Impulse Centre “Growth Management for Medium sized Enterprises” (iGMO)

Why this Impulse Centre “Growth Management for Medium sized Enterprises”?

Entrepreneurship and management nowadays find themselves in a "raplex" (rapid + complex) environment: globalisation, technological revolutions, political upheavals, new value patterns in the workforce, shorter product lifecycles, market liability, etc.

These developments pose new requirements on management which go far beyond "try it out in the store". The success of an organisation in the future will be determined in even larger measure by the quality of its interaction. Problem-solving capability, the capacity for change and the ability thereby to act as a team, will become more and more important. This also leads to a new model of the cultivation and transfer of knowledge. The solution does not lie in short-circuiting the process, but rather, as we learn from the study of technological innovation, in the deliberate overlapping of the diverse steps. The concept of Impulse centres fits into such a model. Theory formulation and diffusion, conception and implementation happen in parallel and simultaneously.

Objectives of the Impulse Centre “Growth Management for Medium sized Enterprises”

The objective is to develop solution oriented knowledge and to diffuse it in the specific entrepreneurs’, c.q. owner-management field. Of vital importance is the open dialogue between the various partners: academic (Vlerick Business School), Foundation partners and entrepreneurs. The research members are actively involved by bringing in own business experiences.

Expertise within the Impulse Centre “Growth Management for Medium sized Enterprises”

The first strategic choice is whether the enterprise wants to grow or not. Internal growth is realised through the enlargement of its own business volume, with existing or new products, in existing or new markets. With external growth, the enterprise will take over other entities.

Alliances between several enterprises can be seen as a merging of the former systems; by means of external partnerships, one becomes stronger and bigger itself.

Special attention is paid to the internationalisation process in internal as well as external growth scenarios.
Financial management needs to be sure that the necessary means are always available to support the growth. Creative financing techniques such as venture capital, mezzanine-financing, private investment and/or introduction on the Stock Exchange can be a solution for this.

A problem that arises in many growing family concerns is the question of who will succeed the entrepreneur/manager. Possible solutions are: to hand on the torch to another family member, the professionalization of the management team, the take-over of the enterprise, or, lastly, a management buy-out (whereby an external management team buys the concern). The several options are situated on a continuum of more or less family involvement in the enterprise. Each choice needs, at the same time, to be legally and fiscally structured.

Some of the topics on the research-agenda are:

  • strategic dimensions of growth
  • learning practices in growing companies
  • the entrepreneur and his/her organisation
  • financing the growth of the company
  • marketing, internationalisation and growth
  • innovation and growth
  • new forms of organisations
  • external growth through acquisition and strategic alliances
  • passing entrepreneurship to the next generation
  • stress management
  • business ethics and the entrepreneur
  • negotiations with stakeholders
  • control systems and responsibilities in growing companies

Partners & Members 2016

Prime Foundation Partners

Research Members

ABN

ABN

Electro Entreprise

Electro Entreprise

Sarens

Sarens

Accent Jobs for People

Accent Jobs

Eliona

SDE Software Developments

SDE

Ad Ultima

AdUltima

G&V Energy Group

G & V

 Seneca

Algemene Ondernemingen Soetaert

Algemene Ondernemingen Soetaert

Ganda Ham

Ganda Ham

Sepia

Sepia

Allaert Aluminium

Allaert Aluminium

Grada International

Grada

 

Sobradis

Sobradis

Alsico

Alsico

Group Joos

Group Joos 

 

Soudal

Soudal

ANL Plastics

ANL Plastics

Harol Consyst

Harol

Stadsbader

Stadsbader

AVC Stairs Doors Walls

 AVC

 

Het Veer

 

Het Veer

Terre Bleue

Terre Bleue

Bopro

Bopro 

 

Heumatop

Heumatop

Theo Eyewear

Theo Eyewear

Cardoen

Cardoen

Ingenium

Ingenium

Tradelio

Tradelio

Christeyns

Christeyns 

IRS Btech

Btech

Transics

Transics 

Claerhout Communicatiehuis

Claerhout

JBC

JBC 

Triamant

Triamant

Clips

Clips

La Lorraine

La Lorraine

V!GO

V!go

Colmar

Restaurants Colmar

Lecot Raedschelders

Lecot Raedschelders

V.I.N.

Comith

Comith 

LS Bedding

LS Bedding Group

Van de Velde

Marie Jo Lingerie

Cortina

Cortina

Mathieu Gijbels

Mathieu Gijbels

Vandenbussche

Vandenbussche 

D.T.O.

DTO

Moerman vn

Moerman

Verhelst Bouwmaterialen

Groep Verhelst

Danis

Danis

Molecubes

Molecubes

Versele-Laga

Versele-Laga 

De Boer

De boer 

 

Newtec

Newtec 

Verstraete Bouw

Verstraete Bouwonderneming

De Bommels

 

Noyen

Noyen

 

Verstraete Hout

Verstraete-Hout

De Vos Energie

De Vos

Piette en Partners Verzekeringsmaatschappij

Piette & Partners

 

Vitalis 

Vitalis  

Deba

Deba

Pollet Water GroupPollet Water Group 

Vulkoprin

Vulkoprin

Decoline

Decoline

Publiganda

Publiganda 

Vyncke Energietechniek

Vyncke

Distri-Log

Distrilog

 

Purna Pharmaceuticals

Purna Pharmaceuticals 

Willemen

Willemen

ECS European Containers

ECS European Containers

Raes Pharmaceutical Logistics

Raes

Knowledge in Action

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Accreditations
& Rankings

Equis Association of MBAs AACSB Financial Times Economist Intelligence Unit