Vlerick Expertise in Marketing & Sales

 

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  1. Digital strategy at Merck Sharp & Dohme

    The case takes us back to October 2009, and presents a key strategic challenge facing the senior management at Merck Sharp & Dohme (MSD) BeLux: crafting the organisation’s digital strategy for the marketing and sales of its human health products in Belgium and Luxembourg.

  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. Taking a fresh look at consumer choice

    The range of products on display in supermarkets and local shops is split up into various different aisles according to product type: vegetables and fruit, dry goods, drinks, etc. On the shelves of each of these aisles, products are grouped by category: soft drinks, water, wine, and so on, and within each category, are mostly displayed by brand. As consumers, we are familiar with this traditional layout. But what happens when you group products differently?

  5. Online music consumption and ethics

    In recent years, the popularisation of the World Wide Web and the rise of mobile music hardware have intensified online music piracy. Prof Dr Bert Weijters, Prof Dr Frank Goedertier and Sofie Verstreken have published an academic research study that examines music consumption preferences in today’s new context in which consumers face a myriad of music platforms with diverse business models and delivery modes. Counter-intuitively, the results show that consumers do prefer legal and ethical options, if available – but they favour different ways of making this economically viable.

  6. Employees can make (or break) a brand

    Employees’ commitment to a brand increases when they know how they can contribute to brand equity. And management actions – from small issues like free coffee, to large issues like mass layoffs – affect employees’ feelings towards their company/brand. So, an organisation should view almost any employee-related policy or resource decision as a branding issue.

  7. Flanders DC and Vlerick Business School create transformative solutions tool

    These days, companies not only have to offer products or services, but, if possible, solutions as well. Ideally, these are All-in-1 solutions that allow various products, services and technologies to be integrated according to the customer’s requirements. The Flanders DC Knowledge Centre at Vlerick Business School has conducted a study concerning the transformation of companies into solution providers. With the aid of a 10-point plan, the study describes how companies can go through this transformation successfully.

  8. 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.

  9. 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.

  10. 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.

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