STeP (Strategy Training e-Platform) targets to develop an innovative and integrated online training programme and platform on Strategic Development, ensuring vocational education for stakeholders of SMEs throughout all sectoral activities via newest learning methods, and is going to be piloted in Turkey, France and Belgium in 2015. This project (STeP – 2013-1-TR1-LEO05-47550) has been funded with support from the European Commission. This website reflects the views only of the author, and the Commission cannot be held responsible for any use which may be made of the information contained therein.

1. Strategic Management Training
in Flanders, Main Findings
Conference of STeP- Strategy Training e-Platform
project
(2013-1-TR1-LEO05-47550)
Presenter‘s name-Organisation name
www.step.ybu.edu.tr
Ankara, 14/09/2015

2. Flanders

3.  6.410.705 inhabitants (2014)
 514.262 SMEs (2009 – FGOV.be)
› Represents 57% of all SMEs in Belgium
› Represent 99.4% of total Flemish businesses
› 37% increase in period 2000-2009
› Especially smaller SMEs (till 20 employees)
increasingly employ people (they are more
careful, so if they hire it is a positive signal).
› They offer over 40% of all local employment.
Flanders

4. Main industries which SMEs
dominate in Flanders
Sector Brussels Flanders Wallonia Belgium
Services incl.
tourism
42,035 185,860 79,837 307,732
% 42.7% 36.2% 33.5% 36.2%
Trade 18,873 98,948 47,240 165,061
% 19.2% 19.3% 19.8% 19.4%
Construction 9,993 65,264 30,291 105,548
% 10.2% 12.7% 12.7% 12.4%

5.  Many SMEs start, but very high fail.
› Economic crisis hits these SMEs especially
hard
› 99% of bankruptcies in 2012 were SMEs
› Jan-May 2013: 5.139 bankruptcies (increase
of 12,5% compared to 2012). Loss of 9.923
jobs (10.127 jobs in 2012).
Barriers for SMEs

6.  Economic situation, declining demand
 Lack of vision, changing market
 Mismanagement
 Bad cash flow management
 Lack of capital, less fluent credit from banks
 Hesitation to lay off staff
 Fraud
 Bad/No payment by clients
 Incapacity to work by owner, fire, theft, etc.
 Bankruptcy mother company, sister
company, holding
10 main reasons of bankruptcies

7.  Majority has predefined strategy - Strategy often not
known in company
 Almost 75% indicates lack of resources to provide training
 Motivation very diversified
 Mostly legislation that forces them to invest in training
 Lack of time and (financial) resources define why training
is not given
 Modular training preferred
 Need for consultancy in some areas
 External world is analysed but not really via formalised
tools (very limited usage of tools)
 Training requested mainly during working hours (in-house
only 40%).
 Preferred training providers: labour unions and external
consultants
Main barriers faced (STeP
survey)

8.  29 users (19 males, 10 females)
› 27 (19 males, 8 females)
› 13 had set up own micro SME business
› 12 worked in family business
› 4 were planning to set up a business
› ALL were already working
 16 sessions (last one being online assessment
 2 waves:
› December 2014 – May 2015: As part of own training
on social media usage in an entrepreneurial
environment (social business strategy)
› September 2015: online sessions
Piloting of STeP

9. 1. 4 hours - Module 1 – 2 + lunch
2. 4 hours - Module 3 + lunch
3. 4 hours - Module 4 + lunch
4. 4 hours - Module 5 + lunch
5. 4 hours - Module 6 + lunch
6. 4 hours - Module 7 + lunch
7. 4 hours - Module 8 + lunch
8. 4 hours - Module 9 + lunch
9. 4 hours - Module 10 + lunch
10. 4 hours - Module 11 + lunch
11. 4 hours - Exercises on Module 1-3 + lunch
12. 4 hours - Exercises on Module 3-6 + lunch
13. 5 hours - Exercises on Module 6-9 – presentation by young entrepreneur
+ lunch
14. 5 hours - Exercises on Module 9-10 – presentation by young
entrepreneur + lunch
15. 4 hours - Self-evaluation session + lunch
16. Online sessions
Training sessions for modules

10.  Online
› Is considered a support tool for training when being
at home, to re-check course content.
› Attractive layout and design of course material
scored very well.
 Modules (1, 2, 3, 4, 7, 8, 9, 11 were main focus)
› 2. Policies, Initiatives and Legal Framework on
Strategy Development
 Subsidies are still largely unknown
 EC project funding was of interest and resulted in co-
project proposal writing with attendee as exercise
 PRACTICAL information is crucial, so the Dutch version
required more information, especially during the lessons
Main findings

11.  Modules
› 3. Components of Strategy Statement
 Most important elements were the environment analysis,
which they liked as a structured approach. They
actually already do it, albeit unstructured.
 Is the very basis of the course.
› 4. Environmental Analysis for SMEs
 Porter’s 5 forces model was basis for teaching this
module and worked quite well.
 Examples from real life of life cycles of products AND
companies were discussed.
 Different theories were linked to this (threats and
opportunities, SWOT, PESTEL) and explored.
 SWOT analysis was best accepted “tool”.
Main findings

12.  Modules
› 5. Formulation of Strategy
 This chapter was the least liked. Not because of
the actual content, but due to the fact that the
trainees could not really associate their companies
with the different presented strategies. They are
mostly related to issues by larger SMEs.
› 6. Strategy Implementation
 Training focused on the tables which were
clarifying and avoided using the rather
complicated text.
 Mintzberg’s triangle of management styles was
used as basis to have the trainees provide
examples of real life experiences (was also one of
the session with the most amusement…).
Main findings

13.  Modules
› 7. Strategic Leadership
 The “new wave” of young entrepreneurs really dug this
module.
 Examples were given by trainees where the different
leadership styles occurred in their family businesses and
leaded often to intergenerational conflicts:
 Strategic Leaders vs. Visionary Leaders vs. Managerial
Leaders
› 8. Business Ethics and Social Responsibility Strategy
 Blended social /commercial entrepreneurship is a core
element for our company as we point to the social impact
a company can have.
 Every trainee had as exercise to create a scoreboard and
action plan of their own business .
 A discussion on this topic formed the basis for a project
proposal.
Main findings

14.  Modules
› 9. Social Business Strategy
 This is the core training module for us.
 Establishing a social media presence with focus on the way
companies can interact with their clients.
 Internet hypes (such as investing in click farm deals, etc.)
were debunked, pointing also to FB logarithms that detect
such fabricated likes.
 Quality instead of quantity was the motto.
 Involving social media in all activities where suitable.
 An example was worked out for a transport company to
create a social media presence. The company did apply it
afterwards.
› 10. Measuring Organisational Performance
 Was considered too academic by the target group and
relevance for them was not clear due to their small size.
Main findings

15.  Modules
› 11. Mentoring
 The principle of mentoring as a way whereby a
“newbie” is supported by an “oldie” was
considered very appropriate to support
intergenerational transfer of knowledge and
skills.
 3 companies already applied it and were then
asked to present the principle.
Main findings

16. Some pictures …

17. Some pictures …