Partner news

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  1. NEW

    The digital sprint

    Date :

    In early February Professor Steve Muylle organised a “digital sprint” course for the first time. Over the space of a week he created a digital ecosystem in which all the roles were flipped: not just for Masters in International Management & Strategy and Masters in General Management students and himself, but also for our partners BNP Paribas Fortis, Hello bank! and Accenture. Students became business strategists; partners gained new insight, into both their clients and themselves. Learning innovation, the Vlerick way.

  2. NEW

    A single market in the Benelux countries for retail could generate 95,000 jobs and 36,000 companies by 2025

    Date :

    The creation of a single market for retail in the Benelux countries offers more than just significant benefits to both consumers and businesses. By 2025, a unified retail market could create 95,000 new jobs and 36,000 new companies in the sector. That has been shown by a study conducted by Vlerick Business School, commissioned by the Benelux Secretariat General. The study also contains five policy recommendations to strengthen cross-border retail trade by eliminating existing obstacles for entrepreneurs.

  3. “Look beyond the figures”

    Date :

    Professor Robert Boute invited Bart Cauberghe, Managing Partner & Head Smart Industries from our Chair Partner Gimv, to present the Punch Powertrain project to our full-time MBA students on 17 January. During a 90-minute lecture Bart took his audience on a bumpy and at times hilarious journey, explaining how in just seven years a low-performing supplier of automatic transmissions was turned into a highly attractive company worth 1 billion euros. “Not by financial ‘tricks’, but by operational improvements.”

  4. Oops, sold out…

    Date :

    “Buy two, get one free, says your supermarket’s promotional folder. Great news! There’s a promotion on your favourite wine and it starts tomorrow. The following day you head straight for the shop in your lunch break, only to find that the shelves are already empty. Oh well, they must have miscalculated the stock. I bet that feels familiar”, says Shari De Baets with a grin. She is a doctoral research associate who recently obtained her PhD based on research that could help prevent such situations.

  5. The Coca-Cola case, an inclusive approach

    Date :

    This case gives an overview of the diversity evolution that Coca-Cola Enterprises has gone through, and the different phases that the organization knew before reaching an inclusive organizational culture. This gives us the opportunity to encourage a debate regarding inclusive leadership and professional gender equality, specifically meant for women who have the ambition to obtain a middle to senior management position.

  6. Energy sector gearing up for digital transformation

    Date :

    Distribution system operators are facing a radical digital transformation of their business model. They could go from purely managing the physical infrastructure to acting as data hubs or neutral distributors of energy data as well. Are we on the verge of an ‘Uberisation’ of the energy sector? Stijn Viaene, Professor at Vlerick Business School, believes we are.

  7. A Belgian unicorn? Why not!

    Date :

    Deloitte’s Technology’s recent FAST 50 competition put young and promising tech companies in the spotlight. Frederik Falepin from Deloitte and Veroniek Collewaert, professor of Entrepreneurship and jury member, are critical of the average young Belgian technology entrepreneur, however, claiming that they have “insufficient ambition to grow internationally.”

  8. Belgian, Dutch and Swedish CEOs earn less than their German, French and British colleagues

    Date :

    The two key factors that determine the remuneration allocated to CEOs are the country in which his or her company is located and its size. The CEOs of listed companies in the UK and Germany earn the most, while Belgian, Dutch and Swedish CEOs receive relatively less. The composition of the remuneration packages allocated is also prone to significant differences: the variable portion is relatively high in Germany, the Netherlands and particularly in the UK; in Belgium, France and Sweden this is significantly lower. Additionally, this study revealed that those companies that perform best do not necessarily pay their CEOs a higher salary; they make more frequent use of share-related remuneration.

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