Weitere ähnliche Inhalte Ähnlich wie 22092010 De Montil Jdv (20) Mehr von Ghent University (20) 22092010 De Montil Jdv1. Over de KMO-markt… CONTACT drs.ir. Jan Devos, MBA . Electronics and IT Lab University College West-Flanders Ghent University Association Graaf Karel De Goedelaan 5 BE-8500 KORTRIJK - BELGIUM T: +32 56 24 12 72 F: +32 56 24 12 24 e-mail: jan.devos@howest.be e-mail: jgdvos.devos@ugent.be linkedIn: www.linkedin.com/in/jangdevos website: http://ela.howest.be/jdevos 8. Een SIS is een informatiesysteem dat een ingrijpendeimpact heeft op de werking en organisatie van de KMO. (socio-technische benadering van IT) 11. Een SIS bestaat niet enkel uit het invoeren van software en hardware maar impliceert ook de nodige levering van diensten zoals projectmanagement en change management. KMO’s en ICT: welke ICT ? © Jan Devos - 3 12. Definitieprobleem Europa Singapore New Zealand Australia Canada USA (< 500) KMO’s ? Hoe definiëren ? © Jan Devos - 4 14. dat volledig of deels gemanaged wordt door zijn eigenaars op een gepersonaliseerde wijze en niet door een formele managementstructuur 20. De KMO-markt in cijfers © Jan Devos - 7 Bron: website Unizo (http://www.unizo.be/statistieken) 21. De KMO-markt in cijfers © Jan Devos - 8 What usually gets lost is that more than 99% of all European businesses are, in fact, SMEs. They provide two out of three of the private sector jobs and contribute to more than half of the total value-added created by businesses in the EU. Moreover, SMEs are the true back-bone of the European economy, being primarily responsible for wealth and economic growth, next to their key role in innovation and R&D. What is even more intriguing is that nine out of ten SMEs are actually micro enterprises with less than 10 employees. Hence, the mainstays of Europe's economy are micro firms, each providing work for two persons, in average. This is probably one of the EU's best kept secrets! Bron: website Europe (http://ec.europa.eu/enterprise/policies/sme) 22. De KMO-markt in cijfers © Jan Devos - 9 Bron: website Unizo (http://www.unizo.be/statistieken) 23. Groothandel (#29.218) auto-onderdelen, onderdelen voor koelinstallaties, sanitaire installaties en materialen, elektrische materialen, elektronische componenten, bouwmaterialen, hout, alu-profielen, ramen en deuren, tegels, straatstenen, verf, vleesversnijderij, visbereidingen, diepvriesproducten, groenten en fruit, zuivel, … relatie met ICT : verhuring, consignatie, leeggoed, herconditionering, metaaltoeslag, BENOR, terugname, eco-taks, prijsafspraken, groepfacturatie, maatreeksen (S-M-L-XL), promotiemateriaal, eindejaarskorting, folderinterventies, EDI, webshop koppeling, … verschil tussen loodgieter en elektrotechnicus ? De KMO-markt gesegmenteerd © Jan Devos - 10 24. Zakelijke diensten (#84.883) verzekeringen, expertise-bureaus (brand, auto-ongevallen), bouwpromotoren, projectontwikkelaars, studiebureaus, incassobureaus, reclameregie, redacties, pre-press, communicatiebureaus, consultancy, adviesbureaus, opleidingen, trainingen, uitzendkantoren, … relatie met ICT : projectwerk, projectboekhouding, budgettering, analytische boekhouding, planningsoftware, opvolging, nacalculatie, voorcalculatie, gekoppelde facturatie, … De KMO-markt gesegmenteerd © Jan Devos - 11 34. IS projects are less likely to succeed in SMEs than in large ones. (Ein-Dor & Segev: Israel) SMEs are often disappointed with their software packages. The disappointment is a result of the inability of the package to adapt to the needs of the company. For SME with less then 20 employees the packages are too difficult to use. (Heikkila et al; Finland) Managers were found to be more successful when they develop their own numeric applications using spreadsheets to provide greater analytical support for decision-making. (Raymond & Bergeron; Canada) Software characteristics, vendor capability and opinions from other concerned groups are relatively important factors when making the software selection decision. (Chau ; Hong-Kong) SMEs that adopt the vendor-only approach have more effective IS than SMEs that adopt the consultant-vendor approach (Thong et al; Singapore) Wat zegt het onderzoek? © Jan Devos - 15 35. Top management support is not as important as effective external IS expertise (Thong et al: Singapore) The most effective IS implementation environment is one in which both top management support and external IS experts work as a team. (Thong et al: Singapore) Most important area of IT dissatisfaction is the lack of training and education. Most important factor of IT satisfaction are the owners attributes (age: younger CEO are more satisfied, gender: female are less likely to be dissatisfied then men). (Fuller & Southern: US) CEO’s innovativeness and IS knowledge are positively associated with the decision to adopt IS in SMEs. The effect of competition on IS adoption in SMEs has no direct effect on IS adoption. (Poon & Swatman: Singapore) In the eyes of SMEs, EDI still is not considered as something that enables them to gain major strategic benefits or competitive advantages. (Van Everdingen et al: Europe) Wat zegt het onderzoek? © Jan Devos - 16 36. Owners innovativeness is the strongest determinant for adopting traditional IT – relative advantage plays most critical role for Internet related technologies. (Chau & Hui: USA) External expertise is the predominant key factor of IS implementation success in SMEs. (Lesjak & Lynn) Three strategies are revealed: 1) ERP systems need to be localized to reflect local management features 2) ERP systems should be customizable at a variety of levels 3) BPR should be carried out in a incremental manner taking the dialectic of organizational learning into account (Levy et al: UK) Different industry sectors significantly differ in the amount spend to IT investments. Firm size does not influence IT investment levels. Strategic benefits vary across different industry sectors. The way employees adapt to change as a result of IT implementations depends on the size of the organization. (Lucchetti & Sterlacchini: Australia) Managerial and vendor support are essential for effective IS in Canadian SMEs. Managers should engage quality vendors to obtain IS that contribute to the specific goals of the small business. Wat zegt het onderzoek? © Jan Devos - 17 37. 4 thema’s: (Devos, 2009) Belang van ICT ICT Mislukkingen (negatieve ervaringen) ICT Outsourcing ICT Governance Wat zegt het onderzoek? © Jan Devos - 18 50. Wie bedient de KMO’s ? © Jan Devos - 31 Onderzoek (Devos, 2010) ICT Top 1000 -> 484 ISV (Independent Software Vendors) Doorlichting van de websites (profiel, product/service aanbod, methode van aanpak) 52. Wie bedient de KMO’s ? © Jan Devos - 33 77,4% maakt gebruik van referenties 34,6% van de ISV’s zeer volledige referenties gebruikt (case studie van een voorafgaand project met contactgegevens van het bedrijf) 53. Wie bedient de KMO’s ? © Jan Devos - 34 KMO-focus 38,9% van de ISV’s zich richt op KMO’s 11,0% van de groep richt zich enkel op KMO’s. meeste ISV’s bedienen dus een bredere klantengroep grote ISV’srichten zich minder op KMO’s dan de kleinere KMO’s worden vooral bediend door KMO’s 54. Problemen © Jan Devos - 35 Kleine markten – niches Niet interessant: Lemon Markets ? the bad wipe out the good ! Opportunistisch gedrag: E-tic charter ! Winner’scurse en Vendor lock-in ICT falingen 58. LemonMarket © Jan Devos - 39 €0.45 €0.45 - €0.1 = €0.35 €0.45 - €0.1 = €0.35 €0.45 - €0.1 = €0.35 59. LemonMarket © Jan Devos - 40 €0.20 €0.20- €0.1 = €0.10 €0.45 - €0.1 = €0.10 €0.45 - €0.1 = €0.10