Uitleg over de modaliteiten van de kmo portefeuille door Mieke Houben (Agentschap Innoveren & ondernemen). Host: Katie Van den Bulck (Innovatiecentrum).
Webinar van het Innovatiecentrum ism VOKA en VLAIO
Uitleg over de modaliteiten van de kmo groeisubsidie door Marc Tiri (Innovatiecentrum). Host: Katie Van den Bulck (Innovatiecentrum).
Webinar van het Innovatiecentrum ism VOKA en VLAIO
Uitleg over de modaliteiten van het kmo programma en ontwikkelprojecten door Marc Tiri (Innovatiecentrum). Host: Katie Van den Bulck (Innovatiecentrum).
Webinar van het Innovatiecentrum ism VOKA en VLAIO
"Corporate Governance in Groeibedrijven" door Luc Sterckx, bestuurder van vennootschappen
"Voorstelling SIM - Business Angel Coaching" door Boudewijn Dupont, gedelegeerd bestuurder SIM Belgium
"Advisory Boards als eerste stap naar Governance?" door Dirck De Cock, SIM Business Angel Coach
Uitleg over de modaliteiten van de kmo portefeuille door Mieke Houben (Agentschap Innoveren & ondernemen). Host: Katie Van den Bulck (Innovatiecentrum).
Webinar van het Innovatiecentrum ism VOKA en VLAIO
Uitleg over de modaliteiten van de kmo groeisubsidie door Marc Tiri (Innovatiecentrum). Host: Katie Van den Bulck (Innovatiecentrum).
Webinar van het Innovatiecentrum ism VOKA en VLAIO
Uitleg over de modaliteiten van het kmo programma en ontwikkelprojecten door Marc Tiri (Innovatiecentrum). Host: Katie Van den Bulck (Innovatiecentrum).
Webinar van het Innovatiecentrum ism VOKA en VLAIO
"Corporate Governance in Groeibedrijven" door Luc Sterckx, bestuurder van vennootschappen
"Voorstelling SIM - Business Angel Coaching" door Boudewijn Dupont, gedelegeerd bestuurder SIM Belgium
"Advisory Boards als eerste stap naar Governance?" door Dirck De Cock, SIM Business Angel Coach
Entrepreneur Shalaka Patil discusses strategies for entrepreneurship in a short document. She likely outlines several tips for starting and running a business successfully such as developing a business plan, finding customers, managing finances, hiring employees, and long-term growth. The document aims to provide aspiring and current entrepreneurs with advice to help launch and scale their ventures.
The document presents the findings of a study that aimed to identify strategies that support early internationalization and survival of born global companies. The study used qualitative content analysis to analyze literature and interview case study companies. Key findings include that born globals operate in traditional industries disrupted by new technologies, and internationalization is driven more by technological capabilities than local market conditions. Networking and a product model strategy focusing on development over market learning are important. The study could be improved by a less rushed analysis, proper use of deductive methods, better addressing performance, and adding a quantitative component to reduce confirmation bias.
The Uppsaala Model and Marks & SpencerMayank Beria
The document discusses the Uppsala model of internationalization and its application to Marks & Spencer's expansion into foreign markets. It describes the assumptions and stages of the Uppsala model, including the importance of psychic distance. It then provides an overview of Marks & Spencer's history and details its expansion into Asian markets like India and China, highlighting both successes and challenges faced.
Professor Svante Andersson, Halmstad University, presented this lecture "The Born Global Firm – a challenge for theory and policy" as part of the Whitaker Institute's Distinguished Lecture Series at NUI Galway on 2nd March 2016.
This document discusses internationalization and entry modes for small and medium enterprises (SMEs). It covers the business environment factors that influence internationalization, including resources, organization, risk-taking, and flexibility. It also discusses the marketing mix and common entry modes like exporting and using intermediaries. The document then focuses on finding and managing partners, including seeking out the right partners, getting their attention, and defining partnership roles.
The uppsala internationalization process model revisitedAfzaal Ali
This document summarizes revisions made to the Uppsala Internationalization Process Model. The original 1977 model proposed that firms gradually increase their foreign market commitments starting with occasional exporting to nearby countries and psychically close markets, then establishing sales subsidiaries and eventually production facilities. The revised model emphasizes that internationalization occurs through business networks and relationships. Firms learn from partners, build trust over time, and identify new opportunities collaboratively. The revised model better explains rapid internationalization patterns through acquisitions and born global firms. It suggests future research could study when liability of foreignness versus liability of outsidership impact market entry and integrate the network perspective with internalization theory and eclectic paradigm.
The document discusses internationalization processes for firms in developed and developing countries. For developed countries, internationalization is typically an evolutionary process as firms gradually increase foreign commitments over time, leveraging technological and size advantages. The example of Greek telecom company OTE S.A. is provided. For developing countries, patterns of internationalization differ, and examples of Indian conglomerate Tata Group expanding abroad through both organic and inorganic growth are described. The conclusion compares internationalization strategies between developed and developing country firms.
This document outlines the four stages of internationalization for companies: 1) Domestic companies focus only on their home market. 2) International companies begin expanding abroad in an ethnocentric manner by extending their domestic strategies. 3) Multinational companies adopt a polycentric orientation by adapting their marketing to local overseas operations. 4) Global companies recognize similarities across markets allowing them to develop global strategies combining extension, adaptation, and creation to gain scale economies worldwide.
The document discusses concepts related to developing export markets and internationalization for small and medium enterprises (SMEs). It provides definitions for key terms, barriers and benefits to exporting and internationalization. The document also includes case studies of several SMEs that successfully expanded into international markets and developed export activities. It concludes with recommendations for SMEs to identify business needs, develop export strategies, and conduct market research when internationalizing.
International Entrepreneurship - Internationalization Strategy RelationshipsSenthilKumar Mukund
This document provides an overview of several theories of internationalization: the internationalization process theory, network theory, eclectic/economic theory, and international entrepreneurship theory. It discusses the key aspects of each theory, including their main themes, units of analysis, and criticisms. The document also compares the different theories and provides examples to illustrate internationalization concepts.
Case Study Analysis on General ElectricSubhi Pradhan
This document provides a case study analysis of General Electric's organizational strategy. It analyzes GE's internal capabilities, which it identifies as key sources of sustained competitive advantage. These capabilities include leadership, human resource development, organizational structure, innovation, marketing/brand portfolio, and customer service. For each capability, the document describes how GE has built and leveraged that capability, such as through training programs, decentralizing its structure, launching initiatives like Ecomagination, diversifying its portfolio for synergies, and focusing on customer relationships. The overall analysis aims to understand the roots of GE's competitiveness through its internal capabilities.
Praktische inkijk hoe je je HR-, innovatie- en/of transformatieplannen een boost kan geven:
Hoe begin je eraan? Hoe een haalbaar voorstel formuleren? Hoe rapporteren?
Presentatie op 12/04/2018 gegeven bij IC Grote Beer (Beernem) met Together en VLAIO.
Presentatie gegeven tijdens gebruikersgroep Tetra Pro³. Er wordt een overzicht gegeven van de diensten van het innovatiecentrum en de verschillende subsidiemogelijkheden worden besproken.
Ontdek welke financiële mogelijkheden er zijn en welke geschikt zijn voor je bedrijf. Hoe kun je je goed voorbereiden op het aanvragen van een financiering?
Presentatie Qredits
Presentatie over het financieren van innovatie door Benedict Persoon, tijdens innovatie inspiratiedag verzorgd door Syntens tijdens klantendag Rabobank Zuid Limburg (dinsdag 30 juni 2009)
Je bent een innovatieve onderneming. Of je wilt inzetten op een eerste innovatieproject? De overheid subsidieert innovatieve projecten. Komt jouw project voor dergelijke subsidies in aanmerken? En zo ja, wat houden deze subsidies in?
Volgende topics worden behandeld:
- KMO portefeuille
- KMO Haalbaarheidstudie
- KMO/O&O Innovatieproject
Entrepreneur Shalaka Patil discusses strategies for entrepreneurship in a short document. She likely outlines several tips for starting and running a business successfully such as developing a business plan, finding customers, managing finances, hiring employees, and long-term growth. The document aims to provide aspiring and current entrepreneurs with advice to help launch and scale their ventures.
The document presents the findings of a study that aimed to identify strategies that support early internationalization and survival of born global companies. The study used qualitative content analysis to analyze literature and interview case study companies. Key findings include that born globals operate in traditional industries disrupted by new technologies, and internationalization is driven more by technological capabilities than local market conditions. Networking and a product model strategy focusing on development over market learning are important. The study could be improved by a less rushed analysis, proper use of deductive methods, better addressing performance, and adding a quantitative component to reduce confirmation bias.
The Uppsaala Model and Marks & SpencerMayank Beria
The document discusses the Uppsala model of internationalization and its application to Marks & Spencer's expansion into foreign markets. It describes the assumptions and stages of the Uppsala model, including the importance of psychic distance. It then provides an overview of Marks & Spencer's history and details its expansion into Asian markets like India and China, highlighting both successes and challenges faced.
Professor Svante Andersson, Halmstad University, presented this lecture "The Born Global Firm – a challenge for theory and policy" as part of the Whitaker Institute's Distinguished Lecture Series at NUI Galway on 2nd March 2016.
This document discusses internationalization and entry modes for small and medium enterprises (SMEs). It covers the business environment factors that influence internationalization, including resources, organization, risk-taking, and flexibility. It also discusses the marketing mix and common entry modes like exporting and using intermediaries. The document then focuses on finding and managing partners, including seeking out the right partners, getting their attention, and defining partnership roles.
The uppsala internationalization process model revisitedAfzaal Ali
This document summarizes revisions made to the Uppsala Internationalization Process Model. The original 1977 model proposed that firms gradually increase their foreign market commitments starting with occasional exporting to nearby countries and psychically close markets, then establishing sales subsidiaries and eventually production facilities. The revised model emphasizes that internationalization occurs through business networks and relationships. Firms learn from partners, build trust over time, and identify new opportunities collaboratively. The revised model better explains rapid internationalization patterns through acquisitions and born global firms. It suggests future research could study when liability of foreignness versus liability of outsidership impact market entry and integrate the network perspective with internalization theory and eclectic paradigm.
The document discusses internationalization processes for firms in developed and developing countries. For developed countries, internationalization is typically an evolutionary process as firms gradually increase foreign commitments over time, leveraging technological and size advantages. The example of Greek telecom company OTE S.A. is provided. For developing countries, patterns of internationalization differ, and examples of Indian conglomerate Tata Group expanding abroad through both organic and inorganic growth are described. The conclusion compares internationalization strategies between developed and developing country firms.
This document outlines the four stages of internationalization for companies: 1) Domestic companies focus only on their home market. 2) International companies begin expanding abroad in an ethnocentric manner by extending their domestic strategies. 3) Multinational companies adopt a polycentric orientation by adapting their marketing to local overseas operations. 4) Global companies recognize similarities across markets allowing them to develop global strategies combining extension, adaptation, and creation to gain scale economies worldwide.
The document discusses concepts related to developing export markets and internationalization for small and medium enterprises (SMEs). It provides definitions for key terms, barriers and benefits to exporting and internationalization. The document also includes case studies of several SMEs that successfully expanded into international markets and developed export activities. It concludes with recommendations for SMEs to identify business needs, develop export strategies, and conduct market research when internationalizing.
International Entrepreneurship - Internationalization Strategy RelationshipsSenthilKumar Mukund
This document provides an overview of several theories of internationalization: the internationalization process theory, network theory, eclectic/economic theory, and international entrepreneurship theory. It discusses the key aspects of each theory, including their main themes, units of analysis, and criticisms. The document also compares the different theories and provides examples to illustrate internationalization concepts.
Case Study Analysis on General ElectricSubhi Pradhan
This document provides a case study analysis of General Electric's organizational strategy. It analyzes GE's internal capabilities, which it identifies as key sources of sustained competitive advantage. These capabilities include leadership, human resource development, organizational structure, innovation, marketing/brand portfolio, and customer service. For each capability, the document describes how GE has built and leveraged that capability, such as through training programs, decentralizing its structure, launching initiatives like Ecomagination, diversifying its portfolio for synergies, and focusing on customer relationships. The overall analysis aims to understand the roots of GE's competitiveness through its internal capabilities.
Praktische inkijk hoe je je HR-, innovatie- en/of transformatieplannen een boost kan geven:
Hoe begin je eraan? Hoe een haalbaar voorstel formuleren? Hoe rapporteren?
Presentatie op 12/04/2018 gegeven bij IC Grote Beer (Beernem) met Together en VLAIO.
Presentatie gegeven tijdens gebruikersgroep Tetra Pro³. Er wordt een overzicht gegeven van de diensten van het innovatiecentrum en de verschillende subsidiemogelijkheden worden besproken.
Ontdek welke financiële mogelijkheden er zijn en welke geschikt zijn voor je bedrijf. Hoe kun je je goed voorbereiden op het aanvragen van een financiering?
Presentatie Qredits
Presentatie over het financieren van innovatie door Benedict Persoon, tijdens innovatie inspiratiedag verzorgd door Syntens tijdens klantendag Rabobank Zuid Limburg (dinsdag 30 juni 2009)
Je bent een innovatieve onderneming. Of je wilt inzetten op een eerste innovatieproject? De overheid subsidieert innovatieve projecten. Komt jouw project voor dergelijke subsidies in aanmerken? En zo ja, wat houden deze subsidies in?
Volgende topics worden behandeld:
- KMO portefeuille
- KMO Haalbaarheidstudie
- KMO/O&O Innovatieproject
Van informatieverwerker naar adviseur - introJill Schreurs
De taken van een boekhouder en accountant evolueren vandaag de dag. Wat staat er te gebeuren en hoe kan Intellifin de boekhouder en accountant hier bij helpen?