Now showing items 21-40 of 6800

    • 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.
    • Uncovering potential business opportunities in the imaging and video market for robotic surgery

      De Vuyst, Josephine; Moerman, Janssens, Marijke (2021)
      This in-company project aims to uncover business opportunities in the imaging and video market for robotic surgery for Orsi Academy. It was conducted by a team of two master students General Management from Vlerick Business School with a background in pharmaceutical sciences and a background in corporate finance. Orsi Academy is a center focused on training for robotic surgery, research and development (R&D) and data management where different stakeholders work together in order to contribute to the improvement of minimally invasive surgery (MIS). The center was founded in 2010 by Prof. Dr. Mottrie and is located in Melle, Belgium. Next to providing training, Orsi Academy is a unique center for different stakeholders where healthcare professionals (HCP’s), the medical devices industry and academics are brought together in a multi-disciplinary setting to benefit from each other and share their experiences and knowledge. In addition, Orsi Academy possesses a great number of images/videos of robotic surgery procedures which they believe could be of great value to companies for e.g., product development purposes. Partially due to the above-stated strong network of Orsi Academy, Orsi could possibly gain access to additional images/videos. Therefore, the purpose of this project is to construct a viable business model in which these surgical images/videos (originating from surgeons) are collected (input-side) by Orsi and can eventually be used for product development by companies in this market (output-side). To construct this business model, different questions have to be answered, which can be summarized in the following: 1. Product specification: What will be/are the exact product(s) offered to clients? 2. - Input-side: How will Orsi Academy obtain the(se) product(s)? 3. Output-side: Who will be the client group for the(se) product(s). Methodology. First, a literature review was conducted to gain a more elaborate understanding of the research subject. Second, extensive desk research was conducted to understand the market of surgical/videos and discover potentially interesting sectors (medical video hardware companies, robotic vendors, AI start-ups, training and e-learning platforms and (surgical) video platforms) and companies. Thereafter, it was decided to conduct semi-structured interviews with medical students, residents, surgeons and companies to gather information on both the input and output-side. Fourthly, a survey was sent to medical residents (from the 6th year onwards) and surgeons to support and further clarify several findings of the interviews. Lastly, all the insights and findings were combined in a plausible business model supplemented by practical recommendations for Orsi Academy. Results: Two main insights on the output-side could be deducted from the performed research. Firstly, the simulation companies, e-learning and training platforms and the surgical video platforms seem less interesting client groups to pursue due to multiple reasons (e.g., no need of videos, videos should have a specific template…). Therefore, it is recommended to focus on the other three client groups: the AI-start-ups, the medical video hardware companies, and the robotic vendors. Secondly, based on the interviews, two leads of clients were identified as useful contacts for a later phase of the implementation of the business model in practice: SurgicalScience and Incision. Concerning the input-side, several findings can be formulated. First, only a small percentage of the surgeons should be convinced to obtain a great number of videos which serve as input for a viable new business model. Second, it became clear that surgeons are willing to share their videos and images, but experience two main barriers associated with sharing: time-consuming (e.g., workload editing) and the legal/ethical questions. This of course creates opportunities for Orsi Academy to resolve their hassles. Next, when providing input to Orsi Academy which will be used by another company for product development, surgeons would prefer the following retributions: first access to (a part of) Orsi’s collection of videos and tools such as storage and editing, then incentive-based retribution 1and last commission-based retribution. Lastly, the interviews demonstrated that companies do not approach surgeons in a systematic way to obtain input for their product development. Conclusion. All these findings were combined into the following suggested business model. Surgeons provide Orsi Academy with own (surgical) videos and images. Orsi Academy creates a collection of videos of different surgeons and maintains a video library with this input. From this video library packages can be made for other companies, namely the AI start-ups, the medical video hardware companies and the robotic vendors. The companies pay a fixed price for the package of videos, depending on the number of videos, and optionally extra working hours if they request annotated videos. Orsi Academy rewards the surgeons for their input through an incentive or commission-based retribution model. This way value is created for all parties in this new business model for Orsi Academy.
    • Climate as a service: “Building a new business model for a geothermal energy company”

      Bonte, Loïc; Depoot, Wout; Lauwers, Ward (2021)
      This study aims to improve revenue and profitability of Geo-Thermics by investigating a new business model. This way, Geo-Thermics will become more competitive and will be able to reel in a lot more projects. At the moment, there is a lot of competition in the geothermal installations market and this without a strong legal framework, resulting in competitors cutting prices by delivering a bad service. For instance a lot of competitors start drilling less meters, which results in lower heating (or cooling) capacities, literally leaving people in the cold during winter. Next to that, the price of geothermal installations compared to regular gas installations is rather high, which leaves project developers and social housing agencies less inclined to opt for geothermal installations. To become more competitive, the option of an Energy Service Company (ESCO) was investigated where the ESCO is a company that finances the geothermal installation and asks a monthly fee towards residents in return. This way, project developers have to invest less and will be more willing to partner up with Geo-Thermics. Also, Geo-Thermics can offer a different new and innovative service, making Geo-Thermics a lot more competitive. In general, Belgium lacks a strong legal framework towards ESCO’s, as compared to the Netherlands. It is clear that project developers, similar to how ESCO’s operate in the Netherlands, will still pay a part of the installation. A total monthly fee of around €116 (VAT incl.) is obtained for the reference scenario, based on realistic assumptions, obtained through interviews and research. This way, the ESCO will get its investment back by the end of the 8th year. Because of the lack of legal framework, ESCO’s in Belgium are still in their infancy but are starting to pop up here and there. The total monthly fee of €116 (VAT incl.) definitely seems feasible and the profitability of the ESCO is rather good. Next to that, Geo-Thermics will deliver all part of the installations and its revenue will increase substantially. Towards the future, it is important not to neglect the legal side of the story. It’s important to have a better understanding of what happens in case of defaulters. Also, since the legal framework concerning ESCO’s is still missing, it is important to stay informed of possible upcoming legislations. Next to that, it is also required to further investigate whether or not the collective heat pump can decrease the required investment in the future.
    • Exploring LMIC markets for potential business development opportunities for the company

      Boonen, Jeroen; Sabonnadiere, Matthieu; Vlaminck, Johnny (2021)
      Unizima is one of four subsidiaries of Univercells, a Belgian biotech company with the single mission of making biologics available and affordable to all. It is a small startup company that aims at becoming the trusted partner and nexus for building and maintaining decentralized biomanufacturing and patient care capacities, mainly in low- and middle-income countries (LMICs). To do so, it plans to combine the expertise and technology of the other subsidiaries of Univercells in turnkey projects. Unizima will cooperate with local governments and public institutes, local pharmaceutical industry partners and with a charitable donor group (“the Foundation”). The Foundation provides financial and technical assistance to LMIC governments through Unizima as a turnkey service provider for highimpact projects. NEED. Today, the need for biologics (both vaccines and biosimilars) in LMICs is large and growing. Yet, high production prices, inadequate screening, and a lack of specialized centers truly limit patient access, especially in LMICs. It is Unizima’s belief that it can address this need by combining its expertise and by leveraging the Univercells group’s access to affordable technology. However, the company is still in a very nascent stage with limited resources and capacities. Therefore, its approach towards LMIC access must be tailored to maximize its impact. OBJECTIVES. The overarching objective of this consultancy project was to explore LMIC markets for potential business development opportunities for Unizima through the application of a structured market intelligence approach. To do so, five specific research questions (RQs) were formulated and addressed. First the most attractive LMICs for Unizima to develop partnerships with local industry were identified within different global regions (RQ1). After which the main target countries for Foundation-funded projects were also identified (RQ2). Within selected countries, the market attractiveness and biologics industry landscape were examined (RQ3) and local industrial partners were investigated (RQ4). Finally, a competitor analysis was performed to evaluate potential competitive threats to Unizima’s business (RQ5). METHODS AND RESULTS. Based on interviews with internal and external stakeholders, company-provided information and the available business literature, a framework was developed and applied to calculate and assign success scores to preselected LMICs per geographical area. The success score reflects the attractiveness of the country for Unizima to look for and develop industry partnerships. Within the MEA region, the countries to target are South Africa, Egypt, Morocco, Tunisia, and Jordan. In SE & Central Asia, Malaysia, Thailand, Vietnam, and Turkey were identified as the countries with most potential (RQ1). For each of those countries, ID cards for both the vaccine and biosimilar industry landscape were produced (RQ3) and local partners with a strong interest or experience in biologics were identified. As a first step, it is recommended to focus on local companies that demonstrate a good partnership potential for Unizima as displayed in the company ID cards (RQ4). In addition, Unizima should further prioritize companies that are looking for backward integration in the biomanufacturing value chain. More than ten potential competitors that could constitute a threat to the different aspects of Unizima’s business model were identified in this report (RQ5). In general, competitors could be separated into four categories, each having a distinct potential impact on Unizima: companies that (i) focus on designing bioprocesses, (ii) companies that offer full DBOM services or (iii) that specialize in some components thereof and (iv) biotech or pharma players. No companies were identified that offer the same integrated approach and focus on LMICs as Unizima. For Unizima to mediate the potential competitive threats identified in this report, it should clarify its business model and engage in partnerships with companies with complementary offerings to further differentiate and create a unique value proposition. Furthermore, it should leverage the innovative edge of the Univercells Group wherever possible. The current report also showcases an approach for Unizima on how to identify countries with a high potential for Foundation supported projects (RQ2). Segmenting countries within a geographic area on their success score and the official development assistance they receive for the health sector helped identify where projects could deliver the highest impact while considering the feasibility and future profitability of the project. In total 10, 7 and 6 countries were identified in the MEA, SE & Central Asia and LATAM region respectively that could provide interesting leads for the Foundation of which the most attractive areas are within the sub-Saharan Africa region (Senegal, Kenia, Tanzania, and Uganda). Going forward, Unizima should combine the information provided in this report with the hands-on experience of the team and liaise preliminary contacts with key local partners identified in this paper for both Foundation and industry partnerships. Furthermore, it should tailor its offering to fit the needs of its potential customers and design the market entry strategy for a particular market based on provided information on the specific country's pharma ecosystem. Finally, an assessment of the economics of the project should decide whether to commit. CONCLUSION. The current report provides Unizima with frameworks and a prioritized list of LMICs to target to develop partnerships with local industry or for foundation-supported projects. The delivered country and company ID cards offer in-depth intelligence on the local market and the top players within that market. Combined, this will support Unizima in its mission to achieve maximum impact with the highest chance of success.
    • A SAAS business from scratch: The discovery, validation and launch of a citizen development SAAS platform within an incubator ecosystem

      Debacker, Sibrecht; Spileers, Andreas; T’kindt, Lander (2021)
      This report validates the business idea of Cloudr, a tool that converts spreadsheets into web applications. For this, the challenges of spreadsheets within organizations and their current solutions are portrayed, after which the feasibility of the proposed business concept is analyzed. Insights from literature review, qualitative research (interviews with business users, IT and potential partners) and quantitative research (a survey) are provided. Moreover, enlightenment is provided onto the technological, strategic and financial feasibility. Current literature reinforces the challenges of spreadsheets within organizations such as version control, data governance and the management of shadow IT. Current low-code platforms are not sucient to resolve these challenges, as many business users consider them to be either too complex, or too limited in functionality. The current competitors within the spreadsheet conversion landscape have not successfully exploited all opportunities at present, leaving room for a solution such as Cloudr. Furthermore, both the survey and interviews with business users confirm the diculty of creating web applications, whereas the IT department understands the risks of shadow IT practices and the need for data governance. Initial conversations with strategic partners have even highlighted their interest to collaborate. Therefore, we see an opportunity for the proposed business idea within the low-code market: a tool that converts a spreadsheet into a Microsoft Power App, both as an exact copy or through altering the layout using a layout builder. The technological feasibility of this concept has been validated successfully through the development of a functional proof of concept in which all core functionalities are included. This proof of concept is suciently sophisticated to be used as a demo pitch towards initial prospects. Technicalities that are not yet implemented, are validated through conversations with field experts. No major technological complications are expected, although it will be dicult to opt for a true SaaS approach as introducing customer stickiness is not evident when making use of third-party platforms as a conversion tool. A strategic analysis points out the achievability of the business idea from a strategic point of view. There is a reasonable amount of threats, some of which can be alleviated by leveraging the Cronos ecosystem. An example of a significant threat is the bargaining power that Microsoft has as a supplier of Power Platform. A market size analysis indicates that a sizeable market is available. Lastly, the financial forecasts are promising, with an estimated revenue of 2.3 million euro and a net profit of about 500,000 euro after-tax in year five. For this, a total investment of 200,000 euro besides the injected start-up capital is required within the first year. Given that the feasibility of the business concept has been validated successfully until now, our recommendation is to continue the development of Cloud and further investigate the interest of the market. This is why we have set up a meeting with a potential first customer after our project, during which we will pitch the business concept of Cloudr.
    • Identifying current neurosurgeons' concerns about cns gene therapy introduction and providing solutions

      Yuklyaeva, Daria; Montaldo Torres, Ángela; Gil, Patricia (2021)
      Identifying current neurosurgeons' concerns about cns gene therapy introduction and providing solutions. This project is aimed to understand the main bottlenecks for the implementation of CNS gene therapy on the market due to the anticipation of the limited capacity for the drug introduction. Belgian biopharmaceutical company, UCB, assigned us to understand the current state of the neurosurgical drug injection players and stakeholders and discover which is the current capacity for the CNS Gene Therapy introduction. In this report, we will clarify the main issues for the different players involved in the surgery process. However, we will validate only the constraints with the neurosurgeon's point of view as they are the unique stakeholder on which we will be focused on buse of time constraints, among others. The first part of the report introduces the problem statement of the project, explaining the main research question that is going to be solved: “What are the main constraints and issues for introducing the CNS Gene Therapy from the neurosurgeons' point of view, and how can those issues be resolved?” The second part of the report includes a literature review, that contains the scientific information obtained from the preliminary research. This information is important to understand to conduct meaningful research. Firstly, an introduction of the evolution of the healthcare ecosystem will be given. Next, CNS Gene Therapy will be explained briefly. After the introduction of the gene therapy, the way the drug is delivered to the brain is discussed. Following that, two ways of how performing the surgery are explained and then surgeries that are similar to the CNS Gene therapy injection are introduced. Then the report includes information about diseases that are aimed to be treated by the CNS Gene Therapy – Parkinson and Epilepsy. Engaging in irregularities is severely sanctioned in correspondence with article 64 of the Examination rules. We hereby declare that we have not engaged in any such irregularities. The next chapter of the report is devoted to the methodology of the research. Firstly, research approach of the project is described, indicating that qualitative interpretive science research method is implemented – neurosurgeons will be interviewed to answer the main management problem. Then preliminary research was done, constituting of lectures provided by UCB Coordinator and preliminary interviews with UCB employees. After that patient’s and neurosurgeon’s journey were created for the future research purposes. Then it was important to describe the development of the issue tree, that constitutes the potential issues related to the neurosurgeon’s attitude towards CNS Gene therapy introduction. As for the next step of the methodology, we introduce the patient’s and neurosurgeon’s persona’s that would be used in the development of the screening guide that is used as a sampling strategy to choosing a relevant neurosurgeon for the research. Last parts of the methodology explain the chosen profiles of neurosurgeons that perfectly matched the aim of our project, how the dicussion guide was developed and how we did the focus group for ideas brainstorming. The third part of the report deals with results of the research. First of all, it introduces all the potential issues that neurosurgeons might have towards introduction of the CNS Gene therapy. Then we describe all the results that we received from our main and follow-up unterviews. Finally, we introduced potential recommendations for the UCB company to implement in order to solve the potential capacity problem of the CNS gene therapy introduction. The fourth part of the report is devoted to limitations of the research that we faced during conducting the project.
    • Analyzing and structuring of business opportunities at a Belgian Fintech to gain a competitive edge, with a focus on a mobility solution.

      Duyck, Maarten; Meunier, Sebastien (2021)
      In this research paper we will be analyzing new business opportunities for Monizze, a privately owned company currently offering a platform for companies to supply their employees with extra-legal benefits. The company wants to expand their current product offering and has defined 10 business ideas in the mobility sector that needs further research and analysis to add to their portfolio. The research objective for this paper is to define and select different criteria that can be used by Monizze to go from a broad portfolio of innovative ideas to a focused and clear selection of implementable business solutions. Using different frameworks and applying different research methods we will be coming up with our own methodology to deep dive further into these solutions. We will base our initial approach on the Design Thinking methodology using both primary and secondary research to gain an understanding of the different external and internal factors surrounding the different business ideas. The business ideas will be tested and screened using a scoring matrix that will allow Monizze to gain a holistic overview of the different solutions. The matrix is based around the three lenses of innovation which consist of the desirability from the customer point of view; the feasibility of building and implementing this solution; and lastly the viability of the long term fit with the Monizze business model. Using both quantitative and qualitative data, we will analyze the 10 different solutions by narrowing down the most desirable, viable, and feasible ways to successfully implement the given business opportunities. Each idea is individually analyzed through the matrix to come up with a comparative scoring system. To gain a more accurate and holistic view of each of the different ideas, we applied two ways of screening the final score given by our matrix to accurately narrow down the final selection. In our conclusion we will explore our findings of the matrix and screenings; as well as present the selection of the winning ideas together with the supporting internal and external factors related to each. We will utilize the interviews which we conducted with the clients and management of Monizze to support our findings and find common factors between the scoring analysis and the results. Based on the analysis of the competitive advantages of Monizze and the final results we will make some concrete recommendations for Monizze to further their business opportunities and grow their product offering successfully.
    • Identifying the motivations of commuters to purchase on-road e-scooters from a higher end category in belgium and devising a go-to-market strategy

      Chardon, Aurelien; Poelman, Alexandre; De Muyt, Giel (2021)
      Identifying the motivations of commuters to purchase on-road e-scooters from a higher end category in belgium and devising a go-to-market strategy. Together with the growing urbanisation, the micro-mobility needs have risen throughout the years (EY, 2020). With these needs come multiple solutions with one of them being the e-scooter. Urban citizens can already find those solutions in purchasing, sharing or renting models. However, as Taito's and our competition market research showed, there is an important gap in the premium e-scooter category market. In fact, either being for sharing, purchasing or renting, e-scooter manufacturers do not provide enough safe and reliable solutions for the urban mobility market. As a result, Taito Mobility gave itself the mission of solving e-scooters' problems and providing a premium product available for purchase. In fact, research shows that the e-scooters delivered through sharing models are of low quality, not adapted to the weather and infrastructures and have a short average lifespan (EY, 2020). As a result, businesses providing these do not emphasize the repairs and only substitute used products with new ones. Therefore, providing a solution tackling these problems is something that can be qualified as necessary for urban citizens and urban workers with micro-mobility needs. With Taito's founders expertise in delivering a premium engineered product, the company is able to deliver qualitative, safe and sustainable solutions, all made in Europe. However Taito's founders are well aware of their limitations regarding their marketing expertise. In fact, having a prototype helps them in testing whether the market would embrace their potential product. Nonetheless, once the end product-development step is reached, the company has the ambition of bringing it to the market as soon as possible. Of course, this must not come without a solid strategy. Consequently, the company gave our team the mission of developing a go-to-market strategy for the Belgian e-scooter market. As a result, more specific marketing-related questions came with this broad but critical business challenge. Indeed, before providing Taito with a marketing mix to define the strategic product (and services) attributes, place to distribute, final price to set and understand how to promote it, the market had to be researched. Naturally, this meant understanding and identifying the final buyer personas. As a result, understanding the motivations to buy e-scooters from a higher end category was necessary as it helped us segment audiences. However, we first conducted secondary research followed by primary research. Indeed, we developed a situational analysis as it helped us identify the current industry and market dynamics before deepening our primary research complemented by the secondary information we were able to gather. As we aimed to focus on the consumer market, our primary research consisted of exploratory qualitative research with semi-structured interviews to identify how e-scooters are perceived and whether there were opportunities for high-end e-scooters. Next to that, our quantitative research resulted in 201 respondents. We decided only to use the ones with a strong focus on respondents having an interest in high-end e-scooters. As a result, 188 respondents were used to conduct statistical and analytical analyses in order to identify interesting segments and deliver a robust targeting strategy. As a first recommendation, we would recommend Taito to take the initial perceptions of e-scooters to segment their market. Indeed, segmentation using factor and cluster analyses were also realised on willingness to buy (WTB) high-end product and service attributes but these didn't show significant effects on both the high-end e-scooter willingness to buy (WTB) and net promoting scores (NPS). However, two segments stand out regarding their intentions to buy and promote e-scooters from this specific category. In fact, the first potential target we were able to identify is the segment of the "Riders" (22% of the sample). Indeed, by profiling this segment, results show one potential buyer persona within this specific segment. The "Fun Johnny" target is interesting as e-scooter are attractive to him because of the great riding experiences they provide. Without being barriers to purchase, he also communicates room for improvement regarding current offerings. According to this potential buyer persona, the quality, safety and repair services can be improved and would add value to their purchase. The second interesting segment, the "Adventurous" (28% of our survey sample) is also a potential target segment as they enjoy riding e-scooters too and believe it is both very practical and a great means of transport. By profiling this segment, it resulted in a more older, traditional segment, who showed great intentions to buy and promote high-end e-scooters. One of the potential explanations is the bad visibility, quality and after-sale services they associate and perceive with regular e-scooters. Hence, the first segment being quite young, we would not recommend Taito to put its central efforts in it. Indeed, since their product will stand in the higher-end, premium category, price sensitivity might affect its conversion rates. We would rather recommend Taito to develop its marketing mix and marketing communication strategy towards this "Curious Sophie" target persona. Indeed, the improvement points of regular e-scooters together with the high-end e-scooter WTB and NPS identified within that segment make room for innovative solutions like Taito's. However, a strong positioning strategy is needed. As our results demonstrated a gap in the urban mobility market regarding safe and reliable e-scooters, together with a potential market in this same gap, we would recommend Taito to keep its initial “safe and reliable premium means of transport to commute” positioning. This can be combined with a sustainable positioning as current market trends show. Regarding the product and service attributes Taito could develop, we identified one that seemed to be important to the respondents. Consistently with their initial perceptions, respondents showed that the repair service behind high-end products is very important. Representing the second most important attribute behind price, it shows that the "Mix (DIY & Professional)" attribute where customers could benefit from both do-it-yourself support from the brand to repair small issues by themselves and benefit from professional services for more important issues, is something highly valuable. Furthermore, customization came as the third most important attribute while additional warranty came as last. However, belonging to one of these segmented results (conjoint analysis results were segmented using factor and cluster analysis) do not show significant effects on the belonging of the initial perceptions segments. Therefore, it is important to use these results as indicators of overall product and services attributes to develop and not interpret these as being related to the target segment ("Curious Sophie"). Since the price is something extremely difficult to research, all three pricing research methods were conducted. Indeed, cost-based, competition-based and value-based pricing gave different prices or price ranges. Nonetheless, we were able to identify a price range of potential final prices to set at 1.250 euros - 1.500 euros, with a suggested price of 1.500 euros, VAT included. However, Taito should take this as an indicator to find its optimal price range as it can find other ways of increasing this major profit driver (Tackx, 2019). Of course, it is important that Taito delivers consistency between its pricing and distribution strategy. For their distribution strategy, we suggest that Taito develops both a direct-to-consumer (D2C) approach combined with a retail strategy (B2B2C). In order to deliver these, Taito has the responsibility to choose high-end partners for both their webdesign, e-shop and physical stores as well as for repair and maintenance services. For the repair and maintenance service in the D2C, Taito could either decide to deliver these services by means of traditional retailers as partners or propose innovative solutions of third-parties such as “Cyclofix”, which provides mobile repair services and which could help them in delivering innovative end-to-end solutions. Indeed, with the great modularity of its e-scooter, Taito could add value to its final product. However, our suggested buyer persona would still prefer traditional retailers, hence the importance of delivering these services through more traditional partners as well if possible. Indeed, building sustainable partnerships with retailers to sell its products is important as our suggested buyer persona has more potential of converting through this channel. Again, Taito needs to be careful as the service levels and partnerships have to be consistent with their brand promise. Since our research shows that trials have limited added value in online shopping, Taito should not allocate resources on it. Nonetheless, when having a B2B2C approach, Taito should not overlook this as trials seem to be important for their potential buyer persona. However, return policies are important for both approaches and especially for the D2C. Indeed, it is an essential feature in online shopping for a high quality and high-end positioned product (Li et al., 2013). Furthermore, costs for digital e-commerce and marketing will be quite high, especially in the beginning as they will have to raise awareness and convert. Consequently, customer relationships will be entirely online for D2C while offline relationships can occur via partners. As a result, Taito’s promotion of its product and services should take place both offline and online. In fact, digital advertising and communication are relevant for both segments as brand awareness is built in their zero moment of truth (ZMOT), in other words, when getting more information about, or specifically searching for a solution to their needs. Of course, we recommend doing organic, inbound marketing for both segments while investing in paid advertising on its target persona. Despite being less cost-efficient and having a lower data capturing advantage, offline promotion should not be overlooked as our potential buyer persona revealed itself as being quite traditional in its purchasing behavior. Furthermore, the content of the communication should emphasize the confort, practicality, service, safety with a focus on on-road visibility and the made in Europe aspect of the products. Another important aspect to consider is the omni-channel customer experience Taito aims to provide. Since most consumers are expecting consistent brand experiences both online and offline, Taito should put special emphasis on this aspect. Since the customer experience is the new battleground of brands, Taito could leverage a solid long-term competitive advantage with it. Besides that, premium brands should not provide aggressive discounts as their brand image might be affected. Of course, any go-to-market strategy comes with a roadmap having solid milestones to understand when they should launch. However, since Taito is in its very early stage of development both from a product and strategic point of view, the company is constantly pivoting. When adopting a lean, iterative process, agility is key. In fact, meetings with experts and other stakeholders generated many questions that needed further investigation before launching. For instance, the team is only composed of the 3 founders with two of them currently working on the prototype whilst the supply chain is not yet defined. Hence, their production capacity might be affected, which also limits their capacity to provide sufficient and finalized products to the market. Furthermore, the company has the willingness to launch a crowdfunding project which is not defined either. As a matter of relevancy, we aimed to deliver a strong marketing strategy (segmentation, targeting, positioning and marketing mix) to apply whenever the company and their product are ready to launch. To conclude, this report gives an overview of the high-end e-scooters market with its specificities. High-end e-scooters are very attractive to the target segment because of their practicality and reliability as a commuting tool. Going for a high-end brings additional value to customers with its improved safety and quality. Moreover, the premium experience of having a full repair and maintenance service accompanied with a high-end purchasing experience and communication brings even more added value to the consumers. It is however crucial for Taito to be consistent both with its high-end positioning and with its buyer persona. This means that even if an omnichannel strategy is necessary to fit the needs of the target segment, the whole experience needs to be premium regardless of the channel. By applying these strategic recommendations thoroughly, Taito should be able to reach and convert the right customers for its product.
    • Conceptualising a business community and developing a go-to-market strategy to rejuvenate the brand of a financial-economic magazine.

      Kemel, Jonathan; Coulembier, Josephine (2021)
      Due to issues related to Trends’ current target audience (i.e., male and 45+), image, and churn rate (20%), the need for rejuvenation and a future strategy has never been greater. In this respect, the concept of a Trends Business Club has been put forward. Consequently, the primary objective of this report is to provide an answer to the question related to what a Trends Business Club should entail in order to acquire a younger, more feminine audience as well as to retain their current target audience (i.e., male, 45-64 years old). Moreover, we also examined if there is an interest in such a club, if there is a necessity to build or license a digital community platform and how all of this can be put into practice. As part of the secondary market research, we performed a competitor analysis (i.e., direct competitors, traditional and innovative business clubs, and online communities) as well as research regarding online community building. This has shown us that the aim for a Trends Business Club should be to launch as a smaller innovative business community and to ultimately become the biggest innovative business community in Belgium. Moreover, we found that there is no real benchmark that includes all the different elements a Trends Business Club aims to entail (i.e., education, inspiration, connection and member benefits). With respect to the practice of online community building, there are multiple benefits such as the fact that it boosts professional development. However, there are also certain challenges, especially concerning member engagement. A community manager is crucial in this respect. Furthermore, multiple elements have been listed that can tackle these challenges. As for the primary market research, a mixed method approach was chosen. First, qualitative interviews were conducted among fourteen interviewees (ten belonging to the new target audience, four to the current one). These findings show that, in general, there is a low brand awareness of both Trends magazine and other Trends products. Furthermore, all interviewees were interested in education, inspiration and connection with a focus on business. What’s more, inspiration was identified as the main reason to connect. Regarding connecting with a focus on leisure, the interest was considerably lower. In addition, people seem to prefer financial member benefits and a combination of online and offline connecting. Second, quantitative research by means of a survey was conducted. In total, 285 respondents filled in the survey, belonging to three different samples (i.e., Trends, Vlerick Alumni and convenience). The results support the fact that Trends has a rather low brand awareness, especially considering the younger target audience. Furthermore, by using a list of 33 possible activities, we identified in which type of activities people are most and least interested. For the full sample the top five most popular activities are related to inspiration and education, namely: inspiring company visits, keynote speakers, success and fail stories, webinars and online tools. The top five least favoured activities are related to leisure and benefits, namely: competitions related to charity, relaxing workshops, Trends sport clubs, discounts and competitions to win tickets for relaxing activities. Moreover, in general the respondents are interested in a Trends Business Club and/or know somebody who would be interested in such a concept. Concerning a possible division, the findings state that people who are more interested prefer an inclusive community. Additionally, two buyer personas that represent our target audiences were made based on the data. Next, Facebook, LinkedIn and Instagram are the best social media channels to reach both target audiences. Lastly, a first indication of the willingness to pay was set at a price range between €100 and €200 (full sample). In sum, both the primary and secondary market research indicate that there is a business opportunity to launch a Trends Business Club. In addition, it can also be differentiated enough from other business clubs (traditional and innovative) and give the Trends brand a boost towards a younger, more game changing audience. Regarding the strategy, the main risks and benefits were identified as well as a forecast of the potential profit and loss which shows that the concept would be profitable in a good and realistic situation. Furthermore, as part of the differentiation, strategic exercises show that the Trends Business Club needs to adopt a customer-centric approach, focussing on the following brand values: game changing, innovative, inspirational and educational. Based on all the above mentioned, the concept of a Trends Business Club was further defined. The business community will entail 40 Trends Talk events, 10 big more exclusive events, monthly company visits, educational courses and content, the possibility to connect with like-minded people (online and offline) and member exclusive benefits. The marketing strategy elaborates on the target market (i.e., Flemish professionals) and buyer personas (i.e., Trends Tom and Young Yasmine). Next, the following value proposition was created: “To delight Flemish professionals who are looking for business inspiration, the Trends Business Club offers the opportunity to meet leading figures on a weekly basis, connect with like-minded people and educate yourself, to trigger the change masters of tomorrow to push their boundaries and create sustainable growth, that they prefer because of Trends’ experience, know-how and substantiated content.” In order to incentivise consumers to stay a member as well as to acquire new members through existing ones, a loyalty and referral programme were made. In addition, we also identified how we can reach and trigger consumers through a content and social media strategy. Moreover, the communication campaign consists of two phases (per target audience) and two communication flows. Regarding the current target audience, in phase one not much extra communication is needed, whereas in phase two these people will be notified that they have now become a member of a business community instead of a subscriber to a magazine. With respect to the new target audience, phase one will mainly consist of increasing brand awareness and triggering these consumers by offering an experience package. In phase two, the launch of the Trends Business Club will be communicated at a large scale by use of “Change the Game” ambassadors. In sum, this means that in a first phase there is no need to already develop a community platform as this phase is mainly aimed at increasing brand awareness among the new target audience. In addition, in order to give the management of Roularta Media Group a more complete overview of what a Trends Business Club entails, we already included a first insight regarding possible educational partnerships with the following institutions: University of Hasselt, Antwerp Management School, Vlerick Business School and Belgian Association of Marketing. Furthermore, a partnership concerning member benefits was already set up with Trends Business Information. Lastly, we looked at the necessity of implementing a community platform. In order to do so, we had several meetings with multiple digital agencies and we made a list with business requirements. Although no concrete timing and pricing could be given yet, the price range regarding the development of such a community platform would lie somewhere between €80.000 and €300.000. Finally, a clickable mock-up was made using Figma in order to make a possible Trends Business Club platform more tangible. In general, this study has helped to define and concretise the concept of a Trends Business Club. Notwithstanding its limitations, multiple useful insights were defined as well as a go-to-market strategy. Consequently, we can state that the launch of a Trends Business Club including a community platform would be profitable and relevant to sustain Trends’ future.
    • Physical asset management in the fourth industrial revolution: mapping the literature for condition-based maintenance

      Samii, Behzad; Sandu, Georgiana (2022)
      The low-carbon energy transition depends on adopting renewable energy technologies and requires affected industries to adopt best practices for optimized performance, reliable and sustainable operations. Consequently, the legacy energy distribution system faces many challenges in supporting grid stability, reliability, efficiency, and security under this transition setting. Herein, we adopt a quantitative text analysis of 310 articles complemented by a qualitative review to identify how and to what extent the fourth industrial revolution reflects in the energy distribution system. To this end, we map the literature for the technological innovations that support condition-based maintenance of electricity distribution grid under the Industry 4.0 principles. We emphasize how physical asset management enabled by the Industry 4.0 principles, i.e., interconnection, information transparency, automation, decentralized decisions and sustainability, can become a source of competitive advantage for utilities. This study helps place the physical assets portfolio at the core of strategic decisions aimed at attaining a more sustainable state, operational excellence, and economic prosperity.
    • Fluvius drives towards sustainability: A case on rare earth elements (Ree) supply integrity

      Andersen, Stephen; Sandu, Georgiana; Samii, Behzad (2020)
      As Supply Chain Manager at Fluvius, the Belgian distribution system operator, Gunther wants to formulate a plan that can generate incentives to move towards greater energy supply chain sustainability and resilience. The low-carbon energy transition relies on rare earth elements (REEs)-enabled technologies tainted by their harsh mining ecosystem effects and their Chinese policies dependence. Gunther, adopting a holistic approach, analyses the complexity of the global, green energy supply chain. What does a sustainable energy supply chain actually mean? How to create a cascade of sustainable practices that reaches first-tier suppliers? How to couple resilience and sustainability and contribute to sustainable development? This case is designed to be exposed in Business Administration, Energy Management, Supply Chain Management, Operations Management or Technology Management courses. The goal is to develop and practice skills in identifying trends and weaknesses in a dynamic supply chain and to formulate an action plan that can integrate sustainability and resilience across an organization's supply chain.
    • Early alzheimer disease round table project: Preparedness of the Belgian health system

      Van Dyck, Walter; Vandenberghe, Rik; Salmon, Eric; Hanseeuw, Bernard; De Lepeleire, Jan; Govaerts, Laurenz (2022)
      Disease modifying therapies (DMT) in the field of Alzheimer’s disease becoming accessible will require a transformation of Belgian health care practice. Early diagnosis is a crucial first step for these therapies as the maximal benefit outcome is expected if treatment is started as early as possible. This health policy-preparing paper resulting from a Belgian Early AD Round Table, complemented by an anonymized memory clinics survey and a computer simulation, was geared to investigate the Belgian healthcare system infrastructural preparedness to receive a DMT in the field of Alzheimer disease, which represents a high unmet clinical and societal need. Key summary recommendations include; • Conducting an awareness campaign towards the broader public as of a DMT becoming available; • Increasing GP awareness of implementation guidelines of the early-AD care and diagnostic pathway stressing multi-professional collaboration on diagnostic strategies; • To expedite patient diagnosis and treatment by considering reimbursement of CSF analysis, regardless of their use in symptomatic treatment or –even more so– DMT-available contexts; • CSF analysis cost-effectiveness is shown to require transversal budget impact analysis considering societal costs; • In the long run, to redesign the Belgian Memory Clinics Convention to act as the guardian of a national uniform quality AD health service offering; • To organically grow the present memory clinic-based loco-regional approach to AD treatment, which would result into a higher number of memory clinics acting upon a revised DMT-based health service offering; • To invest cost-effectively in the competence and skills of the informal caregiver; • To set up industry-independent societally funded national AD & dementia registries characterized as care registries and diagnosis/syndrome-specific quality of care registries. Please also consult the recommendations following the public presentation of these study results under Chapter 7 – Conclusions and Recommendations.