Vlerick Business School takes on the Netherlands
Number of customised programmes for the Dutch market has doubled since 2010
For years Vlerick Business School has been top of the Financial Times’ authoritative ranking when it comes to management programmes in Benelux. Nevertheless, we remain relatively unknown in the Netherlands. But all that’s about to change. Since the launch of last year’s rebranding strategy, we are putting all our energies into the Netherlands. Our aim is to increase business in the Netherlands from 10% to 25%.
Management programmes require customisation and experience
Patrick De Greve, Director-General of Vlerick Business School, explains, “Due to the economic situation, companies in the Netherlands have also started focusing more on their unique added value. Properly developing staff in line with this strategy is increasingly considered an essential component of success. Many Dutch companies are therefore opting for our integrated, tailor-made programmes focusing on one specific topic. These programmes help managers tackle challenges that are genuinely linked to their business.”
We develop programmes for 6,000 managers in 40 locations worldwide. “Few leading business schools have such strong links with the (international) business world as we do,” Patrick explains. “Our professors specialise in both management programmes and practice-oriented research, in close collaboration with our clients.” 20% of Vlerick’s turnover comes from research projects commissioned by companies. “Our business model ensures that by nature we have an extremely close link with the business community,” he continues.
Plans for the Netherlands
Vlerick Business School sees the Netherlands as its second home, but could do better in terms of notoriety. We have already set up partnerships with several well-known organisations, including TNO, Rabobank, Macintosh Retail, ABN AMRO and Heerema Marine Contractors. Patrick De Greve explains, “Our aim is to establish structural collaborations with more and more leading organisations in the Netherlands. Through new hybrid forms of education and development mixed with blended learning and gamification we can play our part in change programmes focused on leadership, strategy and innovation. We are getting a lot of encouraging signs and these prove that Dutch businesses need these innovative management programmes offered by our practice-oriented faculty.”