Search for tag 'Marketing'

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  1. Capture the value you deserve

    The latest collaborative piece of research undertaken by PwC and Vlerick focuses on how companies engaged in ‘B2B2C’ relationships manage the power game with their channel partners. It questions how suppliers can reinvent their relationship with channel partners to spur profitable growth.

  2. An engaged customer is a return customer

    Engaging customers with your firm is good for business. You can even go as far as having the customer do part of the job – like using the self-scan in the supermarket. But how do you encourage and manage this effectively? And are there any pitfalls?

  3. Hello bank! The birth of a mobile bank

    The case takes us back to June 2013, a few weeks after the BNP Paribas Group, a leading bank in the Euro zone, had introduced an innovative mobile retail bank - 'Hello Bank!' - in Belgium and Germany, with France and Italy set to launch later that year. We follow the reasoning behind the development of Hello bank! and offer insight into why the Group’s senior management gave the utmost strategic priority to this project.

  4. The effect of strategic industry factor innovation on incumbent reaction, survival and performance

    An industry is in constant evolution. Competitors, innovators, or other industry stakeholders can introduce new (hitherto ‘unknown’) resources or capabilities that increase the basis of competition in an industry. This is called strategic industry factor innovation. However, there are also strategic industry factor innovations associated with ‘known’ resources and capabilities. These new combinations of existing, ‘known’ resources and capabilities can also be difficult for incumbents to respond to.

  5. co-creation

    Get ready for a co-creative economy

    In an increasingly dynamic marketplace – characterised by demanding customers, increased competition, and economic downturns – companies are starting to engage their customers in innovating their services and creating value. This doctoral dissertation provides insight into the conditions under which firms and their stakeholders can benefit from value co-creation. It also provides a unifying value co-creation framework and presents the implications of this framework for business practitioners who are interested in value co-creation as a customer engagement strategy.

  6. e-business

    How to Plan E-Business Initiatives in Established Companies

    Many large and mature companies — which still form most of the economy — have difficulty analysing the opportunities and difficulties created by the Internet. Vlerick Professor of Marketing and Digital Strategy, Steve Muylle, and Amit Basu, Professor of Information Systems at the Cox School of Business (Dallas, Texas), have developed a planning process that puts e-business into perspective and helps make it manageable.

  7. IAB Europe

    Online Jobs Boost Europe’s Competitiveness

    A new study published by Vlerick Business School carried out on behalf of IAB Europe reveals that Europe’s digital economy has the potential to generate an additional 1.5 million jobs. Based on 2010 figures for employment income, the study estimated the economic value of the internet sector in the EU to be €119.8 billion, or about 1 per cent of GDP. The internet sector employs 3.4 million people, approximately 1.6 per cent of the EU’s total working population.

  8. Case study

    Value added services at ABC Industries

    These two cases are part of a case series. These cases highlight how important it is to factor the needs of the customers in developing and commercializing value-added-services.

  9. Help for marketing researchers formulating questionnaires

    Help for marketing researchers formulating questionnaires

    When constructing a scale or selecting multi-item measures for use in a questionnaire, marketing researchers face a dilemma: Should they include reversed items, or should they rely exclusively on items that are all worded in the same direction?

19 results Number of Results per Page