Vlerick Expertise in Strategy

 

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  1. How cultural differences can have a positive impact on the success of offshoring initiatives

    All else being equal, if you could choose between sourcing services in a country that has a culture similar to your own or one with a different culture – which one would you choose? “Our observation is that, when confronted with that choice, most managers opt for the ‘cultural proximity’ option. But data show that you may want to think twice before you embark on the ‘easier’ road,” says Carine Peeters, professor of strategy at Vlerick Business School.

  2. Sweet dreams are made of this… The success of Belgian chocolate exports

    Belgian chocolates are world famous. Together with Switzerland, Belgium is internationally known as the country of chocolates. Belgian chocolatiers win many international awards. Belgium is also the largest chocolate exporter in the world, exporting over 1 billion € of the sweet stuff every year. Based on very detailed export data in the period 1998-2010, researchers Filip Abraham, Zuzanna Studnicka and Jan Van Hove unravel the DNA of Belgian chocolate exporting firms and identify the factors that drive their export strategies.

  3. Significant growth potential for BeLux outsourcing market

    The BeLux market for outsourcing still has significant growth potential as companies continue to outsource more. The main drivers for outsourcing are a stronger focus on the core business and cost reduction. The majority of contracts surveyed are meeting their objectives, and client satisfaction is high with an average satisfaction score of 75% across all providers assessed. These are the key conclusions of the 2015 IT Outsourcing Study for Belgium and Luxembourg.

  4. Adopting a management innovation … without all the pain

    Some organisations can implement a management innovation1 relatively quickly and smoothly – but other organisations, implementing the same innovation, experience much more difficulty. Why is that? And how might we make the process quicker and easier?

  5. How to translate your strategy into brilliant performance

    Strategy implementation - or strategy execution - is a hot topic today. Managers spend significant resources on consulting and training, in the hope of creating brilliant strategies, but all too often these strategies do not translate into brilliant performance. This book by Vlerick professor Kurt Verweire presents new conceptual models and tools that can be used to implement different strategies.

  6. Studio 100: a growth story of a showcase in show business

    Studio 100 is a nice example of a product leader. Product leaders are companies that win in their market by having high-quality and the most innovative products in the industry. This case illustrates well what product leadership means in practice.

  7. Carglass®: Building and Sustaining a Customer-Centric Organisation

    This case study explains in great detail what it means and takes to build and sustain a customer-centric organization. This allowed Carglass® to have great top line and bottom line growth in a saturated market. The case raises the question how to sustain a culture of continuous improvement when customer satisfaction and employee satisfaction can hardly be improved.

  8. Case study

    ING Direct USA: Asset or liability for ING Group?

    ING Direct USA reinvented banking in the States and in the process rose from a crowd of over 12,000 banks to become one of the 30 largest banks by assets and deposits in the States. The company revolutionalised the American retail banking industry with a simple savings bank model, built around the customer. Nevertheless, the company faced a tough period during the financial crisis. What went wrong? Has ING Direct been able to recover?

  9. Taking strategy out of the boardroom: the GCB Berlin cases

    The GCB Berlin cases describe a strategic transformation process of a German bank. Over a period of 3 years, GCB Berlin has transformed into a customer-intimate financial institution. The management team of the company used Strategy Mapping, the Balanced Scorecard, and a new sales-and-service approach as transformation tools to get the entire organisation more strategy-focused.

24 results Number of Results per Page