• Addressable ads are shaping the future of TV Marketing. Combining the benefits of digital advertising with the power of the big screen

      De Schaepdrijver, Leen; Baecke, Philippe; Tackx, Koen; Coeymans, Jeroen; Lauwers, Lode; Van Driessche, Bert (2021)
      Combining the benefits of digital advertising with the power of the big screen With the rise of digital media and big data, the media landscape has gone through turbulent times. Technology is developing more rapidly than ever, and we are now able to collect and process data in volumes and formats that we never could before. Digital companies were the first to jump on this train of technological revolution and are now harnessing the power of data. Where the TV landscape had barely changed during the past decades, it is now feeling the heat of digitisation. Digital channels are offering interesting alternatives to linear TV in terms of content and experience, and digital advertising has been growing exponentially during the last decade. In turn, TV has reacted with digital initiatives of its own, blurring the distinction between traditional media and digital media. Nonetheless, there is still a long road ahead before they get to par with the tech giants and truly adopt a technology- and data-driven way of working. It is safe to say that digitisation has shaken the entire TV ecosystem to its foundations. Various factors are threatening the comfortable position that TV advertising has been in for the last few decades. Both consumers and marketers are changing their behaviour and expectations, and digital advertising is taking advantage of this new vacuum by answering their needs. When looking for opportunities to try and combat the dominance of big tech, ‘addressable advertising’ might be the answer. This innovative advertising technique on TV brings together the benefits of TV advertising and those of digital advertising. Combining the best of both worlds, addressable advertising makes it possible to target specific households via their set top box with TV ads, whilst at the same time offering opportunities to improve campaign measurement. However, there are still some challenges ahead such as scale, standardisation, cost and general inertia. And as addressable advertising is highly data-driven, this advertising technique is also closely linked to the challenging topic of privacy and ethics. In order to get access to data, companies will have to give their customers enough value in return for their data.
    • Customer innovation: Delivering a customer-led strategy for sustainable growth

      Debruyne, Marion; Tackx, Koen (2019)
      Many organizations approach customer-centic marketing and innovating their business strategy in isolation to one another, missing groundbreaking opportunities for advancement. Customer Innovation, second edition, turns this on its head by starting with the customer, innovating around their needs, then building a customer led business strategy around it. It presents a well-constructed three-by-three formula of connect, convert, collaborate, laying the foundations for innovation and change, to improve the current customer journey and expand into new customer horizons. This enables new product and service development to flow with outstanding efficiency and substantial growth. Customer Innovation, second edition, includes exciting updates around co-creation and the benefits of involving customers, stakeholders and employees from the beginning. It provides guidance on using technology to reinvent traditional business models, with consumer needs at the heart. With a spectacular range of case studies, including Disney, LEGO and Johnson & Johnson, all delivered with active takeaways, this is the ultimate handbook for any leader, business or marketing strategist, ready to pave the way in a new era of customer led strategy.
    • Fair process perspectives on strategy creation

      Tackx, Koen (2015)
      In this dissertation, more efficient and effective methodologies of formulating and implementing strategy are elaborated, relying on the foundations of procedural justice theory, which states that when a decision-making process is considered “fair”, people to whom the process is applied demonstrate higher levels of trust and commitment.
    • Fairness in strategy formulation and implementation

      Tackx, Koen; Van der Heyden, Ludo; Verdin, Paul (2015)
    • Fairness in Strategy: A Fair Process Evaluation of Strategy Schools

      Tackx, Koen; Van der Heyden, Ludo; Verdin, Paul (Insead Working Papers Collection, 2016)
    • Getting fit for profitable growth. Capture the value you deserve

      Debruyne, Marion; Tackx, Koen; Melsens, Dieter; Vermeire, Peter; Debbaut, Dries; Thiebaut, Cédric (2016)
    • How to create trust in multinational corporations? Cross-cultural contingencies in fair strategy process

      Peeters, Carine; Tackx, Koen (2016)
      This paper proposes a conceptual framework and empirical validation to explain how a culturally differentiated application of the procedural justice theory may enhance the functioning of a multinational corporation (MNC). Using original survey data on 103 managers of international corporations who are strongly involved in headquarter-subsidiary relationships, we study how power distance and individualism-collectivism dimensions of culture moderate the relation between the constituents of procedural justice and the trust subsidiaries have in their headquarters. The analysis suggests that for managers originating from a ‘low power distance’ culture, the perception of changeability in the strategy process has much more impact than for managers stemming from a ‘high power distance’ culture. Also, towards managers with a more ‘collectivist’ background, ensuring that expectations and decisions are clear enhances trust more than for managers with a more ‘individualist’ background.
    • Is advertising for losers? An empirical study from a value creation and value capturing perspective

      Tackx, Koen; Rothenberger, Sandra; Verdin, Paul (European Management Journal, 2017)
      Does advertising lead to higher profits? This question has preoccupied company executives and academic researchers for many decades. Arguments have been put forth in both directions, and evidence is mixed at best. In this article, we re-examine the question from a value creation and value capturing perspective, which allows us to re-interpret and reconcile the different views and empirically validate the resulting hypotheses. Using a database of the top 500 brands of established companies during the 2008-2015 period, we find that advertising spending has no significant impact on profitability, while both brand value and research and development (R&D) spending have a clearly positive effect. In addition, we observe a positive interaction effect between advertising spending and R&D spending and a negative interaction between brand value and R&D spending on profitability. These findings corroborate the view that advertising in and of itself does not improve profitability, rather, its effect is positive only when it acts in support of customer value creation as a result of R&D.
    • Outlook on the European dso landscape 2020 - The trends that will change the name of your game

      Tackx, Koen; Meeus, Leonardo (2015)
      A recent survey by the Vlerick Energy Centre in close collaboration with KPMGon the future of Distribution System Operators (DSOs) shows that top executives from Distribution System Operators across Europe expect significant changes in their role and business environment. Vlerick Energy Centre Chairman, Daniel Dobbeni, explains: “Decentralised and renewable electricity generation as well as customers becoming rapidly both consumers and self-suppliers will change the power sector like never before. To keep the lights on, the industry actors must quickly acquire new knowledge and confront their experiences.” This research launched the new Vlerick-KPMG Chair on energy and was actively supported by the European sector organisations CEDEC, EDSO, Eurelectric and GEODE. Professor Leonardo Meeus and Professor Koen Tackx asked 108 executives from 24 countries about the changes they foresee in the energy sector by 2020. In total they represent up to 70% of all European distribution customers.
    • Seven things that brilliant product managers do (and how to learn them)

      Tackx, Koen (2019)
      When you were eight years old, what did you want to be when you grew up? Did you have a dream job in mind? It’s rare to meet a product manager who says that it has always been their dream job. Yet when you get to it, being a product manager is one of the most exciting and rewarding professional roles you could ever embrace. It’s a role where you can take ownership, gain the respect of your colleagues and peers – and lay the foundation for a successful career.
    • What is the right price. 6 paths of value creation that can lead toward higher pricing

      Tackx, Koen (2019)
      Our research insights translated into added value for you and your organisation Research – either academic or research for business – can only be valuable when shared. That’s why we translate our research into easy-to-read whitepapers focusing on the key insights that are relevant for you as a manager. This way, your organisation can profit directly from the latest research, the newest theories, the expertise of our faculty and much more.
    • Who will lead the energy market in 2030?

      Momber, Ilan; Tackx, Koen; Hadush, Samson Yemane; Meeus, Leonardo (2015)
      There are many uncertainties that might determine the future of the energy industry in general and the landscape of network operation in particular. According to the Vlerick Energy Centre together with a team of European industry leaders two of these uncertainties call for deeper analysis as they are more relevant and most likely game changers for the power grid industry: consumer involvement and decentralised generation. Depending on the level of consumer involvement in energy choices and the amount of decentralisation of the energy resources four scenarios were developed on how the energy market in Europe could look like in 2030. The co-creation process was supervised by Prof Paul Schoemaker, the world-leading scenario-planning expert from Wharton School.