IBP Brochure Spring 2008_1

8/6/2019 IBP Brochure Spring 2008_1

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InternationalBusiness Projects

Course Manual & Project Descriptions

Spring 2008

INTERNATIONAL EXCHANGE PROGRAMME/MSc in INTERNATIONAL MANAGEMENT-CEMS PROGRAMME

RSM ERASMUS UNIVERSITY

Community ofEuropeanManagementSchools


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Contents

International Business Project Spring 2008

Course Manual1. Course description 42. Guidelines individual Reflection paper 103. Rules of Conduct and Behavior Guidelines 12

Project Description

1. Bosch Security Systems 13Optimizing the EMEA export process

2. DSM Food Specialties 14Understanding major forces in the (global) retail industry

3. Eureko 15Market attractiveness Assessment Assessment of attractiveness ofTurkish and Bulgarian Health insurance market

4. Heineken 17Distribution opportunities for Heineken in Europe

5. ING/Nationale-Nederlanden 19Rationalizing various Activity Based Costing systems within

Nationale-Nederlanden (NN)

6. ING/Nationale-Nederlanden 20Strategic consequences of the switch from European Embedded Valueto Market Consistent Embedded Value

7. KONE BV 21Revitalize customer delight and marketing communications to restoreKONE Netherlands Net Promoter Index

8. Manpower 22Sharing and improving HR Solutions for the European Contact CentreBusiness.

9. New Values bv 24Market Research into the possibilities for electricity and gas auctions inGermany, Austria and the UK.

10.Nidera Handelscompagnie 26Trends and Dynamics for the Global Feed Industry

11.Philips Lighting 27Lighting for Industry


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12.PricewaterhouseCoopers 29Outsourcing Benefits Realization (Making it Happen)

13.Reuters 30Trends in Investment Management in the Netherlands

14.Siemens Nederland NV 31Critical success factors in national healthcare restructuring

15.Squarewise 33Employee 2.0: are organisations ready for the young professional ofthe future?


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1. Course Description

In generalThe International Business Project constitutes an important part of the Springsemester at RSM Erasmus University. Over a period of almost 4 months, a team ofinternational students works intensively on a consultancy project, carried out for acompany or institution. The project is supervised by both a university and a companycoach. The general aim of the project is to respond professionally to a real-worldmanagement problem and to learn from working together in multidisciplinary andculturally heterogeneous groups.

Most students are already familiar with various business disciplines through coursework; however the interdisciplinary use of this knowledge and the capacity totranslate it into practical solutions is very often a new challenge. The project permits

students to combine theory and practice they learn how to formulate a projectproposal and relevant research questions, analyse problems, developrecommendations and propose solutions to the problem. In addition to providinghands-on experience of how to deal with a business problem, the course also offers aunique experience of working in a multicultural team.

For the companies involved in this course, it provides a unique opportunity to gainaccess to valuable knowledge, recommendations or solutions for a business problemwithin a relatively short period of time. Typically, the student teams introduce arefreshing outside perspective to the business issues they are addressing.

The projects

There is no such thing as a typical client or project. Client organisations can be large,prestigious multinational companies, medium-sized or entrepreneurial firms; theprojects can have an HR, marketing, strategy, or logistic focus. However, eachproject presents a unique problem or managerial issue that companies like to solveor to address. Each project also provides students an important learning experience.Preferably, the projects have a distinct international focus. In all cases the projectsrequire a multidisciplinary, international team effort.

Overall, business projects try to find a balance between the added value for thecompany in terms of results and the added value for the students education in termsof an enriching learning experience.

The Company Project Office of RSM Erasmus University is responsible for acquisitionof the projects. Projects are accepted on the basis of the learning potential of theproject for students and the international focus of the project.

The teams

In general, teams consist of four to five students: preferably one Dutch student andthree or four students of other nationalities or backgrounds. Team are composed onthe basis of specific skills and competencies required by the companies (such asexpertise and language skills) and students preferences which they havecommunicated through the Profile Sheet. Furthermore, international diversity istaken into account in order to assure that the business projects provide first handexperience in working in a multicultural team.


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The coaches

An academic coach from RSM Erasmus University and an in-company coach from theclient organisation are assigned to the project. Naturally, it is imperative for the

success of the project that the student team develops a cooperative relationship withboth of their coaches and manages to meet their academic and practical wishes.

The academic coach help students in focusing the topic of their project, meets withthe company representatives to discuss progress and to align expectations andconditions for the project. He or she provides suggestions on how to addressresearch issues, discusses team process, and evaluates student performance. Onaverage the university coach devotes one to two hours per week to the project.

The company coach acts as a go-between between student team, university and thecompany. The company coach ensures that employees cooperate with the studentsand that they can easily have access to whatever information they may need. He orshe is also responsible for evaluating the students performance. Student teams will

have regular contact with their company coach to further explore the problem and togain access to the organisation or resources. On average the company coach willspend half a day per week on meetings with students, reading their reports andhelping them with their queries.

Structure of the project

The International Business Project is structured along five stages.

1. IntroductionDuring this stage students receive information about the company, the businessproject and their fellow team members. The kick-off lecture provides backgroundinformation about the business project and highlights the pitfalls in this project.

2. Problem definitionThis stage starts when teams have their first meeting with their university andcompany coaches. Based on these meetings, teams draft a project proposal whichentails a brief description and analysis of the issue. They must then makesuggestions for research, a time schedule and budgeting of resources needed. Theproblem definition phase ends with an official proposal that is approved by bothsupervisors. Typically, this stage is more difficult than most students assume. Initialproject assignments often need further clarification, scoping down and reformulationbefore they present a clear, feasible project that can be undertaken in a relativelyshort period.

3. Implementation

In this stage students conduct the research as outlined in the project proposal. Thiscan be a challenging period. Sometimes the project does not progress as expected:data sources are not readily available, cooperation of companies is limited or teammorale suffers from poor communication or diverging expectations among teammembers.

4. Presentation of the resultsTowards the end of the project, the team presents its findings and recommendationsto the company. In addition, teams will prepare a presentation for their fellowstudents and a jury of consultants at the university. The jury will decide whichstudent teams are eligible for an award.


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5. EvaluationThe business project concludes with a reflection on the team effort and eachstudents individual learning experience. Besides one final team meeting with the

university coach, each student writes an individual paper in which he or she analysesthe team process and his or her individual role in this process. A key element is thequestion regarding what students have learned in terms of project and consultancyskills, research skills and team skills.

Lectures, skill seminars and feedback meetings

Lectures and seminars are offered to help students with mastering skills that arerelevant for project management and consultancy projects. In addition, informallunch meetings with group representatives are organized to discuss group progressand to solve problems.

Lectures:

1.

Introduction to the International Business ProjectThis three-hour lecture introduces the students to the business project on which theywill spend time during the next months. It instructs them in consulting tomanagement, managing the project and moreover, they will learn from formergroups experiences.

2. Consultancy by professionals

In this lecture two consultants from the Dutch consultancy firm Magnitude explainhow they address business problems and how they deal with the challenges thatstudents face in their business project.

3. Intervision feedback session on team dynamics

Group dynamics are a crucial condition for success in the business project.

Experience shows that effective groups manage communication, agendas andworking styles in a better way than less successful teams. In this session, groupsreflect on their functioning and discuss ways of improvement.

Seminars:1. Negotiation & Conflict Management skills (under regular reservation)This one-day seminar provides students with practical training in negotiation andconflict management skills that are relevant for working in project managementteams addressing consultancy projects.

2. Presentation skills (under regular reservation)

This two-hour workshop provides students with training and feedback on how topresent their research proposal and results to the business community.

Feedback meetings:Three lunch meetings will be organized to monitor group process and addressproblems with companies and coaches. For each meeting a different group memberwill be invited.


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Grading

Students are graded both individually and as a team by the university coach, the

company coach and their fellow team members. The grading is based on completionof all written work, full participation in the project and on meeting the criteria of thegeneral aim of the project. Those who receive a grade of 5.0 or lower forparticipation from at least one of these graders will lose their participation grade. Inthat case the final grade will consist of 80% of the individual and team reports.

Students performance is evaluated by the company and the academic coach alongthe following criteria:

Practical quality: results represent added value for the company, creativity,feasibility

Academic quality: consistency, depth of argument, methodology, use oftheoretical knowledge

Process management: information flows, efficiency of organization, serviceorientation, overcoming obstacles, ability to cope with limitedresources/insecurity

Social competence: teamwork, intercultural skills, communication,independence, maturity.

Information

All information in this course manual is under regular reservation.The most up-to-date information can be found on Blackboard throughwww.MyEUR.nl. Check for schedules, location of lectures and seminars,announcements, assignments etc.!

Individual Team Bonus

Reflection Paper 15% Project Proposal 10% Presentations 5%

ParticipationAcademic coach

Company coachTeam members

25%10%

10%5%

Company

Judgment

20%

Final Report 30%

Evaluated by fellow IBPstudents and universityrepresentative. Thebest 5 teams receivebonus of 5% on finalgrade. The best 3teams compete foreternal fame & amountof 1,200 in finalpresentation round.

Total40%

60% 5%


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Contact

Dr. Ren Olie - Academic Director

For academic and other issues should your coaches be unable to help youRoom T7-45E-mail [email protected] 010-408 20 01

Ms. Frieda Franke and Ms. Linda Lagrand - Company Project OfficeFor information on previous projects (e.g. review reports) and company related

issuesRoom T5-34E-mail [email protected] and [email protected] 010-408 20 03 and 010-408 20 88

Ms. Annemiek Woudenberg Coordinator IBP (until March 2008)Ms. Marinelle Rozendaal Coordinator IBP (from March 2008)For organisational issues

Room T5-26E-mail [email protected] 010-408 23 98

Ms. Ellen van Oeffelen Secretary International OfficeRoom T5-30E-mail [email protected] 010-408 20 99

Faxes and meeting rooms

Faxes related to the International Business Project can be sent from the InternationalOffice. Please, ask Ms. Ellen van Oeffelen for a cover sheet. Students will need toreimburse these expenses at the end of the business project. Students will receive areceipt in order to charge the company of the International Business Project.

Meeting rooms for discussions with company representatives can be booked throughMs. Van Oeffelen. Tea and coffee (and in some exceptional cases also lunch) can beordered for these meetings. Reservations should be made at least one week prior to themeeting.

Please inform company representatives to park their car in the garage of the T-building.Representatives can leave the garage without paying if you provide them with aparking card. These parking cards are to be picked up at our secretary's office as well.The parking cards are not to be used for private purposes.


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Schedule Spring 2008

Week 4 or 5Social introduction

Week 6

Wednesday February 613.00-15.45 hrs;room LB-097

Kick-off International Business Projects forexchange students & CEMS studentsBy Dr. Ren Olie

Week 6 or 7

During the week Company briefingsCPO informs you by email on your scheduled meeting

Week 8

Thursday February 2110.0012.30 hrs;room: G3-46

Consultancy Lecture by ProfessionalsHow real consultants handle business problems!

Week 9

Friday February 29 Deadline Project Proposal

Week 10

March 5, 6 or 710.3016.30 hrs; room:T3-16, H15-32 or L1-094

Negotiation & Conflict Management seminar

Week 11

Thursday March 13

10.3013.00 hrs; T3-20

14.0016.30 hrs; room C5

Intervision (mid-term evaluation)by Dr. Ren OlieFOR REGULAR EXCHANGE STUDENTS!!

FOR CEMS STUDENTS!!Week 12

EXAMS of master electives block III

May 7, 8 or 99.0017.30 hrs;room T3-13 or T3-29

Presentation Training2 hours for each team

Week 20

Tuesday May 1309.0017.00 hrs;room T3-25

Preliminary Presentations

This week Feedback session with the team and academiccoach

To be scheduled by team and coach themselves(also possible to schedule next week)

Thursday May 1514.0017.30 hrs;room T3-16

Final Presentations

Friday May 16 Deadline Final Report

Week 21

EXAMS of master electives Block IV

Week 22

Friday May 30 Deadline Reflection Paper


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2. Guidelines individual Reflection Paper

Aim

The International Business Project confronts students with real-life businessproblems and offers them a learning experience in terms of: Teamwork, intercultural competencies: how to work as a team? Project management: how to structure and coordinate activities

The purpose of the reflection paper is to have you reflect on these experiences,particularly about the team process and your own role in this process.

FocusDescribe:

The team process: how did the group start off and evolve over time? What wentwell or did not go well? What problems or issues occurred during the project?What was the output of the team in term of performance, member satisfaction?Did the group meet its expectations and that of its stakeholders (i.e. thecompany, the university, and the students)?

The teams methodological approach to the project. How did your team structureand coordinate the work? How did you as a group manage the project? How didyou deal with the two coaches?

Interpret:

What was the effect of team dynamics on your personal motivation? What was the role of team diversity (culture, experience, competencies, etc.) on

team dynamics? What effect did the groups project management style have on team dynamics,

efficiency and outcomes?

What were critical incidents (i.e. important events in the course of the project)that explain team dynamics and/or output?

What other factors explain your groups team dynamics and output? What were the key success (failure) factors of your team?

Reflect:

What are your personal learning experiences? What have you learned aboutyourself and about how you work as an individual and in a team?

What are your personal strengths and weaknesses in terms of teamwork andproject management skills?

What has been your own role in the team? How much have you contributed to itsoutcomes?

What would you do differently next time?

Team assessmentPlease assign a grade to each team member except yourself. Use the following scale(you may use whole or half grades, e.g. 7.5) to evaluate the performance of otherteam members:

10 = Excellent 5 = Almost sufficient9 = Very good 4 = Insufficient8 = Good 3 = Low7 = Amply sufficient 2 = Poor6 = Sufficient 1 = Very poor


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Grading of Reflection PaperGrading is based on the following criteria:

Quality of description, interpretation and reflection: analysis and understandingof the teams project management style, group process and role of individualteam members.

Style and presentation: readability, style, structure and form

General Suggested length of the Project Reflection Paper: 4 to 5 pages Your university coach will grade the paper. Submit your paper by email to your

coach AND at the same time to [email protected] before May 30, 2008.


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3. Rules of Conduct and Behaviour Guidelines

The Erasmus University Rotterdam is committed to the highest ethical standards of

professional conduct and integrity; therefore all members of the University communityare expected to respect and abide by the Rules of Conduct and encourage others to dothe same. The Rules of Conduct relate to correct conduct and procedure in the Universitybuildings and on the University sites, the working conditions, elimination of sexualharassment, the prevention of smoking, the protection of privacy and copyright.

Elaborating on the Rules of Conduct this document aims to provide guidelines forpersonal, professional and academic behaviour with regard to the International BusinessProjects organised by CPO and International Office for students of RSM ErasmusUniversity.

1) The International Business Project is a professional experience and professionalconduct is expected from you at all times especially regarding punctuality, attire,

demeanour and language. Inappropriate behaviour reflects directly upon RSMErasmus University. It can greatly jeopardise CPOs relationships with businessconnections and/or contacts.

2) You must not misrepresent yourself when submitting your matching resume or at anytime in the process preceding the kick-off of the project. RSM Erasmus University hasthe right to verify all pertinent information regarding your candidacy at any point.Examples of misrepresentation include grade inflation, exaggerated jobresponsibilities, overstated foreign language competency and deliberateoverestimation of the time you have available for working on the InternationalBusiness Project.

3) Once you have been matched to an International Business Project you are expectedto complete that project. Verifiable medical or family emergencies are the onlyexception.

4) Should you need to cancel out on an International Business Project, you risk losingyour study credits. Decisions in these matters are made by the programme chairmanwith the informed consent of the university coach.

5) The rules pertaining to plagiarism can be found in the Rules of Conduct, you shouldbe aware of the fact that these also relate to the International Business Project.

6) The kick-off meeting as well as any following meeting with the host company - is aprofessional commitment. Failure to keep an appointment or late notification isunacceptable. If you must cancel a meeting for a serious reason, the InternationalBusiness Project host company must be notified immediately.

7) Students are expected to dress in appropriate business attire for all meetings and/orpresentations unless specifically exempted by the International Business Project hostcompany.

8) The host company has agreed to reimburse you for expenses you incur in the

research process of its International Business Project. Your request must be only forreasonable and legitimate expenses.

9) If you encounter necessary expenses exceeding an item on the budget or the total ofestimated costs you agreed upon with the host company, you should get writtenconsent from your company coach to ensure reimbursement.

These guidelines are not all-inclusive. They are intended to serve as a frameworkwithin which the International Business Project process should function, and as astandard of professionalism to be upheld. Thank you for adhering to these guidelines.If you have any questions please call the Company Project Office at +31 (0) 10-4082010 or send an e-mail to [email protected].


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2. DSM Food Specialties

Project titleUnderstanding major forces in the (global) retail industry

Company detailsCompany name : DSM Food Specialties Strategy & Marketing ServicesContact person : Ms. Monique DirkxVisiting Address : Alexander Fleminglaan 1, 2613 AX Delft

PO Box 1 (618-0065)2600 MA Delft

Telephone : 015279 27 86E-mail : [email protected] : www.dsm-foodspecialties.com

Company InformationDSM is one of the largest suppliers of food ingredients to the global food andbeverage industry.Within DSM, it is the Business Intelligence department of DSM Food Specialties(DFS) that sets the information standard in strategic and operational decision makingprocesses. Consumer driven innovation has in recent years played an increasinglyimportant role for DFS. This has resulted in an increased demand for understandingour customers (e.g. Unilever) customer (e.g. Albert Heijn). The underlying projecttargets to better understand some of the issues affecting decision making at retailerlevel.

Project description1. Prices and margins

a) provide insight into retailers average margin on processed foodproducts sold via their retail outlets

b) how do margins compare among other retail items(e.g. unprocessed / fresh food, non-food, A-brand vs. privatelabel, etc.)

2. What decision process takes place with regard to the allocation ofshelf space, thereby addressing:

a) the cycle / timing of allocating shelf space throughout the yearb) time & process requirements in launching new products (A-brand

and private label)c) required investments in Advertising and Promotion (split-up

according to relevant segmentsd) minimum volume / value requirements regarding shelf space

allocation

3. Summarize the business models seen at European retailers


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3. Eureko

Project titleMarket attractiveness Assessment Assessment of attractiveness of Turkish andBulgarian Health insurance market

Company details

Company name : EurekoContact person : M. T. Zurhake / Ryan FlorijnVisiting Address : Handelsweg 6

3707 NH ZeistTelephone/mobile : 06-53 67 65 05 / +30-69 42 40 04 76E-mail : [email protected] / [email protected]

Website : www.eureko.net

Company InformationEureko is a European financial services group, whose core business is insurance. Inaddition to its home base in The Netherlands, Eureko has operations in 11 Europeancountries.Building on our co-operative roots, our business is to aim and to achieve balancedvalue creation for our stakeholders: customers, distribution partners, employees andshareholders. To achieve that, we are striving to maintain the leading marketposition in The Netherlands and gain a significant position in selected Europeanmarkets.

Our primary goal is not so much to be the biggest, but to be the best, most

customer-centred and innovative financial service provider.

Project descriptionWithin its European expansion strategy Eureko is continuously exploringopportunities for further growth and value creation. Leveraging on experience andknowledge in Health insurance, built up through its leading positions in variouscountries, Eureko intends to assess the possibility and attractiveness of creatingleading health insurance positions in its Turkish and Bulgarian markets.

One of the key challenges in this strategic analysis is to assess the attractiveness ofthe market for Health insurance in each of these two countries. Such an assessmentshould, among others, include an analysis of:

Health Insurance market size and future growth Competition and distribution Social healthcare environment and political involvement. Health care providers market

Such a market analysis can be further enhanced by macro-economic developments.


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Key deliverables Well structured and thorough overview of market characteristics see project

description

Clear and well supported analysis, leading to:- key threats and opportunities- key market entry conditions- key areas for creating competitive advantages

Both deliverables are expected to contain both quantitative and qualitative aspects.


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4. Heineken Group Supply Chain

Project titleDistribution opportunities for Heineken in Europe

Company detailsCompany name : Heineken Group Supply ChainContact person : L.K. van de Rotte, Manager Corporate Distribution & LogisticsVisiting Address : Burgemeester Smeetsweg 1

2382 PH ZoeterwoudeTelephone/mobile : 071-545 74 82E-mail : [email protected] : www.heineken.com

Company InformationHeineken is one of the largest brewers in the world, and the worlds most valuableinternational premium beer brand. The Heineken brand is available in almost everycountry in the world, and in addition to this brand, the company supplies over 170international, regional, local, and specialty beers around the globe.

The world of Heineken is a world of people a diverse world of customers andemployees who span the globe and represent different cultures, customs, professionsand interests. As an international company, with operations in almost every countryon the planet, our three core values - quality, respect and enjoyment - shape ouremployment policies. Heineken is committed to cultivating a work environment thatembraces differences and encourages and supports all employees to achieve their

full potential. With over 60,000 employees worldwide, knowledge and expertise isHeinekens greatest resource.

Heineken Group Supply Chain is our international supply chain knowledge centre,located in Zoeterwoude, the Netherlands. The Corporate Distribution & LogisticsDepartment delivers a significant contribution to the development of the Heinekenbusiness worldwide through business improvement projects, knowledge developmentinitiatives, and policy making in the area of distribution & logistics. We currently havean international business project assignment in the area of distribution in Europe.

Project description

The background of our request is that we foresee trends in the European

transportation industry, beer industry, legislation, and consumer behaviour, whichcould change the way beer is distributed in Europe. Distribution of beer is currentlymainly done by truck and cross-border flows of beer are minimal. We would like ateam of motivated students to review these trends and provide an outsideperspective on the potential impact on Heinekens distribution in Europe. From this,we would like to select several opportunities to be reviewed in more detail byHeineken.

Project assignment: Determine the distribution opportunities for Heineken in anumber of selected countries in Europe.

What should be the countries in scope, based on Heinekens priorities?


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What are the current trends in European transportation industry, beerindustry, legislation, and consumer behaviour, which could change the waybeer is distributed in Europe?

What are the supply chains and main flows of other food and beveragecompanies? Which modalities do they use?

What are the (top 5) opportunities/risks and cost of using different modalities(capacity, scarcity, quality, etc)?

Which subsidy and tax rules currently apply and which future developmentsdo you foresee?

What are the main implications of these trends for Heineken?


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5. ING/Nationale-Nederlanden

Project titleRationalizing various Activity Based Costing systems within Nationale Nederlanden (NN)

Company details

Company name : ING/Nationale-Nederlanden, Divisie IntermediairContact person : Jean-Pierre van LieshoutVisiting Address : Weena 505

3013 AL RotterdamPO Box : PO Box 796

3000 AT RotterdamTelephone/mobile : 010-513 15 55

E-mail :[email protected] : www.ing.com

Company InformationNN sells both life and non life insurance contracts through the intermediary channel.NN is part of ING Group. ING Group is an insurance and banking company, listed atthe Amsterdam and New York Stock exchanges.

Project description

The finance department uses more than 4 different Activity Based Costing systems toallocate the expenses to products, in supporting the various Lines of Business in theircost management.The main purpose of the project is to identify opportunities to rationalize the various

ABC systems so that the components of the models will be as generic as possible.The project will include the following aspects: Define a project plan Include the various relevant professionals in the project approach Identify the functionality of the existing models and the requirements of the

various LoBs Analyse the differences in functionality and requirements Identify the generic components of the various ABC systems Provide NN with recommendations to implement improvements


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6. ING/Nationale-Nederlanden

Project titleStrategic consequences of the switch from European Embedded Value to MarketConsistent Embedded Value

Company details:

Company name : ING/Nationale-NederlandenContact person : Wies de Boer AAGVisiting Address : Weena 505

3013 AL RotterdamPO Box : PO Box 796

3000 AT, Rotterdam

Telephone/mobile : 010-513 12 30 / 06-29 02 00 06E-mail : [email protected] : www.ing.com / www.nn.nl

Company InformationNationale-Nederlanden is an insurance company that sells both Life and Non Lifeinsurance contracts through the intermediary channel. Nationale-Nederlanden is partof ING Group. ING Group is an insurance and Banking Company and is noted at theAmsterdam and New York Stock Exchange. This project focuses on NN Life.

Project description

Investigate the consequences of the switch from European Embedded Value toMarket Consistent Embedded Value on the strategic positioning of the business.

What are the consequences for decision making and strategy?

Purpose is to inform senior management of the consequences and the opportunitiesand to propose concrete actions to make the switch successful and worthwhile forthe company.


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7. KONE B.V.

Project titleRevitalize customer delight and marketing communications to restore KONENetherlands Net Promoter Index

Company detailsCompany name : KONE B.V. Elevators and EscalatorsContact person : Michiel Hoebe or Pieter SpanjersbergVisiting Address : Rijn 10

2491 BG Den HaagTelephone : 070-317 14 08E-mail : [email protected] or [email protected] : www.kone.com

Company InformationEstablished in 1910, KONE is one of the worlds leading elevator and escalatorcompanies. It provides its customers with industry-leading elevators and escalatorsand innovative solutions for their maintenance and modernization. KONE alsoprovides maintenance of automatic building doors. KONE provides safe and easyaccess for hundreds of millions of people daily in all parts of the world. The companyguarantees local service for builders, developers, building owners, designers andarchitects in 800 locations in over 40 countries.

KONE has annual net sales of approximately EUR three billion and about 27,000employees. Its Class B shares have been listed on the Helsinki Stock Exchange since

1967.During the past 95 years, KONE has proven its ability to adapt to a changing worldas well as to create new opportunities for growth. Stable management by fourgenerations of the same family has created a strong and supportive environment forcontinuous development.

Project descriptionKONE B.V. is strongly interested in gaining insight in the root causes of itsdecreasing Net Promoter Index over the last two years. The NPI is professorsReichhelds measurement of customer satisfaction and loyalty (see: Fred Reichheld:The Ultimate Question. Harvard Business School Press. 2006. ISBN10: 1591397839).KONE is worldwide measuring and using the NPI to monitor and improve itscustomer delight objectives. KONE Netherlands is experiencing a negative trend andis also suffering from relatively low scores in the NPI. Management wants tothoroughly investigate the root causes of this development and have short andlonger term measurements and solutions to restore customers confidence andloyalty. The project will be done in strong coordination and guidance of the localMarketing department (Business Intelligence) and in liaison with business linedirectors, responsible for New and Service Equipment Business. Suggestions forimprovement should be both realistic, fast to implement and evaluate and longerterm oriented to sustainably create a performance of continuous improvement andupwards NPI indices. The project also includes analysis of other, local customersurveys and internal employee surveys and the relationship between them.


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8. Manpower

Project titleSharing and improving HR Solutions for the European Contact Centre Business.

Company details

Company name : ManpowerContact person : Debby van Rhoon

Business Manager Contact Center SolutionsVisiting Adress : Diemerhof 16-18

1112 XN DiemenPO Box : PO Box 12150

1100 AD Amsterdam

Mobile : 06-10 91 52 34E-mail : [email protected] : www.manpower.nl

Company InformationIn 78 countries and territories around the world, Manpower helps both companiesand individuals navigate the ever-changing world of work. No other company hasmore experience or expertise. Nearly 60 years of experience providing recruitment,training, assessment and selection, outsourcing and consulting services means wecan help you make sense of the forces shaping tomorrow's workplace.

In the Netherlands, Manpower has organized focus on different market segments inspecialized business units. These business units are responsible for product

development, exploitation in the operational field of the 150 branches, marketingand sales support.One of the goals of Manpower Contact Center Solutions is to improve theinternational cooperation with colleagues abroad. Therefore it is important to knowwhat all different HR needs are in the European contact-centres and whetherManpower has the answers for these needs in the changing world of the contactcentre business. If we know this and we can find a way to share information on astructural base, we can learn from each other, improve our performance andstrengthen our position in Europe.

Project descriptionWe would like to have the international students of RSM make a report concerningthe following questions:

- What are key trends in staffing contact-centre employees in Europe?- What are the main requests on a HR level in the contact centre business that

all European countries have to deal with?- What different solutions does Manpower have in the different countries for

these requests?- How has focus on the contact centre branch been organized at Manpower in

the different European countries?- How can we succeed in sharing knowledge about the contact centre business

and in improving our HR service in this segment in Europe?


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Deliverables:- Analysis of the European contact centre business concerning the HR demands

of the contact centre companies. (external)-

Analysis of the organization of Contact Centre specialism at ManpowerEurope, differences and similarities between the countries (internal)

- Recommendations that may lead to the improvement of the cooperation forManpower between the European countries concerning the HR service forcontact centres


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9. New Values bv

Project titleMarket Research into the possibilities for electricity and gas auctions in Germany,Austria and the UK.

Company details

Company name : New Values bvContact person : Ms. Sascha Bloemhoff or Mr. Martijn OphuisVisiting Address : Niasstraat 1

3531 WR UtrechtPO Box : PO Box 8213

3503 RE Utrecht

Telephone/mobile : 06-20 01 50 64E-mail : [email protected] or [email protected] : www.energie-keuze.nl, www.europeanenergyauction.com

and www.newvalues.net

Company InformationNew Values started up in 2003 and based in The Netherlands, is a flexibleorganisation and an initiative of shareholders RaboBank and TenneT. They havefounded New Values to provide industries with an efficient, easy and cost effectivetrade mechanism for trading EUAs (European Allowances) under the Kyoto Scheme,in order to reduce Carbon Emissions and combat climate change, in the shape of areliable online trading platform called Climex.New Values believes that trade in emission rights makes an important contribution

towards achieving environmental targets, while at the same time minimising thecosts involved.

Beginning 2007 New Values acquired EnergieKeuze (European Energy Auction).European Energy Auction is now looking to expand its services internationally.EnergieKeuze is an auction platform for electricity, natural gas and Certificates ofOrigin, offering industries and (local) governments the opportunity to tender theirneeds in a structured way. This ensures transparency, time saving and lowestmarket prices. As well as preparing and executing the auctions, it assists clients inmapping out their energy consumption and conditions before the auctioncommences.

EnergieKeuze was established in 2001 offering a progressive new service for bothconsumers and suppliers of electricity in the Dutch market. As from 2003, auctionsfor Natural Gas and Certificates of Origin were added to EnergieKeuzes services.Initially, EnergieKeuze offered its services to the Dutch industry and large retailers.When the European Community added the possibility of e-auctioning to the rules forpublic tendering, EnergieKeuze was the first to develop an auction protocol togetherwith the Dutch Ministry of Defence. With the approval of this protocol by the Dutchstate advocate, the first auction as the conclusion of the European Public Tender fordelivery of electricity to the Dutch Ministry of Defence, was a great success. Afterthis pilot project, many other Dutch Ministries and Communities followed thisexample and auctioned their need for electricity, natural gas and Certificates ofOrigin with EnergieKeuze.


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Project descriptionEnergieKeuze wants to expand its services internationally. In order to be able todecide which countries are most suited we need to know if the current concept can

be copied into other countries and in which countries the electricity market isliberalized enough to allow purchasers to select their own suppliers and to allowsuppliers to really compete with each other. We are therefore looking for studentswho can:

Execute market research in Germany, Austria and the UK to get a clearpicture of

o Current market situation, structure and participantso Competitiono Political environmento Market developments and EU influence

Approach suppliers of electricity and gas to investigate their attitude towardsauctioning

Approach prospects to investigate their attitude towards auctioning Translate findings into user specifications for the trading software; Based on the outcomes of the market contribute to a business plan for

approaching designated markets.


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10. Nidera Handelscompagnie

Project titleTrends and Dynamics for the Global Feed Industry

Company detailsCompany name : Nidera Handelscompagnie BVContact person : Alexander Regnault / Peng ChenVisiting Address : Willemsplein 492

3016 DR RotterdamTelephone/mobile : 010-430 19 11E-mail : [email protected], [email protected] : www.nidera.com

Company InformationNidera is an international trading and agribusiness company with strong traditionalroots in Europe and Argentina. The main activities include the trading of grains,oilseeds, vegetable oils and meals; feedstuffs, rice and ocean transport. Otherrelated activities include the operation of elevators, processing plants, and vegetableoil refining and bottling. In Argentina, Nidera is also engaged in the R&D ofagronomic seeds and in the handling of a wide range of agricultural inputs. Since thebeginning of 2006 Nidera is active in the bio-energy market and in 2007 Nideramoves further towards the energy market by becoming active in the green powerindustry.

Project description

The aim of the project is to put together a review of the global Animal Feed industry,its trends and dynamics. This study will serve as the initial analysis for futureinitiatives of Nidera in the field of Animal Feed (both from a trading perspective andpotentially from an investment perspective).

Please refer to the list hereunder for the main points that the study will address:.- usage trends of main feed commodities by livestock (corn, barley, sorghum,oilseed meals)

- what is the typical feed mix by livestock- what is the impact of price elasticity on feed blends- livestock cycles, how do they impact the feed market- regional developments (asia, s.america, n.america, europe)- world trade trends (main importers and exporters)- impact of bioenergy- impact of biotech & synthetic feed

=> end points: key markets / trend scenarios for growth / infrastructure needs /investments / simulation of price-blends

The study should include a review of applicable literature, as well as interviews withthe top feed manufacturers to gather their perspective. The numerical simulationsmay be based on simple worksheets.


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11. Philips Lighting

Project titleLighting for Industry

Company details

Company name : Philips LightingContact person : Beate Walles, Remco Kaijen, Floriaan TascheVisiting Address : Mathildelaan 1

5611 BD EindhovenTelephone/mobile : 06-12 92 75 19 (Floriaan)

06-22 39 43 08 (Remco)06-20 44 93 96 (Beate)

E-mail : [email protected] : www.lighting.philips.com

Company InformationRoyal Philips Electronics of the Netherlands is one of the world's biggest electronicscompanies, as well as the largest in Europe, with 161,500 employees in over 60countries and sales in 2005 of Euro 30.395 billion.

Active in over 60 businesses, and with more than 115,000 registered patents, Philipsis currently number 1 in the world market for electric shavers and DVD recorders.Were also a global leader in lighting, in TV, video and audio products, and in medicaldiagnostic imaging systems. Within the cyclical goods market, Dow Jones recentlyranked us the global leader in sustainability.

Philips Lighting employs approximately 44,000 people worldwide and operates in fourbusiness areas: Lamps; Luminaires; Lighting Electronics; and Automotive Lighting,Special Lighting and UHP. It maintains sales and service organizations in over 60countries and runs manufacturing operations in the Netherlands, Belgium, France,Germany, the United Kingdom, Poland, the USA, Mexico, Brazil, India, Indonesia,Thailand, the People's Republic of China and South Korea.

This assignment will take place at the Business group Luminaires in Eindhoven, TheNetherlands.

Project descriptionThe BG Luminaires is looking for ways to expand its business. One of the ideas is toexpand our focus in industry.Currently the portfolio is aimed at different segments (Office, Industry, Healthcare,Shops) and consists of a wide range of products from bare battens and waterproofsolutions, to recessed luminaires and advanced spots for shops. Specifically for theindustry segment we focus on the automotive industry and logistics. For theseapplications we have dedicated propositions and product portfolio available.However, our industrial portfolio is much bigger and we actually sell quite a lot,without specifically targeting other sub-segments.

The aim of this project is to do an extensive MABA (Market Attractiveness, BusinessAttractiveness) study and to see what other sub-segments in industry are interestingfor Lighting to focus on.


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Questions to be answered

Market attractiveness

What are the sizes of the different sub-segments and how much do theygrow?

Which countries in Europe are growing in Industry? In which segments? Are there any specific competitors active in sub-segments? What is the price-structure in all the sub-segments?

Business attractiveness

Which sub-segments could we serve with our current portfolio? Do we know the value-chain in the different sub-segments?

Deliverables

1. Report on lighting for Industry in Europe. The report should have answers on

the questions stated earlier with a clear advice if we should expand in thismarket and, if yes, which sub-segments to do first.

2. Presentation to senior management of the BG Luminaires with therecommendations.

In cooperation with the company coaches, the scope of the research can befinetuned after the first initial findings.


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12. PricewaterhouseCoopers

Project titleOutsourcing Benefits Realization (Making it Happen)

Company details

Company name : PricewaterhouseCoopersContact person : Pieter J. Koene / Matthijs T. KortenhorstVisiting Address : Thomas R. Malthusstraat 5

1066 JR AmsterdamMobile : 06-22 90 97 72 (P.Koene) / 06-22 72 83 07 (M.Kortenhorst)E-mail : [email protected] / [email protected] : www.pwc.com

Company InformationPricewaterhouseCoopers provides industry-focused assurance, tax and advisoryservices to build public trust and enhance value for its clients and their stakeholders.More than 146,000 people in 150 countries work collaboratively using ConnectedThinking to develop fresh perspectives and practical advice.Our clients range from national and international large complex organisations tomedium and smaller- sized businesses.In the Netherlands over 4.700 professionals work from 17 offices in a three lines ofservices: Assurance, Tax and Advisory.

Project descriptionOutsourcing is alive and well; in fact it's an emerging issue for many businesses. It

has the potential to deliver value well beyond cost savings by opening access totalent and capabilities while maximising business model flexibility.

But success and growth are not without their challenges. Customers continue to beheld back by cost benefit justification (i.e., the challenge of creating a business casewhere benefits are measured and delivered) and their own lack of experience. Nearlyall feel challenged by one or more aspects of the outsourcing lifecycle; and their firstinclination is to blame service providers when projects fail. Service providers thinkthe main cause of failure is poor collaboration with customers.

Navigating the complexity of todays sourcing options requires that organizationsapply the same rigor necessary for all strategic business deals to the evaluation,management and execution of any outsourcing commitment. Outsourcing decisionshave far reaching implications to the growth of the organization, requiring newstrategies and approaches to help ensure success.

The project the students will be working on is helping our Outsourcing Advisory team(for the Financial Services Sector) to build the proposition focused on helping clientsrealizing the benefits they seek from outsourcing and offshoring arrangements. Withour clients we see a large majority not realizing the expected benefits anticipatedwhen entering the outsourcing relationship. The project entails looking at the aspectsimportant for assessing whether sourcing operations are delivering the expectedbenefits (benefits management) and defining the elements important fororganizations in ensuring maximum value from their sourcing operations (in shortSourcing Benefits realization).


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14. Siemens Nederland

Project titleCritical success factors in national healthcare restructuring

Company details

Company name : Siemens Nederland NVContact person : Mischa KluinVisiting Address : Prinses Beatrixlaan 800

2595 BN Den HaagTelephone : 070-333 14 68E-mail : [email protected] : www.siemens.com

Company Information

Siemens has chosen health care as one of their three major growth areas worldwide. Siemens Netherlands is also investing in equipping a team that can deliver allnecessary solutions for Dutch health care institutions and professionals.

The Dutch regulatory situation for health care is changing fast and getting into acritical phase. Traditionally it has been dictated by the government, today we aregradually moving from a public to a -controlled- competitive market for privatehealth care providers and insurance companies. The latter are introducingcompetition in an old fashioned 'market', which is a delicate process to maintainquality in such a mainly cost driven innovation movement. The Dutch solidarityprinciple is 'at stake'.

Some countries did a successful move to a private health care 'market', in somecountries this move went to fast, losing basic principles and fundaments for healthcare: uninsured groups of people, split in quality of health care ....

Siemens has all tools (smart cards, software applications, infrastructure, helpdesketc) necessary to implement an efficient health care infrastructure for a country, e.g.The Netherlands. But that is surely not enough. We would like to know what nontechnical issues are crucial in a successful change in this arena. What political forcesare needed, should private companies act and at what moment and which role isplayed by the media?

Project descriptionDetermine for specific countries if their move from public to private was an evolutionor revolution, how successful they were/are (in quality and cost) and what thecritical success factors were?

Who or what did initiate the change (political changes, cost growth)? In which time frame did the change take place? How were hospitals/ doctors/ institutions paid before and after? Who lead the change: government, consortium or private company

(insurance)? What were technical conditions (smart card, EHR, consent management)?


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Most interesting will be countries that have made significant changes and where IT ishighly integrated:US, Canada, Germany (BRD&DDR), Sweden/Denmark, UK, Italy and compare those

with e.g. Eastern Europe.


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15. Squarewise

Project titleEmployee 2.0: are organisations ready for the young professional of the future?

Company details

Company name : SquarewiseContact person : Koen EisingVisiting Address : Claude Debussylaan 48

1082 MD AmsterdamTelephone : 020-447 39 25E-mail : [email protected] : www.squarewise.com

Company InformationSquarewise is a strategy firm for knowledge and innovation management based inAmsterdam. The consultancy supports large and knowledge intensive organisationsin better developing, sharing, applying, protecting and evaluating their knowledge.Clients include Philips, Heineken, KPN, PricewaterhouseCoopers and the Ministry ofEconomic Affairs. The Squarewise team consists of professionals from diversebackgrounds in consulting, marketing and IT. Professor Mathieu Weggeman, one ofthe most renowned experts in the field of knowledge and innovation management, isan associate partner at Squarewise.

Project descriptionThe average MBA graduates in 2006 are not just knowledge workers. They are

capable of being highly networked internal entrepreneurs and innovation creators.Their ability to connect is not just about email, BlackBerries, text messages andvoice-mails. They are intimately familiar with all those tools, but ultimately, expertisewith those one-to-one connectivity tools is just the price of admission. What makesthese new graduates so effective is their ability to work efficiently with large virtualteams and their amazing ability to maximize the power of their personal networks.Rod Boothby innovation creators

This trend of extensive knowledge sharing by this young generation has an effect onthe relation between employee and employer. Organisations are no longersurroundings that offer certainty and stability, but more and more serve astemporary vehicles for the development of employees. Old structures and processesare no longer suitable for this group of professionals. How does an organisation act

when employees are no longer motivated by the traditional, hierarchical carrierpaths? What if employees are managing their personal development in such a waythat it will no longer correspond to the interest of the organisation?

The project aims to evaluate this new development and to analyse its impact. Themain question is: to what extent is this trend a reality, what is its significance and inwhat way does (or will) it have an effect on existing organisations. The focus of theanalysis should include the evolving competences (skills, level of education, field ofspecialisation) and characteristics (ambitions, preferences, expectations) of (very)young professionals.


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In order to guarantee a successful project, we suggest the following project phases:1. Exploring this development through literature2. Desk study, surveying the practical impact for organizations (effect, timing,

size)3. Field research and international comparison, identification of best practices in

reacting to this development4. Analysing the impact for Squarewise as consultancy firm, acknowledging its

specific expertise and experience

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