In dit rapport is verslag gedaan van explorerend onderzoek naar de geldigheid van de opleidingscompetenties van Commercieel Management, bij een overgang van lineair naar circulair economisch model. Daarbij is vooral gezocht naar de eventuele gevolgen op het gebied van de marketingfunctie (marketing, marketingonderzoek en marketingcommunicatie) binnen bedrijven in een circulair economisch systeem.
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Today, Dutch National Non-profit Sports Organizations (NNSFs) experience financial pressures. Two indications for this are described in this paper i.e. increased competition in the sports sector and changes in subsidy division. Decreasing incomes from subsidies can be compensated with either increasing incomes from a commercial domain or increasing incomes from member contributions. This last solution has been the motive for the increasing interest in the use of marketing techniques as a solution for the growing uncertainties. Many NNSFs have participated in a special marketing program in order to enlarge their marketing awareness and create a marketing strategy. This paper deals with possible impediments resulting from the implementation of the marketing strategies. It is primarily based on a literature review, however, the first results from a qualitative research to the increasing use of marketing techniques among NNSFs provides insights in the experienced impediments of NNSFs .
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Dutch National Sports Organizations (NSFs) is currently experiencing financial pressures. Two indications for this are described in this paper i.e. increased competition in the sports sector and changes in subsidy division. Decreasing incomes from subsidies can be compensated with either increasing incomes from a commercial domain or increasing incomes from member contributions. This latter solution is gaining interest as a solution for the uncertainties. Many NSFs have therefore participated in a special marketing program in order to enlarge their marketing awareness and create a marketing strategy, in order to (re)win market share on the sports participation market and gain a more stable financial situation. This paper introduces my research related to the introduction of marketing techniques within NSFs and the change-over to become market oriented. An overview of existing literature about creating marketing strategies, their implementation, and market orientation is given. This outline makes obvious that the existing literature is not sufficient for studying the implementation of marketing techniques and market orientation within NSFs. Therefore, it shows the scientific relevance of my research. The paper concludes with the chosen research methodology.
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Both connectivity and accessibility are important for regional development. Places and communities need to be connected in order to be part of the wider economy, and people need to have access to places, other communities and labour markets to fully participate in society. In contemporary society, not only physical connectivity and accessibility but also digital connectivity plays an important role in the economic and social potential of regions. The relationship between them is also an important issue. This report discusses and assesses the role of physical and digital connectivity in the socioeconomic development of rural regions. In particular, we discuss issues concerning digital connectivity and rural development in remote rural areas within the North Sea Region.
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Recent challenges such like climate, demographic, political, economy and market changes are the foundation for the establishment of the Regional Cooperative Westerkwartier (RCW) in the Northern Netherlands. This RCW is managing a vast range of regional programs and projects developed by multi-stakeholder groups within the region. These stakeholders are representatives of market, public administration, education, research and civil society. All the activities of the cooperative focus on strengthening the regional economy. One of the major programs is the development of a regional food chain (RFC) based on cooperation between small and medium sized enterprises and corporate purchasers. The cooperative is identifying its role within this RFC to develop this chain in an effective way. This article reflects the results of a literature study in the fields of green supply chain management and industrial symbiosis to understand the most important factors of chain development and enterprise symbiosis. Based on these results multiple in-depth interviews and a survey have been conducted. This results in a list of factors, ranked according to their importance for small and medium-sized enterprises. In the role of a RFC-agent the cooperative should focus on creating trust, achieving one overall goal and ensuring clear agreements within the RFC. Surprisingly, the factor “achieving a fair distribution of costs and benefits” throughout the chain is not as important as was expected to be. Based on these ranked factors the role of the RFC-agent has been clarified and an additional circular chain business model can be developed.
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Op 1 januari 2007 is officieel bij de faculteit Economie en Management (FEM) van Hogeschool Utrecht het kenniscentrum InnBus van start gegaan. InnBus kan gezien worden als een faculteitsbreed kenniscentrum1 waarbinnen alle lectoraten worden ondergebracht. De naam InnBus staat daarbij voor Innovatie en Business. Bij de inrichting van dit kenniscentrum naar domeinen voor de lectoraten is op een specifieke wijze aansluiting gezocht bij bestaande, algemeen geaccepteerde indelingen naar de Business-deelvakgebieden: Finance; Accountancy; Organisatie & Strategie; Informatiekunde; Marketing. Door hergroepering, splitsing en het uitlichten van International Business is een centrum in ontwikkeling ontstaan, waarbinnen in de nabije toekomst zes lectoraten functioneren. De achterliggende gedachte is het positioneren van de faculteit Economie en Management als kennisonderneming met taken op het gebied van kennisontwikkeling en kennisspreiding, gericht op de versterking van het innoverende vermogen van bedrijven en instellingen in de regio. De daarbij geformuleerde randvoorwaarden luiden: Te ontwikkelen kennis ontstaat vanuit aangetoonde maatschappelijke behoeften; De nieuwe kennis is gericht op professionalisering van de beroepspraktijk; De kennisontwikkeling voldoet aan methodische vereisten. Kort samengevat: binnen het faculteitsbrede kenniscentrum wordt bedrijfeconomisch relevant toegepast onderzoek gedaan, gericht op bedrijven en instellingen in de regio. De keuze voor de regio heeft tot gevolg dat er een zekere voorkeur voor branches of sectoren ontstaat. Kennisspreiding binnen de FEM-organisatie ontstaat door zowel docenten als studenten bij de uitvoering van dit onderzoek te betrekken en op onderzoek gebaseerde curricula verder te ontwikkelen. Sinds 1 januari 2007 heb ik de eervolle taak om samen met mijn medewerkers het proces van kennisontwikkeling en kennisspreiding gestalte te geven binnen het vakgebied van de kenniskring Lectoraat Marketing, Marktonderzoek en Innovatie. In deze openbare les wil ik aangeven wat dit voor ons inhoudt door allereerst aandacht te besteden aan de begrippen innovatie en innoveren en daarna de koppeling te leggen met het vakgebied Marketing en Marktonderzoek.
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In 2005 and 2006, almost sixty Dutch National Sport Federations (NSFs) participated in a special program for creating a marketing strategy for the next four years. This program was initiated and organized by NOC*NSF (the Dutch Olympic Umbrella Sports Organization). The NSFs had to joint the project to receive funds. For most of them it was the first time they seriously analyzed the market with the aim of developing new programs. The purpose of this paper is to explore to what extent Dutch NSFs are capable to change their structures to become more market oriented and more market responsive in order to write strategic plans. The changed structures are investigated using the "institutional theory" (Tolbert & Zucker, 1996) and are explained by exogenous (market context and institutional context) and endogenous (interests, values, power dependencies, and capacity for action) dynamics from the neo-institutionalist framework (Greenwood & Hinings, 1996). In 2005 NSFs were expected to be in a pre-institutionalized stage, i.e. they were supposed to develop new organizational structures in response to specific problems (Kikulis, 2000). Now, approximately 1½ years after finishing their strategies, the question arises whether they have reached the semi-institutional stage, i.e. whether the new structures or actions are diffused across organizations, yet still subject to change and whether old structures are yet eroding (Kikulis, 2000). Methods Studying the intended structural change of NSFs requires an in-depth study of their social reality and the reactions and interpretations of involved actors, including their applied meanings to certain situations. Greenwood & Hinings (1996) plead for detailed comparative case-studies when studying institutional changes. Therefore three NSFs has been selected: The Royal Dutch Korfball Federation (KorfFed); The Royal Dutch Billiards Federation (BillFed); and the Dutch Jeu de Boules Federation (JeuFed). These three federations differ on size, amount of housed sports, number of associated clubs, sorts of intermediary decision making bodies, employed FTE's, and more. Therefore it is expected that the tempo of institutionalization of the new, market oriented, structures, will differ among them. Sugden & Tomlinson (2002) developed a multi-method style of qualitative research for making sense of the deep, inside information below the surface of everyday life. They call it the "Brighton method. Applying the Brighton method for this research implies that the three cases will be studied with respect to their history, their present marketing actions, their results and the changes in their organization. In-depth interviews, document analysis (policy plans, marketing plans and more), and where possible observations and participations are used to create a critical and investigative view of the organizations in change. Results The KorfFed used the marketing program to further develop existing programs. Although the outcomes of these programs were not new, the program has opened the eyes of the president, director and staff members. They are now conscious of the urgency of a market orientation, and a marketing orientation (a marketing position has already been introduced), and they see opportunities in attracting non-competition playing korfball players. They have, however, not yet reached the phase of semi-institutionalization of the market oriented structures. This can be concluded from the following: - The organization still has an ad-hoc character; - Some board members still make decisions based on their own insights rather than on information from the professional part of the organization; - Decisions to start programs are still grounded on subsidy possibilities rather than on market possibilities. Interest dissatisfaction and power dependencies are the main dynamics that form barriers in the planned organizational change. The BillFed is a federation that covers four disciplines, i.e. pool, snooker, carom, and billiard 3 cushions. The federation used to act upon these four disciplines. The marketing program has made clear that the BillFed should act upon target groups instead of on these disciplines. Therefore, the federation created a vision to reach youth, young adults, as also elderly people. Carrying out this new vision requires a market orientated structure (focus on target groups) instead of an internal orientated structure (focus on discipline groups). This new vision is created on an upper level (general board together with professional staff) in the organization. This federation also introduced a professional marketing position. Unfortunately, the underlying layers remain slightly passive and are not willing to work along the new structures, which mean that the new structures have not been diffused across the whole organization. Interest dissatisfaction, value commitments and power dependencies are the problematic dynamics. The JeuFed used to have a strong competition and tournament (internal) orientation, while many jeu-de-boules players play the game just for fun. The marketing program has created the insight that the just-for-fun players are also an important target group. Hence, 3 projects are developed to make club membership more attractive for all jeu-de-boules players. Since the federation never worked with projects before, they just found out that implementing projects such as these requires new structures. The JeuFed has just arrived in the pre-institutionalized phase, still far away from the semi-institutionalized chapter. Power dependencies and a lack of capacity for change are influencing dynamics in this case. Discussion Although it is already 1½ years ago that Dutch NSFs finished their marketing program, in none of the described cases the new structures have reached the semi-institutional stage. These new structures or actions are not yet diffused across the organizations, and the old structures are not eroding. In all three cases another combination of endogenous dynamics are influencing the process of organizational change. Continuing research is needed to find out whether these federations will ever reach the next stage of institutionalization and which dynamics will play an important role.
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Regional news media are facing tough times, as they lose readers and advertisers rapidly. In The Netherlands, circulation decreased from 2.7 million in 1990 to 1.8 million in 2010, household penetration declined from 47 percent to 25 percent, and the number of titles went down from 35 to 18 in the same period. We interviewed managers and executives (2009 - 2010) of nine of the eighteen regional newspapers in The Netherlands, to analyse if and how they consider convergence (the transition to an integrated newsroom) a significant option to regain readers and advertisers. This study is part of a research project on the potential (long-term) consequences of convergence for the organizational structure, the work procedures, journalistic quality, and business models of regional news media. Our first results show that convergence is, indeed, embraced as a solution. However, views on how to approach the new market for online news through an integrated newsroom differ significantly. Management tends to operate safely, experimenting with small projects that can be discontinued easily, while editors and journalists on the work floor wish to invest heavily in both the education of employees and technical convergence on a more structural basis. In its examination of how convergence is strategically and operationally changing regional media in The Netherlands this study is the first of its kind.
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Lecture about the regional dimension in the political, economic and social construction of Europe.
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Marine spatial planning (MSP) was developed as a place-based, integrated marine governance approach to address sectoral and fragmented management issues and has seen significant evolvement over the past two decades. MSP has rapidly become the most commonly endorsed management regime for sustainable development in the marine environment, with initiatives being implemented across multiple regions of the globe. Despite its broad and growing acceptance and use, there are several key challenges that remain, both conceptual and practical, that are negatively impacting the realization of MSP’s potential. These include institutional shortcomings, the exclusion of stakeholders, a failure to account for the human and social dimensions of marine regions, the marginalization of different types of knowledge, and the growing need to adapt to global environmental change. Although studies have examined the emergence of MSP in different geographical and institutional contexts, there is a lack of comparative analysis of how initiatives are progressing and if the foundational aims of MSP are being achieved. There is a need to analyze the degree to which MSP initiatives are responding to the environmental challenges that they have been set up to tackle and, as marine plans are setting out long-term visions for marine management, to understand if current initiatives are fit for purpose. This article responds to these concerns and reviews the evolution of MSP within 12 regional ocean areas. We utilize the term regional ocean areas to illustrate the geographical spread of MSP, with examinations conducted of the approach to MSP that specific nations within each of the 12 chosen clusters have followed. By critically assessing how MSP is progressing, it is possible to shed light on the opportunities and challenges that are facing current initiatives. This can help to reveal learning lessons that can inform future MSP systems and guide initiatives along more sustainable pathways.
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