• Royal Bank of Canada: Creating profitable relations with small business clients

      Slagmulder, Regine; Grottoli, D. (2005)
      Royal Bank of Canada or RBC, Canada's largest financial services group, is at the forefront of customer profitability analysis. The case illustrates how RBC uses customer profitability data to identify profit opportunities and make strategic decisions about its customer mix. In particular, it illustrates how the new customer-level information enabled RBC to recognise the untapped profit potential of its small business client portfolio. The purpose of this case is to illustrate how financial institutions like RBC can use customer profitability analysis to identify and enhance the profit potential of its various customer segments. The case describes the elements of RBC's customer value metric and how the bank reaped the benefits from targeted sales and marketing efforts informed by the customer-focused profitability analysis.
    • Royal Biscuits Inc

      Roodhooft, Filip; de Vlieger, An-Katrien (2008)
      Royal Biscuits Inc is a British manufacturing company of fine biscuits. They have a highly respected product portfolio of 3 fine biscuits: Supreme crisps (R), Tropical chocolates (R) and Sublime rolls (R).The turnover of Royal Biscuits Inc is steadily increasing, but margins are dropping significantly due to increased purchase prices of ingredients. In order to adjust the selling prices and thus improve the margins, the company urgently needs to know how much it costs to produce the biscuits. Therefore, they decide to set up a new straightforward costing system. The company opts for a standard costing system that allows them to recognise the generated costs upfront. By analysing this case, students are familiarised with a traditional standard costing system. The students are required to calculate standard costs and actual costs. A variance analysis helps them to draw conclusions. In addition, the students should build up an income statement using standard and actual costing.
    • Rozwoj rynkow energii elektrycznej

      Purchala, K.; Meeus, Leonardo; Belmans, Ronnie (2006)
    • RTE: Financing electricity transmission investments in a regulated environment

      Roodhooft, Filip; Hadush, Samson Yemane; Meeus, Leonardo; Momber, Ilan (2019)
      Leading up to 2013, Réseau de Transport d’Électricité (RTE), a French transmission operator (TSO), was the largest TSO in Europe’s electricity network. Like all European TSOs, RTE was subject to regulatory regimes. At the end of 2013, RTE was operating under a revenue cap, which required that it seek the regulator’s approval before making capital investments. The company was poised to undertake an ambitious investment program in 2014 to replace aging assets. However, the potential for regulatory changes, the need for the regulator’s approval, and the long depreciation life of the assets made planning difficult. RTE needed to develop a financial planning model that would help it decide whether to make the investment and how to prepare for possible regulatory uncertainties.
    • Ruimte voor personeelsbeleid in Vlaamse scholen

      Warmoes, Veronique; Devos, Geert; Stassen, Koen; Verhoeven, Jef C. (2005)
    • Ruimte voor risico

      Van den Broeck, Herman; Sanders, Jo (Ondernemen, 2004)
    • Ruimte voor werk: bouwrijpe bedrijventerreinen, economische ontwikkeling en ruimtelijke economie in Vlaanderen

      Vanhaverbeke, Wim; Cabus, Peter (Tijdschrift voor Economie en Management, 2002)
    • Ruimtelijke economie in Vlaanderen

      Vanhaverbeke, Wim; Cabus, Peter; Allaert, Georges (West-Vlaanderen werkt, 2001)
    • Running your company the smart way. How industry 4.0 will change the way you do business

      Boute, Robert; Isik, Öykü; Kleer, Robin; Muylle, Steve; Vanderheyden, Karlien; Vereecke, Ann (2019)
      Everyone is talking about Industry 4.0 – from the Internet of Things, additive manufacturing and the cloud through to artificial intelligence, augmented reality and blockchain. But what does it all mean in practice? It’s not a question of if Industry 4.0 will drastically change the way we do business. It’s a question of when and how quickly. So how can you apply this technology in your business – not just to improve production and performance, but to make a difference for customers? This white paper gives you the insight you need to get ahead of the game and prepare your organisation for the fourth industrial revolution.
    • S&OP and budgeting: Living apart together?

      Vereecke, Ann; Roodhooft, Filip; De Baets, Shari (2018)
    • S&OP and financial planning: Happy marriage or long-distance relationship?

      Vereecke, Ann; Roodhooft, Filip; De Baets, Shari (2018)
      The S&OP literature highlights the importance of integrating financial planning with S&OP. However, neither S&OP nor budgeting literature offer descriptive or prescriptive studies on this daily organizational reality. This paper provides a case study in a multi-national, detailing the relationship and reciprocating effects (positive and negative) between S&OP and budget.
    • SABAF: moving to a learning environment

      Roome (+), Nigel; Louche, Céline (Journal of Management Development, 2011)
    • Safeguarding serendipitous creativity during the COVID-19 Pandemic

      Ben-Menahem, Shiko; Erden, Zeynep (California Management Review, 2020)
      How does a firm ensure creative interactions among people within and outside of the organization in pandemic conditions?
    • Safety Stock Optimization in Two-Echelon Assembly systems: Normal Approximation Models

      Desmet, Bram; Aghezzaf, El-Houssaine; Vanmaele, Hendrik (International Journal of Production Research, 2010)
      This paper tackles the problem of optimising safety stocks in a two-echelon assembly system. It presents and discusses several approximation models for the assembly lead-time under the assumption of normality of the assembly demand and normality of components’ nominal lead times. These approximation models are subsequently used to optimise safety stocks throughout a two-echelon assembly system. They are then tested on a particular two-echelon N-identical component assembly system. The obtained results are compared with the results of a discrete event simulation. Finally, it is shown that lead-times and safety stock results already obtained for a two-echelon distribution system can also be derived without difficulty from those of two-echelon assembly systems.
    • Sailing on a sea of uncertainty: Reflections on operational resilience in the 21st century

      Ashby, Simon (The CAPCO Institute Journal of Financial Transformation, 2021)
      This paper reflects on operational resilience in the 21st century world of transboundary crises. Transboundary crises cross borders, including geographic and organizational boundaries and beyond. In so doing, transboundary crises can have surprising, even unique, consequences, atypical in both their nature and severity. In the case of COVID-19, the crisis spread rapidly from the biological world into politics, markets, and operations/supply chains, almost stopping the beating heart of our global economy. This paper proposes a capability-based framework for thinking about operational resilience in the face of transboundary crises. This framework incorporates formal and informal elements, along with a combination of pre-crisis planning and in-crisis adaptation. The idea is to maintain flexibility, while avoiding unstructured chaos. The case of Texan supermarket chain H-E-B is used to illustrate the framework. Though not from the financial services sector, there is much that financial organizations can learn from its example.
    • Sainsbury's (A): Transforming the supply chain

      Slagmulder, Regine; Grottoli, D.; Corsten, D. (2003)
      This is the first of a two-case series (603-020-1 and 103-057-1). In 2000, under increasing competitive pressure from other major UK retailers, J Sainsbury's Supermarkets embarked on a radical transformation of its supply chain. The case study describes the challenges involved in rejuvenating the firm's supply chain infrastructure, systems, processes, and skill sets as part of an 'all-or-nothing' strategy to regain a leadership position in the marketplace. The teaching objectives are: (1) to learn about recent developments in supply chain configuration and information systems in the retail industry, and (2) to assess the opportunities and risks associated with major investments in supply chain restructuring.
    • Sainsbury's (B): Supply Chain Performance Measurement

      Slagmulder, Regine; Grottoli, D.; Corsten, D. (2003)
      This is the second of a two-case series (603-020-1 and 103-057-1). The (B) case focuses on the performance measurement tools that Sainsbury's has implemented to improve the efficiency and effectiveness of its supplier relations. It describes the internal information system that provides up-to-date performance data on suppliers as well as an Internet- enabled system aimed at sharing daily supply chain information with suppliers. The case also demonstrates how a performance assessment tool called the Global Scorecard helps Sainsbury's and its suppliers identify opportunities for jointly improving their interface. The teaching objectives are: (1) to illustrate state-of-the-art information systems aimed at measuring and managing supplier performance in a retail context, and (2) to discuss how retailers and suppliers can work together to improve the efficiency of their interface and strengthen their relationship.