• Bank capital: a myth resolved

      Van Laere, Elisabeth; Baesens, Bart; Thibeault, André (2007)
      In order to promote financial stability, regulatory authorities pay a lot of attention in setting minimum capital levels. In addition to these requirements, financial institutions calculate their own economic capital reflecting the unexpected losses and true risk according to the specific characteristics of their portfolio. The current Basel I framework pays little or no attention to the creditworthiness of a borrower in deciding on the regulatory capital requirements. As a result, a lot of banks remove low-risk assets from their balance sheets and only retain relatively high risk assets on balance. The recently introduced Basel II framework should result in a further convergence between regulatory and economic capital. However, recent papers (Elizalde et al., 2006, Jackson et al., 2002 and Jacobson et al. 2006) argue that also under Basel II, regulatory and economic capital will have different determinants. This paper first gives an overview of capital adequacy and then further describes the differences and similarities between economic and regulatory capital based on a literature review.
    • Bank capital: a myth resolved

      Van Laere, Elisabeth; Baesens, Bart; Thibeault, André (Bank- en Financiewezen, 2008)
    • Bank networks and buyout financing

      Manigart, Sophie; Divakaruni, Anantha; Alperovych, Yan (2018)
    • Bank- en Financiewezen

      Vanthienen, Lambert; Van Hulle, Cynthia; Keuleneer, Luc (2002)
    • Bank- en Financiewezen

      Van Hulle, Cynthia; Vanthienen, Lambert; Bastens, T. (2002)
    • Banken en ondernemingen: op zoek naar een relatie

      Crijns, Hans (Bank- en Financiewezen, 1998)
    • Bankgeschiedenis in België tijdens de twintigste eeuw. Een historiografisch overzicht

      Buyst, Erik; Segers, Y. (Bijdragen tot de geschiedenis, 2001)
    • Bankmod Participant's Manual

      Thibeault, André; Nathan, A.; Li, J. (2002)
    • Banks as digital conductors

      Cumps, Bjorn (CxO Magazine, 2017)
    • Barco ClickShare: Introducing the next-generation meeting experience

      Standaert, Willem; Muylle, Steve (2021)
      Barco - a global technology leader in industrial visualization solutions - pioneered the category of wireless presentation systems for business meetings with its launch of ClickShare in 2012. Barco ClickShare rendered cables in the meeting room redundant, enabling meeting participants to share their laptop, tablet or smartphone screens wirelessly on the meeting room display. Over time, the Barco ClickShare product portfolio had evolved to 5 models, each targeted at a different type of meeting room - from huddle to board room. After 7 years of stellar growth, ClickShare was at a pivotal point: It had to sustain its momentum and double the number of units sold in three years' time, while driving meeting technology innovation and spearheading the next generation digital meeting experience. The case is situated at the beginning of 2020 and describes how the first two generations of Barco ClickShare products were brought to market, resulting in an installed base of 750,000 units across the world, with a presence in over 40% of the Fortune 1000 companies. In the case, three key executives of Barco's Meeting Experience business unit appraise how ClickShare evolved in terms of product design, market definition, value proposition, pricing, distribution, and communication, and discuss the competition. Given the changing market conditions and competitive dynamics, the executives set out to further digitize the product line, which raised two important strategic issues: What should the next-generation ClickShare experience be and how to bring the digitized product line to market?
    • Barco implements platform-based product development in its healthcare division

      Boute, Robert; Van den Broeke, Maud; Deneire, Kristof (Interfaces, 2018)
      In this article, we present how Barco, a global technology company, used an operations research optimization model, which was supported by an efficient solution method, to implement platforms—common structures from which sets of products could be made—for the design and production of its high-tech medical displays. Our optimization model captures all cost aspects related to the use of platforms, thus, it is an objective tool that considers the input from marketing, sales, research and development (R&D), operations, and the supply chain. This comprehensive view allowed Barco to avoid the excessive costs that may result from the implementation of an incorrect platform. Our model supported Barco in determining the elements that should comprise each platform, the number of platforms to develop, and the products to derive from each platform. The results of the project led to reductions in safety stock and increased flexibility due to the use of platforms: R&D can now introduce twice as many products using the same resources, thus increasing Barco's earnings by over 5 million euros annually and reducing product introduction time by nearly 50 percent.
    • Barco: Leading the Events Market

      Muylle, Steve; Debruyne, Marion (2009)
      In 2004, Barco is a leading player in the market for events projection for large and extra large venues. Barco's Events Business Unit is the biggest business unit of the Barco Media and Entertainment Division. Chris Colpaert, Director Product Management is returning from Infocomm, the most important tradeshow for audio visual professionals in the world, and needs to decide which product line decisions to take in response to the competitive developments in the market. As he prepares for a meeting with the Business Unit and Division directors, he is considering four options. The four options represent different innovation strategies.
    • Barco: Manufacturing strategy of printed circuit assembly

      Vereecke, Ann; Goeman, Filip; Serneels, Steven (2006)
      Barco is a multinational active in image processing technology. Four of the business units (BU's) each have a printed circuit assembly (PCA) department, supplying the final assembly plant of the BU. The management of Barco considers merging the printed circuit assembly departments of the four business units. The four business units supply different markets, with different requirements. The case starts by describing the competitive success factors in each of these business units. The final assembly units obviously play a critical role in accomplishing the market requirements for all business units. However, in some of the business units the role of the PCA department is also very critical for competitiveness. This is the second element in the discussion. A third element in the discussion is the performance improvement (or possibly deterioration) that may result from the merger of the PCA departments. The case allows the teacher to go through the decision making for the merger of the PCA departments. While this is mainly a discussion on the manufacturing strategy at the level of the plant and the PCA department, it also offers the possibility to discuss the organisational issues that arise in such a decision, and the potential for outsourcing the PCA. A teaching note supplement is available to accompany the teaching note.
    • Barco: Manufacturing strategy of printed circuit assembly - Teaching Note

      Vereecke, Ann; Goeman, Filip; Serneels, Steven (2006)
    • Barometer innovative public procurement in Belgium

      De Coninck, Ben; Viaene, Stijn; Leysen, Jan; Van der Auwera, Chris (2017)
    • Barometer van het concurrentievermogen van de Vlaamse economie

      Sleuwaegen, Leo; De Backer, Koen (Business Inzicht, 2003)
    • Barometer van het concurrentievermogen van de Vlaamse economie

      De Backer, Koen; Sleuwaegen, Leo (Over.Werk, 2003)