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  • What are the investment opportunities within the continuous learning market in Europe?

    Hanssens, Rachel; Van Ruiten, Isabelle; Wauthier Eléonore (2021)
    Sofina is a Belgian family holding founded in 1889 with a net asset value (NAV) of €8.9bn. It is listed on Euronext Brussels and is also part of the BEL20 since 2017. The uniqueness of Sofina lies in its patient capital, its established history as a family-owned investment company and its key partnerships with worldwide investment leaders. The firm has a global reach with investments in Europe, Asia and the United States. Sofina deploys three investment styles to partner with companies across different phases of the business life cycle: long-term minority investments, investments in venture and growth capital funds and investments in fast-growing businesses. Through an optimal mix of participations in said styles, Sofina performed particularly well in 2020, with a shareholder return of 18% and a jump in NAV from €7.6bn in 2019 to €8.9bn in 2020. The holding has four focus sectors: Consumer & Retail, Digital Transformation, Healthcare and Education. For the latter, Sofina is now looking to gain a better understanding of the fastest growing segment: continuous learning. Though poised to grow by 203% by 2030, this space has been left untapped by Sofina to date. In light of these findings, Sofina has mandated a Vlerick In-Company-Project (ICP) team to identify the investment opportunities within the European continuous learning market. This project is positioned within the fast-growing business investment style. The global education market has undergone massive transformation and growth over the last years. From a value point of view, the industry more than doubled over the course of the last two decades, growing from $2.8tn in 2000 to $4.2tn in 2010 to $5-6tn today. According to HolonIQ projections, the industry is set to reach $10tn by 2030, implying a 4% CAGR between 2000-2030. Albeit a century-old industry, education grows at a faster rate than the GDP of most advanced economies. The education market can be segmented in multiple ways. The consensus in the literature is to differentiate between four learning stages: Pre-K, K12, higher education and continuous learning. Whilst only representing 6% of the global education market in 2019, continuous learning is poised to note most growth by 2030, doubling its market share value-wise to 12%. The continuous learning market’s growth is driven by the changing demand for skills which is in turn is driven by key trends that are shaping the need for reskilling and upskilling the existing workforce. This trend that further supports Sofina’s rationale to deep-dive into the continuous learning market. The primary driver of the changing demand for skills is the Fourth Industrial Revolution. The trend of digitisation, automation and the increasing use of data and artificial intelligence are changing the way business is done and live their day-to-day lives. These innovations are happening at a faster pace which is further fuelling the pre-existing skills mismatch. Not only the nature of work is changing, but also the workforce is shifting. On the one hand, there is the ageing population which increases the need for learning for older people to stay relevant within the current workforce. On the other hand, a shift in generations within the workforce will take place. Millennials and Gen Z attach great importance to learning and development opportunities in the workplace. Moreover by 2030, 80% of new jobs added to the European economy are considered to be high-skill intensive. Our research highlight that both IT skills and soft skills are expected to be required by the majority of the workforce within ten years. Therefore, we deep dived into the different subsegments within IT skills and soft skills as well as into the different learning methods that exist to teach those skills. The IT training market is worth approximately $70bn in 2020 split between data & software ($31bn), cybersecurity ($9bn) and IT infrastructure & cloud computing ($30bn). Based on our research, data/software training is delivered via different learning methods. Two delivery methods in particular, hands-on platforms and bootcamps, have been identified as well tailored for teaching advanced IT skills. Moreover, cybersecurity has also been highlighted as a universe for potential investment. Within cybersecurity, we distinguish between technical training and awareness training. Both markets show tremendous growth potential and attractive industry structure with a lot of new emerging companies. On the other hand, we noticed that the competitive landscape of IT infrastructure and cloud computing is dominated by a few big players such as Amazon Web Service, Google Cloud, Microsoft. Therefore, those markets are not interesting for Sofina because ultimately the holding would always have to deal with those huge tech companies as end suppliers. The soft skills training market is segmented in six learning methods: microlearning, short classes, medium classes, executive classes, coaching and mentoring & peer-to-peer learning. Among these methods, coaching has been identified as the most effective learning method for soft skills development and implies the the largest future potential. Based on data from the International Coaching Federation (2020), the total market size of coaching approximated $15bn in 2019, of which B2B with 65% accounts for the lion’s share. Given that the pricepoint for corporate coaching is often up to 3 times higher than B2C, it can be assumed that the actual market is potentially even larger. The prospects of the coaching market look promising. Coaching platforms enable to deliver coaching in a more scalable and affordable way. In addition, the online segment is projected to further grow on the back of democratised pricing of new coaching platforms. Our findings served as the basis for the ultimate deliverable of this In-Company-Project as they stipulated the rationale of our investment recommendation. We developed a universe-specific longlist, shortlist and profile one-pager of promising investment targets for the four selected universes: handson platforms, bootcamps, cybersecurity and coaching). We collected company names from industryspecific reports and enriched our list with players namedropped during expert calls and meetings with the Sofina education team. In total, 203 companies have been identified during this first screening. Those 203 companies constitute our longlist. Next, we shortlisted candidates based on five criteria set by Sofina: investment stage, presence of existing investors identified by Sofina as core or target investors, customer focus of companies (i.e., B2B was favoured to B2C), business model (i.e., pure players were favoured to multi-solution providers) and employee growth. We believe that these companies fit within Sofina’s investment strategy and are well-positioned to capture current and future value in the continuous learning space. The most suitable candidates not yet on Sofina’s radar have been profiled in 15 one-pagers. In conclusion, we recognise investment opportunities within the European continuous learning market in providers of IT training solutions (i.e. interactive platforms, bootcamps and cybersecurity) and providers of soft skills development (i.e. coaching). The team recommends Sofina to schedule more expert calls to further collect insights on the position of the 15 selected targets vis-à-vis other emerging players as well as industry incumbents. If favourable, the team suggests to establish first contact with the entrepreneurs to gauge investment interest.
  • Data services: the way forward for the banking industry Simge

    Hocalar, Simge; Raymaekers, Nina (2021)
    This thesis discusses the question “Is the bank ING Netherlands in a position to propose a data insight solution to its wholesale clients?”. This subject emerged as external elements push banks to be more data driven and innovative. Market trends such as open banking initiatives, traditional revenues being under threat and increasing clients’ demands create an urgency for ING to adapt to the current market reality. The scope of this paper is narrowed down to look at the validity behind answering this question across three evaluative axes: desirability, feasibility, and viability. This was done by first exploring if the bank’s wholesale clients would be interested in such insights through a primary customer research, then by examining if its internal capabilities were adequate to doing so through analysis, and finally confirming viability of the project via an internal situation analysis. For the purpose of this study, we focused on the bank’s Dutch entity, gathering most of our information from employees in the departments of payments, sales and data analytics via semi-structured interviews. Through our research we were able to establish that all three components were addressable for this proposition. Our analysis of desirability has shown that ING’s wholesale clients want to better understand industry trends and habits of their customers, in order to make strategic decisions regarding store offerings, closures or expansions. In gathering such information, they currently are frustrated by incomplete data sourced internally or embark on a lengthy process to get it externally giving them only a snapshot in time. Therefore, to satisfy their client’s needs, ING has to incorporate information on share of wallet and segment overlaps in a potential product offering. It is clear that clients will be interested in acquiring this product under this form. Regarding the feasibility, we conclude that if ING decides to continue with this project, the bank is capable to develop such a data-driven product. First of all, the clients’ needs are addressable in terms of ethical compliance. This means that ING is able to create a final product which is both desired by clients and feasible for ING to execute. Furthermore, ING is able to offer the data insights in subscription-based bundles, since this is preferred by the clients as well as achievable for ING. The creation of a platform would support the distribution of the bundles and can be easily created as ING has the experience and a data analytics team is available. Lastly, internally the bank has the necessary components that are relevant in constructing the data proposition. The strategic mindset focused on data, the strong positioning and the unique selling point enforce the possibility that ING is able to create data insight solutions for their clients. For the viability of this project, we can conclude that ING should pursue a data proposition. The external market analysis indicates that banks should operate in an innovative way and utilize the data they have in order to keep up with the current market trends. Especially threats regarding traditional revenue streams, open banking initiatives and the changing needs of corporate clients push banks to adapt. Furthermore, within the current competitive environment we believe there is a space for ING to establish itself as one of the main banks, as no other ones were yet detected in the Netherlands who offer this type of data proposition. However, ING should be aware of emerging fintechs as they form a substantial part of the competitors who pose a threat. Additionally, previous initiatives showcase ING is capable of developing such solutions, but two obstacles should be considered when taking this initiative further: addressing the ethical dilemmas and monetizing the solution accordingly. In addressing the viability, we have also looked into the value for ING, where it can be either direct or indirect. Lastly, currently three roll-out options have presented themselves for ING to choose from. The conclusions reached from our research and evaluation of the three components can be illustrated by the following: desirability, feasibility and viability for this proposition are all present. Customer facing, their clients have pain points addressable through share of wallet and segment overlap information. Internally, ING has the data, product overview and capabilities needed to shape this proposition. In regard to the strategic decision, no other bank is currently offering this in the Netherlands but there are competitors, ethical dilemmas and monetization are obstacles to projects succeeding, revenue can be indirect and direct, and roll-out can be stand-alone, incorporate or partner. Our recommendations are based on the urgency and time sensitivity of this project for ING. If less time sensitive, they can incorporate this solution into the Dealwise platform, requiring no technical investment and allowing for pairing with loyalty schemes. If more time sensitive, they can decide to keep ownership as a stand-alone proposition within tribe payments, or partner with Alphalyx efficiently and cautiously. When it comes to monetization, an answer from the ethical board is necessary but if positive we recommend going ahead as this would generate a new revenue stream for the bank. We have also presented some advice to the company with points we deem essential to success. The bank needs to learn from and build upon its past initiatives around data insights in order to correctly address and minimise ethical dilemmas this time around. In taking the next steps recommended, clear communication and structure are needed for information and focus of the project to be directed towards success.
  • Performing market research to provide the key elements to design a go-to-market strategy for the branding and launch of an innovative dermatological product in Belgium

    Arnou, Reinhard; Denys, Emma (2021)
    Acne vulgaris is a chronic inflammatory skin condition that affects 9.34% of the globalpopulation. The impact is both clinical and psychosocial, resulting in a considerable burden on people suffering from this disease. It has been described that the microbial skin flora consisting of C. acnes and S. epidermidis plays a large role as constituent in the development of inflammatory acne lesions. Consequently, current treatment guidelines include topical antibiotics to treat acne. As an R&D-driven innovation focused company, Flen Health developed Faceme, a medical device that has antimicrobial properties with a lower risk for development of antibiotic resistance in the treatment of acne vulgaris. The product creates an ideal wound healing environment for the acne lesions to reduce in both number and severity. Next to that, other ingredients contribute to lower sebum production and faster skin renewal. The anti-acne product market is extremely scattered with a very strong competitive landscape. This market consists of three types of products, including cosmetics, topical drugs sold without a prescription and topical and oral treatments available only on prescription. Globally, the cosmetics and anti-acne drug market combined, amount to over 6.5 billion USD in sales. Different sales channels and the very strong market positioning of competitors result in a fragmented market to enter for Flen Health. This report aims to provide the key elements in order to develop a product positioning and goto-market strategy for Faceme. This was done by means of the different steps described in the STP model. First of all, a generic product positioning was put forward based on the product properties and results of pre-clinical data. Secondly, patient’s experienced on suffering from acne and their search for a solution were researched. To design a patient journey pathway, both qualitative and quantitative interviews with patients were conducted. Based on these data, key stakeholders in the decision process of acne patients have been determined. The three main stakeholders are the patient, the pharmacist and the dermatologist. This necessitated the need for a qualitative semi-structured interviews with pharmacists to construct a pharmacist decision journey about recommending a certain anti-acne product. This has resulted in three decision processes for pharmacists i) starting with patients having an acne ailment ii) patients asking for a specific product, and iii) The main drivers for pharmacists to add a product to their in-house portfolio. Based on this research, it was observed that in order to create market disruption for Faceme, the pharmacists would be one of the main stakeholders to focus in order to be able to create large sales volumes. Before pharmacists can be convinced to recommend Faceme for patients, it is recommended to conduct additional clinical research on the efficacy of Faceme, next to a comparison with the main competitors. These have been selected based on usage by patients as well as pharmacy sales volumes. Finally, additional clinical data could also be useful to approach dermatologists and convince them to endorse usage of Faceme. A Rogers 5 factors analysis to determine the market disruption potential of Faceme was performed. This indicated that the strongest attribute for innovation adoption is Faceme’s relative advantage, which can be translated into a USP “Treating acne lesions as a type of wound”. Observability, on the other hand, proved to be the biggest inhibiting factor. Patients, pharmacist and treatment pathways were analyzed to define leverage points. These points were assigned a score based on multiple criteria. This model confirmed the importance of marketing efforts to drive large sales volume but was unable to provide insights into priorities because of a lack of specific data. This did however confirm the need for additional clinical testing. It is strongly advised to conduct additional clinical testing before launching Faceme, as this will clarify which leverage points to focus on and will help to refine how big the relative advantage of Faceme is.
  • Measure to success: KPIs in a growing B2B company

    Cnockaert, Charlotte; De Maeseneer, Margot (2021)
    Serax designs and creates design objects and furniture in collaboration with several designers and sells them B2B through different channels. Sales can either come from the sales representatives, the B2B webshop or direct orders from the distributors. The manufacturing of these products is outsourced before being stored at and distributed from the head office’s warehouse in Kontich. The customers are divided in two main categories, more specifically retail and hospitality. Over the years, Serax has seen an incredible growth in terms of products and customers. The company sells their products in many different countries and has recently expanded to the US. Moreover, the company aims to grow even more and hopes to achieve 50 million euro in sales by 2023. They want to achieve this goal though attracting more customers in and outside their core markets. To achieve this, they will need to work with new and more international designers. As a result of this expansion strategy, keeping track of the logistics and warehouse manually has become increasingly difficult, but so much the more important. Hence, our in-company project focuses on the development of a KPI list across different departments within Serax and ultimately a fitting dashboard. First, a survey is sent out to the two categories of customers. The customer survey is tailored to the customer segments, retail and hospitality, and their corresponding sub-segments and questions the overall performance of Serax, the performance of several company characteristics, the importance of these characteristics and the B2B webshop performance. In addition, customers have the option to leave a comment. The importance of the different characteristics in combination with its performance allows to identify important company objectives from which KPIs can be deducted. The identified objectives mainly relate to the availability of the products, the delivery of correct and no damaged products, the compliance with expectations as well as the high quality customer service and products. In addition, the webshop seems to underperform with regards to its user-friendliness and functionality. Next to the survey, interviews are conducted with employees from Serax and people with relevant experience in the field of company reporting. The inhouse interviews help to map the different processes within each department and the corresponding responsibilities, while the external interviews provide insights in avoiding common pitfalls, such as developing too many complex KPIs and lack of accountability, and finding the metrics of great importance. The information collected from the survey, the different interviews and the literature review allows to construct a strategy map. The strategy map is used to define objectives and corresponding metrics customised to different needs while keeping in mind the overall strategy of a company. The strategy map objectives are presented following four different perspectives, more specifically the financial perspective, the customer perspective, the internal processes and lastly, the learning and growth perspective. After establishing and constructing the company’s objectives following the strategy map, each objective can be linked to one or more KPIs. This allows Serax to measure the desired evolution in terms of the extent to which KPI targets are achieved. Then, objectives are linked to other objectives within the same perspective or another to show how the objectives are interrelated and how each objective contributes to the overall strategy. To ensure the KPI list is as relevant as possible, another approach is applied in this report. The purpose of the second method, being the return on invested capital tree, is to better link the financial objective of a company to its operations. This should be achieved through splitting up the ROIC in as many relevant sub-components that are measurable. These measurable components then represent the KPIs. The combination of both methods yields a long list of KPIs. The full list contains objectives, definitions and the calculation method and was ultimately constructed following the strategy map structure. As not all KPIs can be measured using the information currently available in Serax’ SAP systems, the full list is only partly implemented. The remaining metrics are to be implemented in the future, providing some company process adjustments. Therefore, implementing KPIs is an iterative process that should be revised on a regular basis. Not only measuring the objectives is important but also defining clear KPI responsibilities to assure that employees follow up on them and act upon the information in order to achieve the objectives. In order to engage the employees even more, this is complemented by a hybrid incentive system, consisting of collective, team and personal level incentive possibilities, to motivate the workforce in achieving the pre-set goals for 2023. Lastly, some recommendations for the long and short-term future are listed. These entail solutions to measure more KPIs and current KPIs more precisely. The potential future changes mainly refer to standardising the processes in the organisation such that systems can be adapted to register data more accurately.
  • The development of a future-proof channel strategy to guarantee a strong position within the Belgian temporary staffing industry: a case study

    Segaert, Ann-Sophie; Van Puyvelde, Jozefien (2021)
    Obtaining and maintaining a strong brand position is necessary for a company to survive nowadays, especially within the highly competitive temporary staffing market. In 2015, a Federgon study predicted that technology would change this industry in a disruptive way. The introduction of technology within this market will totally change the way recruiters approach, select, and hire job candidates. Looking at the banking and automotive sectors, where the digital revolution started several years ago, we see that it is important for temporary staffing companies to adapt their business model to these digital changes in order to gain maximum visibility, reach their target audience and keep up with the competition. This project focuses on defining the strengths and pain points in the current brand positioning and MarCom channel mix of Forum Jobs, as well as defining the upcoming trends within the Human Resources Management (HRM) sector. The aim of this project is to come up with a well-founded sustainable action plan for Forum Jobs in order to keep growing and remain successful in the future. The content of this report is backed up by comprehensive secondary research. Firstly, based on theories regarding brand positioning and channel strategies, we were able to thoroughly analyse Forum Job’s current marketing efforts. Secondly, four relatable competitors were analysed based on their channel strategy and compared to Forum Jobs. Thirdly, literature and case studies on the current situation and the expected future of temporary staffing agencies gave deeper insight into the industry. To reinforce this secondary research, primary research was conducted by means of in-depth interviews with HR experts and surveys with (potential) job candidates. On the basis of the primary and secondary research, both a short-term and a long-term recommendation were developed. The short-term recommendations consist of all kinds of improvements that Forum Jobs can implement immediately or within a few weeks. This mainly relates to the increase of website traffic by optimising their ranking on Google, as well as to changes in the communication and content of their social media channels. In addition, we made recommendations to the company about the three job boards they are currently using. The long-term recommendations consist of significant investments that the company will have to make in the long term to stay ahead of its competitors. Both secondary and primary research support the investment in an application. The same applies to sponsorship initiatives, traditional media advertisements and street advertisements
  • A strategy and business model assessment of Euroinvestor. A Danish financial media for private investors

    Cleyman, Bo; Goossens, Elisabeth; Mohay, Peter (2021)
    The global media landscape is undergoing drastic shifts. Over the last couple of years, the industry saw advertisement revenues decline due to the emergence and domination of the large American technology companies. Media users and advertisers can now easily search and find news content beyond the platforms provided by media companies. On top of that, media companies are no longer in charge of the technological infrastructure, and commercial standards they use for providing content to their own users. Global players such as Facebook, Apple, and Google now determine significant parts in the commercial value chains of media companies. In addition, the business models and value chains that have grown historically in have vanished thanks to new technologies. Strategy analysis, formulation, and business model innovation have never been more important topics in the industry than today. For this in-company project, hosted by DPG Media, performed by Bo Cleyman, Elisabeth Goossens and Peter Mohay, and academically supervised by Prof. Dr. Kurt Verweire, the students of Vlerick Business School were assigned a project for Euroinvestor. The company is part of Berlingske Media, the Danish holding company under DPG Media. Euroinvestor is an advertisement funded financial news media that targets private investors. It is a small, but rapidly growing financial news media that targets private investors. Until now the growth of the company has increased yearly in pageviews and unique visitors. The company’s recent boom in traffic is caused by a surge in individual traders, who now have access to commissionfree online broker apps, governments stimuli, and lots of downtime during the pandemic. Nevertheless, the company’s financial results are disappointing. Euroinvestor had a negative EBITA margin of -40%, which translated in a negative result of - €381.000 in 2020. The Belgian management team is eager to learn whether Euroinvestor has more potential in terms of revenue growth and profitability. During the in-company project, it is the assignment of the students to break down the problem and find root causes of the poor performance of Euroinvestor. Additionally, it is requested to investigate opportunities to improve its performance. The students formulate the research question as follows: “Is it possible for Euroinvestor to increase profitability to 30% with €1 million in EBITA within the next three years through strategy and business model improvements?” The project was divided into two periods. The first period took place in Belgium. During the time in Belgium, the students took the opportunity to conduct a thorough strategic market analysis using Michael Porters (1979) Five Forces framework to analyse the Danish media industry. This analysis was executed through both primary and secondary data collection. To complement the findings from the literature review, primary empirical insights were collected by way of industry expert interviews and focus groups. Furthermore, the company’s annual statements were analysed, and several internal stakeholder meetings were arranged to clarify remaining questions about Euroinvestor’s strategy and business model. In Denmark, multiple internal stakeholder meetings and feedback moments were organized, as well as regular update meetings with the DPG Media steering committee with the aim of developing a realistic and ambitious 3-year business plan. The strategic market analysis showed that in Denmark the advertisement revenue excluding the revenue earned by Google, Facebook and LinkedIn declined in 2020. Furthermore, advertisers have numerous alternatives to advertise on as entry barriers are low. On the other hand, the target market increases as the digitalization and the pandemic have caused a surge in private investors. Consequently, the students did literature studies on alternative revenue sources in the media industry as well as investigate and interview other companies within the financial media industry to find out more about successful business models. It appears that affiliate partnerships and subscriptions show to be the most promising alternatives. For the strategy evaluation of Euroinvestor, the students applied a framework of Vlerick Business School. This framework states that winning companies should have a unique and focused definition of four building blocks: Whom do we serve? What do we offer? What is our value proposition? And what is our value proposition? It is concluded that in order to become more successful, a more detailed, elaborated, distinctive and focused understanding of these blocks should be described. It is crucial for a company to make sure that the quality of the strategy is high for execution to be effective. Consequently, those building blocks were redefined. The target group is segmented into three different subgroups: the passive, casual and active private investor. The total potential market size is estimated to be 1.300.000 people. The students observed that these different groups have different needs that need to be satisfied. Regarding the product offering, the students concluded within the financial media industry it is necessary for Euroinvestor to offer a deep selection of specialized products of very high quality. The value proposition of the company should be in offering qualitative products and connectivity with and among its key customers. And finally, a pivot in operating model is recommended towards a more customer intimate model., Finally, a business model is developed that translates the new strategy of Euroinvestor in a concrete three-year business plan. Business modelling is about how you organize your activities and resources both internally and externally to make money. For this reason, the business plan was structured into the three revenue streams: advertisement, affiliate partnerships and subscription revenue. These revenue streams are necessary to make the company more profitable. For each revenue stream a detailed description of its products, strategic fit, operational requirements and financial implications are presented. Within the advertisement revenue model, it is advised to elevate the quality of the website by investing in a better user experience and user interface, better tools, and new content. Two affiliate partnerships are proposed and described in detail. Finally, the subscription package is presented. This package includes model portfolios, Euroklubben, weekly workshops and seminars, and access to a Euroinvestor audio library. In terms of financial projections, in the business plan it is estimated that Euroinvestor would increase its total revenues to €3.280.600 in 2024, which is 63% higher than the base case. The revenue split in 2024 will be: 71,9% advertisement revenue, 3,7% affiliate partnershiprevenue, and 24,4% subscription revenue. Finally, its profitability margin will increase to 30,89% in 2024, which is 24 percentage points higher than its budgeted 7% margin for 2021. This equals an EBITA of €1.013.297 in 2024. To conclude, this document includes a thorough market and company analysis that can be used as a guideline for Euroinvestor’s future activities. Additionally, it can be used a source of inspiration an information to enter the financial media industry.
  • Pricing in the fresh produce industry: How to set the right price for the right customer

    Kaunda, Marvin; Vandeurzen, Charlotte (2021)
    The main objective of this project is to develop a pricing strategy and provide Fair-Fruit with a 4-level pricelist. As the main objective of Fair-Fruit is to attract new customers and to increase the product offering to current customers, a value-based pricing strategy will help the company to develop and maintain long-term customer relationships. Fair-Fruit deals with 4 types of customers (brokers, wholesalers, distributors, and retailers). Therefore, a value-based price strategy will allow the company to provide the best benefits to price ratio to each type of customer. The technique of conjoint analysis was used to measure the price sensitivity of each type of customer, as well as sensitivity to other product attributes. More specifically, a choice-based conjoint analysis was conducted that required respondents to make choices between fully described products. The survey was designed in such a way that the product descriptions would vary systematically in the levels of certain attributes that define the product as well as the price. The product selected for the conjoint analysis is French beans, as it is interesting for Fair-Fruit to make this product more attractive. To establish the different levels and attributes, a supply chain analysis was conducted, including a margin analysis of the fresh produce industry and a value flow chart of the different players within the supply chain. In addition, a customer value analysis was done by conducting interviews with Fair-Fruit’s current customers to ascertain what each type of customer of the company values about Fair-Fruit’s products and service. The following attributes were included in the conjoint analysis: price, order size, credit period and promotions. For each attribute, three different levels were established, except for price, for which 5 levels were set. The sample for the conjoint analysis consisted of companies within the fresh produce industry, based in the United States. Based on the supply chain analysis, conjoint analysis and customer value analysis, several conclusions could be drawn, and recommendations could be given to Fair-Fruit. These conclusions were broken down by customer type within the fresh produce supply chain. In addition, some general recommendations could also be provided to the company. It should be noted, however, that due to a low number of responses to the conjoint analysis, conclusions could only be drawn from this analysis for distributors, and not for the other types of customers. Concerning the brokers, it was found that they have lowest margin of the fresh produce industry. At the same time, they bare the most risks and purchase the highest volumes. Therefore, it would make sense for Fair-Fruit to offer them slightly lower prices. Regarding the wholesalers, a change within the industry can be observed. More and more wholesalers are establishing their own distribution network. As a result, the difference between a wholesaler and a distributor is becoming increasingly blurred.The conjoint analysis resulted in several findings concerning the distributors. First, price did not appear to be the most important factor for distributors as the analysis shows that credit period, order size, and price are considered about equally important. Moreover, the additional question added in the survey that gauged which claims customers thought were most important showed that quality comes first. After that, trust and reliability, and good communication are what matters most. This is consistent with what emerged from interviews with Fair-Fruit's customers. Finally, the supply chain analysis showed that retailers have the highest margin in the industry. This is an opportunity for the company to increase their prices up to 10% if they would decide to sell directly to retailers. Fair-Fruit would then have a similar gross margin as wholesalers and distributors. However, the company should not try to match their prices as they would then lose their competitive advantage. Additionally, Fair-Fruit should keep in mind that the sale process to retailers is more time-intensive and standardized. A general recommendation that applies to Fair-Fruit's 4 types of customers is to look at what part of the market a customer continues to sell the products to. Is this customer trading with the low end or the high end of the market? Subsequently, Fair-Fruit can adjust its prices accordingly. Based on the customer value analysis, it was revealed what Fair-Fruit's current customers value most: quality, communication, transparency, trust, and reliability. This is an opportunity A final recommendation for the company is to make use of the described methodology and the conjointly software employed during this project. By continuing the current conjoint analysis, the number of respondents would grow. This would lead to more results for the conjoint analysis and help to aim towards statistically significant results.
  • Developing an acitivity based costing system to benchmark two operational units in an agricultural setting

    Buysschaert, Maroussia; De Wachter, Sofie; Wille, Marie-Astrid (2021)
    FairFruit, an exporter of fresh vegetables to the European, American and Asian market, operates two operational units which are in Guatemala and Peru. While they supply similar products to the same market, processes vary and differences in the cost structures are identified. Especially the overhead costs are significantly higher in Guatemala than in Peru. The explanation behind this phenomenon is yet unknown to the management of the company. Therefore, the problem statement of this project is: “What is explaining the differences in cost structure of the two operational units?” An answer to this question offers the opportunity for both units to execute structural improvements, reducing costs and inefficiencies. To answer this research question, the Activity-Based Costing method was used. The ABC method is a frequently used accounting tool which assigns overhead costs to activities performed by the company. By performing this method, management can have a clear overview on the costs related to the activities. It gives them the opportunity to focus on improving the costly activities and strengthening those that are having a strong impact on the bottom line of the business. As a next step, Activity-Based Management can classify all identified activities into value-adding and nonvalue-adding activities to make strategical and structural improvements. To execute the ABC method, many different steps were taken. First, a comprehensive view on the plant mapping and the process flows for all products was acquired to obtain a valuable understanding of the operations at FairFruit. Secondly, primary data was collected by doing interviews with key people from different departments of the company. Finally, an activity dictionary was constructed, forming the basis for next steps in the project.In the following phase, an understanding of the financial data for both operational units were gained, the financial statements were streamlined, and the detailed cost accounts were identified. Eventually, the detailed cost accounts were allocated to the corresponding activities with the use of several resources such as the company databases, interviews, process flows, etc. By conducting this analysis, interesting views on the operations of both operational units were handed to the managers. The final ABC model turns the scattered cost accounts in the company’s financial data into a list of costed activities, giving them the opportunity make strategic and structural improvements. As the project was faced with several challenges and limitations, the concluding section of this reports gives interesting suggestions for future research.
  • How to raise funds and awareness by giving a second life to recycled river plastic?

    De Patoul, Constance; Maes, Victoria; Van Marcke de Lummen (2021)
    The following paper reports the actions, main findings and recommendations the team has found over the seven-week period in Douala, Cameroon. The team composed of Constance de Patoul, Victoria Maes and Jean Van Marcke de Lummen was working for River Cleanup. It is a Belgian NGO founded by Thomas De Groote that has as its main objective to prevent eight billion of plastic from entering our oceans by collecting these in the most polluted rivers around the world. The objective of the In Company Project was threefold. First, it was to identify potential products to be made from the collected river plastic. This, in order to give a second life to the plastic, but also to raise funds for River Cleanup to support its activities worldwide. Second, it was to identify potential partners that could add, at the moment of the checkout of their webshop or physical store, the option to donate a symbolic amount of money to River Cleanup, again to support its activities. Finally, the last objective was to raise awareness among the Cameroonian population on the problem of plastic pollution. The paper starts with an introduction looking at the company background to give a better understanding of the environment. The different stakeholders are mentioned each with their responsibility described. Among those stakeholders, NAMé Recycling is an important one, as it is River Cleanup’s local partner in Cameroon. They are mainly active in the collection and recycling of plastic in Douala and Yaoundé. They do so by organizing cleanups in different parts of the city on a weekly basis and also by installing ecobins at key locations. Those ecobins are then collected weekly and the plastic is then recycled and reused in different products. The next section talks about the first project, later referred to as the product project where a finished good had to be found to give a second life to the collected river plastic. In the first instance, a brainstorming was conducted to identify potential products and partners. The brainstorming was done following specific criteria to enhance creativity and nurture the out-of-the-box thinking. Once the brainstorming was completed, a sample selection was carried out resulting in an established shortlist. The interviews were then conducted with those companies based on a specific interview template. The outcome of the interviews is then explained stating the advantages and disadvantages of each partner, (Gomi, Chaint Afrique, Samsonite, Ice Watch, and Shopping Basket). A visual representation of the results is then plotted making estimations on the revenues and the impact each alternative could bring to River Cleanup. Finally, a recommendation on which product to go for is given using a clear and structured argumentation. The fourth section refers to the checkout project and how River Cleanup could raise funding by allowing clients of renowned brands and retailers to donate a symbolic amount during the checkout. The approach for this section is similar to the previous one. Nevertheless, some differences can be found. Here, a brainstorming was carried out, but using a different technique than for the product project. In this case, the collaborative brainwriting technique was used that implied that everyone around the table had to come up with a certain amount of ideas based on someone else’s idea in a certain amount of time. Based on the outcome of the brainstorming, a sample selection was made taking into account pre-defined selection criteria. The results of the interviews with Uniqlo, Kazidomi and Brussels Airlines are explained using the same layout as for the previous section. A visual representation is made to plot the results showing the revenues River Cleanup could gain by implementing a donation option at the checkout plus the impact the partnership could have with each company. Lastly, recommendations are given regarding the best partnership alternative. The last main section is defined as the school section. It describes how we plan on raising awareness about the problem of plastic pollution among the population of Cameroon. The objective is to create a competition among schools in Douala. The latter would consist of picking up trash during a certain period of time. The school that has collected the most plastic wins. The first part of this section describes why this competition is important, why there is a need to target young children and how the schools were selected based on the type of school, public or private. Based on the different findings and school visits performed during the stay, an action plan is created. This action plan is a detailed document that is summarised in the last section. The goal of this plan is to make sure that the competition will run smoothly while there is no presence of River Cleanup in Cameroon. It states the different practicalities (dates, rewards, etc.) of the competition, a timeline with the key actions and also a summary of all stakeholders and what their responsibilities are, and the budget needed to carry out this challenge. Throughout the whole project, both qualitative and quantitative analysis were made in order to get to final results. With support of those latter, a conclusion is drawn up wrapping up the main findings of the paper. This last section also recalls the companies that match River Cleanup ambition to close future partnerships.
  • Developing a strategy for revenue growth for an onion cooperative in Burkina Faso

    Van Herck, Anthony; Van Praet, Gaëlle; Wittevrongel, Marijn (2021)
    Burkina Faso ranks amongst the least developed nations in the world with a Human Development Index ranking of 182 out of 189 (Frontier & Development, 2021). The landlocked West-African country is since 2019 the centre of the ongoing Sahel crisis (Raleigh et al., 2021). Despite the humanitarian and COVID-19 crisis, different cooperatives have been formed to meet the country’s rising food demand. One of these cooperatives is the Union Provinciale des Coopératives de Producteurs d'Oignons du Sanmatenga (UPCPO, a union of onion cooperatives based in the Sanmatenga region of Burkina Faso). In partnership with the Belgian non-profit organisation Trias, the union aims to improve the standard of living of its members and to become financially independent as a cooperative in the future. This research is conducted in partnership with Trias and the UPCPO to provide feasible recommendations that the UPCPO can execute to boost profits for its members in the Sanmatenga region of Burkina Faso. Using the human-centered design provided by IDEO (2015) as a methodology, a marketing plan for the UPCPO has been formulated. The marketing plan follows 6 P’s provided by Booms & Bitner (1981): Price, Product, Place, Promotion, People, Process & Physical Evidence. The 7th P, physical evidence, is out of the scope of this research. First, the most important recommendation that has to be implemented on the short term, is highly feasible and will have a huge impact: process. The UPCPO can increase revenues through investments in stock capacity. Through additional storage units, the UPCPO can increase 2 revenue streams: the sale of onions and the rental of storage space. The former relates to onions being sold at a higher price during the wet season while the latter refers to the rental of storage by the UPCPO to the farmers. Combined with this investment, a sale strategy and roadmap were integrated. As a Union with the cooperative principles in mind, there needs to be a shift towards a business mindset in the UPCPO. Therefore, it is necessary to increase their managerial capital. This can be done though trainings and specialisation. Trainings should be on three levels: organisational, specific and individual. Next to that, for key functions, there should be one responsible who can focus on performing that exact task. Those specialists should get permanent training, support and guidance in their roles. With onions falling under the commodity trap, the UPCPO needs to differentiate their product and services in order to stand out from its competition. Differentiation is key to increasing sales and attracting new buyers (Harvard Business Review, 2007). If the UPCPO starts to provide extra services, innovate on its products or delivery, they can escape the commodity trap and increase its revenues. Four opportunities for service and product differentiation were identified: the use of UPCPO branded packaging, provide different quantities of onions, new product development and an extra service with the introduction of mobile payments. The current pricing strategy of the UPCPO is a combination of cost plus pricing and competitive pricing. Cost plus pricing has a few major deficiencies, with its major one being inefficient (Garrison et al., 2013). Competitive pricing does not take demand related aspects into account (Heil & Helsen, 2001). Ideally, the UPCPO should move towards value-based pricing. It is confirmed that value-based pricing is a key component in receiving larger returns and creating a competitive advantage (Debruyne et al., 2003). Since value-based pricing is all about understanding the willingness to pay (WTP) of the consumer, the UPCPO could try to perform a conjoint analysis in order to obtain the WTP. Currently, the UPCPO has 2 marketing channels (or distribution channels): the institutional clients and the wholesalers. It is recommended that the UPCPO should keep working with its current channels. Intermediaries are more efficient in making goods.
  • Market strategy for a chinese tyre manufacturing company entering the middle east

    Moës, Arnaud; Noé Matthieu; , Van Delm, Christophe (2021)
    Sailun is a Chinese tyre manufacturer looking to enter the Middle Eastern market. For this, an extensive research was necessary looking into different aspects. These aspects were: understanding the buying behaviour of the market, the differences and market shares between competitors, the perception of Chinese tyres, the most interesting countries in the Middle East and potential fleets to enter the market as efficiently as possible. To do so, an extensive research had taken place. Interviews with the company itself, tyre centres, distribution centres already currently working with the company and other distribution centres were taken to acquire qualitative data. After reaching a certain degree of saturation, an own research was conducted to acquire quantitative data. By comparing the tyres on the OEM with the used cars market and the actual market in Dubai and Sharjah, the competitive landscape and specific characteristics for the local market could be determined. The research was finally topped off with an extensive online research. For the buying behaviour, clear differences were observed between expats and Arabs. This was largely due to the difference in income level between both groups. As Arabs generally have more wealth, they will prefer convenience over cost-saving. COVID-19 has brought huge opportunity for tier-3 companies to take over lost market share of tier-1 companies. In the OEM, the study found that that, currently, only tier-1 and tier-2 brands are considered. For the used cars market, some exceptions are made to fit a tier-3 tyre to the car. From this research, it appeared that sedans were the most popular type of vehicles, with tier-2 branded tyres dominating the market in the U.A.E. The competition in Dubai and Sharjah is mapped out by extrapolating various samples. By doing so, the main competitors and their respective market share in the PCR- and TBR-market have been mapped out. Dunlop is market leader in this area. Additionally, competitors have been in a broader perspective, in order to create a perception of their global performance. With regards to the country analysis, all potential Middle Eastern countries were reviewed. The review was based on macro-economic factors such as population, GDP (per capita), unemployment rate, household final consumption expenditure and industry indicators such as oil consumption, passenger car sales, commercial vehicle sales and estimated PCR- and TBR-market size. Based on these factors, the countries have been ranked in terms of attractiveness for the country. The top 5 performing countries are respectively, Turkey, Saudi-Arabia, Iran, Egypt and the United Arab Emirates. For the top performing countries, a deeper review has been performed in terms of fleets. Fleets offer a great opportunity for companies to sell large volumes of tyres in both the PCRas TBR-market. Fleets have reported to receive test tyres from distribution centres in order to monitor the quality of tyres, before engaging in a long-term relationship. For fleets, a crucial factor is the cost per kilometre, as these companies are operating in a competitive landscape. For the PCR-segment, from the sample at a car rental company, it was clear that mostly tier-1 and tier-2 tyres were used to ensure quality but also cost-efficiency was taken into account. For Hertz, Dunlop was chosen which strengthens their position as market leader in the tyre industry for the U.A.E. In the TBR-segment, distinctions are made between front and back tyres. Whereas the front tyre is mostly fitted with tier-1 brands for steering purposes, the back tyres are fitted with tier-3 tyres in order to reduce costs. Offering favourable credit situations is not advised in the U.A.E. as there is a lot of fraud happening which can leave creditors empty-handed. Finally, in the TBR-segment, the most popular tyre size appeared to be 315/80R22.5.
  • Sustainability in the chemical industry: designing a value proposition and international marketing strategy for an energy management system.

    Ben Salem, Farah; Daiki, Meryem (2021)
    Sustainability in the chemical industry: designing a value proposition and international marketing strategy for an energy management system. This report provides an analysis of Condugo, a SaaS company specialised in Energy management for large scale industries located in both in Brussels and Antwerp. The aim is to assist to the company in developing the best strategies to adopt in order to expand their energy management system (also known as the Energy Hub software) in the (Petro)chemical industry across Europe. As a first step towards this expansion, Condugo partnered up with big names such as Borealis for their pilot project awarded from the Flemish Agency for Innovation and Entrepreneurship (VLAIO) to support companies operating in the (Petro)chemical sector meet their climate target in line with the new regulations imposed by the EU green deal. Although this initiative was a strong stepping stone, further efforts must be deployed to successfully market the Energy Hub. With the Energy hub, Condugo has truly succeeded in developing a software that is performant enough to handle the complexity of the (Petro)chemical environment. However, there seems to be a discrepancy between the interest shown by those companies in the Energy hub and the quality of the offering. By conducting both an internal and an external analysis and a qualitative research to acquire a better understanding of Condugo’s current situation, were able to come to the conclusion that Condugo’s sales and marketing strategy were at the root of the problem. As a result of applying different frameworks, conducting a full digital audit and a market analysis of the (Petro)chemical companies operating in the geographical are of interest, a new sales and marketing strategy were proposed help the company reach its objectives. The developed strategies would enable the company to communicate its value proposition in a clear way towards the target costumer segment, thus increasing its leads and conversions. The added value of this project lies getting an external perspective of the organization as well as the opportunity to provide unique insights from the research that could help the company capitalize on its potential.
  • Leveraging sustainability from a business driver to a business model

    Lioen, Dries; Van den Bon, Noëmie; Van den Meerssche, Sebastiaan (2021)
    Leveraging sustainability from a business driver to a business model. The main objective of this In-Company Project at VYNCKE is to embed sustainability in all aspects of the organization and let it expand beyond the clean energy solution that is being offered. Sustainability is becoming more important than ever as climate change and new policies are pushing nations and companies to reach carbon neutral targets in the coming decades. What used to be a nice-to-have, has become a must-have due to pressure from different stakeholders. Also VYNCKE experiences this shift and the need to take action. The report can be split into 3 parts. In the first part, the regulatory trends & frameworks related to sustainability were investigated and analyzed for the potential impact on VYNCKE’s business. More specifically, the European Green Deal, Carbon Trading and Sustainable Development Goals were the most important topics considered. Desktop research and customer & expert interviews were the main research methods being used to map this out, combining theoretical with practical knowledge. In the second part, an internal and external assessment of VYNCKE in terms of sustainability was performed with the aim of identifying weaknesses of the business and possible opportunities to exploit. This analysis was made based on the insights gained during the desktop research and interviews with topic experts, customers & employees. The results of the second step directed the project to its last part, where a first attempt of a sustainability story & strategy – which was identified as a weakness for VYNCKE – was made based on further desktop research, interviews and a materiality assessment. First, sustainability – built upon the three pillars of economy, environment and society – is becoming a toppriority for many. A lot of companies are taking initiatives in communicating their sustainability strategy towards their stakeholders. An important framework are the Sustainable Development Goals (SDGs) of the United Nations, often used by companies to show their contributions to a sustainable world, as demanded by the public. On the legislative part, the new growth strategy of the EU, the EU Green Deal, is shaping the transition and new regulations are in the pipeline (e.g., EU Taxonomy). These are important for VYNCKE’s business and need to be monitored. A recurring theme when talking about sustainability is greenhouse gas (GHG) emissions. One way to let companies act in reducing GHG emissions is by putting a price on carbon. Two types of carbon markets exist: voluntary and mandatory. In the voluntary carbon market, companies can buy credits from sustainable projects to mitigate their GHG emissions to meet carbon neutral, net-zero, or other established emission reduction goals. They can also buy Renewable Energy Certificates or Guarantees of Origin to claim the green source of their electrical energy usage. Moreover, several reporting standards are in place to truthfully and reliably report about emissions and environmental impact. In the mandatory carbon market on the other hand, companies are obliged to meet legally binding caps on emissions. The most famous mandatory market is the European Union’s Emission Trading System (EU ETS), operating via the cap-and-trade principle. Here, companies pay for their emissions with allowances, the trading asset in the system. As many customers of VYNCKE are subject to EU ETS, and because biomass installations are excluded from the system, VYNCKE should use this as an additional selling point and should keep following up on the latest developments in similar systems that appear all over the world. Second, due to the growing importance of sustainability and pressure from all stakeholders, it is imperative that VYNCKE also develops its own sustainability strategy & story. Its clean technology should be supported by a sustainable vision and mission visible throughout the entire company. As a starting point, the environmental sustainability of biomass as an energy source should be well communicated and defended. However, not all biomass is sustainable and consequently VYNCKE must also embed certain sustainability criteria in its project selection. These criteria could be based on the Renewable Energy Directive, which include the protection of biodiversity and land with high carbon stock, sustainable sourcing, sustainable forest management and respect for the waste hierarchy. By doing so, VYNCKE enforces its sustainable solution by covering the on-site energy needs of the customers with their own waste & by-product flows, effectively killing 2 birds with 1 stone (waste management & energy provision). The local valorisation of waste streams entails a sustainable business model and contributes to the circular economy. To go even further, a sustainability strategy should overarch the story. To develop this strategy, a materiality assessment revealed the most material topics related to sustainability for VYNCKE’s stakeholders. On the economical aspect, public perception of biomass, innovation and digitalisation appear to be the three most material topics. On the environmental side, sustainable supply chain, CO2 neutral company and circular economy stood on top. On the social side, the most material topics were employee attraction, employee well-being and diversity, equity & inclusion. For each of these topics, actions are recommended which are classified in 3 categories: missions in progress, quick wins and challenges to take on. SDGs are also mapped onto those topics. This will benefit VYNCKE’s reputation towards its stakeholders and ensure that the business stays relevant in a sustainable-aware society. The main recommendation is to set up a sustainability task force that will set out the strategy, follow-up on it, and communicate about it within and outside VYNCKE’s walls. To improve environmental sustainability, VYNCKE should become a CO2 neutral company. An immediate action is to make employees aware of their ecological footprint and review traveling practices. Putting more effort in employee attraction will boost social sustainability at VYNCKE. This can be achieved by more pro-actively offering training and coaching sessions to all employees. Finally, for economical sustainability and to stay relevant in a future where sustainability becomes ever more important, VYNCKE should start a marketing campaign on the environmental sustainability of biomass as an energy source. To conclude, VYNCKE is in an ideal position to leverage sustainability from a business driver to a business model. Its clean energy solution is the ideal foundation to build a broader sustainability strategy that encompasses all activities that VYNCKE is involved with, from operations to HR, from supplier to customer. When VYNCKE embeds all of this and communicates this story & strategy strongly and consistently, the family business will be set up for another 100 years of success.
  • The mobile water treatment rental market: opportunities and threats for a successful market entry, financial strategy to optimise fleet properties, marketing strategy to improve lead generation

    Goedseels, Maarten; Kunnen, Wim; Verbruggen, Ruben (2021)
    This work is a study on the market entry of Belgian water technology company ‘WATERLEAU GROUP’ into the (European) mobile water treatment rental market. The paper is divided into a market study, a financial analysis on optimal fleet properties and a marketing strategy to optimize lead generation, including a case study on the US-branch, KROFTA. The market study shows the mobile water treatment market is a growing market. The mobile water treatment market is estimated to be worth over € 500 Mio in Europe by 2023. More and more, companies are turning to mobile water treatment solutions. Originally, mobile water treatment units were mostly used in emergency situations. While this is still a big driving reason to rent a mobile unit, mid-term and long-term rentals are increasingly gaining importance. Reasons why a company rents a mobile water treatment unit are the following: an emergency situation, planned maintenance of a fixed plant, a temporary need for increased capacity, avoiding CAPEX and using OPEX instead for water treatment, using a mobile installation as a pilot for installing a new technology or a new plant, increasing wastewater quality to meet discharge regulations or treating water in order to re-use it as process water or drinking water and more. Mobile water treatment solutions have the advantage of being flexible and are readily available. Contrary to fixed plants, a mobile water treatment unit can be operational and running in a matter of hours or days. They can be plugged into the water treatment cycle and can be adjusted to needs accordingly. A competitive analysis showed the providers of mobile units are all active in the general water treatment/technology industry and are thus known to Waterleau. Analysis through publicly available data and interviews has shown the mobile market is not saturated. Overall competitiveness is less intense as it is in the fixed water treatment market. This results from contracts being usually smaller and a higher and faster demand for mobile units. A demand analysis through surveys has shown a majority of companies is considering renting a mobile unit if they haven’t done so already. The demand analysis also showed how companies look for rental companies. This is mainly done through existing partnerships, internet searches and word of mouth. These insights formed the basis for the marketing strategy. The Ekopak prospectus was analysed and provided insights into risks, competition and opportunities. A study was performed on the Water-as-a-Service (WaaS) concept. Water-as-a-Service is a pricing scheme that allows companies to pay a fixed price per m3 of water they actually treat. WaaS got benchmarked against Software-as-a-Service (SaaS) and Energy-as-a-Service (EaaS) for contract structures. The most important advantages are the switch from CAPEX to OPEX and the guarantee a company will only pay for the water treatment that is actually needed. However, it is important to notice there is a minimum quantity stipulated in the contracts to safeguard revenues for the water treatment company. In the light of WaaS, possible contract structures were analysed. These include fixed fees, hybrid contracts, variable contracts, WaaS and subscription models. Because of the growing market, the market not being saturated and the competitive friendliness, a market entry into the mobile water treatment rental market for Waterleau is advised. Different fleet property financial scenarios and a marketing strategy follow. Financial analysis. For the financial analysis, a bottom-up revenue forecast was modelled. This market size estimation was only limited by Waterleau’s resources. The revenue forecast includes three revenue sources, namely (i) the rental of mobile water treatment units, (ii) the sales of the chemicals needed to use the unit and (iii) services and operations related to the activity of the units. The potentially winning bigger tenders through using mobile rentals as a leverage is a considerable revenue source, but was labelled as a side effect, and thus not included in the financial forecast. The revenue forecast is connected with the profit and loss statement, the cashflow statement and the balance sheet. These were used to analyse eight different scenarios. These scenarios were constructed in discussion with experts in the field and gathered information during the project. The scenarios were differentiated via 36 input parameters. These parameters include the technology of a unit, the number of units constructed, the construction country (Belgium or a low wage country), the financing methods (e.g. can sale and lease back be used or not?) and more. It concluded that DAF units are more efficient in relation to the investment they require. As a result of their low construction and material costs while having only a slightly lower rental margin with respect to the other unit types. It was found that that constructing a rental fleet with 20 DAF units in a low wage country is the optimal way to go from a financial point of view. A leveraged capital of € 2.5 Mio is needed to accomplish the project that is modelled to generate a NPV of € 1 032 627 with an EBITDA ratio of 66.2 %. A sensitivity analysis on this scenario has shown that it is beneficial to increase the rental price even if it would reflect negatively on the utilization rate. Assuming a near perfect elastic relation between the rental price and the demand thus also the utilization rate. The other scenarios are also described in detail. The model itself can easily be adapted to construct other scenarios. Marketing analysis. To end off the business plan, an extensive marketing plan was created for the mobile water treatment market. The goal of this plan is to increase the number of qualified leads entering Waterleau’s sales funnel. The marketing plan stands on three pillars: digital lead generation, leveraging partnerships and organic lead generation. The first pillar is based around the creation of a new website and generating traffic through SEO and SEA. The website is designed to entice potential customers to leave behind contact details or filling in a request-for-quote form, becoming leads in the process. The second pillar, leveraging partnerships, is centred around getting leads through referrals, either through new partnerships or cultivating the existing ones. The final pillar ensures that Waterleau is known in the market through interesting container designs and presence on conventions or trade shows. The digital lead generation was put to the test on Krofta, an American subsidiary of Waterleau, who currently operate a mobile rental fleet. This case study looked into the current performance of the company and an implementation of the digital lead generation strategy was created. The campaign ran for 19 days prior to writing and was able to attract over 1000 visitors to the newly created website. Most of this traffic was generated by an SEA campaign through Google Ads, which generated 474 clicks with a click-through-rate of 1,9 %. More importantly, the campaign was able to attract one new warm lead in the oil industry. Most SEO campaigns take at least six months to reach a high ranking in the organic search results. Part of this is waiting for the created content to gain traction, while Krofta can still help it out by ensuring that the necessary backlinks are present on their owned websites. Krofta should also continue to monitor the SEA keywords closely. When this is followed through, the campaign will prove to be a successful one.
  • Sustainability assessment and its implications for veterinary diagnostic laboratories in Sub-Saharan Africa

    Claes, Emile; Höwelkröger; Kaltenecker, Daniel (2021)
    Zoetis is an American cooperation, which is internationally active in animal healthcare. The company’s goal is to bring customer focused, high-quality products, services and commitment to the busi-ness, all built around the so-called continuum of care. This cycle starts with predicting diseases through genetic observations and continues with prevention through vaccines, detection through data analysis and diagnostics, and ends with treating by correctly identified medicines. To be able to improve the livelihoods of farmers and to positively affect animal health in Sub-Saharan Africa, the ALPHA (African Livestock Productivity & Health Advancement) initiative was established in 2017. The mission of this partnership between mainly Zoetis and the Bill and Melinda Gates Foundation is to create a unique concept to improve livestock farming in four selected countries with a very high potential and need for this sort of project: Nigeria, Ethiopia, Uganda and Tanzania. The three strategic core objectives are the following: the improvement of medicines and vet services, the provision of training and education and the implementation of a diagnostic infrastructure. This project is focussed on one pillar of the ALPHA initiative: veterinary diagnostic (Dx) services. The reach of the ALPHA initiative will be limited without sufficient and appropriate veterinary diagnostic test services provided by enough fully operational diagnostic laboratories. The purpose of the laboratories is to test livestock on a defined range of diseases to be able to decide on the correct treatment afterwards. All the laboratories are in different stages of development and all have different challenges and limitations to deal with. According to ALPHA officials, the overarching problem is that laboratories are not sustainable enough. Therefore, the following research question is derived: How can the sustainability of the diagnostic infrastructure of the ALPHA initiative in Sub-Saharan Africa be assessed and potentially increased? To solve this question, a first sub question has to be solved: ‘what does sustainability mean in Sub-Saharan Africa (SSA)?’. Therefore, three rounds of interviews with experts with academic and prac-tical backgrounds have been conducted, together with a thorough literature analysis. The definition of sustainable development of the Brundtland Commission of 1987 is used and confirmed as a good definition for the road towards sustainability. The outcome of this sub question is threefold: first, the understanding of the concept of sustainability between SSA and Western countries is different. When assessing sustainability, the time and development aspect as well as different cultural and country specific circumstances have to be considered. Second, sustainability of diagnostic services is complex and not one-dimensional. There are five different dimensions that need be taken into account when assessing sustainability of a veterinary diagnostic laboratory: sustainable finance, sustainable human resource management, the environmental impact, business ethics & governance and the impact of the lab on the value chain. A third remark of this first sub question is the following: not every dimension of sustainability has an equal weight, but the differentials that are margin-al. A second sub question for the general research question is on how to create a sustainability frame-work/tool to assess the sustainability impact of laboratories in Sub-Saharan Africa. Dimensions, indicators and attributes were derived in the same way as for the previous sub question, namely through interviews and literature review. The outcome of this research question is twofold: the first deliverable is an extensive framework with 5 dimensions, 26 indicators and 106 attributes that specify these indicators. There is also a more comprehensive framework for immediate use with indica-tors that can be directly measured through questionnaires in an online setting. The second solution to this question is a fully automated sustainability assessment tool, in which scores can be filled in. The output is a score per lab on the total concept of sustainability, per dimension and per indicator. A benchmark is available, as well as a specific output per lab. Based on the comprehensive framework, the labs currently cooperating with the ALPHA initiative were assessed. The average score across all laboratories is 5.9 out of 10 with 5 being a default neutral score (benchmark). Sustainable Human Resources is the highest overall scoring dimension (6.3), followed by environmental impact (5.8) and business ethics & governance (5.8). The two lowest scoring dimensions are financial sustainability (5.7) and impact on the value chain (5.7), even though they seem to be the most important dimensions when measuring laboratories’ sustainability in SSA. When going more in depth in the individual ranking of the different laboratories, EthioChicken in Ethiopia is the best performing lab. Although they only cooperate with Zoetis since 3 months, they seem to have made very good progress. 11 out of 14 labs score on or above the average, or the benchmark that was decided on. That leaves Research Center for Tropical Diseases and Vector Control (RTC Lab) (5.4), but especially Nyanya Veterinary Lab (2.8) and Federal College of Animal Health & Production (2.8) as the worst performing labs in class. These last two labs have to be thoroughly assessed to be able to decide on the continuation of support for them and if positive, to support their sustainability development curve. To conclude, some general recommendations are made to improve the laboratories’ sustainability. Regarding financial sustainability, the first recommendation is to improve customer demand by sup-porting the labs to increase the number of tests performed. Additionally, financial and capital management have to be professionalized to have a better understanding of their funding requirements and the level of financial independence and profitability. In terms of sustainable human resource management, the lab has to increase employees’ job satisfaction. Next to that, the labs should in-crease on management quality and the development of employees which focuses on their mindset and motivation in some cases. Concerning environmental impact, the labs should keep on focusing on waste management and pollution and can still improve on a lot of practices. Next to that, renew-able energy sources could be explored and scarce resources can be measured to increase on this dimension. Concerning business ethics & governance, the labs should primarily focus on frequent and good quality reporting since this is essential for a clear understanding of their financial and overall sustainability as well as to derive suitable management implications. Concerning the value chain impact, the labs should predominantly focus on improving the number of training and information sessions offered to farmers. The ALPHA initiative can create even more value, when taking these recommendations into account. When only selecting and cooperating with the diagnostic partners that are willing and able to im-prove their performance regarding all aspects of sustainability in the future, most value will be created.
  • Analyzing the potential to start offering additional warehouse services for a logistics real estate player

    Certyn, Daphne; Van Raefelghem, Eva (2021)
    In the past, a warehouse was considered nothing more than a grey box. Nowadays, companies start focusing more on an attractive designed warehouse, as this could lead to important benefits in the war for talent and in creating a strong brand identity. In this report, the opportunities for WDP to start offering additional services besides its core business are investigated. To define a recommendation, four parts are researched. First, an analysis is executed to determine whether the additional services market shows potential. Based on desk research about the competition and trends in this market and by conducting client interviews, the conclusion is made that this market shows great potential in the future years. Second, the potential position of WDP in the additional services market is defined. To do so, two factors are taken into account: insights from comparable players about their way of working and the needs of the clients in terms of additional services. Based on this research, it can be concluded that clients are interested in a long list of additional services and that they consider WDP as a potential external partner to execute these services, if its price/quality level is conform the market. Third, to determine whether it is interesting for WDP to enter this promising market, it is defined how much value can be created. Value can be created in a direct way via additional revenues and in an indirect way via client satisfaction and the avoidance of vacancy costs if a client decides to sign a (new) contract because of these warehouse upgrading services. Based on this direct and indirect value creation, break-even analyses are executed to determine whether it is possible for WDP to cover the direct costs of marketing and a FTE who coordinates the offering with the value gained by these services. Based on these analyses, the conclusion can be made that it is possible for WDP to create value, when the direct and indirect value creation are combined. To cover the direct costs only with additional revenues, some difficulties might arise if there are not enough clients willing to choose for a big project. However, when the reduction of the opportunity costs by avoiding vacancy is also taken into account, it seems possible for WDP to cover all direct costs. Fourth, the implementation in the current way of working within WDP is researched. The conclusion on the implementation is that change management will be required. Every Business Development, Project, Portfolio and Property Manager will need to adapt its mindset of only focusing on the number of square meters. With the offering of additional services, they also will need to give attention to sales and proactively convincing the client of the added value of these services. Only when internally everyone believes in the offering, an external launch can be organized. Based on these four parts that are investigated in this report, the research question “Is it interesting for WDP to start offering additional warehouse services besides its core business?” can be answered. Based on all observations, the recommendation is to continue with this idea. There are opportunities in the market, WDP will be able to create value and in addition, the offering also highlights its client centric strategy and its ESG roadmap goals.
  • What is the impact of a high digital engagement on health outcomes? A physician’s point of view

    Braet, Charly (2021)
    Introduction - Healthblocks is a platform active in the digital health sector and wishes to offer generic solutions (platform-as-a-service) to companies that wish to develop health applications quickly, cheaply and easily. Currently they are developing a diabetes care platform for a governmental organisation named POM Limburg. The aim of this project is to give the patient himself control over his care and to offer educational support in his care process. This project is mainly focused on patient engagement as this could improve health outcomes. Methodology. In this research study we want to provide Healthblocks with some useful insights and recommendations from the status quo of general practitioners delivering care to chronic patients. Therefore, qualitative interviews were conducted with 7 general practitioners to collect data about the communication systems within multidisciplinary teams and the patient, about the quality of care of chronic patients and about patient engagement nowadays. Literature review was done in order to substantiate the findings of the primary data. This data was compared with the current strategy of the diabetes care platform that is in development. Results. The communication within multidisciplinary teams is perceived good in 6 of 7 (85,7%) general practitioners (GP). Currently they don’t have any communication tools except the EHR and phone contact. Most of them are still using written communication with the home nurses and other care givers. Patient engagement on the other hand scored not high in the physician’s point of view. The average score was 5,4 out of 10. Community centres as well as private centres mention that they have difficulties with patient engagement. Conclusion. To make this project successful, what means that it will result in improved health outcomes, we will need to make sure that all stakeholders are incentivised to use the platform and that all hurdles are taken away. The GP’s have several concerns about the use of the platform. One of the biggest concerns is the overload of information and the fact that the platform would be independent, thus not integrated into the existing EHR system. Engaging the patients will stay a very difficult task as the patients are mostly not tech-savvy. So a user-friendly platform with an omni-channel approach should stay a number one priority.
  • Solar pv job market study for the European Union

    Buyens, Lowiek; Lauwers, Bart; Louwaege, Harold-Jan (2021)
    Nowadays, solar PV is the largest growing renewable energy technology globally. This renewed interest in solar PV generates employment opportunities. Nevertheless, the impact of the uptake of renewable energy on the employment creation in the European Union has had relatively lesser attention than the climate change impact and the financial aspect. However, EurObserv’ER (2018), O’ Sullivan et al. (2020), Solar Foundation (2019), Breyer et al. (2019), Rutovitz et al. (2015), EY & SolarPower Europe (2017) and Pereira da Silva (2013) are all sources that already reported about employment created by renewable energy technologies. Nevertheless, the majority of these studies do not focus on the solar PV job market solely, contain data that is too outdated and are often lacking granularity. Hence, the goal of this paper is to alleviate the shortcomings of above-mentioned reports and give an update on the employment creation of the solar PV market in the EU in the short- and the long-term. This is done through a dynamic mathematical model, that gives an accurate overview of all jobs related to the solar PV value chain (manufacturing, deployment, O&M, decommissioning & recycling). The methodology in this paper uses a hybrid approach to calculate FTEs based on multiple job calculation methodologies that have been investigated beforehand. One part of the model converts CAPEX and OPEX of solar PV installations into direct FTEs for deployment and O&M respectively. Another part of the model uses an employment factor approach to calculate direct FTEs related to manufacturing, decommissioning and recycling. Further, to quantify the indirect effects of solar PV investments, an Input/Output table is used that includes the 27 members of the European Union and 63 sectors that cover all economic activity. The model has estimated 287,000 FTEs in 2020 for an installed capacity of 18 GW of which 123,000 FTEs are direct and 164,000 FTEs indirect. When looking at the direct FTEs, it can be noticed that 74% is related to deployment (90,000 direct FTEs), 11% is related to O&M (14,000 direct FTEs), another 11% is a result of manufacturing (14,000 direct FTEs) and 4% is related to decommissioning & recycling (5,000 direct FTEs). The short-term outlook looks at the prospect of the solar PV market between 2020-2024. In 2021, there are 182,000 FTEs in the low scenario, 334,000 FTEs in the medium scenario and 481,000 FTEs in the high scenario. In the following year, 276,000 FTEs are created in the low scenario, 395,000 FTEs in the medium scenario and 482,000 FTEs in the high scenario. Subsequently, in 2023, there are 358,000 FTEs in the low scenario, 465,000 FTEs in the medium scenario and 602,000 FTEs in the high scenario. Finally, in 2024, 391,000 FTEs are generated in the low scenario for an installed capacity of 21 GW, 549,000 FTEs in the medium scenario for an installed capacity of 37 GW and 593,000 FTEs in the high scenario for an installed capacity of 43 GW. The long-term outlook looks at the prospect of the solar PV market between 2020 and 2050. The FTEs in 2030 and 2050 differ depending on the scenario. In 2030, the laggard scenario generates 1,062,000 FTEs with an installed capacity of 72 GW, the moderate scenario 1,208,000 FTEs with an installed capacity of 100 GW and the leadership scenario, which is the most ambitious one, 1,307,000 FTEs with an installed capacity of 136 GW. In 2050, the laggard scenario creates 1,951,000 FTEs with an installed capacity of 204 GW, the moderate scenario 2,720,000 FTEs with an installed capacity of 289 GW and the leadership scenario 2,304,000 FTEs with an installed capacity of 291 GW. The key limitation of this model is the generalisation error that is created by using a standard Input/Output table made by Eurostat. The indirect FTEs are calculated using an employment multiplier that is computed with these tables. The sectors mentioned in these tables are not solar PV specific, which could result in inaccurate employment multipliers. A second main limitation is the fact that large swings in annual installed capacity lead to very fluctuating results between years. Nevertheless, this phenomenon only impacts deployment jobs (installation labour and soft labour). To conclude, this model calculates FTEs for the entire European Union. The model is not limited to FTEs on a European scale but also expanded to FTEs for the member states and includes both direct as well as indirect FTEs to be more comprehensive. In addition, the report is solely focused on the solar PV sector and is one of the few reports that has future estimations based on 100% renewable scenarios. Subsequently, this report is one of the first to quantify the FTEs for recycling. These FTEs are rather small in 2020 but have a non-negligible impact in 2030 and 2050. Finally, this model shows the impact that can be generated on employment creation through the implementation of good policy frameworks that are in accordance with the European Green Deal.
  • How can the organisational consequences of Galapagos’organic growth on its its-departement be managed through BPM?

    De Coen, Febe; Desmedt, Félicie; Schollaert, Isabelle (2021)
    How can the organisational consequences of Galapagos’organic growth on its its-departement be managed through BPM? Galapagos is a true pioneer for its patients. As a commercial-stage biotechnology company, their first aim is to improve the life of people with unmet medical needs. They are experts in the discovery and development of small molecule medicines and want to deliver their innovations to the world. Although Galapagos acts in a volatile and complex market environment, they focus on the opportunities to create value through their scientific knowledge and expertise. In this chaos, it is the company’s Information Technology & Services (ITS) department that should create order and structure. However, due to the tremendous organic growth since 2018, keeping up this role became more challenging than ever. The increase in the number of employees in the ITS department was faster than the supporting change in supporting infrastructure and underlying organizational structure. In order to catch up, the ITS department has launched a new project called ‘ITS 2.0’. Besides redesigning the organizational framework, this project aims to identify and improve all ITS business processes. By engaging in the discipline of business process management, they want to transform towards a more agile and lean department. Our In-Company-Project is situated within the context of ‘ITS 2.0’ and more specifically, within the first phase towards becoming a ‘process-based’ department. At the beginning of our project, an initial list of identified ITS business processes had already been made. From this Process Inventory List, two, specific business processes were selected to further investigate and optimize: Communication Coordination & Governance (CC&G) and Training Coordination & Governance (TC&G). For both processes, the current as-is situation was revealed through insights of key stakeholders. Opportunities for improvement were identified and subsequently, an optimized to-be situation was recommended. The CC&G-process describes the coordination and governance of formal communication coming from the ITS department. This Formal ITS Communication was defined through eight types of communication that each target a specific topic: Planned Downtimes, Unplanned Downtime, System Releases & Go-Lives, Leadership Team Decisions, ITS Training, Official ITS Events, ITS Visibility and General Announcements. Semi-structured interviews with focus groups allowed to sketch out how these types are currently being communicated. The as-is situation varied between the different ITS units, as many different communications tools are being used. Microsoft Outlook is the only tool used for every type of Formal ITS Communication, but the employees seemed to be flooded by the high number of daily emails. The overall overload of virtual communication, which is dispersed across multiple channels, results in information being missed out and not easily retrievable. The lack of uniformity in Formal ITS Communication is likely caused by the absence of instructions and clear responsibilities. Therefore, the suggested to-be situation focused on creating guidelines for each type of Formal ITS Communication. These guidelines define how and by whom each type should be communicated. The main characteristics of the guidelines are simplification and centralization. On the one hand, one or multiple tools have been selected for each type of communication, of which the usage has also been standardized. On the other hand, we suggest centralizing all information on system releases and downtimes and making this accessible to all Galapagos employees. Similarly, information destined only for ITS employees should be communicated in a centralized place. The guidelines also advise to send out emails with standardized subjects and content. This way, Formal ITS Communication can be easily filtered from all other incoming messages. The second business process under investigation, the TC&G-process, describes how trainings on processes and procedures within the ITS department should be coordinated and governed. The as-is situation was obtained through multiple conversations with the training coordinator and consultation of existing internal sources. Currently, training documentation is stored at different locations. Besides this inconvenience, it is often unclear for an employee which role-based trainings he/she should follow. The to-be situation focuses on the allocation of training documentation to the designated process, and of the employees to the correct role(s). The to-be situation for the TC&G-process was based on the Process Inventory Framework (PIF), which outlines the mutual relationships between processes, procedures, roles and training documentation. More specifically, the TC&G-process should allocate an employee to its correct role, which is inherently linked to a process- or procedure-based training. This way, training curricula can be created on the level of individual employees, roles and the entire ITS department. To facilitate the retrieval of training documentation, the development of the ITS Process Inventory Tool was initiated. This tool shall serve as a one-stop shop for end users towards ITS process related information, where all processes can be linked to their procedures and training documentation. Because of this centralization, the ambiguity surrounding ITS documentation can be reduced. The process discovery, analysis and redesign of CC&G and TC&G were the main points of focus of this project. The next step is to implement the suggested to-be situation and verify whether the processes have been improved. Since the ITS 2.0 project is the first BPM initiative within the ITS department, and even within Galapagos, the future will hold many more optimization cycles of the CC&G- and TC&G-processes, as well as all other processes in the Process Inventory List. After all, BPM is all about continuous improvement of business processes, and according to literature, this seems to be the key towards a successful organization.
  • Local anchoring strategy for a retail company: An initiative to engage employees for CSR

    De Wilde, Julie; Loobuyck, Helena; Verstraeten, Wannes (2021)
    In the world of retail, Schwarz Group, to which Lidl belongs, is listed as one of the top retailers in the world. A lot has changed since the German Schwarz family opened their first store in Germany in 1930. This original local fruit wholesaler grew into a food wholesaler and later into a global retail store with a focus on the discount segment. With the mission "the highest quality for the lowest price", Lidl positions itself as a smart discounter. This implies that they make a conscious choice every day to offer the best quality in their price segment. Today, with 10,800 stores, 160 distribution centres and 287,000 employees, the chain is represented in 32 countries and thus has the largest network of discount food stores in Europe. A key mission of Lidl is to be a sustainable retailer. They want to take their responsibility as a supermarket and work towards a more sustainable world with respect for the environment, people and society. In doing so, they focus on five areas namely the employees, the assortment, the trading partners, the climate and society. This project focuses on the Belgian division of Lidl. Just like all other countries, the Belgian Lidl stores try to contribute to the sustainability story. The Belgian division has its own mission namely to be a sustainable leader with a positive impact on people and planet by 2025. Until recently, Lidl had a strong focus on its customers. Their goal was to engage consumers in their sustainability story. But today, they want to put focus on their employees. By 2025 they want all Belgian Lidl employees to be convinced that Lidl is a retail frontrunner in sustainability. They categorized this objective under the name of ‘Local Anchoring’. Local anchoring is part of the Belgian CSR strategy and should help ensure that Lidl’s mission is achieved. In order to strengthen the local anchoring of the 300 Belgian Lidl stores, Lidl wants to involve their employees within their sustainability strategy by entering into local partnerships and on the long way create a movement of 10,000 Lidl ambassadors who are proud to be part of Lidl’s community. To make this objective concrete, Lidl wants as an explicit target by 2025 that 1/3 (100) of the Lidl BE stores are involved in a collaboration with a local external organisation, which can be chosen from a pre-defined shortlist provided by HQ. The concrete objective made it possible to develop a clear research question: Through which local collaborations can we narrow the gap between the Lidl retail chain in Belgium, on the one hand, and the employees on the other, and thus make them more aware of how sustainable Lidl is? To achieve this goal, a market and consumer research was conducted, both internal and external stakeholders were interviewed until finally a short list of possible initiatives emerged that met all the conditions of the criteria matrix and that were approved by the company’s CSR manager Philippe Weiler. The projects that made it to the final stage are the following: Project 1 Agritourism The initiative involves organising visits to both parties namely the local store and the local farmer. Via the training module, employees can visit an exclusive Lidl grower who will give a tour of the farm. In addition, the farmer will visit the local shop to promote the local product. Project 2 Corporate gardens This initiative involves starting up a corporate garden at local stores with a contiguous green space. The design of the garden can be flexible, but the employees, prefer, among other things, a garden that is not accessible to the public and picnic benches where they can spend their breaks. Project 3 Beehives. This initiative involves placing beehives at the parking lot of the Lidl stores, maintained by a local beekeeper. Employees and local schools can receive workshops and they can participate in contests. Project 4 Mooimakers. As part of this initiative, a Lidl store will participate in a cleaning operation organised by Mooimakers. The store employees will have a voice in the content of their participation. They can participate in "the week of litter", but they can also opt for a clean-up action on a small scale. Project 5 Jobs 4 All. With this initiative Lidl can give people belonging to disadvantaged groups a chance to enter the labour market. These include for example people with a disability, the long unemployed, ... Through workshops, employees learn how to deal with these kinds of people and they contribute to a better future for them. Project 6 Parking 4 All. This initiative opens Lidl's parking lot on Sundays to local initiatives. Store employees can put forward ideas or recommend organisations that need a little more space on Sundays. Finally, it can be said that the outlines of the theme of local anchoring have been drawn. The implementation of the relatively new concepts will not be a walk in the park, but throughout the weeks we have noticed that the dynamic atmosphere, the motivation and the clear communication makes Lidl the ideal organisation to take on this challenge.

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