The mobile consumer converging with out-of-home media.
Today opportunities to make consumers interact with advertisers interact driven by out-of-home advertising.
Students:
- Michelle Debeuckelaere
- Yanne Lintermans
- Anne-Sophie Maenhout |
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| Backgroud :
At this moment no structured way to evaluate current partners or select new markets & new partners.
Objective :
1. Develop route to market or distribution strategy to select and enter new markets
2. Develop matrix to evaluate current distribution partners
Deliverables :
- Develop frame work to evaluate current partners
- Develop frame work for route to market/distribution strategy
- Assess current route to market
- Set criteria to select markets and process to enter markets
- Design process and criteria to select new distribution partners
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| The idea is to create a new bank, which is: - Mobile and online only - Next generation (i.e. post financial crisis) - Built for and by young people (Gen Y) - European in scope
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| Durabilis has a company for the production and export of fresh vegetables from Guatemala to the European and US market. This company is struggling with the management and weekly follow up of a range of operational, financial and strategic data. Top management is in need of a clear management dashboard (Balanced Score Card) in order to get a better grip on the operations.
The project involves a revision of all relevant business processes (based upon a business process map that has been prepared in a previous project) and the definition of relevant indicators per process. The idea is that a complete and comprehensive set of relevant indicators will allow for a more detailed insight in the company's operations, and will establish 'one version of the truth'. This complete set of indicators will then have to main applications: (1) a balanced score card for top management, and (2) an employee dashboard with the most relevant and inspiring indicators that reflect the performance of the production teams. These two applications should be the main deliverables of the in-company consultancy project. In addition, recommendations regarding data management in the company will be very welcome as well. |
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| Update a business case with identification of the critical success factors and the remedial put in place to adhere to the critical path.
project will be done by Michael Clockaerts and 2 other students from Leuven Vlerick |
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| We zijn een spin-off van een bestaande onderneming - waarbij we opslagruimtes aanbieden voor zowel industrie als particuliere klanten. Onze eerste site is opgestart en de eerste conclusies kunnen getrokken worden. We willen dit concept copy-pasten naar nieuwe sites maar daar komen heel wat extra facetten bij kijken. |
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| 1) Research & Recommandation : How to increase the active user base of Xbox LIVE Gold (2/3)
2) Research & Recommandation : How to drive traffic to and sustainably grow the Microsoft BELUX online store (1/3)
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| Calculating the GRP of a 'truckvertising' campaign and developing an innovative business model for a pay per kilometer exposure on the belgian highways. |
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| Set up of a business plan for the market introduction of Barbecook charcoal in the European market.
> market analysis
> product positioning
> pricing
> distribution
> sales strategy
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| To launch a Fair Trade sparkling rosé wine from Chile through conventional and non-conventional channels. To plan the marketing strategy for the coming two years accompanied by business plan and financial plan. |
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| In just 20 years, Fagron has developed from being a local player into the global market leader and leading consolidator in pharmaceutical compounding.
Over 1,500 employees active in 28 countries in Europe, the Americas, Asia and the Pacific, including 150 pharmacists, focus daily on improving tailor-made pharmaceutical care to patients. Fagron intends to further reinforce its market leadership with an active buy-and-build strategy, starting up greenfields and robust organic growth. Fagron’s strategy is focused on the optimisation and innovation of pharmaceutical compounding with the aim of widening the therapeutic scope of the prescriber to enable tailor-made pharmaceutical care.
The subject of the project will be international and will contribute to our developments. |
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| The global objective of the project is to analyse the local vegetables and fruits market (peas and beans) and the consuming market for the sale of water and rice in Ethiopia. So we are going to do a market research in order to find out: the market, the price elasticity on this market, distribution network (wholesalers, retailers, buying power, selling power, margins…), potential market, area of distribution, buying power of the local population, competitors and existing studies. We will do this by making, testing and conducting surveys of the local population. |
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| Fujifilm Belgium is active in the printing industry, specific in the pressroom business. Within that segment we face a threat of digitalization. Therefore we are looking for an opportunity in another segment of the pressroom market, the packaging segment. To be able to bring the right products in this segment we would like to have a better understanding of customer needs and competitor’s strength and weaknesses. |
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| Background: A series of technology trends are driving the consumerization of IT: • A widening ecosystem of computers in which virtually any type of product can be connected to the Internet. • An explosion in data driven by the significant increase in the number of devices we use each day. • More natural ways to interact with technology, including multitouch, voice, vision, and gestures. • Light, portable, flexible, and cheap displays wherever they might be useful. • Social computing, which is altering the way we create and maintain connections with others. • The cloud as a hub for orchestrating the flow of information and technology across our lives and nearly infinite storage and processing power. • Increasingly ubiquitous Internet connectivity. A series of technology trends is leading to rapid progress and change in the technology we use at home, which in turn is influencing how we expect to use technology for work and driving the consumerization of IT. As these technology trends converge with social and business trends, the role that technology plays throughout our lives will continue to evolve. • The computing ecosystem. Our view of what defines a computer is changing as previously “unintelligent” objects are gaining intelligence, becoming connected, and joining the ecosystem of computing. We are entering the era of an “Internet of things” in which almost any object can be connected to the Internet and collect data that contributes to a global web of knowledge. Virtually every type of product is becoming part of the computing ecosystem—from cars, phones, and houses to scales, cameras, power meters, and televisions. Many of the computers you’ll interact with in the future will be in devices that we don’t think of as computers today. In effect, computing is becoming increasingly invisible.
It is the purpose of this project to: - Analyse the PC channel and map this into the different sales segments and different clusters - Make a plan to boost the PC Channel, including Office sales - Understand the PC market and mapping in Belgium - Plan execution and assessment for the channels - Analyse shift from general resellers towards retail shops - Analysis of current In store and Online execution
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| The increasing importance of prepared sandwiches and related products as a snack and meal within the Belgian Horeca and catering world (Belgian foodservices) |
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| StepStone is a commercial job board. Market leader in the commercial part of the market. We'd like to expand our activities to companies that exclusively work with non commercial job boards (VDAB/Forem). Aim is to generate and increase our penetration in that part of the market.
Therefore an in-depth knowledge of VDAB/Forem is necessay, as well as knowing the real reasons why so many companies work exclusively with VDAB/Forem.
Project: get all necesary info in, make a good analysis of it and help us with useful management recommendations. |
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| A large part of Sibelco's cost base is spent on mobile plant equipment ranging from 10t to 100t in size and 100k Euros to 1.25 million Euros. This equipment is fundamental to the operational aspect of the business.
However in the time of limited capital expenditure, maximising fuel efficiency and pressures on operational expenditure (maintenance costs etc) what strategy is required to standarise the approach to a replacemnt policy consisent across the 20 countries in the European business.
The Project should consider manufacturers theory of total life cost, asess whether any operational factors should be considered and then financial modelling should be conducted with existing Sibelco data to identify TCO of the current practices deployed.
Based on these outcomes a proposed replacement strategy would be put forward by the project team |
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The objective of the project is to assess customer profitability on our Antwerp tank terminal, using activity-based costing methodology. Our business is to provide storage solutions for liquid bulk products to customers in the chemical and oil industry. Product comes in mostly by ship, and is stored in our tank park from where it is further distributed by truck, rail, or ship. Customers rent our tanks, we handle their product (unloading ships, loading trucks, railcars, etc), we provide services such as heating, nitrogen activities, blending, drumming, warehousing, and customs activities. We have a limited number of customers (+/- 20), typically global players in the chemical or oil industry (Shell, Dow, Nynas, Exxon, etc). Together with the Vlerick students we want to develop an ABC model to cost our activities and measure customer profitability. Our business is not very complex, and the scope of the project can be defined to be feasible in a 2 month project. |
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| We wish to have either in-house consultancy, either a market research for a MBA student.
Concept : Bayer has in it's healthcare devision next to it's new and innovative drugs a "long tail" of rather older products. We wish to investigate togehter with an expert what is the best strategy to proceed on the mid and long term with those prodcuts. Some expertise in the domain of the healthcare sector is advisable. |
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| Balancing Training Concept:
( For the electricity system there must be a balance between generation and consumption: how to maintain,which parties have roles and responsibilities, incentives for the market parties,...)
--->Building a training product for future potential flexibility , to train the future actors:methodo,product,market
--->Projectgoals: who would be the new potential customers/suppliers, how to educate :training & methodology, geographical link with 50 Hertz if possible.
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| Marktonderzoek en advies in het lanceren van een stadslandbouwproject in Gent.
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| We want to apply for two separate projects:
1) finance management: We are currently discussing with the Oxfam-movement a strategic restructuring of the entire organisation. At this moment we have 183 individual "vzw's" worldshops. On a centralized level we have 3 organisations: Oxfam Fairtrade cvba ('the trade company'), Oxfam Wereldwinkels vzw ('the central support organisation') and Oxfam Partnerfonds vzw, a support organisation for our work in the south. We want to change the organisational structure to 2 cvba-vso and some 30 regional vzw's. Therefore we first of all need to have a better insight in the financial data of the current individual worldshops, and then make an exercise of consolidation. Past year two Vlerick students (Branco Moens and Thomas Doran)started off this exercise. We want to build further on that. The target period for their work is April-June 2013, as we receive the summarized financial info of all the entities by End March.
2) Supply chain management: Our logistics department is currently situated in Destelbergen. We are obliged to leave the current site and look for an alternative for our Food-Warehouse, our order-piking activities and our distribution activities. At the same time our organisation is making steps to acquire or merge with two other fairtrade organisations. We would like to integrate the logistic activities in one business unit. In parallel and in a secret way we also want to look at the opportunity of an entire outsourcing of our logistics activities. We would like two students to help in the elaboration and evaluation of these different strategic opportunities. Target period: March -June. |
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| Assessment of the impact of the changing green certificate legislation in Belgium on the Elia Group. |
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| Complete market plan for an alternative interior wall system product for North America.
Market assessment of existing uses and positions of Magnesium Oxide and Magnesium Phosphate as well, it can be panelized or extruded.
Thoughts on potential uses that have yet to be commercialized.
Review of current distribution and logistical provision from existing Asian manufacturers for panel products on the market , essentially an estimation of the cost the gap that could be realized with indigenous manufacture.
Review of market proposition to best highlight benefits of the material against products currently existing in that space.
Testing or performance validation most critical to marketing success.
Optimized manufacturing capital investment to match sales potential estimation.
All in all this material should be assessed as a separate business unit with levels of projected return on investment, as it more than likely will require separate and indecent lines of manufacturing .
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| Full market analysis of Specialties and Decortions companies in Western Europe. (financial info, SWOT? product range, comparison to our business, advice (investments, acquisitions to make). |
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| Het project zou bestaan uit twee grote delen. Eerst en vooral zou er onderzoek moeten gedaan worden naar de consistentie tussen verschillende geconsolideerde jaarrekeningen. Dit onderzoek zal doorgaan bij diverse bedrijven, gaande van multinationals tot KMO’s - hiervoor zouden de studenten de bedrijven bezoeken, die internationaal kunnen zijn en uitgevoerd worden. Op basis hiervan moet een algemeen model opgesteld worden, dat uniform kan zijn voor diverse bedrijven. Het model moet er voor zorgen dat het afsluiten en opstellen van een jaarrekening vlotter en consistenter kan gebeuren. Het tweede deel van het project beslaat het meten van de totale kostprijs van het opstellen van een geconsolideerde jaarrekening. Afhankelijk van de industrie, omvang en aantal takken – inclusief de sociale balans – zal een berekening gedaan worden naar het totale kostenplaatje van deze activiteit.
Het project wordt uitgevoerd door Nathan Braeckmans en Bernard Hendrikx. |
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| Lufthansa Technik Brussels is a young and growing MRO (maintenance repair and overhaul) company actively present both on Brussels Airport, Brussels South Airport and other Belgian airports. Its constant growth on the market of international aviation is motivating us to re-think current and define future cost analyses systems on a short term basis. This will require to develop a theoretical as well as practical approach on the following items: - define a clear policy for cost accounting - calculate one or several man hour rates in production / administration / overhead - elaborate a tool in order to re-calculate hangar layovers and line maintenance events (tarmac) - fine tune and/or elaborate an offer calculation tool based upon reliable cost analysis data (man hours, overhead,...) - define strategic guidelines for future business acquisitions based upon cost calculations and profitability expectations - prepare common ground for cost calculation methods with related group companies - approach budget and financial strategy figures from a man hour rate based projection
The project will allow students to have an immediate and practical approach to a very concrete business case and exercise their theoretical skills in terms of cost accounting. Lufthansa Technik Brussels being a part of the Lufthansa Technik AG group, their conclusions will be discussed and reported to several group members with a vast range possible feedback and follow up.
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| Steps Ahead has signed a franchise agreement with the British firm Chop'd to expand their lunch/salad food business to Belgium and Luxembourg. The key to the success of this expansion will be the reliable supply of fresh produce via locally sourced suppliers. I have been in contact with Ricardo Angel, who would be my preferred contact person and researcher. |
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| Management has to propose an adapted CIEs Strategy and Multi Year Business Plan.
Part of the Companies mission is to become a professional service provider for Insurance brokers a new concept in the Belgium financial service industry. The company will offer modular service packages going from lead generation, product and price comparison to back office activities. Management decided to question a large number of brokers about their specific needs so the proposition can be fine-tuned. Participants will also develop a strategy to put this concept successfully into the market.
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| El Paso Orthopaedic Surgery Group (EPOSG), is a seventy-four year, multi-specialty medical practice in El Paso, Texas, USA. Our primary specialty is Orthopaedic Surgery but our physicians also specialize in Interventional Pain Management, Physical Medicine and Rehabilitation, and Podiatric Surgery. The goal of this project is to decrease overhead costs within our practice. |
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| Incofin IM is an investment management company that makes investments in developing countries, mainly in microfinance institutions.
Incofin IM manages ~350M EUR in several different funds. Our two flagship funds are Rural Impulse Fund I and Rural Impulse Fund II - these funds have large and reputable investors such as IFC, EIB, FMO, and also several banks and Pension funds such as BNP Paribas.
Incofin IM now wants to start developing Rural Impulse Fund III. This new fund needs to be defined and in order to do that, we would like to perform an in-depth analysis of the performance of Rural Impulse Fund I & II.
Questions are for example: what was the financial return of those funds? What type of investments contributed mostly to this return? What has been the social impact? What about the impact for the fund manager in terms of resource and time commitment? Etc
The idea would be to extract as many learnings as we can from this past experience in order to set up the third Rural Impulse Fund successfully. |
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| Rcademy is een project dat kadert in een mogelijke spin-off van de KU Leuven. De bedoeling is om interactieve online lessen aan te bieden rond data-analyse. In de komende maanden is het de bedoeling om het businessplan aan de realiteit te toetsen op basis van marktonderzoek. Op basis hiervan zullen aanpassingen aan dit plan gebeuren en de prioriteiten van Rcademy bepaald worden. Prof. De Moor zal zorgen voor de financiële en praktische omkadering. Gelieve voor inhoudelijke vragen contact op te nemen met Jonathan Cornelissen, PhD-student aan de KU Leuven.
Gedurende het project zullen de volgende verantwoordelijkheden toegewezen worden aan de uitvoerders van het project:
I. Marktonderzoek B2B
A. Interessante sectoren identificeren voor de B2B-kant.
B. Klantennoden bepalen.
C. Prijszetting strategie.
II. Marktonderzoek B2C
A. Hoe users aantrekken en behouden. Hierbij zal een focus liggen op gamification en interactiviteit, in samenwerking met Professor Piet Desmet.
B. Welke services kan Rcademy aanbieden om omzet te genereren uit deze userbase.
C. Marketingplan naar course creators opstellen en in werking zetten.
III. Bepalen van vereisten voor een Minimum Viable Product Een gevaar voor Rcademy is het willen integreren van te veel functionaliteit alvorens naar de markt te gaan. Om dit streven naar perfectionisme in te perken moet een concrete omschrijving opgesteld worden van een minimaal product dat gereleased kan worden. Dit op basis van aftoetsing met potentiële gebruikers (zie punt I en II).
IV. Benchmarking
A. Competitieve analyse van gerelateerde bedrijven en initiatieven.
B. Opstellen van een roadmap voor de eerste twee jaar na oprichting.
C. Bepalen van concrete en realistische targets voor de mijlpalen in bovenstaande roadmap. |
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| Pre-marketing assignment in a leading innovation-driven Pharmaceutical Corporation: before the entry of a prescripted drug on the market |
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| This is a nice project for entrepreneurial students who dream of founding their own company. Applicants must be willing to actually go ahead and co-found this project and become owner of the company.
The basic business idea is to create a crowd-funding platform that will finance real estate as an investment.
The business concept will need to be elaborated (niche, positioning, financial operations etc). There are three main management domains to be covered:
- legal
- financial
- marketing
The entrepreneurial team must ideally cover all these functional domains, but a financial background and a marketing background are absolutely required.
The learning process of this project will have students start with a broad business idea, shape and test it, and eventually get their hands dirty and make it happen. Applicants will be screened on entrepreneurial mindset as well as specific domain knowledge and skills. |
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| - Naam van het project: Electronic price takes - Projectsponsor/coach : Saskia Dheedene - Doel van het project: 1. Background: Today, price takes are done fully manual, with pen and paper. 2. Opportunity: Automise price collection process through use of scanning handsets. 3. Goal: Reduce time necessary for price collection by internal team, increase efficiency and number of SKU's covered. - Rol van de student: Make or buy decision, nadenken welke scanning handset best aan de behoeften beantwoordt, nadenken hoe de applicatie op de scanning handset er zou moeten uitzien (zou moeten werken) opdat dit het gebruikvriendelijkst zou zijn. Samen met de sponsor wordt dit dan uitgewerkt in coördinatie met IT. |
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| Recomendations for distribution development strategy in the local and international markets. |
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| Analysis and recommendation of how to access new distribution channel (commercial channel) for Belgium & The Netherlands). Already discussed with Edward Vervisch & Rick Steyvers) |
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| Product launch in new channel/segment |
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| Inverto is een snel groeiend technologiebedrijf waarbij het zwaartepunt naar productie verplaatst is. pijnpunten zijn : elan, time to market, logistieke controle, etc ... |
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| INTEGRATION OF ACQUISITION IN ITALY |
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| Farmaline gelooft dat automatisatie een strategische meerwaarde kan bieden in de onderneming. Het is echter niet duidelijk hoe groot deze meerwaarde is en waar ze precies gerealiseerd kan worden. Een grondige kosten-baten analyse, die rekening houdt met huidige en toekomstige processen, dient duidelijkheid te brengen over de volgende punten:
- Keuze van automatisering
° Apotheek robot zoals Meditech, Rowa
° Groohandel / e-commerce automatisatie via Knapp BV of Egemin
- Besparing op arbeidsuren (personeel)
- Beperken van de opslagruimte
- Foutenreductie (picking, stockcontrole)
De keuze van de automatisering en de opstelling zelf dient schaalbaar te zijn. Het moet een groei aankunnen van 100% per jaar. De TCO-berekening en de kosten-baten analyse met bijhorende terugverdientijd van de investering, moeten onmiddellijk bruikbaar voor de aanvraag van een financiering en de realisatie van het project. |
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| Progress in Mind has been asked as an external consultant to review the entire marketing & sales strategy of Hogenboom & Roompot. This project starts in March and ends in January 2014. The first fase is an analysis of the existing marketing strategy compared to the main competitors. This analysis has to result in the detection of gaps in customer segmentation, communication strategy, marketing approach, product & brand diversification. It is in this part of the research that the Vlerick consultants will be active. They will report to Roeland Pelgrims, the external consultant in charge of the analysis, and will have the full support of the Hogenboom management team. The Vlerick marketeers will have direct contact with the CEO of Hogenboom - Jurgen Van Cutsem. Their final report will be presented to him, and the conclusions will be used actively in the development of an improved marketing & sales strategy. |
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| The potential for SME Bond issuances on the Belgian market |
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| www.pintro.be Compleet businessplan opstellen om een spin-off te maken van de Pintro. |
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| Define optimal flow and assess tools to help with specifcation management in FMGC focussed on private label.
Project should define the scope , process flow and tools t odefine the customer requirements and translate them into the organisation (requirement like BOM, packaging , design, performance ..) taking into account different departments at different locations with different roles and resp.
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| View on the use of apps in top 100 belgian companies + SMB.
- Who uses apps?
- Which apps?
- Which effect they have on productivity, improved communication, cost? |
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| Market research |
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| SUSTAINABILITY INTELLIGENCE tools for a Belgium based impact investor
Impact investors differ from philanthropists and from microfinance-institutions. Consider a line with at the one end traditional investments offering financial return but no impact and at the opposite end, grants creating all impact but no return. We could say that impact investments are situated in the middle, creating both financial return and impact (Agnew, 2010). „Impacts are long-term changes in the social, environmental or economic situation‟ (Iseal Alliance, 2010, p. 5). So impact investing could be defined as the creation of social, economic and environmental impacts in addition to investment returns.
Durabilis is in a process of revamping her global impact strategy. As part of this process, our mission statement is renewed and strategic objectives are chosen that will orient our efforts to have a meaningful impact on sustainable economic development over the coming years. A key element in the impact strategy is a set of core metrics (or indicators) that will allow Durabilis and other investors to measure and evaluate their impact, and to communicate about her impact strategy and results. Defining the right metrics to measure and communicate about impact is a challenge that must take into account the relevance of these metrics for the strategic objectives, their clarity and appeal for communication purposes, and the feasibility to measure these metrics in all activities worldwide on a regular basis. Other elements to take into account are how to have metrics that can be benchmarked to industry or national averages, and how to have metrics that describe the width of impact (‘how many people did we reach’) as well as the depth of impact (‘in what way are these people better off than before’).
More concretely, the objectives of this in-company project would entail:
- an exploration of the complete set of already existing performance metrics, an advice on a core set of impact metrics suitable for external communication purposes
- the elaboration of a methodology, processes and tools to gather the data necessary to calculate these metrics for internal/ external clients and stakeholder groups (eg. farmers, employees, customers)
- embedding the processes into the existing sustainability measurement tool of Durabilis (based on the Qlikview Business Intelligence solution)
- one or multiple field visits to test the set of core metrics and tools in practice by gathering the required data with the stakeholder groups
- assess to market potential for such an impact measurement tool and methodology
We are looking for a team of students with complementary competencies that:
- Have an interest in a conceptual study in the field of impact management and social entrepreneurship
- Can translate these concepts into workable indicators and measurement processes
- Can integrate this in the existing sustainability measurement tool of Durabilis (based on the business intelligence tool Qlikview)
- Have affinity and knowledge about information system architectures, data analysis, transformation and reporting systems
- Can draft a marketing and sales strategy to put the tool in the market
- Are willing to travel to third world countries to execute a pilot project in the field (destinations to be determined)
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| Marktonderzoek en business plan voor een software product
Strategische alignering & business model
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| Market research project focusing 1) on Training and Event Management Platforms, and 2) benchmarking of the new SWIFT training stategyand commerical pricing and margin ambition.
Project brief provided to ArianeMasschelein and Leonard Soenen. |
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| Driven by the convergence of markets and technologies in which Nuance's Mobile & Consumer division is active, there is a need for stronger cross-organization coordination and more strict, yet agile, product development processes. This requires an overhaul of the product development process (i.e. how the the company brings innovation to market) and of the coordination mechanisms to better manage the product portfolio. The project will be about defining the requirements and proposing a tool to address this need. This project is currently initiated at Nuance and the Vlerick students will join in a second phase in April/May/June. |
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| GDF SUEZ has set itself a number of ambitious targets with regard to the employment of women within the group as a whole and within the senior management levels in particular. The project aims to analyse the situation within Energy international (current situation/labour market/ graduation rates in technical universities) and to come up with an action plan in order to achieve those targets. |
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Mafra Invest BVBA is indirect the main shareholder of Z- Group NV who is the European Markleader in Safety Management.
Z- Group provides a full range of Industrial services for :
Petrochem, Refining, Steel Industrie, Shipping , Environmental companies, waste disposal and more...
Past years Z Group did invest in " techtnical solutions "and was awarded several times for the innovative aspects of those solutuions.
The goal of this project is to enforce the Business Development and market research of those existing technical solutions |
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| Remi Claeys Aluminium , marktleider in het aanbod van aluminium gelaste buizen, ontwikkelt volop nieuwe segmenten. Zo onderzoekt ze het aanbod van aluminium gelaste buizen in de markt van House Heating, compressed Air edm. in de de Europese markt. Dit segment wordt traditioneel beleverd door staal of kunststofmateriaal. Evenwel levert aluminium voor bepaalde markten potentieel een grotere toegevoegde waarde. Dit vraagt een degelijk uitgewerkt strategisch plan, diepgaand marktonderzoek, juiste manier van aanpak, welke productfolio is noodzakelijk in het industriële dan wel het residentiële segment, etc. Deze ontwikkeling is van strategisch belang voor de verdere ontwikkeling van het bedrijf, behoud van industriêle productie in België enz. Er werd reeds aangevat met een eerste stap van de studie, maar er is absoluut nood aan een goed team om de studie binnen een afzienbare tijd af te werken, teneinde de beslissing te kunnen nemen. Het team kan bijgevolg verder werken op de bestaande info, en samen met het sales team. Na afsluiting van het project, dient de directie een beslissing te nemen over GO/NO GO. |
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| Le sujet sera déterminé précisement au plus tard 15 jours avant le début du stage en fonction de l'actualité du groupe et de nos besoins. |
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| Hannecard, with some 10 sites in Europe and 5 Joint-Ventures outside Europe, is market leader in roller covering : industrial rollers are covered with rubber, polyurethane or composite materials.
Hannecard wants to extend its activities to spray coating, this is the application of thin layers of metals, ceramics etc. on the metal surface of rollers.
The project should result in a complete business plan for this new activity, starting with a market research (customers, competitors ...). |
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| Develop online retail strategy. |
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| Compliance project regarding Eliglustat: a new SRT ( substrate reduction therapy ) for patients with Gaucher disease.
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| Strategic HR Competence Management : our company is in transition from a project company who implements software projects towards a product company who sells licenses of our product MECOMS and uses partner channels to implement this product all over the world. This transition needs another approach regarding the management of competences of the employees. HR has started to set up a new organization structure but now also needs to manage the competence transition : other soft skills and other practical skills are needed. In order to manage and follow up this transition we need learning plans, career tracks and a technology tool to control this. At the moment we are buying an LMS (learning management system) tool in order to control this change. We are looking for a sparring partner who can support us in this strategical change. |
| | 2 (1%) | |
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| Comp & Ben - Setting up a market compatible Comp & Ben framework to enhance Global Mobility
including review of function weighing (system and functions) to align divisions and building of coherent salary grids fro major countries |
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| Development - Etex Leadership Model
Implementation of Etex Leadership Model build around 5 Core and 6 Leadership Competences embedded in the corporate values |
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| Internal recruitment: how can we improve our recruitment process to attract the best talents in the market?
How can we extend our reach in the most effective way? |
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| Validation and optimization of a value proposition and business model in calamity services for owners of entrepreneurial companies. |
| | 1 (0%) | |
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| With our brand 'Nûby' we are - in our small market- one of the 3 biggest companies in the world.
This summer we are going to create a Belgian holding for our European activities and also new companies abroad (Germany, Italy, Spain, and probably Hong Kong and Switserland as well) for our local existing activities.
We still have to set up an international reporting system, calculate the transfer pricing based on a 'CUP' with full documention for fiscal control, prepare a request for a ruling for this transfer pricing in Belgium and the other countries... |
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| Develop a new business plan for ESO Belgium based on fast changing market:
-fast decrease of the metallurgy market in S-Belgium
-increase maintenance outsource strategy in Belgium
Content of the business plan:
-Market analysis in Belgium,South Netherland,Lux,and South-West Germany
-Analysis of both ESO sites
-Definition of futur organization:keep both sites or move in to one new common site
-Development of new business plan based on defined futur organization
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| Identify strategic alternatives for the oncology (anti-cancer) product development pipeline of ThromboGenics. Provide financing and management/resource requirements to support each alternative in its value proposition. |
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| Competition study of the bpost international network |
| | 1 (0%) | |
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| Full reorganisation and governance analysis of all bpost international entities (USA, Hongkong, Singapore, China, UK) |
| | 1 (0%) | |
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| Univar is a leading worldwide distributor of chemicals.
The Benelux activity is the result of two recent acquisitions of competitors.
Univar offers a broad range of specialty chemicals but also commodities.
Univar is active in different industries : coatings, energy, detergency, food, ...
The marketstudy would consist of 3 major parts :
* identification of possible industries where Univar is not active (business development... where is our blind spot)
* define marketshare per industry (per market segment)
* analysis of Univar's value chain and the value chain of our main competitors. Where do our competitors make the difference? How can Univar become more profitable? |
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| Given the societal challenges of an increasing and also more elderly population and a shortage of nursing staff, it becomes important that people can help themselves as much as possible. In order to realize this, point-of-care diagnostics are essential. One of the technologies used is the lateral-flow-test. These are the strips which react with a fluid containing a certain hormone or other disease marker. A well-known example is the pregnancy test. The draw-back of these tests is that the reaction is not always clear in a binary way, or that the change in color indicates some quantification. Therefore there is a need for more distinctive way for interpreting the result. Another drawback is that there is no connectivity to a healthcare professional. As NXP, we have developed an electronic way of reading out the values of the tests. Besides the above mentioned clear interpretation, it is also possible to readout the results with a mobile phone which allows to connect to a healthcare professional. The aim of this project is to identify which of the lateral-flow-tests can benefit most of this electronic readout, and also to identify tests which have not been considered as feasible today due to the limitations of the current methods. Other questions we have, is the way how we should market our product, as a chip, or as a subassembly; should we do it alone or in a partnership, who should be our lead customer of this solution, and how can we enable this market. A market knowledge-based go-to-market strategy is the aim of this exercise. We are looking for a cross-functional team, combining the health/biological as the micro-electronics knowledge. If you are interested, please contact: • Filip Frederix (+32 473 445466 or filip.frederix@nxp.com) • Stefan De Troch (+32 478 262626 or stefan.de.troch@nxp.com) |
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| Diabetics is currently one of the most important chronic diseases and are still emerging due to an aging population and changing food habits in the BRIC countries. Glucose measurements are a crucial step in the health management system. Glucose meters exist already for a very long time and are the most successful “on-the-spot” or “point-of-care” diagnostic device. However, the society is changing: • there is an increasing healthcare awareness • mobile health is new trend • pressure on healthcare budgets • health application in emerging markets These changing conditions demand new solutions and NXP believes that its unique wireless and sensing capabilities can serve these new market and technological needs. The aim of this project is to get more insight in the value proposition of the NXP technologies in this market. What are the differentiating features in this market and who are the main competitors? What are the biggest unmet needs? What is the first product-market-combination to pursue? We are looking for a cross-functional team, combining the health/biological as the micro-electronics knowledge. If you are interested, please contact: • Filip Frederix (+32 473 445466 or filip.frederix@nxp.com) • Stefan De Troch (+32 478 262626 or stefan.de.troch@nxp.com)
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| | 1 (0%) | |
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| The project will be part of a strategic initiative to define the new Travel Shop concept of one of our main distribution channels.
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| More and more companies are investigating the possibility to change the traditional company car budgets towards a mobility budget including all different possibilities of usage through for example a mobility card including the possibility to use all means of transportation within a set amount. This study would need to define the potential of the product, the suppliers willing to step in such a mobility project, the taxation rules, benefit in kind and other effects on payroll . The way a provider of such a mobility card should place this in the market, the way our company could earn money out of providing this card,... |
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| Securitas increased the investment pace in technology in order to change Securitas from being a supplier largely focused on guarding commodities to being a leading security services provider. By adding technology and offering security solutions, Securitas wants to provide greater benefits and added value for its customers in an increasingly demanding security services market.
This focus implies a new business approach inside the company and a new recognition outside the company. The project would focus on the first aspect in particular. |
| | 1 (0%) | |
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| Strategic what/if scenario model
Simplified financial model (with at least one business line completed as an example and a training/user manual) that can be used by top level and middle management as an aid to solve what/if issues in the context of the development of their strategic plans. |
| | 1 (0%) | |
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Sustainable production is getting more important. Increasing resource costs, legislative involvements, as for example carbon taxes, and the increasing public awareness about sustainability are a couple of signals popping up in the pharmaceutical industry. Janssen Pharmaceutica (the Johnson and Johnson group) is already working on these items (e.g. Earthwards tool, …) on a voluntary basis via personal projects and ad hoc ideas.
The topic of this project is on how Janssen Pharmaceutica can implement the quantification, evaluation and communication of sustainability scores (e.g. carbon footprint, resource efficiency, process optimization potential) in a more standardized way throughout all the production processes. This will enable to use one single set of data for the determination of the current process status and define optimizations (internal use) as well as for the quantification of eco-efficiency scores which could become obligatory in the future (e.g. carbon footprint?).
Some questions to be answered in this project:
*What are the future expectations from the legislative side related to resource efficiency, greening and sustainability? Are we meeting obligatory green labeling, e.g. carbon footprint, in the near future?
*How well is Janssen Pharmaceutica prepared for the future expectation as described in previous point and what are the main gaps?
*How can Janssen Pharmaceutica be a frontrunner in this evolution. Which business transition is required? How can Janssen Pharmaceutica shape the future expectations
The final outcome of the project should be a management presentation to support decision making on next steps regarding further introduction of sustainability metric tools, organizational requirements, …
The scope of this project is related to the manufacturing of small molecule Active Pharmaceutical Ingredients, which has the highest sustainability impact in the overall drug product manufacturing sequence. The SM API production site of Janssen Pharmaceutica in Geel will be used as a pilot location.
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| | 1 (0%) | |
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| Sustainable production is getting more important. Increasing resource costs, legislative involvements, as for example carbon taxes, and the increasing public awareness about sustainability are a couple of signals popping up in the pharmaceutical industry. Janssen Pharmaceutica (the Johnson and Johnson group) is already working on these items (e.g. Earthwards tool, …) on a voluntary basis via personal projects and ad hoc ideas.
The topic of this project is on how Janssen Pharmaceutica can implement the quantification, evaluation and communication of sustainability scores (e.g. carbon footprint, resource efficiency, process optimization potential) in a more standardized way throughout all the production processes. This will enable to use one single set of data for the determination of the current process status and define optimizations (internal use) as well as for the quantification of eco-efficiency scores which could become obligatory in the future (e.g. carbon footprint?).
Some questions to be answered in this project:
*What are the future expectations from the legislative side related to resource efficiency, greening, and sustainability? Are we meeting obligatory green labeling, e.g. carbon footprint, in the near future?
*How well is Janssen Pharmaceutica prepared for the future expectation as described in previous point and what are the main gaps?
*How can Janssen Pharmaceutica be a frontrunner in this evolution. Which business transition is required? How can Janssen Pharmaceutica shape the future expectations
The final outcome of the project should be a management presentation to support decision making on next steps regarding further introduction of sustainability metric tools, organizational requirements, …
The scope of this project is related to the manufacturing of small molecule Active Pharmaceutical Ingredients, which has the highest sustainability impact in the overall drug product manufacturing sequence. The SM API production site of Janssen Pharmaceutica in Geel will be used as a pilot location.
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| | 1 (0%) | |
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| Integrated service offering to Close the digital divide
Access to information and communication technology (ICT) is essential in the developing world because it is key to improving a country’s educational and economic prospects. Today, information is seen as one of the major drivers of economic and social development and ICT makes access to information available on an unprecedented scale.
Close the Gap is an international non-profit organisation that aims to bridge the digital divide by offering high-quality, pre-owned computers donated by European companies to educational, medical and social projects in developing and emerging countries. Close the Gap collects decommissioned computers from companies and arranges for other organisations to clean the hard disks and then check and configure the hardware according to the requirements of its end-users. The computers are then shipped to the destination country by sea or air transport.
Being a global player operating in the rapidly evolving sector of ICT with the ambitious goal to close the digital divide, it’s key for Close the Gap to closely follow all trends and changes in this market, respond to these accordingly and adapt its business model if needed to safeguard its mission.
Being active in developing countries with challenging side conditions, Close the Gap realizes it doesn’t have the luxury of focusing on providing the ICT hardware if it truly wants to accomplish its mission. Over the last years, Close the Gap has identified the need for an integrated service offering (ISO), offering at the total package of products & services needed for their target audience in developing countries to gain access to ICT. The components of this package could be offered either by Close the Gap or through strategic partnerships with other organizations or companies.
A Vlerick Management master student would develop a business plan for the CTG ISO concept, based on:
- pre-work done by CTG (products & services, partners, needs)
- own market research (both in Europe as in Africa)
- preliminary information from a pilot project
The business plan would e.g. contain:
- Market research report on
o identified needs
o possible products & services
o existing ISO offerings
- Partnership modeling for the offering of products & services
- Franchising modeling
- Financial modeling
- Go-to-market plan
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| | 1 (0%) | |
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| As a mobile telephony challenger, I want to know what the target challenger model is. How deep can the company go and how fast to recuperate towards the target/aim stucture.
The market(revenue from customers) and shareholders (ROIC) set the scene. The question is how to operate then, given these guidelines |
| | 1 (0%) | |
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| Developing a supply chain optimization model for the EMEA distribution centres to evaluate the trade off between logistics costs and working capital investment. Evaluating a supply chain node based inventory stocking strategy for the EMEA region. |
| | 1 (0%) | |
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| we wensen graag te bekijken hoe we een research of consultancy traject kunnen opzetten omtrent een van volgende vragen. Gezien het de eerste maal is dat we dit wensen te doen met Vlerick, graag wat toelichting
mogelijke topics:
- sociologisch onderzoek - wat wensen klanten van grote nutsbedrijven zoals telecom, banken, energie,..
- multichannel approach en utility bedrijven - wat vraagt de klant ? - Branding en positionering van een challenger, van klein tot niet meer zo klein ?
welke topics zijn er in het verleden geweest, om zo een beter zicht/gevoel te krijgen.
els descheemaeker
0474 450 496 |
| | 1 (0%) | |
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| Vraag van Didier Ketels een van de 7 fellows van Ashoka Belgïe : Beste Meneer Verzele,
"L’année passée, nous avions pu bénéficier de deux étudiants de la Vlerick pour une analyse SROI. (peu exploitables).
Nous ressentons toujours le besoin de pouvoir mieux utiliser et déterminer des chiffres d’impact de notre action.
D’autant plus que nous essayons de traiter plus avec des entreprises privées (secteur des assurances, secteur de l’interim, etc.).
Est-ce encore possible de bénéficier d’étudiants ?
Met vriendelijke groenten.
Didier Ketels
Juriste
Directeur de Droits Quotidiens"
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| | 1 (0%) | |
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| IKEA is developping a new Organization Structure Based on competence in order to prepare for the future from a customer, co-worker and P&L perspective.
Overall there a 4 main objectives:
- Moving from task to competence
- Increase flexibility
- Simplify the organization
- Increase co-worker motivation
In order to do this we will need to investigate how the workforce planning can be organised not only from an organisational point of view but also in terms of contracts and efficiency. Main objective is to investigate the economies of scale and the increase we could offer in terms of contract hours for our co-workers.
Hereby we would/could use the help of dedicated students with an intrerest in both HR and staff planning. This in a strong cultural environment working together with the project team and myself as project leader.
I will be very happy to elaborate futher on the project and the objectives we could set for the students.
All the best,
Stephan
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| | 1 (0%) | |
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| Calic Belgium is a chemical distributor offering a broad range of products and services to the industry. One of our typical activities is the drumming, diluting and blending of liquid chemicals. Besides the required capex, this is also a rather labor intensive activity for which we would like to have a better insight in the cost structure. The cost is mainly driven by the type of product and packaging, but also by additional services (certificates, documentation, labeling, ...). Utilization rate is also an important driver. We would like to evaluate the feasibility of an activity based cost calculation, and to introduce this information in the “cost to serve” concept towards our customers. We believe that this would be an exciting project in an industrial environment for 2 students interested in cost calculation. Chemical background is not required. |
| | 1 (0%) | |
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| A research of the Dutch video intercom market with the aim of opening a subsidiairy company in the Netherlands for the distribution of the Aiphone brand through a network of electrical wholesalers or other channels if required. The research should shed light on the following market information:
- what is the intercom market distribution structure (wholesalers, installers, direct sales, online sales, etc.)
- which competitors are active and what are their marketshares
- what is the culture of the residential construction market (price market, quality-driven, long-term thinkers, etc.)
- which construction companies are important and what is their attitude towards video intercom products
- what are the trends of the res. construction market (private, social, rental, ownership, etc.)
- general economic condition and forecasts, plus the impact on the residential construction market
- demographics of intercom installers (how many, where, who, etc.)
- demographics of the end-users
- overall potential of the Dutch video intercom market
- who are the players of the electrical wholesaler channel and their marketshares (Rexel, Technische Unie, Solar, etc.)
Conclusion should be whether to move forward with this project or not and under which conditions. Advise for alternative ideas are welcome.
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| | 1 (0%) | |
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| Creation of a Business Case for development/marketing of a new nutraceutical water.
Coca-Cola owns a mineral water brand with a unique mineral composition with potential health benefits and is interested to optimally market and capture its intrinsic value.
This project consists in identifying the best possible business case by mapping and comparing different marketing strategies, supply chain and financial models to valorize unique product intrinsics. |
| | 1 (0%) | |
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| Caviso is a part of the Belgian family owned Willemen Groep, based in Mechelen.
In Waarloos we create start-up company's in construction related services.
Caviso has been created a few years ago in the isolation business. More specific in the B2C channel of isolation of outer walls of houses an d buildings.
For this we want to map the Belgian market to see in what domain of isolation solutions we could expand our business. |
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| 1) Improve Time to Market in an engineering environment with high degree of product customization.
2) Methodologies and implementation of platform strategies in modern engineering.
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| | 1 (0%) | |
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| Integrated (Ops + Supply chain) method of managing the productivity improvement projects. Find new opportunities and assist in setting an easier to administer productivity data management and monitoring system. Streamline the reporting structure(s) for converting piece price reductions on material obtained from suppliers into net impact on the company’s P&L (Functional disciplines impacted = Purchasing, Finance, Operations / Value Streams, IT and potentially outside vendors)
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| Development of a business strategy towards 3rd party cable assembly houses.
- Screening of applicable commercial models
- Comparison analysis of the identified models
- Selection of top 3 applicable models
- Decision matrix with impact analyses on TE
- Definition of marketing strategy for the commercial models
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| | 1 (0%) | |
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| Kick-off a culture change in pharmaceutical production (Beerse/ Olen) to come to real connectivity/ collaboration and create an open feed-back culture. Ultimate goal is to increase safe behavior, reduce human errors and install a Lean mentality. First priority of the project will be to make sure the "basic rules" are known and understood by everyone. This will require intensive stakeholder management (eg unions), change management and communication. |
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| Het ziekenhuis heeft recent geïnvesteerd in een project waarmee het medisch dossier consulteerbaar kan gemaakt worden voor iedere arts die een therapeutische relatie heeft met een patiënt die wenst dat zijn gegevens kunnen gedeeld worden.
AZ Damiaan heeft zich hiervoor aangesloten op het COZO (www.cozo.be) platform.
Hiermee is het de bedoeling de communicatie tussen eerste en tweede lijn te versterken.
De investering kwam neer op enerzijds de technische implementatie alsook de opleiding van de huisartsen die doorverwijzen naar AZ Damiaan.
Als ziekenhuis wensen wij nu een marktstudie die ons feedback geeft over de toegevoegde waarde van dit project voor de huisartsen. Welke mogelijk drempels nog zijn, tekortkomingen en wat het effectief gebruik ervan is.
Voor goedkeuring van uitvoering van dit project wenst het ziekenhuis eerst feedback over de planning van dit project en in welke categorie het komt (2 of 3 studenten)
Mvg,
Xavier |
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| Elaborate a Business Plan regarding the set up of an internal broker within Private Banking Belgium.
The goal would be to look at the current range of insurance products (branche 21 ,23 ,26), but also at other type of products more linked to private banking clients like hisscox insurances, and to evalute the potential of such products within our current clients/prospects.
This business plan will be use to determine the potential of such a product line but also to determine the initial strategy (number of FTE's, product range, targets) |
| | 1 (0%) | |
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| The world of business is changing, Vlerick is developing the next generation of business leaders who see mutual development as a growth strategy, social issues as business challenges and who will redefine the meaning of Added Value. The world is changing, Vlerick is ready for it.
1. Determine focus Vlerick wants for a Center. 2. Build a program around In company for Masters and MBA a. Network of organizations b. Training/Information about social entrepreneurship 3. Grow support base of the Forum for SE, both locally and internationally (funders, social entrepreneurs, supports) 4. Attend Conferences and attract speakers
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| | 1 (0%) | |
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| EuroRec or the European Institute for Health Records is a not for profit organization that promotes high quality design, implementation and adoption of Electronic Health Record systems (EHRs) in Europe.
EuroRec has mainly invested in the development of quality labeling- and certification- criteria (+1700), tools and procedures. It participates in EU sponsored research in topics that advance the knowledge of how to optimally develop and use EHRs and EHR systems. It also co-ordinates and supports a network of national centres (ProRec Centres) that undertake equivalent nationally-relevant activities within their own countries.
As an umbrella organization, EuroRec has been well established (cf. Articles of Association, Governance Rules of Procedure, Code of Practice, nomination of Executive Board members, creation of three Administrative Centres and of a number of national ProRec centres in EU member states with delegates from ministries, industry and users).
Much has been made possible through EC funding of European and Trans-Atlantic R&D projects (led by EuroRec). Involvement in such projects still represent EuroRec’s main income; the current (and to be deployed) certification activities may represent in a next phase yet another important income stream. One specific challenge for EuroRec is therefore that its principal income streams at present only target some of the business activities, opportunities and potential impacts that EuroRec could have.
It is also EuroRec’s ambition to become an EMA- (European Medicines Agency, responsible for the evaluation of medicinal products) like organization and thus striving in the longer run for structural funding from the EC.
The in company project objectives can be summarized as follows:
- Analysis of existing study material from R&D projects (e.g. available market analysis, recent Board minutes…) and of the activities running (through site visits in Belgium, UK and Slovenia, i.e. the 3 administrative centres of EuroRec);
- Analysis of the financial and business relationships between EuroRec and its ProRec Centres, and of their collective areas of impact;
- Analysis of potential income streams (see diagram in annex), Business Modeling/planning (SWOT and PEST analyses) and Cost Benefit Analysis;
- Analysis/ comparison of the EuroRec and EMA existing structures;
- Exploration of possible alliances/partnerships for scaling up the certification activities at a Pan European level;
- Recommendations / future steps.
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| Balanced scorecard: definition and implementation |
| | 1 (0%) | |
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| Innovation @ ING Bank: Improving strategic foresight for decision making.
We agree with the terms and conditions, except the fee which according to the email as of April 24th from Dirk Buyens (Academic Dean) was waived for this particular project. |
| | 1 (0%) | |
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| dit is een test! |
| | 1 (0%) | |
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| Market Research to develop the B2B market for major building projects |
| | 1 (0%) | |
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| Dear Katrijn,
Today, we sell mainly via electro wholesallers.
We want to expand into new market segments in Belgium, such as DIY (large but also local), sanitary, large installers, etc...
We would like a Vlerick team:
- to make an inventroy of possible new mkt segments (targets and potential)
- to define the service level required
- to propose specific strategies/ action plan for each segment.
Beste regards,
Michel Welters
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| | 1 (0%) | |
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| ThyssenKrupp Encasa behoort tot de Duitse Groep ThyssenKrupp AG die wereldwijd bekendheid geniet in een aantal hoogtechnologische domeinen waaronder componenten, lift technologie, industriële oplossingen, materialen en staal. ThyssenKrupp Encasa is in België al meer dan 60 jaar actief in het domein van verkoop, installatie en onderhoud van trapliften, huisliften en platformliften. Onze missie bestaat er in om mensen zo lang mogelijk thuis te laten wonen op een comfortabele en veilige manier. Gezien de natuurlijke vergrijzing is onze doelgroep steeds groeiend. Ook de overheid stimuleert het levenslang thuiswonen.
We willen laten onderzoeken welke andere producten en/of diensten we in de toekomst zouden kunnen aanbieden (direct of via partnerships) aan onze klanten (gemiddeld 70 - 80 jaar) die er bewust voor kiezen om zo lang mogelijk thuis te blijven wonen. M.a.w. hoe kunnen we onze productportfolio diversifiëren om onze groei in de toekomst te versnellen? Wat zijn de mogelijkheden voor cross-selling, up-selling, partnerships...? |
| | 1 (0%) | |
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| Introduction of a new product category to an existing brand.
Is there a consumer interest for these new products? Which of their features and possible concepts are the most interesting ones? What's the potential for these products? How to communicate this new range to the distribution and the consumer? |
| | 1 (0%) | |
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| SONACA Group is composed of an Head Quarter in Belgium (Gosselies) but also of 6 subsidiaries located worldwide (USA, Canada, Brazil, China).
The current situation is that the management of this worldwide group is not done within a defined structuration.
The aim of the project will be to :
- Define the major roles and responsibilities for each Facility (for themselves and VS other facilities) Proposed method : use Ferdows Model (to be discussed)
-Define the detailed roles and responsibilities for each facility concerning : Manufacturing Supply chain - Procurement Continuous Improvement Engineering / Configuration mgt Commercial Finance HR Work sharing / Make or Buy Proposed method : use RASCI method + detailed process charts
- Define the adequate organization chart to support this |
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| Market Research on Numen Europe's competitors in England
Goal of this market research: develop our activity in England |
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| Investigate the faisibility and make a business plan for a the "ESCO Heating Business" based on the combustion of biomass.
Today ECO Heating is selling biomass combustion installations to private and small middle sized companies. The idea is to change the strategy towards more a global service offer ( ESCO) instead op selling only installations.
WHAT :
ESCO stands for Energy Service Company. An ESCO provider does not sell fuels or heating equipment, but direct comfort- or process heat to an end user. In the case of comfort heating it means that the ESCO provider builds and operates the heating installation, buys the fuel etc. and sells comfort heat to the end user. The end user does not have to invest in installations or personnel. Clients could be bigger housing complexes or smaller compounds.
WHY? In terms of energy cost, woody biomass is 4 to 5 times cheaper than oil or gas. On top it is environmental- and climate friendly (no fossil carbon emissions). As such this is a good argument for anyone to buy and operate a biomass-based heating installation. But the equipment is significantly more expensive and more cumbersome to operate. That is not what most end users are willing to do and that's why the ESCO business concept comes into the picture. Roughly speaking you can say that: • the energy cost of biomass is 25% of the fossil alternative. Likely this will further improve over the years. • the total cost of comfort heat, including investment write-off, is 50% of the fossil alternative. • a commercial ESCO offer for a full-comfort service could be offered to the market for 75% of the fossil alternative. This way there is enough margin to reward the ESCO operator for its financial and technical services. • At 75% of the fossil cost, the end user has a significantly lower cost-of-heating which would be the main decision driver. The target end user is typically a large consumer of heat (building block, enterprise..). The benefits for the end user are as follows: • 25% lower cost for comfort- or process heat • No headaches. no operations, no staff involved --> less management attention • Depending on the agreed SLA (Service Level Agreement), the risk for non-availability of comfort is lower in the case of ESCO (back-up service, constant automated monitoring...)
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| The role of e-marketing and social media in the life science market.
The objective is to develop a detailed market analysis, strategy & recommended action plan to address the life science market using e-marketing and/or social media. |
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| Conduct client & market research in order to support our strategic sales development in Europe & Middle East. |
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| Because more and more discontinuous energy sources, like wind and solar, are connected to the electricity grid, there is a growing need for energy storage systems on the grid. Also, uninterupted power supply systems (UPS) rely on energy storage to supply power in remote areas or critical applications like hospitals or datacenters. A last application of flywheels is vehicles like buses, trains and harbour cranes. One of the storage technologies that are being developed are high-speed flywheels. Flywheels exist already for a long time, but new research is focusing on developing high-speed flywheels. These flywheels rotate at 60.000 rotations per minute. Sophisticated technologies as magnetic elevated flywheels, vacuum chambers and carbon fibers are used to reach these high speeds. Of course, these technologies involve the investment costs. Low speed flywheels are manufacturers out of steel, glass reinforced plastics or other materials.
As Bekaert, we see a potential value proposition of steel reinforcement in flywheels or flywheel containment. Therefore, we want to investigate this market, see the trends and needs of different players in the value chain and see opportunities where Bekaert can add value. However, we lack a position in this market, and we need to improve our view on the trends and regulations in this market and our application knowledge. So, we are looking for a strong market oriented analyst who can explore the market of energy storage systems, map different technologies and interview different players in the business ecosystem to understand their needs. Next to that, opportunities need to be identified and their market potential estimated.
The project starts with an exploration phase of the industry. By interviewing internal and external people and reading, you’ll need to get acquainted with the energy storage industry and flywheel industry. You’ll map competing technologies, the industry value chain and industry structure. A first milestone is the estimation of the addressable market, together with a value chain analysis (who are the key players & regions, porter forces, trends in the industry). You proceed in your project by talking with key players in the flywheel industry to deepen your knowledge on the application, to identify latent needs of the most important customer and to spot opportunities for Bekaert. By applying value innovation, you can prioritize on the potential customer needs and suggest solutions within our range. You successfully finish the internship by advising on the position, go-to market strategy and actions for Bekaert, in order to allow us to maximize our captured value in this new emerging market.
As Bekaert is an international company, acting in a global industry, you speak English fluently and have an open and objective view on the world. You have an analytical mindset and sound business acumen and you are a proficient communicator. As the topic of flywheels is technical, you have preferable an engineering or technical background. You will be located in Deerlijk, and will join the global innovation team in our brand new sales&marketing building. You will be coached by two innovation managers, one in Belgium and one in China.
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| Topic: CONSUMER EXPERIENCE STRATEGY of BD:
Vlerick In-company Market Research project:
Company context
BD is the market leader in BE and ITA for door-2-door distribution of leaflets. In Belgium, over 4.39m households receive paper leaflets at least once per week. These leaflets are aggregated and distributed into a plastic seal package. BD is on the verge of launching a consumer brand on the seal and a full online offering to become the number 1 promotion platform in Belgium, both off- and online.
Assignment context
Focus groups of various research institutes confirm the impact of door-2-door communication on retail store traffic and sales. Meanwhile, it appears that in many households the reading of leaflets is a real experience. Individual promotions take the role of a social object about which conversations are occurring across family and friends. Think also about children cutting promotions from Sinterklaas leaflets of toy retailers to compose their wish list.
Assignment core
The goal of this assignment is to identify how the consumer experience component of the entire door-2-door communication, leaflets and the plastic seal can be enhanced.
Assignment details
• Market intelligence: desk research to identify which experiences our international sister companies and businesses in adjacent areas are including and launching
• Creative experience identification: identify and work out improved consumer experiences.
Some teaser examples include
o Saving program: include a jigsaw puzzle piece every week in the seal and people that aggregate all pieces get a reduction at given retailers
o Scratch card in seal: scratch and win a reduction at a retailer
o Thematic seal packages: Easter branding, Christmas branding..
o Quiz about the content of the included leaflets and win…
o Crossword puzzle for elderly or a color print contest for children
o Shopping list to hang-out in house on which you can stick promos cut of from leaflets
o Sinterklaas wish list post card on which children can stick cut-out toy promos and can then send to Sinterklaas
• Consumer research: setup and work with small focus groups to capture ideas and get early feedback on possible experience enhancements
• Revenue models: detail revenue and pricing models for the identified experiences: how can we charge retailers/FMCG/other to sponsor/pay for these experiences
• Cost: detail the costs behind all the individual experiences: creative, print, sales, distribution, taxes
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| The report mus define a clear strategy for the re-increase in electricity production. Some examples of possible research questions:
- which generation possibilities open up when the nuclear power plants close - How does this capacity needs to be replaced?
- can Electrabel offer different 'products and services' to the customer? e.g. distributed generation on the customer's premises instead of centralised generation
- is there a way to make gas-fired coal power plants profitable, even with low energy prices? e.g. peak capacity remuneration, subsidies, ...
- can renewable energy production be increased?
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| Business viability for a supply chain from China to India for aluminium foil products. |
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| We are a non for profit organisation, organised by the African diaspora in Flanders and Brussels. the organisation goes through a restructuration, but we want to become an organisation with more structure, impact and personnel. We are working in Gent, Antwerp and Brussels with very few financial means. We would like to ask students for an audit and proposals for a better working structure and financial healthy organisation.
Next to this, we want to start up with a social-economic centre in order to valorize African talents that are in Belgium. We are looking for the right model to start to implement this within our organisation. |
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| Segment-analyse : klantenclusters detecteren, segmentatie voorstellen en verder uitwerken op basis van relevante onderscheidende criteria voor de verschillende takken, waar mogelijk gekoppeld aan externe gegevens.
Wij zoeken MBA-studenten uit België. |
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| Standardize the OWC policy within the Arseus group
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| The scope of this project is to set the strategy for the buying of water, softdrinks and other branded products. As Lunch Garden we have a seriuos buying power, but need to make sure to have the right offer to our clients. The renewal of the chain has an impact on the type of clients we attract. Therefore, it is crucial to analyse which offer would be the best in terms of product placement, technical and operational efficiency and, profitability. The role of the students would be to start by analysing the current situation, presenting all possible solutions and do a proposition to the direction committee as what would be the different scenarios and their implications on all of the mentioned parameters. |
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| Creating means for the creation of fresh and interactive web content (A/V media) enabling traditional market to benefit from the digital age connectivity. Addressing B2B & B2C |
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| Ondernemersenquête : ondernemerschap in België, een stand van zaken anno 2014.
Oa te onderzoeken: pro's en contra om eigen zaak op te starten (klimaat, kansen, subsidies en mogelijk te verkrijgen hulp), imago ondernemers, klemtoon zeker ook op vangnet voor ondernemers (pensioen, werkloosheid) etc..
Onderzoeksmethode en exacte questionnaire nog te bepalen.
Via Martine Dykmans (Vlerick Alumni) werd afgesproken om dan eveneens een alumni debat-event te organiseren om dit onderzoek te presenteren.
Vriendelijke groeten |
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| Target strategy for our microfinance retail fund Incofin CVSO.
We want to know which investors we need to target with our microfinance retail fund Incofin cvso: individuals, companies or high-net worth individuals, or should we target all of them?
Some key questions that need to be addressed in this assignment are:
- Do they know Incofin? If not, what is the strategy to create more awareness around the retail fund in Belgium and possibly abroad?
- What is the ideal approach needed to target these different groups of potential investors?
- What are the investors exactly looking for when making investments? (social return, financial return, liquidity, ...?)
- What is necessary to find a match between Incofin and these groups of investors?
(still to be further developed) |
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| Mobility scenario & go-to-market definition in a world of devices & services About Microsoft:
Microsoft develops, licenses, and supports software, services, and hardware devices worldwide. The company markets and distributes its products and services primarily through original equipment manufacturers (OEM), distributors, and resellers, as well as through online. Microsoft’s mission statement is to enable people and businesses throughout the world to realize their full potential. Context:
As the company has embarked on a devices & services transformation journey, the ability to put forward our unique value proposition is tightly related to how we articulate it & go to market with it. Listed amongst the 4 mega-trends, Mobility is a key scenario for Microsoft. Since ressources are limited, and one size-fits-all no longer relevant we need to target in a smart way and focus on the most relevant opportunities.
Problem Statement:
Microsoft productivity suite combined with modern mobile devices offers a unique value proposition and a unique opportunity. However, the current go to market strategy is still very silloed (product oriented) and proves to prevent the company from accelerating windows 8 adoption. Microsoft would benefit from a targeted approach with very relevant mobility solutions adapted to specific customer segments. In order to achieve this, we need to better understand which industry or vertical are the primary target for mobility scenario. In parallel, we need to map the most relevant & unique LOB applications developped by local & international ISV (independant software vendor). This will help define the priorities, investment needed, and by extension the most appropriate channel. This across devices (pc/tablet/phone). |
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| Strategic refocusing of our Hungarian daughter company
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| Review/audit of our buying department and more specifically the buying process itself and the follow up of it. Target is process optimalisation |
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| Project can be approached as market research (B2B) as well as consultancy project.
Finindus is an investment company, set-up by ArcelorMittal and the Flemish region and invests in early stage and growth companies at the forefront of industrial process and material innovation.
Finindus would like to explore if and how it can better support Flemish start-ups, fast growing companies and established companies with unique world class competencies active in the metal processing sector both with financing (equity/debt) as well as expertise from its network, including OCAS, the metal research center Finindus is linked to.
We see three phases in the project:
- database analysis and expert interviews in order to identify target companies
- interviews of CEOs/CFOs of these companies probing them on current financing options and the possibilities of co-operating with Finindus
- analysis & feedback to Finindus |
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| Strategic options for our Hungarian daughter company |
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| Check local market conditions and develop a business/marketing plan to connect the local markets around Parakou (Benin) with each other via mini-buses, in order to create a better economic environment. |
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| The Electrabel BeLux HR department will evolve to a more business oriented approach, in order to better support them in reaching their objectives.
To improve individual and organizational performance, GDF Suez analyses the use of HR analytics as an evidence-based approach (predictive analysis) to make better decisions on the people side of the business.
With this in-company project, we would like :
- to prove the added value of this approach through a concrete pilot file (p.ex. absenteism);
- to define the methodology and next steps to integrate this analytical and statistical skills/capabilities within the organisation on countrylevel or European level in order to realise added value for the business.
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| Market research in applications of hatches:
1. inland shipping market
2. construction market
aim is to collect data to be able to define priorities in developing markets |
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| Global Customer Survey |
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| Network Density - Channel Management : which dealer network needed for aftermarket spare parts to be close(st) to the (end-)customer. |
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| Annual Pricing updates for aftermarket spare parts business : process flow (benchmark other companies), both from a financial as commercial point of view. |
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| Anaysis within two operational divisions (Security Systems & Secure Monitoring) what are the cost drivers. Making an overview of them and prioritize them based on financial impact. Build a KPI dashboard for them with "as is" situation and "to be" situation. Come up with initiatives to get to the defined targets as efficient as possible |
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| Enterprise Architecture project - Business Process Reengineering
1. Bring in chart: - Invoice process - Vehicle Process Center administrative process
2. Evaluate (make lean and mean)
3. Define change (management) transition
The project and approach has been described in a presentation that can be provided.
We would go for a 2 student project. The project covers 2 Work Packages out of several that might be part of future collaboration between ICO and Vlerick.
A meeting to elaborate the project can be given. |
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| Business development in Brussels.
Students who will be working on the ICP:
Emil Ivanov - MGM Aramis
Olivier Paulus - MGM Aramis |
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| Baxter BioScience is manufacturing medicines for patients with life threaten diseases such as immune deficiencies. Baxter major customers are located in EMA, US and CANADA, as well as their manufacturing plants.
The Emerging market is a new market, and we see more and more competitors. Baxter has a risk of being cannibalised and therefore it is considered time to explore the opportunity and to establish a business plan/model for getting into those markets. The aim of the in-company project is to do market access research in two Emerging countries, most probably India and Russia. The research should mainly be focused on technical/logistical aspects. The students will be in contact with Baxter Management and Competitive Intelligence in order to guide them through the countries of interest.
In addition the students will participate to the elaboration of a business model that is appropriate for those countries.
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| onder andere marktintelligentie opbouwen in een aantal sectoren in Brussel/Wallonië maar de volledige correcte inhoud is nog niet gekend |
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| Voor nieuwe divisie binnen Barry Callebaut dienen 5 recent overgenomen fabrieken geïntegreerd te worden --> 5 verschillende entiteiten met 5 verschillende inbound en outbound flows en elk een verschillend IT systeem. Doelstelling project : 5 fabrieken integreren in Barry Callebaut netwerk met de bedoeling maximale synergie met Barry Callebaut structuur te verkrijgen terwijl individuele karakters en flexibiliteit van de entiteiten behouden blijft.
Tweede doelstelling : optimalisatie van de interne flows van goederen en grondstoffen. |
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| Atlas Copco Rental Europe is active all over Europe, Russia and Kazakhstan and offers total rental solutions to industry, with as one of the core services 'oil-free air rental' in which we are the market leader.
This year we are adding a new product to our fleet, which will strengthen our position in the oil-free air rental market.
The project scope includes the definition of a market entry strategy and plan for this product in a selected number of countries (Netherlands, France, Germany, Hungary, Turkey):
- STP analysis (segmentation, targeting, positioning) including analysis of competition and risk of cannibalization of existing products in our fleet
- marketing mix strategy (4P's) with a focus on Price setting and Promotion strategy and actions on how to launch/promote this new product |
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| Jan Verhoeven/Aled Walker |
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| Atos, a world wide IT Service provider (annual revenue 88 billion Euro, 77000 employees in 47 countries), wishes to improve the quality of its invoice process, including streamlining the process.
Main reasons: 1) No full alignment between production and invoicing of IT Services, 2) No full transparency can be given to our customers and 3) Time consuming because of its complexity
The scope is both internal and external (towards customers). One of our customers (a leading Dutch Insurance company) already agreed to participate in this project, when it will be selected.
We would like to explain the background further and to discuss the possibilities to execute this very interesting project. |
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| Agfa Materials developed a propretary silver nano particle. First choice for commercialization is a screen ink which is being sampled to the market. Main market is in "printed" electronics (sensors, antenna, touch,..). Next step is to enlarge the product offering. Since resources are limited, the right market-driven choices need to be taken. This topic is part of the Advanced Coating & Chemicals business of Agfa Materials, with films for PCB and Organic conducting poymers as the main revenue drivers. |
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| ..... |
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| Voor onze verschillende Business Lines (productgroepen) naar verschillende klantengroepen (B2B, B2C) willen wij voor onze 2 commerciële bedrijven L-Door Residential & L-Door Industrial een ABC Cost Counting laten uitvoeren.
Kunnen wij hiervoor beroep doen op jullieIn-Company formule.
Prof. Frank Verzele heeft ons deze hint gegeven via programma KMO Excellence. |
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| The actual buisness model of our insurance company ist strongliy based on an own distrbution channel. In the sens of risk management, there are thre threads/scenarios we would like to analyse a bit further:
1. ban of commissions some time (as in the NL)
2. demand of full transparency (politically demanded)
3. succesfull market entry of real online insurer
The so-called strategic initiative should analyse the scenarios, work out possible consequences and show some reasonable options for our management/company in the short/mid term. The results challange our own ideas and might influence the groupstrategy if convincing. |
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| Dear,
we would like to submit a social entrepreneurship project which will comprise mainly market research, marketings strategy and the evaluation of our sales approach.
We have a detailed project description available which we would like to share, but were not able to attach it through the link provided on this page.
Warm regards,
Marijn Spillebeen
Stefan Van Meirhaeghe |
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| Market Research Project for new, disruptive display technology for advertising and branding purposes.
Goal is to define market segment(s) and type of customers, market size, potential share, conversion potential from conventional technology to new, applications and potential revenue for Barco when launching this technology to the market. |
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| I am leading the business anallytics and insights team in Europe. We are sitting on a lot of structered and unstructered (Market research, leap, CLRM, NPS) data and need to deliver meaningfull insights to the CNS and Immuno business stakeholders across Eruope as well as Senior management. In this project I would like to set up a framework, report and process for analysis of all these date (montly level) and quarterly deepdives in the 2 therapeutic areas, ensuring we add value to the business by combining all these data and tranlating them into meainigfull insights and recommendations. We would like to move the team from Basic analytics to advanced analytics including big data analysis |
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| There are a lot of best practices for e-busines in non-food (amazon, bol, zalando,…). In food however, we see that there a very limited n° of FMCG companies set up an e-business directly to the consumer (nespresso is a well known exception). Most of the FMCG business (also in e-business) is done with the retailers (delhaizedirect.be, ahdirect.nl, tesco.com, collectandgo.be,…) Vandemoortele would like to know and understand the critical success factors for e-business in FMCG (focus food) environment and if we can build a profitable LT business next to the traditional retail. The scope for this research is Belgium, but we would like to understand if regionality is a critical success factor. For what kind of offers are consumers open to switch from traditional retail to a e-shop? Can there be different objectives for E-business (brand building, pure sales,…) and is the approach/offer different if objectives are different. What are the expectations of consumers to logistical flows. Should it be relevant for the concept to group more than 1 branded supplier? Are consumers willing to order on-line just for the oil, or should we see this in a broader context? Do we have to develop a specific range? If the answer is positive who will we have to target & how.
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| Waarom blijft de iets oudere bevolking weg uit de cinema zalen en op welke manier kunnen we deze bevolkingsgroep om in grote aantallen naar Kinepolis te trekken.
-> Project Dimitri Devroe en Maxime Decreus |
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| Go to Market investigation for IP Media Content Delivery.
1. Perform Market analysis & players
2. recommendations to enter that market |
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| Matexi is active in the area of property development. Thanks to the combination of a long company history, a strong shareholder's equity, a stable shareholdership and highly-educated and enthusiastic employees, we have developed an organisation that each year creates a large number of highly divergent neighbourhoods, always with a concern for the long term. A Matexi we start out from the idea that "everybody deserves a great place to live."
In the light of the future development of our business, we would like to propose the following market research project consisting of two sub-projects:
1) In the residential market, Matexi would like to grow its insights into how cities develop and which cities in Belgium will become more important in the future (purchasing power, employment rate, growth of population, ...).
2) In the B2B market, Matexi is considering creating a technology park in a foreign location and would like an analysis on the local real estate market conditions as well as an insight in the product features of a technology park. |
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| Detailled scription of all internal processes of the company
Attrrbtuion of responsability of all internal stakehlders using RAPID method for better accountabilty of management and organisation of our publishing house.
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| We have a number of different product solutions for the SCADA/DMS market in different parts of the world. These solutions are made up of different products that together comply with the requirements on the specific markets. We want to consolidate our SCADA/DMS products into one global solution to avoid waste due to parallel maintenance/development. What we need to understand is in which direction we should develop our products and what markets to focus on, based on an analysis of the customer requirements, the competition on the various markets and the competitors strong/weak points. |
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| De Rocker Logistics N.V. is a small to medium sized fast growing logistics company ( 2013 +/- 50 people, 5 MIO € turnover ). Originally a merely transportcompany, after the take over in 2006 the new mission of the company was redefined as follows : " De Rocker Logistics wants to be the Benelux Logistics partner for the Food Industry offering a total supply chain service and this in a higly qualitative and flexible way. This strategic move was not unsuccesful and therefore De Rocker Logistics N.V. acquired end 2013 from the the group Norbert Dentressangle N.V. a new logistic platform at Baasrode-Dendermonde, situated at the River Scheldt. The site of 2 hectares and a temperature controlled warehouse of +/- 10.000 palletplaces ( expandable to min. 15.000 palletplaces ) is situated at the river Scheldt and therefore a modal shift from road to waterway is a strategic question that the management of De Rockert Logistics wants to be seen studied by a highly motivated team. The study will mainly include desk- and fieldmarketresearch and a financial feasibility study ( investmentanalysis ). Major customers of De Rocker Logistics are Barry Callebaut, Cargill, Fuji Oli, Algist Bruggeman, Friesland Campina, Colruyt... |
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| UCB UCB is a global biopharma focused on severe diseases, with Headquarters in Belgium and operations in approximately 40 countries and global revenue of € 3.4 billion in 2012. We aspire to be the patient-centric global biopharmaceutical leader transforming the lives of people living with severe diseases. By integrating biology (bio) and chemistry (pharma), we can gain much deeper insights into disease pathways, including the complexities of severe diseases, as well as producing more potent, cost-effective drugs. The unique combination of expertise in large, antibody-based molecules and small, chemically-derived molecules places us in a strong position to realise this ambition.
Background of the challenge: Complexity is a core leadership challenge. It comes from a limited control of underlying external trends and from within as well. There is a very strong theme emerging from various colleagues that acknowledge that complexities are here to stay in the context of a dynamic, energetic, fast changing business environment. People are acknowledging that while simplifying processes, a healthy approach to complexity is also a key success factor for UCB in emerging as a global biopharmaceutical leader. The management of complexity seems to require a diversified and multidimensional approach: there is no a unique way to cope with it and nor a solution properly said.
Project Objective: Assess key UCB challenges from external environment dynamics and internal complexities organizational perspective, postulate hypotheses related to potential approach to dealing with complexity. Design and Propose for Implementation a UCB specific organizational learning and educational tool as a method to deal with complexity, addressing (not exclusive) management practices, applicable behaviors and specific actions to help the organization to live and thrive with complexity.
Lucian Ionescu Senior Director Cimzia Axial Spondyloarthropaties and Innovation Missions Lead UCB Pharma Allée de la Recherche 60 1070 Brussels (Belgium) Mobile: +32496961132 Office: +3225599344
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| Name project: Cockpit
Aim of the project: to identify a set of easily traceable macroeconomic indicators that have impact on the Sibelco business (GDP, construction index, ...). This set will be used by management to monitor, assess and forecast the fundamentals of markets development.
Work is divided in 3 phases: A/ identifying the relevant macroeconomic indicators B/ identifying the most reliable sources for such indicators C/ build a dashboard to capture and monitor these indicators
Staffing: 2 students for 2 months |
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| Project: AT~SEA Objective: develop business plan and business model for seaweed cultivation on textile substrates Background info: • Seaweeds are a very interesting natural source for biochemicals (personal care ingredients, pharmaceuticals, biopolymers, fatty acids, and many more), food and food additives, feed (due to high protein levels), and energy. • Seaweeds form a multibillion USD business in Asia but in Europe we are only at the start of developing products/markets • SIOEN is coordinating the FP7 project AT~SEA targeting the cultivation of seaweeds on 2D textile substrates • Due to the success of the AT~SEA project we want to develop a business plan and business model for seaweed cultivation on textile substrates • During this Vlerick project a team of 2 students is challenged to: 1) Investigate the seaweed cultivation market (products, players, required investments, potential for technical textiles, etc.), both on a global level (mature in Asia) as well as on a European level (under development) 2) Investigate the market of mussel cultivation (there seem to be significant similarities between seaweed and mussel cultivation, e.g. investment costs, operational costs) 3) Develop a business plan and business model for seaweed cultivation on textile substrates
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| 1. PRIORITEIT 1 a/ Hoe resultaten aardgas in piloot significant maken? Wat is nodig? Wat kunnen we voorzien (hoe succes garanderen) door een goed design van de piloot? Hoe kan gecontroleerd onderzoek opgezet worden? b/ Wanneer het doel van de piloot zou zijn om maximaal energie (aardgas en /of elektriciteit) te besparen bij verschillende doelgroepen: - hoe kunnen we dit best bereiken? - hoe kunnen we dit best aantonen door een adequaat design van dit experiment (testopstelling)? - Onderzoeken welke acties kunnen ondernomen worden om de actieve doelgroep van 19% te vergroten. c/Hoe kunnen we mensen overtuigen dat privacy gewaarborgd blijft (psychologisch)?
2. PRIORITEIT 2 Parallelle cases, ervaringen, resultaten en learnings uit ‘concepten waarbij de klant (via digitale weg) over grote aantallen feedbackinformatie kan beschikken’ (cf. Big Data-trend), - bijv. ter beschikking stellen van info over gewichtsevolutie bij afslankprogramma’s via intelligente weegschaal (voorbeeld FifthPlay), andere sectoren, … - Verder oplijsten van de mogelijke voordelen van de slimme meter voor de klant. Wanneer kan de slimme meter ‘spannend’ worden voor de consument? (cf. iPhone, succesvolle innovaties, …) Wat kunnen we doen zodat de consument een slimme meter wil? Zijn er mogelijke toepassingen waarvan de consument droomt? Wat mist de slimme meter nog? (+ graag dezelfde vragen toepassen voor ‘energie besparen’ i.p.v. ‘slimme meter’.) Hoe kan de slimme meter passen in bijv. het huis van de toekomst?
3. PRIORITEIT 3 (Concurrentie slimme meter: Smappee, …) Analyse van de concurrenten van de slimme meter, bv. Smappee. Kijken waar we concurrentieel voordeel kunnen bieden naar de klant toe. Aansluitend hierbij: wat zijn bijv. de plannen van Google, leveranciers… Kunnen we hiervan gebruik maken?
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| The main objective of this project will be to research for a probable market to launch these boats in the Asia Pacific region. There are already big companies who build such luxury yachts in France and sell them to the western regions of this world. But we intend to build these boats to cater to the Asia Pacific countries. For the same we need the students to undertake this project to analyze the eastern market for these boats and provide us insights as to which markets to approach and how to span the business.
Attached to this main objective a business model can be created and branded.
The main tasks at hand for the students
- Research the market for chartering these boats as well selling them. Segment and target the prospects and position the business in an effective and attractive manner in order to launch the business.
- Find key partners and alliances to stimulate the sales of the boats and to enhance the chartering business.
- Create a strong brand and brand awareness.
- Align the other water sports businesses and co-create awareness and holiday packages. Hence, create an attractive brand around whole the businesses in order to enhance tourism.
- Mechanisms and methods to encourage and enhance the tourism of the country through this business.
- Innovative solutions and packages to attract more customers.
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| Full review of current marketing tools and approach:
- Assess current marketing mix and cost:
- Review current portfolio
- Benchmark versus competitors/other retailers
- Recommendation: optimilize cost/benefit ratio
- Review in store communication tools/cost and distribution
- Recommendation for offline/online communication
- Study possibility for launching dedicated loyalty card
- Email Strategy for targeted and segmented communication
During the project students will have access to all Tom&Co/Delhaize ressources and enjoy full management support. |
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| COILSIM1D market study and development of business plan |
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| See meeting at Sioen dd 03/02 in presence of Marion Debruyne.
Project 1 Geotextiles:
Research of marketpotential (by gegraphics/ products) + growth potential + current market share and positioning Sioen
Research op competition (profitability + portfolio + future strategy/ tendencies.
Project 2 Strategy (within / not Technical Textiles Industry) versus the Sociological challenges.
How does our competition/ innovative companies deal with?
How to blend the company strategy with eg Environmental products/ energy saving products/ healthcare/ climatological changes.
(More extensive information was transmitted to Mme Debruyne). |
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| Marketing mix & Go to Market plan ontwikkeling voor segment van 18-25 Vlaamse unief / hoge school studenten.
1. markt onderzoek
2. business plan
3. marketing mix ontwikkeling (product, prijs, distributie & comm.), incl. feasibility study.
4. mogelijk uitbrijding naar FR markt
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| Project:New internet based business model for pacemakers
Dear, I can't copy the text of the project in this box. Can you provide me an email address to be sent to?
Thx
Peter |
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| MasterCard Global Sales Effectiveness would like to revamp its Internal Voice of Sales (iVOS) process. In 2010-2011 we surveyed our sales team to (1) determine whether the sales teams have the tools they need to deliver on customer expectations and MasterCard corporate objectives, (2) understand what additional training the sales teams need to support their development, (3) gauge the impact of initiatives (such as salesforce.com) on the sales teams and (4) make comparisons between external customer feedback and sales force commentary, where appropriate. The 2012-2013 was redesigned to focus less on these details and more on internal perspectives regarding how MasterCard performs across critical best practice areas (understanding and supporting competitive strategies, innovation, account management, and ease of doing business). We would like to revisit the survey in terms of content, timing, sample size and delivery method.
(Note we have been approached by two Vlerick teams--Soto/Correa and DeMeyer/DeGeeter/Pynoo. Of this two, the CVs of the first seem more suitable, but you may have another team that's a better fit. |
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| cfurbytvuyer |
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| streamline our ideas and develop an overall business plan for further developing our focues segments |
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| Barco wants to submit an in-company consultancy project seeking advice on how to professionalize market and competitive analysis on a corporate level.
More details will be sent by mail as it seems not possible to copy a text from a word document. |
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| The use of predictive models to create service products.
For this project, we would like to have a signed NDA before disclosing the content. |
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| De Vlaamse Radio en Televisie (VRT) heeft beslist om over te gaan tot de bouw van een nieuw gebouw, dat zal operationeel zijn in 2019. Naast een uitdagend bouwproject is dit ook een belangrijk symbolisch en strategisch project. Het gloednieuwe gebouw en het project dat er mee samengaat, moeten de hefboom worden naar een vernieuwde en vernieuwende VRT, de openbare omroep van de toekomst. De wereld verandert aan een razendsnel tempo. De innovatieve technologieën, de toenemende concurrentie, veeleisende werknemers, nieuwe werkvormen,… leiden tot noemenswaardige uitdagingen voor elk bedrijf. Kortom, de manier van werken uit de 20e eeuw biedt niet langer een antwoord op de uitdagingen van de 21ste eeuw. Ook de VRT beseft dat het vandaag moet inspelen op de evoluties en uitdagingen van vandaag en morgen. Het nieuwe gebouw moet als een hefboom gezien worden naar een nieuwe bedrijfscultuur waarin creativiteit, samenwerken, innovatie en ondernemerschap speciale aandacht krijgen. Dit moet ook gepaard gaan met een modernere werkstijl die gebaseerd is op vertrouwen en samenwerking enerzijds, en creativiteit en innovatie anderzijds. Het ontwikkelen en invoeren van een nieuwe werkstijl gaat echter niet vanzelf. Het gaat om een ingrijpende organisatieverandering. Eén van de belangrijkste uitdagingen is om een communicatie- en veranderingsstrategie uit te werken voor deze periode. De studenten zullen deze uitdaging aangaan door op zoek te gaan naar een manier hoe de VRT dit 'nieuwe werken' het best kan integreren en communiceren. Dit zal enerzijds gebeuren op basis van onderzoek naar hoe andere bedrijven deze transitie organiseerden en communiceerden. Anderzijds zijn cocreatie en betrokkenheid van alle medewerkers cruciaal in dit project. De studenten zullen dan ook niet louter uitgaan van een klassieke topdown benadering. In deze opdracht zullen zij onder andere hun kennis van market research, human resource management, innovation management en organisational skills kunnen toepassen.
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| Liquidity options for Alcogroup’s shareholders.
(Louis Lantonnois, Pierre-Alexandre Péters, Xavier de Troostembergh) pour le programme 'Master in General Management Leuven' |
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| develop e-marketing & communication strategy |
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| In-company project
Pour Sofie Haelterman (avec Boris Vergrote & Benoît Dutordoir)
Franchiscopie
1. Investiguer l’ ‘évaluation de notre relation Franchiseur/Franchisés par nos Franchisés actuels sur les territoires français dont Dom Tom /Belux/International notamment dans les domaines suivants :
o Coaching opérationnel et organisation
o Développement de l’activité
o Communication réseau (politique d’entreprise, vision, opérationnel/marketing)
o Animation réseau
o Gestion contractuelle
o Coaching amélioration de la rentabilité des sites
o Politique marketing et communication
o Services techniques et maintenance
o Politique d’innovation service et concept
o Politique de formation ( équipes opérationnelles et Franchisé)
o Visibilité sur BP de chacun des Franchisé
+ voies d’amelioration
+ attentes
Il s’agit d’une évaluation 360° des services forunis par le franchiseur dans les Operations (360° coaching: service, profitability, people management, commercial, hygiene,…)/Technical Services/Local Marketing/Training/Quality Barometers/Contract Management
2. Aller plus loin, et évaluer la confiance en la marque, la direction stratégique et la fierté d’appartenance au réseau Quick, donc avoir les éléments globaux d’évaluation
o Satisfaction globale vs Fseur Quick
o Confiance dans l’avenir de Quick
o Confiance dans le potentiel de développement de la marque
o Confiance dans l’Equipe Dirigeante de Quick
o Qualité du dialogue et de l’écoute
o Compréhension par Fseur du marché et de ses enjeux
o Réactivité du Fseur
o Fierté d’appartenance
o Envie de de développer au sein du réseau Quick
In fine, notre attente est que vous puissiez identifier des moyens/solutions pour résoudre les problèmes (et non seulement les constater). Votre méthodologie doit nous permettre de mesurer par la suite l’évolution de ces performances / confiance du réseau envers le franchiseur.
Pour vous aider, je vous joins le questionnaire administré aux franchisés en 2011. Vous pouvez tout à fait vous en inspirer pour préparer celui de votre étude.
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| insecten kweek voor dierlijke en menselijk consumptie.
contact persoon: LIESBETH PATTYN |
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| teh future of business aviation : a gybrid model between business jet rental (high cost high flexibility) and regular flights (low cost low flexibility) |
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| For this project, we would like to work specifically with 2 students of the MBA programme who have the appropriate background : Sarah Kabbani and Kristen Lynch
MabThera® (rituximab) received the indication in Granulomatosis with Polyangeitis (GPA) and Microscopic Polyangeitis (MPA) in April 2013. The reimbursement in Belgium is planned for May or June 2014. This is a “niche” indication for the product representing around 1Mio € sales/year, which is rather limited. The main issues that we are facing are the following: - The prescribers can be nephrologists, rheumatologists, internal medicine specialists or pulmonologists (= broad target) but not ALL of them treat GPA/MPA - We have a limited promotional budget + 2 part-time representatives (mainly visiting rheumatologists) + 2 part-time internal staff (PM and MM) to make a successful launch - The indication is quite complicated and implies physicians education on the product, on the disease scoring and on the use of MabThera
The main objective of the in-company project is to understand the current situation, develop and implement a promotional campaign enabling us to optimally and rapidly reach the right target, make them aware of the reimbursement and the correct use of MabThera in this new indication in the constraints of the available budget. E-Marketing is the preferred option to work on, as it can enable us to reach this broad target on a short time but any other ideas / projects are welcome. The Roche staff will take care of the “traditional pharmaceutical marketing mix” and will develop the needed educational materials on the disease and the product that will be used towards the customers. Note that the pharmaceutical marketing has to follow specific rules and all messages/tools have to be internally cleared before they are used to provide information to the customers
The expected deliverables include an in-depth action plan to optimalize the launch campaign of MabThera in GPA/MPA, based on e-marketing tools (adapted and feasible in the context of pharmaceutical marketing), timelines and budgets. Ideally, part of this action plan should be executed / implemented by the 2 students as part of their In-company Project.
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| Assessment of how a new diagnostic platform developed by Biocartis in the field of molecular oncology, could accelerate the response time of molecular oncology testing in Belgium, and impact patient management allowing earlier administration of targeted therapy. |
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| Alignment of the R&S process at Deloitte; optimising the candidate experience and the employer branding strategy.
Process:
• Verder optimaliseren van het process ifv van het bestaande proces - verder finetunen
o Sourcing:
§ Overzicht maken van bestaande scholen (hogescholen en uniefs) om een overzicht te hebben waar we best spotten voor interne functies alsook hun alumni organisaties
§ Bij de studierichtingen ook overzicht maken welke profielen daar uitkomen.om out of the box te gaan denken
§ Overzicht maken van mogelijke stageplaatsen en uniefs/hogescholen om daar jaarlijks uit te kunnen putten ifv onze noden (interne functies)
§ Overzicht maken van de juiste sites en social media middelen om meer accurate postings te doen (via communicaties en groepen) en gericht te sourcen
o Recruitment process herzien
§ Nu cv screening - phone screening - HR interview - Mgt interview- assessments SHL - HR manager - offer
§ Hoe kunnen we dit efficiënter maken ?
§ Wat bevragen we in welke stap?
§ Hoe kunnen we onze assessments aanpassen aan nieuw career model en profielen die we zoeken
• Moeten we assessments aanpassen aan hiërarchisch niveau?
• Per soort functies degelijke testen en business cases opbouwen
• Link leggen met career assessment centers die we zouden willen opzetten
• Duidelijke interviewguides opstellen en feedback documenten ikv nieuwe competentiemodel
o On boarding process:
§ Meet en greet onder de loep nemen
§ Hoe kunnen we dit optimaliseren binnen DSI
o Documentation management
§ Alle voorgaande stappen documenteren
§ Duidelijke guidelines uitschrijven
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| eenuniek procédé waarbij kristallen worden omgevormd tot " edelstenen ". Het speciale is dat je haren van een geliefd persoon, of dier , kan laten inwerken waarbij wetenschappelijk is bewezen dat dit DNA in de steen zit.
Bij overledenen kan dit ook met as.
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| Nieuw Business Plan voor jongerenblad Joepie |
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| Development of survey on company culture and future strategic development, both as to content as to tool and reporting. |
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| “De Stuyverij” is a social impact project selected by the Sociale Innovatiefabriek as one of the most promising social entrepreneurial ventures in 2014. De Stuyverij is an innovative community house. A place where we build bridges between families with children (één en twee ouder gezinnen) to obtain a better work-life balance for everyone. At the same time we promote cross generational and cross cultural learning.
The central place in De Stuyverij is a large open style kitchen surrounded by a living room, a children play corner, 3 large family tables, some working spaces and a separate office with 6 working spaces.
The space can very quickly be transformed in a reception modus, group modus or theatre composition.
“De Stuyverij” rents the location for individuals (workplaces), team buildings and group events. We organise workshops about creativity, health and related subjects. On Sunday we rent the place for family reunions.
www.destuyverij.be
The first “De Stuyverij” opened it’s door 7th of December 2013 in Kortrijk. The first results are extremely encouraging and confirm our believe that this is a viable social impact business model. We need the Vlerick students to work out a business plan that shows what is needed to roll out this business model over Flanders. This project involves a strategic dimension but also asks product development and marketing skills. The financial side of the business plan must show the commercial viability and the financial return for the investors.
If Dutch is your mother tongue and you are interested in social impact projects please apply for this project.
We explicitaly ask for funding by the "Forum for Social Entrepreneurship"
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| Define Diversity procurement opportunities in Continental Europe.
Market Study on which organizations within continental Europe work around supplier diversity and supplier minorities: Scope & Capability. What are the opportunities for Cummins?
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| Lean transformation
How is Lean evolving into Operations Functional Excellence and how/where can Cummins adjust ?
Benchmarking other companies' Lean journey and confirm if/how they are transforming from Lean into OPS FE functions. How to keep all departments accountable and how to build in OPS FE in every process of the supply chain. |
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| Implement Packaging / Kitting cost cross charge per product
• study the current packaging/Kitting cost • define drivers for each activity • define a way to allocate usage to each BU and a cost to be x-charged |
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| Set up a marketing strategy and plan to enhance the positioning of Materialise' software platform in the rapidly growing additive manufacturing industry and put it in practice through a lead generation action/campaign. |
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| NHV stelde reeds haar project voor aan de 2 studenten Frederik Keysers en Roy Jeunen. Zij komen in aanmerking voor het volgende project bij NHV.
1. Customer Relations Management (CRM). Research naar geschikte tool op maat van NHV.
2. Uitwerken van NHV’s extern communicatiestrategie ism CMS advisor/BU manager • Bepalen van de externe communicatiedoelstellingen ifv de ‘business strategy’. • Bepalen van de acties en instrumenten om die doelstellingen te behalen: o Website o Brochures o Beurzen en tentoonstellingen o Relatiegeschenken o Direct mailings o Databases o Events • Implementatieplan opstellen: budget, deadlines. Bv: Benaderen potentiële klanten. Definieer acties op maat van de doelgroep Definieer implementatieplan (budget, deadlines) Bv: Bestaande klanten onderhouden (CRM) Definieer acties op maat van de doelgroep Definieer implementatieplan (budget, deadlines)
3. Analyseer Interdepartementale samenwerking in het tender proces van NHV. Formuleer pragmatische adviezen voor een efficiëntere informatieuitwisseling.
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| Allocation du capital |
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| Business model for a digital platform in a city to maintain the ecosystem model.
High level description of the project:
Fidecity is a startup that wants to focus on enabling ecosystems in smart cities.
One of the key focus areas for this student project will be to build a business model around the use of a digital platform in cities that enables and maintains the ecosystem model. The outcome of this study will be used by Fidecity when engaging with cities and industry partners.
Digital smart city platforms, composed of public and private data and infrastructure resources, will provide enormous potential for collective creativity and open innovation within an ecosystem of citizens, entrepreneurs, corporations and public servants. So far, Fidecity has not found any decent business model that can be presented to cities explaining the value of a digital platform for a city (from a city point of view). Fidecity believes that this is because big enterprises want to ´buy´ the smart city business and they approach cities with their (internal) business plans that mainly benefit the companies or even worse, companies are dictating the city strategy. A lot of smart cities marketing material is available, but very little implementations have been realized!
Fidecity wants to be “a broker” between cities and industry. Cities don´t understand how companies work and companies don´t understand how cities work. To implement Fidecity´s strategy, we need to understand how we can keep the ecosystem alive (if at all possible). To increase the relevance of the student project outcome (as cities are complex and many actors are involved) Fidecity´s approach will be to start gathering information from existing ecosystems around an existing platform. The legal part is a very important and critical element (a lot of information is already available at Fidecity) and must be taken into consideration when building a potential model. Possible cooperation with Bologna university around the legal aspects is possible.
Fidecity has been involved in business model discussions in multiple cities and can provide a lot of input and guidance to the students. Bologna and other cities have committed to provide input for this study and they have an operational platform and an existing ecosystem. The students will have the opportunity to look into both cases and use the findings to design the business model.
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| EVA is a non profit/social enterprise (working around healthy, sustainable vegetarian food), looking to develop one of it's services/campaigns into a business model. Many companies are interested in adopting our Thursday Veggieday campaign, and it has been implemented in numerous places, but we are looking for a way to monetize this (within an ethical framework) and develop a way of showing the added value for companies so that they are prepared to offer us a financial return. |
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| UCB is trying to evolve into new fields of activities, willing to develop new services to patients beyond our current offer of medicines only. We would like to understand and assess feasability for markets in Europe and determine how and where best to test and pilot. |
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| 1) Define and develop a management consolidation of business unit results across different legal entities serving different business units at the same time (carve out, consolidated management financials opposite to consolidated legal entity financials, a la segment reporting)
2) Transpose an existing financial and management reporting from accounting P&L format into contribution scheme, defining standard cost, variances and the bridge between accounting and contribution scheme
3) use the financial information available from the management financials to define and develop a ROCE / EVA scheme for business units.
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| 1. Company Description
Mobility Center Genk Zuid (MCGZ) is a platform that collects logistic companies and support companies for logistics in order to create synergies for all parties. MCGZ had in 2008, when it was founded, the vision to implement one stop shop shopping for logistic companies, making logistics more eco-friendly and increase the safety for trucks. MCGZ started as a cooperation between multiple shareholders as Ewals Cargo Care BV, NV De Scheepvaart, Limburg Reconversie Maatschappij (LRM) and the partners present on the site (Group Bruno, Car Glass, Decondé, One Car Wash and JRS. More information on the website: www.mcgenk.be.
2. Project Description
Although there was already a business plan made for this projects, this was not executed properly. Since 2008, quite some challenges have risen to the surface:
- There were delays due to the need of cooperation of three different local municipalities, where the site is located.
- Ewals BV, the main shareholder and driver of the projects withdrew, Group Bruno took a majority stake in the platform.
- The surrounding municipalities, who were looking for a solution for wild parking of thrucks, did not react to wild parking of trucks, as agreed upfront.
- Lack of cooperation and leadership, since ther is no facility manaer for the whole platform.
- Less demand for logistic solutions due to economic downturn and the closure of Ford Genk.
Due to those changes, the plan as described on the website of MCGZ is not viable/valuable anymore. It's the task of the students to make a new business plan for the platform. In order to do this, the students are supposed to accomplish the following goals:
a) Revision of the vision and targets of MCGZ, with all the shareholders and partners of the platform;
b) Create a new action plan to realize these new vision and targets, based on market research;
c) write a business plan for 5 years for the platform:
d) Look into possibbilities to create a function of Facility Manager, who is responsible for operations, sales and marketing
In order to complete the goals it's very important that the students (Jan Beuls and Florine Verlinden) keep in mind that there the following partners are involved in the project ( shareholders MCGZ, partners on the site and local municipalities)
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| Hoe kunnen ziekenhuislaboratoria regionaal samenwerken op een medisch verantwoorde en kostenefficiënte manier voor het aanbieden van microbiologie en moleculaire diagnostiek? |
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| Together with Michiel, Bram and Julien, Fost Plus decided to go for a finance related project. The project as a whole can be divided into 4 different parts: - redesign our investment strategy (based on the presence of pledges on bank accounts versus bank guarantees), - optimizing the existing cash flow model taking into account trends and statistics from the past: with sensitivity analysis and better assessing the impact on the reserves, - validate and, if needed, revise the calculations of the ‘green dot contribution' and design a model to better predict the participation of the different packaging materials - improve the financial reporting to management and statutory bodies: KPI's, ratios, analysis, graphs, …, - budgeting: during the period of the in-company project, Fost Plus will be drafting its budget for 2015. There are different possibilities for the students to participate in the budgeting exercise as we think this would be interesting for their development. |
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| Material production supply chain management / Gelieve de nodige regelingen te treffen met Wim in't Veen maandag 10 maart 2014. Ik stuur dit formulier nu in ivm de eind datum. |
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| Eternit is gestart met het scannen van geproduceerde producten en het scannen van uitgaande goederen. Voor de inventarisatie werkt Eternit met cycle counting. Door deze processen zijn er verbeteringen voor de accuraatheid van onze stock. Echter deze is nog steeds veel te laag. Eternit denkt aan een WMS systeem. Er zal een grondige analyse moeten gebeuren om zicht te krijgen op de huidige manier van werken en de bijhorende kosten. Denk daarbij aan stockverschil, niet uit kunnen leveren door stockverschil, het niet vinden van producten, waarde van de producten, klanten service, hoogte safety stock, foute ladingen etc. Daarnaast moet er een inzicht komen welk systeem verbetering brengt op het gebied van financien, werkdruk en klanten service. |
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| Inventory of customer access processes
Process description
Governance customer contacts
Business intelligence customer issues
Pricing drivers and costing simulation |
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| The aim of the project is to create a model which would support the company to estimate the future Motorcycle tyre demand for each European market (focusing on the 5 main markets). The project will require deep research and analysis, regular contacts with European product managers & motorcycle associations and creative thinking.
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| It is our people in the markets that are daily working on supporting and achieving our Nestlé business strategy and objectives. To help our market end-users in doing their daily job as efficient and effective as possible, Nestlé Business Solutions Supply Chain has started the initiative on Business Process Modelling (BPM). In addition, BPM lays the foundation for anchored agility in using our Nestlé business processes as an asset to enable continuous business process improvement and transformation to adapt to the ever-faster-changing environment we operate in. The aim is to provide mainly to our end-users a simple and intuitive one-source solution to self-access the information on End-to-End business processes to understand how to perform their daily work and to empower them to propose business process improvements to better achieve company objectives. The selected tool for this purpose is Nimbus Control. To achieve this challenging initiative, we require a dedicated project manager who is able to work full-time on liaising with the supply chain process subject matter experts and other stakeholders and on modelling the business processes in a consistent and logical way. In addition, we expect to receive a closure document on lessons learned, advised BPM best practices/benchmarks as well as advice on how best to sustain the BPM initiative in the most time efficient and effective way embedded in our daily ways of working.
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| opstellen van een marketingplan voor een ziekenhuis |
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| We would like to involve Lukas Goyens and Benoit Madoe in our project. GeoSea has recently acquired the offshore activities of our German competitor Hochtief (3 vessels, 3 pontoons, people and shares in a company joont company). Closing is expected April 2015. We would like to define together an integration process, with focus on cost efficiencies and possible optimisations. |
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| Scope to be defined, please contact Nicolas Caeymaex for further information |
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| Marktonderzoek, opmaak business plan en uitschrijven strategie voor het opstarten van e-commerce BTC. |
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| Allnex is evaluating opportunities related to expanding its presence in social media and to opening up digital channels to market. |
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| Performance management problematiek (managers)
In het kader van een nieuwe reward beleid voor kaderleden dient ook dit proces herzien.
Opsplitsing tussen evaluatie voor base pay en voor variabel. Operationalisering van business strategie in BSC en Managment Cockpit objectieven met alligenering van moeilijkheidsgraad van de objectieven.
Uitwerking evaluatieschaal, aantal niveaus, benaming, enz...
Change realisatie om te voorkomen dat binnen de kortste tijd de trend naar het gemiddelde zich terug manifesteert. |
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| Victory Brewing Company and the EU Beer Market – and Entry Strategy and Business Plan |
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| By Miet Billen and Silke Bollen.
As a pharmaceutical company we look more than ever at the ideal marketing mix and we want to increase our efficiency of "multi-channel" and digital marketing projects.
First part of the project is a thorough investigation/market research of current digital services (website,webcasts, use of social media, etc ...) for a target group anesthesiologists and surgeons, followed by an evaluation and strategic decision. Second part is implementation of new services in a professional way. |
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| Project in Parakou, Benin, West-Africa, for our subsidiary "Baobab Express SA". Scan of current situation, customer satisfaction survey (internal/external), analysis of efficiency of bus-line network, proposals for improvement, develop marketing strategy and business plan for annexes and new destinations. How to project current experiences to develop business further?
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| Customer / Consumer Education in Life Insurance An In Company Project (ICP) of Swiss Mobiliar in Nyon, Switzerland Every year, the Swiss Mobiliar launches several so-called “strategic initiatives” to analyze in more detail some topics that might become of strategic interest. One initiative launched for 2015 has the title of “Customer Education”. As in 2014 we would like to pass another ICP with the Management School of Vlerick. As the title suggests, we would like to analyze in more detail the topic of “Customer Education” within the life insurance industry. There are several aspects that are interesting: • Theory behind customer / consumer education • Customer / consumer education within financial services industry specially (life) insurance industry • Examples of existing implementations of elements of customer / consumer education within (life) insurance companies in other countries • Options for Swiss Mobiliar Life Insurance concerning customer education • Practical proposal for Swiss Mobiliar Life for concrete next steps within customer education. • Could customer education improve clients’ acceptance on paying for a certain service ? (Provide practical examples of services et prices from other markets / industries) Some internet sources might frame the topic and motivate further research: • http://www.consumerclassroom.eu/about/what-is-consumer-education• http://www.businessinsider.com/how-brands-can-educate-customers-2013-4?IR=T• http://sloanreview.mit.edu/article/customer-education-increases-trust/• http://www.examiner.com/article/be-an-educated-consumer• http://blog.commlabindia.com/elearning-design/online-training-customers• http://www.sbilife.co.in/sbilife/content/14_0In the following document you’ll find the framework of the above mentioned strategic initiative: For the second time we would like to get two students of Vlerick who treat and scrutinize the issue autonomously for us. The analysis is supposed to take place between March 2015 and June 2015, full time. The students would work close to the actuarial department in Nyon, close to Geneva in Switzerland. They would also collaborate with the other company’s departments, especially business development & controlling, as well as individual (PV) and group life insurance (BV). We would try to find an apartment close to the company’s building and integrate the students in the social environment when desired. The students would be accompanied and there would be weekly meetings to plan, coordinate and verify the progress. All activities should be coordinated with Andreas Keller or Pierre Lambrigger. The results should consist in a report and a presentation held for the steering committee. |
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| War for (marketing) talents: how to attract the best young graduates in general and as a SME in particular?
As the excellence centre for Marketing in Belgium, how can The House of Marketing continue to attract the best young marketing talents, in a context of growing competition with larger international companies?
Qualitative and quantitative research: * Best practices and trends in Employer Branding strategies and tactics towards young graduates: Key players? Target group? Type of awareness building activities? Selection process? Timing? Etc. * Student expectations: Needs and expectations of generation Y? Preferred communication channels? Preferred approach? Role/importnace of Social media? Awareness of The House of Marketing (compared to key competitors) etc Analysis and recommendation for 2015-6 campus recruitment activities: what is the best approach for The House of Marketing in light of positioning, objectives and available resources?
We would prefer coaching by a Marketing Prof (our hypothesis is that there is a parallel between consumer marketing and recruitment marketing).
We have already a nice relationship with Frank Goedertier ;-)
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| Market research for the diversification trajectory of the brand smartphoto. Finding the value drivers in the target audience to determine product range, quality & price range, positioning, moodboards. |
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| Tech Tour is looking for business students who are motivated and sales oriented and are able to assess and propose the best sales approach for Americas, Russia, Asia and the Middle East. |
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| marketing/market research and strategic recommendations in the field of Retail & Advertising, and visual communications. Exact detaisl still to be discussed.
We have been in contact with Pieter-Jan Gheysen and Marie-Laure Deveyt with regards to this project. |
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| One of Umicore´s Business Units management team wants to develop a program towards more customer centricity within the business unit (BU). Current sales practices and approaches within the business unit are very product driven and the main operating model is an inside-out approach. There is a growing consensus within the unit that an outside-in view that puts customers at the heart of the strategy will be key to distinguish Umicore´ BU from its competitors. There are today within the organization many views as to what customer centricity is about, and different priorities emerge, depending on who is answering the question. The organization therefore wants to develop a coherent framework to guide it from the current “as is” model to an organization that considers the customer in everything it does, from product and service development to the entire customer experience.
As a first step toward this framework, the BU would like to make an in depth assessment of its current “as is” situation, using the Vlerick Customer Centricity Framework. PMC wishes to execute this analysis by means of a Vlerick student project. The team of students would have to map the current practices within the BU worldwide and to suggest priorities for further implementation. The team will be coached by the manager of the Customer Centricity Program and the BU Manager.
The Customer Centricity Program team will use the results of this assessment to initiate its 2nd step: a workshop with the entire management team of the business unit. The Customer Centricity Program team aims within this workshop, with further support of Vlerick´s faculty, to debrief on the assessment made and to further develop within a group session the priorities identified during the assessment.
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| 3M is a significant player in the Personal Protective Equipment (PPE) market. 3M produces and sell's a number of products for respiratory, hearing, head & face and welding protection. The distribution landscape is changing, where business is shifting from specialist channels to more generalist industrial channels. We also see commoditization in the market and end-users are becomming more price sensitive (partly driven by push out of channels). These trends force adjustments in strategy by 3M. Key question is how 3M can contiue to drive brand preference at end-user level to continue growing in this changing landscape. From a in company MBA student we would like to get a strategic outside view on our challenges and a reflection on our strategic direction moving forward. Note: the scope of this project is the Benelux PPE market/3M Benelux. Further details can be provided when needed. This potential project has been discussed with student Xavier Destailleurs. |
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| Introduction to Barco Healthcare
Barco Healthcare designs, manufactures and sells display-centric solutions and IP-based distribution technology for the medical imaging environment. The product portfolio does not only include off-the-shelve products for the radiology and surgical domain, but also customized display products, which are currently mainly sold to the larger players in medical imaging.
Project: Market research for customized healthcare display solutions, in selected parts of EMEA
As we would like to extend our customer base for customized display solutions, we have a need for market research which allows us to look at opportunities with a very open mind. The objective of the research project is to identify a limited number of good opportunities for market growth.
Within a given geography within EMEA and application scope, we want to identify companies who are currently integrating (or planning to use) display technology for their medical imaging systems and who may (or may not) need their display products to have a certain degree of customization.
The project team will be asked to - Research and list possible companies within the given scope - Collect basic data about selected companies - Perform some initial filtering on the list by defining evaluation criteria and assessing overall business potential for Barco
We are open for further suggestions on extending the activities and deliverables.
The project team will need to work with the EMEA sales team, strategic marketing and product development. Most probably travel will be required to Italy and other EMEA locations. Primary work location is Kortrijk.
Note: Some initial databases will be provided but additional sources may be considered. |
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| Project Title: “Go To Market and Partner program for Barco’s HC Growth Markets “
The project is a combination of: Market research, Entry strategy, Business plan development
Context and objective:
Barco Healthcare designs, manufactures and sells display-centric solutions and IP-based distribution technology for the medical imaging environment.
Barco Healthcare wants to grow further in its Growth Markets and therefore needs support to define the plan forward and develop an improved partner program.
Project description:
Part A. Market research & entry strategy for selected growth markets
1) Israel:
- Overview of the HC industry in Israel: hospital landscape, OEM and channel players in the market
- R&D investments and how to gain access to these opportunities?
2) CEE:
- Hospital segmentation
- Phase of HC industry, hospital infrastructure maturity and investment waves (by country)
- Gain insight in EU funding/priorities for HC infrastructure
- Determination of actors in this market, including purchasing groups, and how to approach them
- Prioritization of countries (action plan)
3) Africa:
- Hospital segmentation
- Phase of HC industry, hospital infrastructure maturity and investment waves (by country)
- Gain insight in global funding (IMF, worldbank)/priorities for HC infrastructure
- Determination of actors in this market, including purchasing groups, and how to approach them
- Prioritization of countries (action plan)
4) GCC + Iran: Market research
- Complete overview of all hospitals and hospital groups in the GCC region, mentioning private or public stakeholder structure
- Maturity level by GCC country of PACS (digital radiology) [If easily available]
Part B. Channel and partner model for Growth Markets and improvement of the partner programs
- Create overview of the current partner and channel structure, and identify issues and opportunities
- Define and work out an updated partner program, tuned to growth markets – viewpoint: how to incentivize partners to invest/be strategic. Include channel and service/support structure (eg certification, documentation, processes, ….)
- Create prioritized action plan
We are open for further suggestions on refining & extending the activities and deliverables.
The project team will need to work with the EMEA sales team and other departments (marketing, services,…)
Travel will be required. Primary location: Kortrijk |
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| Katrinahome is a not-for-profit organisation that organises care for about 60 mentally handicapped addults. In view of the changing environment whereby the sector will move from a supply-driven to demand-driven "market", we will need to develop a cost-calculation methodology and model to calculate the cost for the services that we choose to offer in the future. Such a system does not exist today and we would lik to see such system being developed through an in-company project from Vlerick. Although our application is in English, it will be necessary to develop all future material and reports in Dutch. |
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| onderzoek naar onze aanwezigheid op de Engelse markt en onderzoek naar nieuwe mogelijkheden om onze aanwezigheid uit te breiden en onze marktpositie te vergroten |
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| We want to have it with 3 students.
Our external and internal customers does not understand what are “functional safety related embedded systems”. If our software on vehicles (forklift truck, truck, bus, passenger car, ...) fails, people (driver, pedestrains, cyclists, ..) can be hurt or even die. We want to develop a game with material of Lego Education, that different people with different roles and expectations (CEO, technical and non-tecnical manager, ..) can experience and explore what is functional safety by doing. By playing the game, the intention is to become more intimate with our customers. We want to understand what problems they want to have resolved. In this way we can detect what products and additional services they are looking for. Different variants of the game have to be developed, to match with the different roles of people and expectations. |
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| Develop a Business Case to assess the need of a Digital Marketing strategy, including social media, for MasterCard Academy.
The students should analyse (market research, competitors research, etc) whether the MasterCard Academy needs a social media presence, and if so, what tools, resources and methodology should be implemented to drive our Digital Marketing strategy. |
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| In the framework of the strategic plan , on a medium and long term basis, different reflections are conducted which should lead to a profitable growth.
The different ideas require an in-depth market research for which we would like to appeal on students of the Vlerick Business School.
The market research contains 3 subdomains which should be taken into consideration :
1) Conducting our traditional activities in the Dutch market.
2) Detection of digital opportunities
3) Screening the market for possible acquisitions
The different sub-domains can either be incorporated into a single project, or in case this would be to complex/excessive, one of the subdomains may be retained as project scope
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| Experis is part of the Manpower group. For our 3 branches: IT, Engineering and HR/Finance we would like your help in market research regarding clients, candidates and competitors in Belgium.
Clients: detect potential business, analyse of type of products but also potential M&A opportunities (subcontracting companies)
Candidates: what profiles are available on the market, what is their location, what type of contract do they prefer (employee vs freelance)
Competitors: SWOT and strategy analysis and potential M&A opportunities |
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| Market Research about potential for Vito contract research in Mexico. VITO is a leading European independent research and technology organisation in the areas of cleantech and sustainable development, elaborating solutions for the large societal challenges of today. VITO focuses on five different research programmes: sustainable chemistry, energy, health, materials management and land use. We would prefer that the project is executed by students from Latin America. |
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| Ik ben zelf Vlerick SLM'er .
Heb 2 Projects ter evaluatie : beide projecten vereisen zowel marketing skills als financial investment analyse
1) Oprichten van een lasercentrum in Kortrijk gecombineerd met Immo project.
2) custom made parfum Centre met bedoeling van verspreiding onder licenties/franchising
Graag contact met business project key person voor verdere uitleg.
Vriendelijke groeten,
Harold Vanden Avenne |
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| Capturing the value of Barco’s big data through services Context: Barco, a global technology company, designs and develops visualization products – encompassing the entire visualization spectrum – for a variety of selected professional markets: entertainment & corporate, healthcare and industrial & government. Barco has a global installed base of more than 1 million devices. A lot of these devices are capturing or able to capture data about their usage conditions and performance in the field. This “big data” has value for Barco which can be tapped by offering new services (additional revenue opportunities). Objectives: The goal of this work is twofold: 1. SYNTHESIS: Create a high-level overview of all available data assets that are present or can be made present in Barco’s installed base. Subsequently, formulate new and innovative service concepts that can tap the value of these assets. Evaluate all service concepts according to how promising and realizable they are.
2. ANALYSIS: Select one or several service concepts from the synthesis that are especially promising and analyze them in detail: what is the value proposition, how large is the market and what are the target segments, what is the go-to-market strategy, which processes should be developed, what is the expected financial impact of these concepts (profitability, working capital, …).
Task description: The following tasks are required to achieve the objectives of this work: 1. SYNTHESIS A. Perform a literature study on tapping the value of big data through service innovations. B. Create an inventory of all of Barco’s data assets by studying Barco’s product portfolio and by talking to various roles within the organization. C. Identify new service concepts by benchmarking other industries and by talking to internal and external stakeholders. D. Develop a method to evaluate how promising and realizable each service concept is. Apply this method to the inventory of new service concepts developed in 1.C.
2. ANALYSIS A. Select the most promising option(s) of innovative service concepts together with Barco. B. Perform an in-depth market analysis by talking to (potential) customers, various roles within the organization and other stakeholders. C. Develop the go-to-market strategy and value proposition of the option(s). D. Draft the diagrams of the main processes that will need to be put in place in order to implement the service concept, Develop a high level implementation plan. E. Perform a high level financial analysis of the chosen service concept(s)
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| Feasibility study for launching a microinsurance product distribution project in Belgium
The study will examine the various components of the feasibility of offering microinsurance services in the territory of Belgium in general and in particular in host cities microStart .
At the conclusion of the study, it should be determined if it is actually possible for microStart to propose micro-insurance services for his target public and if so, for what types of risks, which products and in what organizational and institutional framework . |
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| With a network of 140 stores, Tom&Co is Belgium’s #1 pet care retailer specialised in accessories and food for pets. Tom&Co was developed in 1991 and is fully owned by the Delhaize Group.
The majority of Tom&Co stores are operated under franchising and the brand is represented in Belgium, France and Luxembourg.
As the leader in a saturated market, development options for Tom&co are becoming less obvious. Therefore, in order to gain additional market share, Tom&Co wishes to develop a new strategy aimed towards independent pet-stores (estimated at 1000 point of sales in Belgium). The project will consist in developing a strategy and business case for the acquisition/conversion of independent pet stores towards the Tom&Co franchise.
Tasks and responsibilities:
• Develop approach: - Define strategy to select potentially interesting pet stores (taking into account current Tom&Co network, competitive landscape…) - Analysis and evaluation of the potential of the independent stores (market study…) - Development of financial model tailored towards converting independent pet stores (NPV analysis as-is versus to-be under franchising) - Develop value proposition and roll-out plan (including marketing, legal aspects…) - Presentation towards Tom&Co/Delhaize Management of go to market strategy and potential
• Test : - Contact potential targets and introduce opportunity - Deploy and apply defined approach - Convert and integrate independent pet-store towards Tom&Co franchise.
Students will have the opportunity to fully manage the project and take initiatives while enjoying significant support from Tom&Co management and Delhaize support departments.
The project should offer a first contact with the world of franchising and its entrepreneurs while enabling the students to cover all aspects of a new business venture from strategy definition to implementation. It is also a unique opportunity to develop a new expansion strategy for one of the most important retail networks in Belgium.
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| The Kinepolis In-Company project consists of 2 parts: 1. Business process analyses with respect purchasing/production/sales of popcorn within the different Belgian Kinepolis theaters.
2. Optimalisation of F&B retail shelfspace by theater.
Project needs to be executed by Sam Laermans, Wouter Monten and Sebastian Bogaert |
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| Barco would like to engage with two Vlerick students to support the mid-to long-term strategy definition of the Healthcare business group.
Healthcare (HC) is one of Barco’s three core markets, where we offer innovative and specialized enterprise visualization systems to address the most complex and critical elements of diagnosis, surgery and patient care delivery. Barco has been active in this business for almost 30 years, and is currently looking to identify the next growth curve.
The HC strategy project consists of two tracks. The first track aims at crystallizing the strategy in our current market segments: diagnostic imaging, surgical imaging and the modality & custom business. The objectives of this first track are to 1. evaluate, challenge and redirect the current strategy for each market segment, 2. prioritize the strategic initiatives, 3. translate this into a 3-year business plan and 4. develop a clear action plan.
The goal of the second track is to identify and prioritize new growth areas and longer-term opportunities that secure Barco Healthcare’s growth in the longer term. The focus in this track is on applying open and creative thinking to shape an innovative strategy. To this end, Barco is engaging with external consultants to guide and facilitate the strategic innovation process.
Barco is looking for two Vlerick students to support this project in the following way:
- Carrying out the overall project management tasks (i.e., planning, coordinating and following up the different (sub)tracks)
- Preparing, (co)facilitating and debriefing from strategy workshops
- Supporting the creation of business plans and action plans
- Carrying out market research and data analyses as input for the strategic discussions
- Playing a “challenger” role in the strategic discussions
The students will work closely together with various members of the HC Executive Committee. The project will be supervised by the VP of Barco’s Process Excellence and Change Support Office. |
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| Hey,
I am De Bie Jan-Willem, Aramis MGM student, and I have successfully recruited a project with Katoen Natie.
The project focuses on supply chain management as research has to be conducted regarding the storaging of plastic pellets and how to optimize this. In Belgium storaging is done in silo's (vertical storage) while in Houston this is done on a horizontal basis using hoppers and they are stacked on railways. A thorough investigation needs to be conducted as to which is more efficient and to find out where the bottlenecks are and where buffers are needed in the proces.
The project is for two persons and would consist of one week at Katoen Natie in Antwerp to get to know the philosophy and necessary know-how of the business and six weeks at the facility of Katoen Natie in Houston, Texas.
Katrien Hoylaerts and myself already went there and discussed everything thoroughly with Nicolas Janssens and said you should definitely call him for any further clarification on the project.
Also, if I can be of any further assistance, feel free to contact me at janwillem.debie@edu.vlerick.com
Kind regards,
Jan-Willem De Bie |
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| Impact van vakantiespreiding op toerisme, mobiliteit, welzijn, onderwijs, ...
Zoals reeds toegelicht aan Mevrouw Everaerd en Heer Van Lul |
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| Emerging Healthcare Models
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| Business plan (model Canvas) for launch Voys Belgium. (financial, market research and set-up) |
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| herpositionering van onze horecaketen
en bijhorende uitwerking van onze marketingstrategie |
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| Supply Chain , Marketing & Sales
Describe the strengths and the weaknesses that the company has by analyzing their supply chain structure focusing on the delivery of services and the quality of communication process.Also determine the strength and weakness by reviewing existing processes , lead times and provide a plan for improvement relating certain theoretical aspects of project management. |
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| Price strategy | Price elasticity
We offer an online auction platform for second hand cars for professional car traders, and source cars mainly via our companies in 6 countries (BE/NL/IT/FR/DE/SP) and sell 80% to CE or EE based car traders.
Our revenue model = commission on the seller side (delta between final price and purchase price) which is not transparent + buyer fees that are transparent.
Challenge: each year, we are confronted with the same discussion... will we change are fee structure? do we need to fundamentally adapt our pricing model? etc.
Therefore, seen our ambition we definitely good insight and moreover guidance in this matter. |
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| SkinClevers is a start-up company offering premium quality private label cosmetic solutions in Belgium and Luxembourg. Today our products are sold via pharmacies. In 3 years we became market leader for the Belgian market.
We are evaluating the opportunity to develop new distribution channels and geographic markets. The Netherlands is first on our radar. Other countries could be intresting.
We could use some valuable help to make a market attractiveness analysis and draft our marketing and business plans. |
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| Vlerick is the nr1 provider of Executive Education in the Benelux, but unknown in the Netherlands. Dean Marion Debruyne beliefs we need to change this in 2016, but how can we do this? (http://bit.ly/1iFCm8Y). How to get a maximum turnover with limited budget & 1 FTE? A thorough Brand Awareness exercise & Communication plan is needed!
Concrete we wish to have:
-A benchmark study on how Vlerick brand is perceived compared to competitors
-A creative marketing plan on how to improve our brand
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| The 4.5 billion people in the world at “the base of the pyramid” (who live on $5 per day or less) represent a $15 trillion economy—a huge under-tapped opportunity and one poised to expand as these people join global markets as consumers and producers. Capitalizing on this opportunity requires bringing basic services to poor communities in developing economies.
In this particular domain, Bekaert has some experiences within the LATAM business & market focusing on the “bottom of the pyramid”. In 2009/2010, an exploration has been done by our local business unit in Chili resulting in a House Protect Product line (domiciliary high quality/low cost fencing and window protection). A dedicated team focused for a while on a specific segment such as construction for social housing, safety in social villages, … and performed extensive field research to understand the real needs & demands to create a powerful business model around potential solutions for this segment.
Within Industrial Steel Wire (ISW), one of the business units of Bekaert, a 5 year strategic roadmap has been set-up with a clear focus to offer solutions in emerging markets . Africa will be a focus region. In addition, within the corporate innovation team, “emerging market solutions” is one of the focus areas to guide all efforts in terms of scouting, opportunity searching & scoping, ideation & incubation of opportunities in order to assess if this focus area could eventually turn into a new business for Bekaert in 5+, 10+ years from now. Next to looking at potential product opportunities, also process or new business model opportunities will be evaluated.
Hence, we are looking for a strong market oriented analyst who can help us to explore opportunities (new products & solutions, cheaper processes, new business models, new market entry strategies) in the emerging markets with a particular focus on Africa. Helping to answer questions on what it takes to be successful in these emerging markets from a B2B perspective. In a first phase, you need to get acquainted with the value chains (keyplayers, porter forces, trends in the industry) in those markets by interviewing and reading, learning about the market entry options and to look into successful and non-successful case studies from other B2B companies. A good start would be to read the book of Prahalad “The fortune at the bottom of the pyramid”. In a next phase, try to identify latent needs and to spot opportunities for Bekaert. You successfully finish the internship by advising on the position, go-to market strategy and actions for Bekaert, in order to allow us to maximize our value in this emerging market.
As Bekaert is an international company, acting in a global industry, you speak English fluently and have an open and objective view on the world. By preference, you have African roots or at least a genuine interest in knowing that culture better. You have sound business acumen and you are a proficient communicator. You will be located in Deerlijk, and will join the global innovation team in our brand new sales&marketing building. You will be coached by one of the innovation managers.
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| Hi
I am Google |
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| http://www.authoritynutritionhelp.com/ |
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