• Sensory marketing: how to attract your customers in a multi-sensorial way?

      Verstreken, Sofie; Goedertier, Frank (Branding Inspiration Report Series, 2011)
      This study focuses on market orientation in family-owned firms. Market orientation is influenced by organizational characteristics and is at the same time a key antecedent of innovation. Since the generation in control largely shapes the family firm’s organization, the authors examine the relationships between the generation in control, market orientation, and innovation. Using regression analysis, the study demonstrates that later generations show a lower level of market-oriented behavior, that the positive relationship between market orientation and innovation is maintained in a family firm sample, and that the generation in control influences innovation through its influence on market orientation.
    • Shift, not drift: towards active demand response and beyond

      He, X.; Hancher, Leigh; Azevedo, Isabel; Keyaerts, Nico; Meeus, Leonardo; Glachant, Jean-Michel (2013)
    • Simulation Leader's Manual, Vlerick Bank Simulation

      Thibeault, André; Carchon, Steven; Defrancq, Corneel (2011)
    • Smart cities initiative: how to foster quick transition towards local sustainable energy systems

      Meeus, Leonardo; Leal, V.; Azevedo, Isabel; Delarue, Erik; Glachant, Jean-Michel; de oliveira Fernandes, E. (2011)
      The EU is subscribing to the international trend of local governments becoming more involved in climate change policy-making and higher levels of government encouraging this trend. With the Covenant of Mayors, the EU has already been successful in voluntarily committing city authorities to reduce their CO2 emissions by at least 20% by 2020. The ambition of the Smart Cities Initiative is to speed up the transition towards local sustainable energy systems. A portfolio of smart cities that represents the population of European cities should be selected, consisting of cities with different energy fundamentals, a different political economy, and different institutional capacities. The cities in this portfolio need to be given the institutional flexibility (human and financial resources) to conceive and manage the implementation of concepts of city smartness, i.e. to lead by example (first level of city smartness: city as a public actor), to govern the actions by the private urban actors (second level of city smartness: city as a local policy maker), and to promote an integrated approach (third level of city smartness: city as a coordinator). To have an impact, the initiative needs to establish a strict performance reporting methodology (currently, city pioneer experiences are difficult to compare or replicate because of a lack of reporting, and pioneers that do report, use very different reporting methodologies), which would allow the creation of a good-practice forum or register. An EU level legislative initiative to require all cities to report about their progress or lack of progress is also recommended to further improve the impact of the initiative.
    • Snelgroeiende ondernemingen in Vlaanderen

      Goedhuys, Micheline; Sleuwaegen, Leo (2012)
    • Sociaal ondernemerschap in Vlaanderen

      Crijns, Hans; Verzele, Frank; Vermeulen, Sabine (2008)
    • Sources of leadership in EU manufacturing

      Van Pelt, An; De Voldere, Isabelle; Veugelers, Reinhilde; Sleuwaegen, Leo (2002)
    • Spinning off new ventures: a typology of facilitating services

      Clarysse, Bart; Lockett, Andy; Quince, T.; Van de Velde, Els (IWT Studies, 2002)
      This study analyses the spin-out activity in seven technology transfer units, which are considered to be successes in Europe: Crealys in France, the Top Initiative of the university of Twente in the Netherlands, Leuven R&D at the KUL in Belgium, Business Develop-ment at IMEC in Belgium, BioM in Germany (Munich area), Technology Transfer Partners (TTP) and Scientific Generics, both in Cam-bridge, UK. In each of these institutes, an in depth analysis is made of how they organise the following activities: (1) sensibilisation and Detection of opportunities, (2) management of IPR, (3) selection of spin-out projects, (4) incubation and business plan preparation, (5) financing of these spin-outs and finally (6) the follow-up of spin-outs after start-up. Based upon the analysis of these activities, three different models have been defined: a self selective model, a supportive model and a protective model. In the first model, the specific aim is to generate as many start-ups as possible. Stimulating general entrepreneurship rather than financially or economically attractive companies are thus the goal. This means that sensibilisation and opportunity seeking is the main activity. In the second model, the emphasis lies on creating economically attractive companies with a transitional starter profile. These companies might not yet have a financially attractive business plan but have the ambition to make one in the future. Usually they are based upon the IP generated in the mother institute. Management of IPR and business plan preparation are crucial activities in this model. Finally, the protective model focuses on the creation of financially attractive companies, which receive VC-money at start. In addition to the previous activities, also financing activities are of crucial importance here. In addition to analysing the activities developed in each of these models, also theresources necessary to organise these activities are examined. In the first model, the crucial resources seem to be an experienced entrepreneur as manager who can sensibilise students, researchers and professors to start up a company and public money to facilitate this start up. In the second model, a financially autonomous organisation is needed which is strongly supported by the top management of the university in its activities. This organisation needs to have a minimum critical mass of people specialised in legal issues, IPR and business plan development. In addition, a public-private early stage. Capital fund is needed to support the start-ups. Finally, the protective organisation needs a worldwide recognised leading research team in a particular technology. The tech transfer or business development unit needs to be able to incubate the organisation and facilitate the recruitment of external management, attraction of international early stage venture capital and the formation of the company's intellectual property base.
    • SRRC Activity report 2005

      Baeten, Xavier; Verbruggen, An (2006)
    • Stakeholder management, een bedrijfsgerichte verkenning

      Van den Berghe, Lutgart; Baeten, Xavier; Somers, Lieven (2002)
    • Startende ondernemers in Vlaanderen: een verkennend onderzoek

      Buyens, Dirk; Crijns, Hans; Guiot, Delphine; De Stobbeleir, Katleen (2002)
    • Stimuleren van ondernemerschap in het secundair onderwijs een verdieping van Effecto

      Vermeire, Jacob; Van den Berghe, Wouter; Meuleman, Miguel; Lepoutre, Jan (2012)