Inaugurele rede van Harry van Delft, lectoraat AgroFood Marketing. De AgroFoodSector staat voor een aantal forse uitdagingen en fundamentele veranderingen in relatie tot een sterk groeiende wereldbevolking, de noodzaak tot verduurzaming, en “opdrogende” hulpbronnen. Ook de eisen van afnemers en de externe omgeving ontwikkelen zich snel. Het verdienmodel staat ter discussie, want marges in delen van de foodketen zijn te laag. Naast de route van efficiency en schaalgrootte, wordt een andere marsroute naar de toekomst steeds belangrijker; die waarin de klant en toegevoegde waarde centraal staan. Dat vraagt om een sterkere externe oriëntatie, om continue innovatie en echte bereidheid samen te werken. In deze ontwikkeling speelt marketing een belangrijke rol. Juist de marketeer is bij uitstek geschikt de kansen en uitdagingen van de markt te verbinden met de kracht en sterkte van de onderneming. En wel zo dat de klant en zijn omgeving belangrijker worden dan de prijs. AgroFoodMarketing ontwikkelt op die manier waarde voor alle stakeholders; niet alleen voor de shareholders. Een enorme verandering, die uitdagend en complex is. Dit toekomstbeeld vraagt om mensen met competenties waarmee we als sector in staat zijn het roer om te gooien. Mensen die ondernemen met het gezicht naar de markt, die goed kunnen samenwerken, die de creativiteit en het lef hebben om te innoveren. We hebben nieuwe helden nodig. Aan het opleiden en inspireren van deze mensen draagt het lectoraat AgroFoodMarketing van de HAS Hogeschool actief bij.
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If we look back to society and want to restore it as it was just before the Corona outbreak, we need exactly everyone who participated then. So also shareholders, storytellers, healthcare workers and even criminals. There was a balance. With fewer criminals, there would be less police force, and consequently other “players” would take their chances to cross the line between justice and injustice somewhere else, which in return would demand more control (police), etc. In other words, it’s an equilibrium.
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Anyone who wants to understand the decisions businesses take and how these affect their shareholders needs to study [some level of] corporate finance. But most textbooks are too technical and too specialist for most people’s needs. This book is written for undergraduate students, especially in non-financial business related disciplines. Studying it will offer you a solid grasp of the key concepts of corporate finance without having to deal with all the intricacies discussed in the standard textbooks. Professionals will benefit from the straightforward approach of this book too.
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The article emphasizes that future marketers need to focus on sustainable value creation for shareholders, society, and the planet. They should be adept at using data responsibly to make informed decisions and leverage technological innovations like AI, AR, VR, and robotics. Generative AI will transform content creation, market research, and strategic marketing processes. Marketers must also understand AI's limitations and contextualize its use to maintain human connections and interactions.
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Triggered by highly publicised corporate scandals, changing societal expectations and the collapse of financial markets, the roles of boards of directors have changed significantly in safeguarding the interest of shareholders and other stakeholders. Yet, relatively little is known about contemporary challenges non–executive directors face and whether their boards are well–equipped for their new tasks. Based on self–assessment reports by supervisory boards, a survey and interviews with supervisory board members, this paper investigates the challenges non–executive directors face in the Netherlands, particularly after a decade of corporate governance reform. Non–executive directors' inadequate role in scrutinising executive directors' performance, information asymmetries and dysfunctional working relationships between executive and non–executive directors are among the greatest challenges indicated by non–executive directors on Dutch supervisory boards. The paper discusses several implications for scholars and practitioners and provides a unique insight in boardroom dynamics.
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Planning of transport through inland shipping is complex, highly dynamic and very specific. Existing software support is focusing on road transport planning and/or is merely a visual representation of shipments to be manually assigned to particular vessels. As a result inland shipment planning is time-consuming and highly relies on the personal skills of the planner. In this paper we present a business rules based model that aims to further support inland shipping organizations in their shipment planning by identifying the characteristics and constraints that are of interest and the related explicated business rules. The model is derived from transport-related literature, explorative expert interviews and transport management software vendors. The usability and applicability of the model is subsequently successfully empirically tested using identified performance measures through a case study at a major European inland shipping broker
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Amidst escalating environmental and social challenges, this study explores regenerative business models’ definition and characteristics. While sustainable models have made considerable strides in research, policy, and practice, the advent of regenerative business models offers a progressive leap forward. Regenerative business models aspire to contribute to ecological restoration and societal well-being. The regenerative business model concept is, however, still in its infancy and lacks a comprehensive definition. Our study aims to expand this knowledge, using a Delphi-inspired approach that builds on the knowledge of academic and business experts. Our approach includes three rounds of surveys: an open-ended survey, a survey for rating and ranking the earlier responses of all participants, and a final survey to select key characteristics. We investigate patterns and distinctions among regenerative, regenerative business, and regenerative business models, and analyze their positioning vis-a-vis circular and net-positive models. Findings underscore that organizations adopting regenerative business models focus on planetary health and societal well-being. They generate value across multiple stakeholder levels, including nature, societies, customers, suppliers, shareholders, and employees. Despite overlapping with circular and net-positive models, regenerative business models also emphasize interdependencies between humans and nature, and provide a more holistic approach, centered on restoration rather than mere mitigation.
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Hoe bereiden we studenten voor op een economie die niet alleen financiële waarde creëert, maar ook maatschappelijke en ecologische impact heeft? Het Centre for Economic Transformation van de Hogeschool van Amsterdam (HvA) introduceert steward-ownership - een docentenhandleiding & teaching case.Steward-ownership scheidt economische rechten (winst) van stemrechten (besluitvorming), zodat een onderneming duurzaam kan blijven opereren zonder afhankelijk te zijn van kortetermijnwinsten voor aandeelhouders. Grote bedrijven zoals Patagonia kozen recentelijk voor dit model om hun maatschappelijke missie veilig te stellen. Maar wat betekent dit in de praktijk? En welke alternatieven bestaan er voor traditionele aandeelhouderschapsmodellen?In deze teaching case maken we studenten bewust van de rol die eigenaarschap van ondernemingen speelt in de transitie naar een eerlijke en duurzame economie. We bekijken de traditionele vorm van aandeelhouderschap en ontdekken hoe steward-ownership een alternatief biedt voor winstmaximalisatie voor enkelen ten koste van welzijn en welvaart van velen. Met behoud van ruimte voor ondernemerschap.Deze teaching case biedt een toegankelijke introductie in steward-ownership en is speciaal ontwikkeld voor studenten in het economische en maatschappelijke domein. Docenten kunnen direct aan de slag met:- Een docentenhandleiding met uitleg en lesdoelen.- Een geanimeerde infographic die het concept helder uitlegt.- Zes interactieve werkvormen, waaronder groepsdiscussies, rollenspellen en een pressure cooker.- Een hoofdtekst voor studenten, aangevuld met verdiepende hoofdstukken, afgestemd op hr, sociaal ondernemerschap en juridische vraagstukken.De case past bij uiteenlopende opleidingen in het economisch en maatschappelijk domein van HBO en WO vanaf derde jaar Bachelor t/m Masterniveau. De opgedane kennis is actueel en relevant voor studenten die gaan werken in het bedrijfsleven of zelf gaan ondernemen. Zij herkennen de voor- en nadelen van klassieke vormen van eigenaarschap. Ook zijn ze zich bewust van alternatieve mogelijkheden van eigenaarschap die naadloos aansluiten bij een nieuwe economie.Met deze les bereid je studenten voor op een toekomst in de nieuwe economie, en laat je ze ervaren hoe steward-ownership een deel van de oplossing kan zijn! Je kunt de case kosteloos downloaden en morgen inzetten in je les.
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We examine the ways in which a hidden crisis can be exposed from a communication point of view. In which way can organisations create general awareness of a crisis and try to understand the dynamic nature of interactions? With the help of discourse analysis, we have examined the interactional achievements of two crisis entrepreneurs in the domain of education in the Netherlands: a rector of a secondary school and the founders of BON, a social movement aimed at improving the quality of education. In this way, we will illustrate the discursive practices that play an active role when certain players signal a crisis.
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from the article: Supply chain integration intensifies through digitalisation of business administration (BA) processes. However, it is unclear whether differences exist between the public and private sector in development or implementation of supply chain integration solutions. The large scope of the supply chain, being a large network of companies working together towards one end product, is limited for this study to e-procurement processes. The related software solutions are included. This study starts with a theoretical snapshot of e-procurement. This is followed by a process viewpoint of the e-procurement function. Next five different forms of e-procurement cooperation are presented seen from an actors network viewpoint. The utilisation of these forms create insight in the differences between the public and private sector in their e-procurement adoption behaviour. The process maturity scan results shows that the process maturity between the two sectors is comparable. However, this only explains the differences per sector concerning their ability to improve and control their processes in general. For reliability, this step is followed by three in-depth interviews combined with analyses of recent e-procurement behaviour studies involving the two sectors. The final step compares the maturity outcome with the in-depth data results. Both sectors show certain forms of coalition in the e-procurement. Where ‘competition’ is a construct that drives the private sector, the public sector has cost control as a driver towards collaboration and integration within e-procurement. This can only partially be explained by the past European financial crises. Differences are found in digital collaboration and the integration itself. The most important difference lies in the European tendering procedure to which the public sector (unlike the private) is restricted. In nature an e-procurement design and development project does not fit the prescribed procedures.
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