Anders dan in een particulier huishouden hoeft de begroting van de overheid niet structureel 'op orde' te zijn.
LINK
A transition from a linear economy to a more sustainable and circular economy requires different business models. In this chapter, we provide you with an introduction to the nature and logic of business models. In essence, a business model is a description of how value creation between parties or partners is organized, at a particular moment, in a specific context, and given available resources. Conventional business modelling approaches have several weaknesses---the main point of criticism being their focus on creating financial value. With the Business Model Template (BMT), we try to resolve most of these criticisms. To do so we introduce three archetypal business models: the platform, community, and circular economy business models. This chapter provides an overview on how, over three stages and ten building blocks that together make up the Business Model Template, these archetypal business models will be used.
LINK
1e alinea column: Natuurlijk proberen we allemaal lessen te trekken uit wat er nu met de integratie van sociale media in de bedrijfsvoering gebeurt en waarom dit tot nieuwe business modellen en andere bedrijfsstructuren leidt. Eerder heb ik hier al toegelicht dat bedrijven projecten worden, crowd working, maar zover is het nog niet al gaat het wel snel..
LINK
The focus of this project is on improving the resilience of hospitality Small and Medium Enterprises (SMEs) by enabling them to take advantage of digitalization tools and data analytics in particular. Hospitality SMEs play an important role in their local community but are vulnerable to shifts in demand. Due to a lack of resources (time, finance, and sometimes knowledge), they do not have sufficient access to data analytics tools that are typically available to larger organizations. The purpose of this project is therefore to develop a prototype infrastructure or ecosystem showcasing how Dutch hospitality SMEs can develop their data analytic capability in such a way that they increase their resilience to shifts in demand. The one year exploration period will be used to assess the feasibility of such an infrastructure and will address technological aspects (e.g. kind of technological platform), process aspects (e.g. prerequisites for collaboration such as confidentiality and safety of data), knowledge aspects (e.g. what knowledge of data analytics do SMEs need and through what medium), and organizational aspects (what kind of cooperation form is necessary and how should it be financed).Societal issueIn the Netherlands, hospitality SMEs such as hotels play an important role in local communities, providing employment opportunities, supporting financially or otherwise local social activities and sports teams (Panteia, 2023). Nevertheless, due to their high fixed cost / low variable business model, hospitality SMEs are vulnerable to shifts in consumer demand (Kokkinou, Mitas, et al., 2023; Koninklijke Horeca Nederland, 2023). This risk could be partially mitigated by using data analytics, to gain visibility over demand, and make data-driven decisions regarding allocation of marketing resources, pricing, procurement, etc…. However, this requires investments in technology, processes, and training that are oftentimes (financially) inaccessible to these small SMEs.Benefit for societyThe proposed study touches upon several key enabling technologies First, key enabling technology participation and co-creation lies at the center of this proposal. The premise is that regional hospitality SMEs can achieve more by combining their knowledge and resources. The proposed project therefore aims to give diverse stakeholders the means and opportunity to collaborate, learn from each other, and work together on a prototype collaboration. The proposed study thereby also contributes to developing knowledge with and for entrepreneurs and to digitalization of the tourism and hospitality sector.Collaborative partnersHZ University of Applied Sciences, Hotel Hulst, Hotel/Restaurant de Belgische Loodsensociëteit, Hotel Zilt, DM Hotels, Hotel Charley's, Juyo Analytics, Impuls Zeeland.
Sea Lettuce, Ulva spp. is a versatile and edible green seaweed. Ulva spp is high in protein, carbohydrates and lipids (respectively 7%-33%; 33%-62% and 1%-3% on dry weight base [1, 2]) but variation in these components is high. Ulva has the potential to produce up to 45 tons DM/ha/year but 15 tons DM/ha/year is more realistic.[3, 4] This makes Ulva a possible valuable resource for food and other applications. Sea Lettuce is either harvested wild or cultivated in onshore land based aquaculture systems. Ulva onshore aquaculture is at present implemented only on a few locations in Europe on commercial scale because of limited knowledge about Ulva biology and its optimal cultivation systems but also because of its unfamiliarity to businesses and consumers. The objective of this project is to improve Ulva onshore aquaculture by selecting Ulva seed material, optimizing growth and biomass production by applying ecophysiological strategies for nutrient, temperature, microbiome and light management, by optimizing pond systems eg. attached versus free floating production and eventually protoype product development for feed, food and cosmetics.
The BECEE initiative represents a transformative collaboration between four leading European HEIs—Hanze University of Applied Sciences (HUAS), Zurich University of Applied Sciences (ZHAW), South East Technological University (SETU), and Universiteti "Aleksandër Moisiu" Durrës (UAMD). Our consortium embodies the essence of BECEE and the EIT Knowledge Triangle Model because it also comprises of 4 industry partners (KPN, Eindhoven, The Netherlands, Innofuse, Zurich, Switzerland, Dungarvan Enterprise Centre, South East, Ireland, and Linda Laboratory, Durrës, Albania) bringing together partners from education, research, and business who are equally committed to collaborate on innovation action plans to fostering balanced collaborative entrepreneurship ecosystems in our respective regions. This consortium, therefore, is strategically designed to pool diverse strengths, creating a synergetic force for innovation and entrepreneurship that transcends the capabilities of any single organisation.
