This report provides the global community of hospitality professionals with critical insights into emerging trends and developments, with a particular focus on the future of business travel. Business travellers play a pivotal role within the tourism industry, contributing significantly to international travel, GDP, and business revenues.In light of recent disruptions and evolving challenges, this forward-looking study aims not only to reflect on the past but, more importantly, to anticipate future developments and uncertainties in the realm of business travel. By doing so, it offers strategic insights to help hospitality leaders navigate the ever-evolving landscape of the industry.Key findings from the Yearly Outlook include:• Recovery of International Travel: By 2024, international travel arrivals have surpassed 2019 levels by 2%, signalling a full recovery in the sector. In Amsterdam, there was a 13% decrease in business traveller numbers, offset by an increase in the average length of stay from 2.34 to 2.71 days. Notably, more business travellers opted for 3-star accommodations, marking a shift in preferences.• Future of Business Travel: The report outlines a baseline scenario that predicts a sustainable, personalised, and seamless business travel experience by 2035. This future will likely be driven by AI integration, shifts in travel patterns—such as an increase in short-haul trips, longer stays combining business and leisure—and a growing focus on sustainability.• Potential Disruptors: The study also analyses several potential disruptors to these trends. These include socio-political shifts that could reverse sustainability efforts, risks associated with AI-assisted travel, the decline of less attractive business destinations, and the impact of global geopolitical tensions.The Yearly Outlook provides practical recommendations for hospitality professionals and tourism policymakers. These recommendations focus on building resilience, anticipating changes in business travel preferences, leveraging AI and technological advancements, and promoting sustainable practices within the industry.
De markt voor Business Process Management (BPM) software groeit razend snel. Voor 2010 wordt er een marktomvang voorspeld van tussen de 1 tot 6 miljard dollar, dit betekend dat deze markt sinds 2005 meer dan verdubbeld is. BPM krijgt ook in toenemende mate publiciteit in de markt echter dan gaat het veelal om wat BPM nu precies wel en niet is en niet over hoe het toegepast kan worden. Hetzelfde geldt voor BPM software, beter bekend als Business Process Management Systemen (BPMS). Het onderzoek beschreven in dit proefschrift focust op BPMS, het ontstaan, waar het naartoe gaat en wat er allemaal komt kijken bij de invoering en het gebruik ervan. De hoofdonderzoeksvraag in dit proefschrift is: Welke factoren en competenties bepalen het succes van de implementatie van Business Process Management Systemen in een specifieke situatie? Centraal in dit proefschrift staan de volgende onderzoeksvragen: 1. Wat zijn de succes factoren bij de implementatie van Business Process Management Systemen? 2. Welke competenties hebben stakeholders in een Business Process Management Systeem implementatie project nodig? 3. Hoe ziet een Business Process Management Systeem implementatie methodiek eruit welke rekening houdt met de omgevingsfactoren van een organisatie?
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Collaborative networks for sustainability are emerging rapidly to address urgent societal challenges. By bringing together organizations with different knowledge bases, resources and capabilities, collaborative networks enhance information exchange, knowledge sharing and learning opportunities to address these complex problems that cannot be solved by organizations individually. Nowhere is this more apparent than in the apparel sector, where examples of collaborative networks for sustainability are plenty, for example Sustainable Apparel Coalition, Zero Discharge Hazardous Chemicals, and the Fair Wear Foundation. Companies like C&A and H&M but also smaller players join these networks to take their social responsibility. Collaborative networks are unlike traditional forms of organizations; they are loosely structured collectives of different, often competing organizations, with dynamic membership and usually lack legal status. However, they do not emerge or organize on their own; they need network orchestrators who manage the network in terms of activities and participants. But network orchestrators face many challenges. They have to balance the interests of diverse companies and deal with tensions that often arise between them, like sharing their innovative knowledge. Orchestrators also have to “sell” the value of the network to potential new participants, who make decisions about which networks to join based on the benefits they expect to get from participating. Network orchestrators often do not know the best way to maintain engagement, commitment and enthusiasm or how to ensure knowledge and resource sharing, especially when competitors are involved. Furthermore, collaborative networks receive funding from grants or subsidies, creating financial uncertainty about its continuity. Raising financing from the private sector is difficult and network orchestrators compete more and more for resources. When networks dissolve or dysfunction (due to a lack of value creation and capture for participants, a lack of financing or a non-functioning business model), the collective value that has been created and accrued over time may be lost. This is problematic given that industrial transformations towards sustainability take many years and durable organizational forms are required to ensure ongoing support for this change. Network orchestration is a new profession. There are no guidelines, handbooks or good practices for how to perform this role, nor is there professional education or a professional association that represents network orchestrators. This is urgently needed as network orchestrators struggle with their role in governing networks so that they create and capture value for participants and ultimately ensure better network performance and survival. This project aims to foster the professionalization of the network orchestrator role by: (a) generating knowledge, developing and testing collaborative network governance models, facilitation tools and collaborative business modeling tools to enable network orchestrators to improve the performance of collaborative networks in terms of collective value creation (network level) and private value capture (network participant level) (b) organizing platform activities for network orchestrators to exchange ideas, best practices and learn from each other, thereby facilitating the formation of a professional identity, standards and community of network orchestrators.
On a yearly basis 120 million kg of spent coffee ground (SCG) is disposed as waste. Two partners in the project have the intension to refine the valuable compounds from this coffee residue. One of these compounds is the group of melanoidins. It is proven that these natural polymers, with polyphenols incorporated, can be used as a colorant for wool. The polyphenols show antioxidant ability and high levels of ultraviolet radiation blocking which will give extra benefits when the SCG extract is applied as a colorant in smart packaging. In this project the extraction process is refined and industrial dyeing methods for wool, cotton and paper are evaluated. SCG colored samples are tested for color intensity and light and wash fastness. For the best coloring results commercial potential will be evaluated in a market study. Prospects in textile, paper and packaging industries are contacted to share their view about the possible applications of SCG extracts as colorants. The results are used in the business plan of the SCG refinery plant. With the SCG extract as a professional biobased colorant in the market, companies in textile, paper and packaging industry will have a wider choice in using environmental friendly products. At the end, this will lead to complete biodegradable products for consumers.
Dit projectvoorstel is gericht op het samen met lokale coöperaties ontwikkelen van innovatieve energiediensten, onder meer om problemen als netcongestie het hoofd te bieden. Deze energiediensten bieden lokale coöperaties kansen om economisch renderende taken op te pakken. Bovendien worden de mogelijkheden voor regionale energiediensten onderzocht. Met regionale samenwerking kunnen lokale coöperaties worden ondersteund, kennis van netbeheer verworven worden en gezamenlijk zijn lokale coöperaties een effectieve gesprekspartner voor netbeheerders. Het project kent een vijftal werkpakketten, die ieder een specifiek onderwerp bestrijken. In werkpakket 1 wordt samen met lokale energiecoöperaties gewerkt aan het verkennen van de behoeften aan en mogelijkheden van lokale energiediensten. Hoe kunnen coöperaties zinvol gebruik maken van de (vernieuwde en oude) Experimentenregeling? In werkpakket 2 wordt onderzocht welke mogelijkheden er zijn om op regionaal niveau coöperatieve energiediensten te leveren, zoals flexibiliteitsdiensten, energieopslag en vraagzijdesturing. In werkpakket 3 wordt in kaart gebracht welke mogelijkheden blockchain-achtige oplossingen bieden voor onderlinge levering van energie door prosumers en lokale energiecoöperaties. Werkpakket 4 onderzoekt de juridische aspecten van onder meer het EU-Clean Energy Package en de Experimentenregeling in relatie met lokale duurzame energie. Op basis daarvan wordt een ‘juridische routekaart’ ontwikkeld die coöperaties zal helpen om de juridische routes van louter opwek naar een actievere rol in het energiesysteem te verkennen. Werkpakket 5 tenslotte is gericht op coördinatie van het project en verspreiding van de resultaten in de vorm van netwerkbijeenkomsten, een nieuwsbrief en artikelen. Het project sluit nauw aan bij verschillende onderwijsmodules van de Hanzehogeschool, zoals de Innovatiewerkplaats (IWP) Energy Markets van Entrance en de Master Energy For Society.
