Rooskens Support BV (h.o.d.n. Rooskens Group) (Q4003822): Difference between revisions
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Rooskens Group started as a transport company in 1988 and started to carry out expedition activities in 1993. Currently, Rooskens Group has 25 employees who take care of its customers in transport related activities. We believe that employees should be given the space to develop themselves. Each in its own way. The logistics chain is becoming increasingly dynamic partly due to the influence of development technology. This is why Rooskens Group as an organisation needs to adapt to this environment more quickly. As part of this, Rooskens Group wants to grow and further professionalise in the coming years so that they will be chain director by 2020. The focus should be shifted from cost focus to value focus by providing the best working environment for people who share passion and want to serve the customer together (added value). With this vision, Rooskens, together with external advisor Erik van Egmond, wants to give a clear definition of the future coaching and measurable development objectives of employees. Rooskens has expressed the desire to develop and implement a professionalisation process on (sales) skills and leadership. With the ambition of stimulating the development of own entrepreneurship and as the goal of creating a qualitatively stronger (sales) team which organisation is widely deployable. In addition, the management team is coached to ensure uniformity in the organisation and thus provide a good environment for its employees. (English) | |||||||||||||||
| Property / summary: Rooskens Group started as a transport company in 1988 and started to carry out expedition activities in 1993. Currently, Rooskens Group has 25 employees who take care of its customers in transport related activities. We believe that employees should be given the space to develop themselves. Each in its own way. The logistics chain is becoming increasingly dynamic partly due to the influence of development technology. This is why Rooskens Group as an organisation needs to adapt to this environment more quickly. As part of this, Rooskens Group wants to grow and further professionalise in the coming years so that they will be chain director by 2020. The focus should be shifted from cost focus to value focus by providing the best working environment for people who share passion and want to serve the customer together (added value). With this vision, Rooskens, together with external advisor Erik van Egmond, wants to give a clear definition of the future coaching and measurable development objectives of employees. Rooskens has expressed the desire to develop and implement a professionalisation process on (sales) skills and leadership. With the ambition of stimulating the development of own entrepreneurship and as the goal of creating a qualitatively stronger (sales) team which organisation is widely deployable. In addition, the management team is coached to ensure uniformity in the organisation and thus provide a good environment for its employees. (English) / rank | |||||||||||||||
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| Property / summary: Rooskens Group started as a transport company in 1988 and started to carry out expedition activities in 1993. Currently, Rooskens Group has 25 employees who take care of its customers in transport related activities. We believe that employees should be given the space to develop themselves. Each in its own way. The logistics chain is becoming increasingly dynamic partly due to the influence of development technology. This is why Rooskens Group as an organisation needs to adapt to this environment more quickly. As part of this, Rooskens Group wants to grow and further professionalise in the coming years so that they will be chain director by 2020. The focus should be shifted from cost focus to value focus by providing the best working environment for people who share passion and want to serve the customer together (added value). With this vision, Rooskens, together with external advisor Erik van Egmond, wants to give a clear definition of the future coaching and measurable development objectives of employees. Rooskens has expressed the desire to develop and implement a professionalisation process on (sales) skills and leadership. With the ambition of stimulating the development of own entrepreneurship and as the goal of creating a qualitatively stronger (sales) team which organisation is widely deployable. In addition, the management team is coached to ensure uniformity in the organisation and thus provide a good environment for its employees. (English) / qualifier | |||||||||||||||
point in time: 25 January 2022
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Revision as of 19:08, 25 January 2022
Project Q4003822 in Netherlands
| Language | Label | Description | Also known as |
|---|---|---|---|
| English | Rooskens Support BV (h.o.d.n. Rooskens Group) |
Project Q4003822 in Netherlands |
Statements
25,000.0 Euro
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50,000.0 Euro
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50.0 percent
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18 October 2018
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18 October 2019
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Rooskens Support BV (h.o.d.n. Rooskens Group)
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51°14'1.68"N, 5°58'48.22"E
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6082BC
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Rooskens Group is in 1988 gestart als transportbedrijf en is in 1993 expeditie-activiteiten gaan verrichten. Momenteel heeft Rooskens Group 25 medewerkers die haar klanten ontzorgt bij transport gerelateerde activiteiten. Wij vinden dat medewerkers de ruimte dienen te krijgen om zichzelf te ontwikkelen. Ieder op zijn eigen manier. De logistieke keten wordt steeds dynamischer mede door invloed van ontwikkeling technologie. Daarom dient Rooskens Group als organisatie zich sneller aan te passen aan deze omgeving. Als onderdeel hiervan wil Rooskens Group de komende jaren groeien en verder professionaliseren zodat ze in 2020 ketenregisseur zijn. De focus moet worden verlegd van kostenfocus naar waardefocus door bieden van de beste werkomgeving voor mensen die de passie delen en samen de klant willen bedienen (meerwaarde). Met deze visie wil Rooskens samen met externe adviseur Erik van Egmond een heldere invulling gegeven aan de toekomstige coaching- en meetbare ontwikkeldoelstellingen van medewerkers. Hierbij heeft Rooskens de wens uitgesproken om een professionaliseringstraject op (sales)vaardigheden en leiderschap te ontwikkelen en uit te voeren. Met de ambitie het stimuleren van de ontwikkeling van eigen ondernemerschap en als het doel een kwalitatief sterker (sales)team neer te zetten welke organisatie breed inzetbaar is. Daarnaast wordt het management team gecoacht om de uniformiteit in de organisatie te waarborgen en daarmee een goede omgeving te bieden voor haar werknemers. (Dutch)
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Rooskens Group started as a transport company in 1988 and started to carry out expedition activities in 1993. Currently, Rooskens Group has 25 employees who take care of its customers in transport related activities. We believe that employees should be given the space to develop themselves. Each in its own way. The logistics chain is becoming increasingly dynamic partly due to the influence of development technology. This is why Rooskens Group as an organisation needs to adapt to this environment more quickly. As part of this, Rooskens Group wants to grow and further professionalise in the coming years so that they will be chain director by 2020. The focus should be shifted from cost focus to value focus by providing the best working environment for people who share passion and want to serve the customer together (added value). With this vision, Rooskens, together with external advisor Erik van Egmond, wants to give a clear definition of the future coaching and measurable development objectives of employees. Rooskens has expressed the desire to develop and implement a professionalisation process on (sales) skills and leadership. With the ambition of stimulating the development of own entrepreneurship and as the goal of creating a qualitatively stronger (sales) team which organisation is widely deployable. In addition, the management team is coached to ensure uniformity in the organisation and thus provide a good environment for its employees. (English)
25 January 2022
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Identifiers
2018EUSF2011230
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