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imagineering academy master in imagineering contact nhtv breda university of applied sciences imagineering academy mgr hopmansstraat 15 po box 3917 4800 dx breda the netherlands office h0.001 phone +31 76 533 22 80 fax +31 76 533 27 75 imagineeringacademy@nhtv.nl www.imagineeringacademy.nl www.nhtv.nl

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`welcome to a world where imagination is the source of value in the economy tom peters the imagineering academy is a community of scholars and practitioners who are devoted to energizing and transforming the process of value creation within organisations and society as a whole we explore theory and practice of using imagination in creating value it is a place for those who consider imagineering as a non-conventional way of strategic management experience identity co-creation inspiration and transformation are some of the key words that describe our collective aspirations the imagineering academy offers a unique possibility to add value to both your professional and personal life the master in imagineering.

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nhtv breda university of applied sciences preface we currently find ourselves in an evolution towards another logic of value creation a logic in which meaning experience and image constitute the point of departure for designing the business model a logic directed by consumers and facilitated and inspired by businesses a great and challenging time to be a student professor or manager having to adapt to and trying to make the most of changing work practices and technologies business schools in the future will become more and more like design schools multidisciplinary teams will be studying the most complex problems from a holistic point of view taking the meaning for and experience of the user as a starting principle it is beginning to dawn on managers that management is turning into a profession in which long-term nhtv breda university of applied sciences aims to build a distinct profile as an independent higher education institution and seeks to foster academic productivity in research and teaching as well as professional development in the following interrelated disciplines digital entertainment hotel facility leisure tourism and urban development logistics mobility goals take precedence over short-term goals and that they with a great deal of imagination knowledge and inspiration can play a key role in transforming the world into a more sustainable direction value creation in the 21st century will be based on another perspective to use the words of patrick cesceau ceo of unilever we are in an evolution from `good companies to `companies for good what becomes a crucial competence in every industry ­ considering that we can no longer rely on the nhtv has a strong international character with more than 60 international academic partners worldwide nhtv has four locations in breda more than 6,500 national and international students and over 600 employees education at nhtv focuses on the acquisition and development of competencies and specific accents are applied with the aim of teaching students to approach issues from various perspectives the strategic focus within the institution is imagineering and cross-cultural understanding nhtv offers the course master in imagineering to both bachelor past ­ is the use of imagination to create maintain and transform generative relationships that link the outer and the inner world of a company or organisation in a value-creating process finally we understand what einstein meant by `imagination is more important than knowledge diane nijs associate professor in imagineering 2 graduates and executives already in senior positions 3

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content 3 preface 6 /7 imagineering 8 programme 10/11 strategic innovation 12/13 strategic innovation 14/15 imagineering roadmap for business transformation 16/17 organisation transformation 18/19 organisation transformation 20/21/22 testimonials 23 practical information 24/25 imagineering academy contact inspiration creation exploration organisation 4 5

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the efteling the history of the efteling reads like a fairytale in 2005 the efteling realized that it had to change its business logic in order the city of antwerp until 2003 antwerp was a divided city the clients of the city lacked a sense of belonging to the place in which they lived and worked the inhabitants did not feel a sense of responsibility or pride in their home city despite many initiatives and the city s sustained attempts to stimulate these feelings antwerp was unclear in its communication with its clients the use of over 100 different logos and the absence of a consistent set of corporate guidelines did nothing to help the situation the development of a new logo a tagline and guidelines were the starting point in establishing a new sense of involvement the logo and tagline inspired various groups within the city to co-create a new self image ultimately this led to a new relationship between the city and its inhabitants veritas b for over 100 years veritas has been the specialist in fashion accessories and sewing materials for the semi-professional seamstress a functional relationship that no longer fitted the grade a-locations of the shops it certainly did not connect to the emotional role that clothes play as statements of identity starting from the concept of imagineering veritas formulated a new brand ambition they wanted to be the inspirational force behind `the personal finishing touch they created a new logo a set of corporate guidelines and a brand bible derived from a broad range of consumer experiences their new business logic has proved to be a huge success their shops have seen a new lease of life consumers are inspired by new ideas and in turn are sources of inspiration for veritas imagineering creative industries are companies and organisations that make their living from imagination companies such as cirque du soleil are primarily creative content providers the `high concept a typical hollywood instrument is the starting point for all business activities and is the core component of creative business models in the creative knowledge economy all kinds of companies depend on imagination `people have changed more than the companies on which they rely zuboff maxmin the ability to bridge the gap between `old organisations and `new consumers requires changes to the existing industry logic this shift in logic cannot be achieved by `creative thinking and `tactical innovation alone companies that are submerged in the `red oceans of bloody competition kim mauborgne need `strategic innovation to become serial inspiring `flat world innovators the creativity of employees can be from an experiential perspective imagineering value creation and value innovation are the fundamental processes of the creative economy they are methods of finding `a blue ocean of uncontested market space a space that inspires stakeholders to co-create as valuable a commodity as the imaginations of top strategists within the organisations that employ them innovation can be a difficult goal even more so at a strategic level there is a growing need for competent professionals who can create value using their imagination while `images provide meaning to experience and understanding to knowledge imagination is a fundamental faculty through which people make sense of the world around them unlike creative thinking and fancy imagination is a shaping force that allows ideas to grow exponentially to quote einstein `imagination is more important than knowledge to be better equipped for future developments in digitalization communication and interaction from the perspective of experiential value the efteling concluded that strategic innovation is essential for the future of the organisation as a whole experience is the driving force behind innovation after a detailed brand analysis the efteling decided to position the brand in a broader context it has become `the protector and keeper of the fairytale the business has transformed from a physical operation with its centre in kaatsheuvel to a place of symbolic content without boundaries this new form of business logic forms the basis for the future expansion of the efteling 6 coleridge in webster s new dictionary of synonyms 1984 p 415 7

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programme introduction the master in imagineering is an nvao accredited master programme built as a roadmap for business transformation the focus is on experience and imagination as a motor to transform traditional business logic this master programme has been designed to provide a voyage of discovery an expedition in search of a new enterprise logic for companies and organisations the future of wealth and prosperity depends upon celebrating individuality by learning to see the world from individual perspectives and by accepting the deep structural consequences that these perspectives have for the business environment this is essentially the challenge of the expedition called the `master in imagineering contents and course planning the master programme consists of three phases 1 the first phase is dedicated to strategic innovation and is made up of two modules one on `inspiration the other on `creation 2 the focus in the second phase is on the transformation of organisations this phase includes modules on `exploration and `organisation 3 the third and final phase is reserved for the application of acquired theory participants apply the course content to the professional practice of their company this process leads to a written dissertation the business transformation report btr and the creation of a practical inspiration guide for the organisation the regular master programme consists of three four-month phases and covers 12 months classes will be delivered three days a week during the first trimester and two days a week during the second trimester the remaining time is devoted to self-study and working on the final thesis the executive master programme consists of three six-month phases and covers 18 months courses are taught in modules of three subsequent days starting on thursday till saturday approximately every month the total number of teaching days is 27 and a total of 6 days of fieldwork abroad are included the curriculum is delivered and `co-created by top lecturers from 8 the academic world and acclaimed industry representatives.

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strategic innovation 1 diane nijs organisations are starting to realise that the key for survival in the 21st century is in `changing the rules of the game there are few recent management books that fail to mention the shift from the industrial economy to the postindustrial economy this postindustrial economy is referred to as the knowledge creative and innovation economy relatively little is known or written about the processes that organizations can follow in order to transform themselves from the old to the new business logic this master programme presents a roadmap for reframing the creation of value using imagination it offers the possibility to study the strategic mindsets approaches and tools 1 inspiration the industrial economy has changed fundamentally towards an innovation economy the first term of the programme centres on the strategic consequences of societal change for companies and organisations within the creative economy we use appreciative inquiry ai to analyse a company s dna and translate the traditional logic of `transaction thinking into the new logic of `transformation thinking based on experience research we embark on the creation of new meaning new context how should strategists deal with the increasing speed of change in society new consumer how can we understand consumers who have changed more than the organisations on which they depend new research a new economy demands new qualitative research in particular research that is focussed on perceived experience koert de jager people have changed more than the business organisations upon which they depend with this opening line zuboff and maxmin introduce their esteemed publication on the support economy the reframing of the value creation process asks for a thorough understanding of the `new consumer this consumer isn t comfortable in a spectator s seat he or she demands a higher level of involvement and participation these consumers are active co-creators educated individuals that demand dialogue an inspirational relationship instead of a forced or unwanted transaction this shift signals a new match between the identity of a company and its source of inspiration a transformed perspective of consumers and employees as the basis of value creation in the innovation economy realising `co-creation will be an fred van raaij economic psychologists research the economic behaviour of consumers they observe their habits of buying and using products and services in the context of imagineering the focus is on decisions and emotions as determinants of behaviour decisions are often made under pressure of time and incomplete information heuristics are simplified rules of decision making emotions determine preferences and choices on both a conscious and sub-conscious level on this sub-conscious level consumers are blind to what drives their preferences and choices external circumstances may have a subliminal impact on preferences choices and behaviours consumer behaviour heuristics emotion and the sub-conscious are key concepts of this dynamic wilco van gool as a psychology researcher it is my responsibility to generate awareness of the fact that imagineering is far more than creativity what lies at the heart of an inspiring high-involvement experiential concept is sound empirical research we need to fully understand the dynamics of both supply and demand on the demand side this means finding out what really strikes the consumer what meaning does he or she ascribe to products and behaviours what values do consumers find important on the supply side this means uncovering the dna of a brand or company what is the company s mission and vision what are the values that a brand ought to communicate a competition analysis coupled with research into the most current trends and developments provides the seedbed for the creative phase in this phase the experiential framework is formed it aims to align values and consumers within a captivating concept output appreciative diagnosis that are geared towards the innovation economy it provides a platform to apply such theoretical thinking to a concrete organisation the roadmap has been tested for nearly ten years and has been essential focus in future business logic it is not only a way to bridge the gap between consumers and enterprises but also an important source of continuous innovation 10 applied by top strategists of major companies in the netherlands and belgium.

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strategic innovation 2 creation 2 caroline van den brul caroline van den brul spent 25 years working as a television producer for the bbc an organisation with a world class reputation for broadcasting for many years this reputation relied on the contributions of a relatively small number of creative geniuses however in times of rapid technological change the ability to innovate and satisfy diverse audiences could not be sustained by a few individuals who provided all the answers for this reason the bbc had to change the bbc introduced a disciplined innovation process encouraged collaboration across boundaries and found ways to provide better value to its audiences as leader of the implementation vincent platenkamp the human animal tries to structure the chaos around him in search of shared meanings that form a self-evident background of the people concerned cultural contexts become `interrelated webs of meanings geertz c 1993 in which individuals are born in this course we will detect the contextual information that is hidden in these interrelated webs we will do so by relating this information to an issue that has been labelled controversial in a business context for example an airline company tries to do something about its image as a `polluter and proposes to plant trees in china the initiative emerges from a global situation of air pollution but has to be related to a local cultural context it becomes a challenge to understand the interrelated web of meanings of the chinese context understanding these contexts of meaning is necessary in order to come up with more adequate interventions in business practices geoff marée the translation of strategic initiatives into inspirational concepts is essential for turning an organisational transformation into a success this translation requires innovative managerial skills and a deep understanding of the organisation s dynamics understanding how to manage creativity and its basic processes is the key to effective transformation the management of creative processes is taught by means of interactive creative workshops with fellow participants these idea-generating sessions foster academic circumstances that reveal the core issues in creativity management these group sessions also trigger the inspirational advantages of serendipity all participants respond from their own unique backgrounds and commercial contexts creating exciting new concepts together can be a very enjoyable process the `high experience concept helps to guarantee that business transformation takes root within the organisation this course will help you to activate new qualities within yourself qualities that you will definitely need in your new approach to business the focus of the creative phase is on imagination and meaning sense-making and sense-giving creativity and design generative metaphors and high concepts in a creative process the company s dna is translated into a high-involvement experiential concept knowledge and understanding of the creative processes and skills inherent to the management of creativity are both essential components of this phase new perspective how can meaning be created and how can the latest creative techniques be used to unravel a company s dna new creativity how can creativity be stimulated within a company and how can the creative process be successfully managed to create lasting results new concept what instruments can be used to manage the design process and the legal aspects of the experience concept output experience concept of a number of these initiatives caroline s approach was to work with leaders across the business she helped them facilitate change and to become catalysts for innovation and creativity it is knowledge of these processes 12 that she will share with you 13

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1 inspiration there has been a fundamental change from the industrial economy to the innovation economy central in the first term will be the understanding of the changing societal reality and the strategic consequences for individual companies and organisations of what is also called the creative economy using appreciative inquiry ai we will analyse a company s dna and translate `transaction thinking into `transformation thinking based on experience research we will start with the creation of new meaning new consumer understanding consumers who have changed more than the organisations on which they depend new research a new economy asks for new new perspective how to create meaning and how to use the latest creative techniques and design methodology to get grip on the company s dna new creativity how to make a company 2 creation the focus of this term will be on imagination and meaning sense-making and sense-giving creativity and design generative metaphor and high concept in a creative process the company s dna will be translated into a high-involvement experience concept knowledge and understanding of the creative process and management of creativity will be essential in this phase output appreciative diagnosis 1 4 qualitative research in general and experience research in particular creative and how to manage creativity for lasting results new context how to deal strategically with the increasing speed of changes in society new concept strategic innovation instruments to control the design tools and legal aspects of the experience concept 2 3 output experience concept 4 organisation the ongoing process of interaction with the new experience concept calls for new ways of organisation in the final term we will learn how to manage crucial elements like leadership individual qualities and communication in an open-minded and non-hierarchical way only good organisation leads to future success new organisation the secret to future success is found in a perfect organisation of the business from the experience perspective new business model 3 exploration if we understand why and how to develop a new experience concept the focus changes to the transformation of an organisation in the third term we will learn how to design a platform based on the new situation an original business model will be created which will focus on new products services technology logistics and network organisation transformation the experience concept is translated into a new business model which has to be implemented while conventional business is going on new business how to unleash all energy and achieve economic goals new leadership what is the best way to `lead new touchpoints building the experience supply network constructing the right instruments and designing the touchpoints and new services new technology why are new technologies output organisation model the new experience and new situation the experience asks for people with a different mentality important in the design of a new experience platform and how do we integrate them in an imagineering-concept output experiental platform nhtv breda imagineering academy diane nijs imagineering roadmap for business transformation

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organisation transformation 3 exploration once we have understood why we should develop a new experiential concept and how this concept can be generated the focus changes to the transformation of organisations in the third term we will learn how to design a platform based on a new set of values we set about creating an original business model that focuses on new products services technologies logistics and networks new business model how can the experiential concept be translated into a new business model that can be implemented while conventional business operations continue new technology why are new technologies important in the design of a new experience platform and how do we integrate them into an imagineering concept new touchpoints how can we build the experience supply network identify synergistic opportunities utilise appropriate management instruments and implement new services soren kaplan organisations increasingly recognize the imperative to embrace strategic innovation ­ innovation that leads to large scale transformative changes in strategies structures processes products and services business models and people appreciative inquiry ai mobilizes the collective imagination of a whole system of stakeholders bringing people together in a process that leads to new opportunities and actionable projects all focused on elevating organisational performance and results world famous global businesses nongovernmental organisations educational institutions and governments have transformed themselves through ai through highly participative and applied experiential learning activities you will gain the theory and tools for engaging groups and organisations in the ai process including each of ai s four 3 hans bouwknegt now that our media landscape manifests itself more and more as a rich and dynamic field where numerous developments happen in rapid succession it is important to note that some basic values have remained intact media producers still want to provide their audiences with information and still want to entertain them the challenge for any media producer is to create media products that seek the balance between technical possibilities commercial opportunities knowledge about the consumer and coherent creative impact the effectiveness of such multi disciplinary media products can be improved when they are shaped according to adequate frameworks with a clear design semiotics the act of deconstructing media into so-called constructs of meaning is a relevant approach for the analysis and development of contemporary digital media alexander osterwalder yesterday s business world was dominated by choice and analytics tomorrow s business world will be dominated by the ability to create new choices through creativity this is particularly the case when it comes to business model design and innovation an issue that is at the top of the corporate agenda multiple business models competing against each other in the same industry such as airlines and companies in the music industry already characterize some sectors of the global economy other industries such as the global pharmaceutical business are ripe for new business model innovations the ability to combine analytics and creativity to systematically come up with innovative and profitable business models will be a key differentiator of the most competitive companies of the future today there are few organizations that master the skills of designing questioning and changing their established business models senior executives that want to achieve business model innovation must get inspiration from other professions they can create new opportunities by mixing their profound business experience with the creative processes that are more established in the fields of design and architecture for example output experiential platform 16 distinct phases discovery dream design and deployment 17

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organisation transformation 4 organisation the ongoing process of interaction with the new experience concept calls for new organisational configurations in the final term we learn how to deal with crucial issues such as leadership individual qualities and communication in an open-minded non-hierarchical setting only good organisation leads to future success new leadership what is the best way to `lead the new xperience and the new situation the experience asks for people with a different mentality new business how does one mobilize energy to achieve economic goals new organisation the secret to future success is the organisation of the business a configuration for the experience perspective alexander de vries the ongoing process of interaction on the experiential platform requires substantially different ways in which corporations are led businesses are managed and organisational structures are developed and implemented the capability of an organisation to continually re-energize itself asks for a leadership that aligns organisational disciplines a focus on serving the people in the organisation who make the customer experience happen this new management perspective is about managing relations and stimulating dialogue it is about creating trust and transparency by inviting employees and customers to share their ideas in the 4 nicolas ind an integral part of imagineering is the connectivity of organisations and consumers this is also reflected in the philosophy of `living the brand it is the individuals in an organisation the way they behave and communicate that builds a relationship with consumers and stakeholders in the co-creation process the glue that holds this together is the organisational ideology or brand it is this that creates focus and relevant experience yet the brand cannot be imposed on individuals the brand should be inspirational integral and interesting it is always the choice of individuals to decide whether to engage with it or not organisations that are successful at living the brand tend to be highly participative open to the outside world and adaptive to the ever changing needs of consumers jan van der kaaij corporate social responsibility csr renders a company more innovative it allows employees to enjoy a more fulfilling relationship with their work and involves them in the challenge to come up with sustainable ideas an innovative and engaged employer is also able to attract a higher level of talent increasingly csr is becoming an integral part of the core strategy it is rapidly becoming a condition for successful organizations csr is closely related to imagineering because stakeholders are progressively basing their opinion on the social experience that they have with an organisation or a brand the value of an enterprise is not limited to the economic value that its processes generate internally in the form of revenues the relationship between the enterprise and its social context has a value whose economic worth involves a wide range of complex factors output organisation model final module participants are challenged to integrate all the previous modules in a business transformation report this report forms a blue print of their `new organisation 18 19

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testimonials testimonials from master in imagineering students testimonials from master in imagineering students testimonials from executive master in imagineering students 2007 testimonials from executive master in imagineering students 2007 brenda van den berg student 2006-2007 t-mobile what did t-mobile mean for your study process having the opportunity to put the theory in practice at t-mobile added a lot of value to the master programme it gave me the chance to create not only a theoretical knowledge base but also a practical one it was an exciting experience as well as a unique chance to be able to develop a creative experience concept for a company like t-mobile it gave me the opportunity to inspire its employees trigger their thoughts and create involvement in a new business strategy from the experience perspective how did you experience the master not only my application company t-mobile but also the guestlectures teachers and fellow students provided me with a lot of inspiration overall it has been a very valuable and memorable learning experience what do you think you can do with the knowledge and competencies of this master i experience on a daily base the master programme changed my way of thinking i learned how to think out of the box to me this is priceless in addition to this the ability to involve employees in the process of creating inspiring authentic and transformational experience concepts is very valuable as a graduated master of imagineering i feel like i can actually make a difference as a result of the master programme i am able to create new business strategies that stand out add real value and reveal exciting new business opportunities thomas michiels student 2007-2008 mars nederland bv what did mars netherlands mean for your study process at mars i found a fertile ground to test the new ways of thinking of imagineering through constant interaction with the people at mars i was able to grasp the functional level on top of the theoretical level of the study mars netherlands as an application company was a challenge but never an obstacle it enriched the master study in unexpected ways how did you experience the master as a very intense and insightful study the master s filled with interesting topics and even more important inspiring people personal growth is a very important part of the study i can say that i ve grown tremendously over the last year the structure of the master is very solid and is the perfect guide towards a new mindset what do you think you can do with the knowledge and competencies of this master the master gave me a new perspective on business and a new way to look at life a positive attitude being inspirational towards others and keeping an open mind are now parts of my life i hope to apply the theory to the family business and grow personally and professionally as imagineer murli poonath director of strategic innovation klm what is imagineering to you the world is changing in much of the world there is little left to be desired materially hence the increased need for meaning purpose and emotional appeal imagineering is a way to transform your business from a conventional industrial logic into an emotionally appealing experience-based logic what is the position of klm in this process klm is one of the oldest and most prominent brands of the world we want to remain relevant and genuine and we want to keep pace with changes in the world we also acknowledge our responsibilities towards society and the environment as an airline company we are pre-eminently suited to the task of bringing peoples and cultures together this contributes to the development of mutual understanding a global benefit how did you experience the executive master programme very valuable an excellent interaction between a knowledge institution and experts from the industry mark van nieuwkerk manager marketing and sales tui nederland nv what is imagineering to you imagineering to me is a customer-driven mindset that allows for a different perspective on how to structure your current organisation instead of relying on age-old industry assumptions imagineering challenges you to rethink traditional business strategies and it encourages you to discover new customer value that is out there to be co-created together with customers how can we see the results of imagineering at tui in the future instead of pre-configuring holiday packages tui has come to realize that it should put customers upfront to take the lead in co-creating their own unique experience based on personal preferences and lifestyle this insight has led towards the development of a new high-involvement experience concept that redefines tui s distribution channel the way it creates holidays and the way it communicates and interacts with customers what did the executive master bring to you the executive master provided me with new creative insights supported by a strong practical and theoretical knowledge base these newly acquired insights have been put into practice while creating a business transformation plan that contains a unique highexperience concept that makes travel experiences truly special in addition to practical academic enrichment i have made new friends throughout the programme and expanded my professional network the programme was a great experience that i can highly recommend to anyone involved in marketing and value creation 20 21

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practical information testimonials from executive master in imagineering students 2007 the executive master in imagineering seeks to cater for professional strategists such as innovation managers marketing managers communication managers human resources managers general directors and entrepreneurs olaf vugts directeur marketing development de efteling what is imagineering to you consumers are increasingly driven by self-expressional values instead of traditional `survival values that s why we need imagineering more than ever imagineering can be seen as an essential business driver which enables us to face the challenges of the future experience economy and transform our supply focussed business to a question steered entertainment industry in brief imagineering to me is an outstanding way of creative and innovative business development how can we see the results of imagineering at `de efteling in the future imagineering has been the basic-principle in the process of transforming the business-approach of the efteling we are transforming from a well-known theme park into a creative motor in an imaginary world a provider of differentiated fairytale-based content our businessactivities have become more varied we now produce television programmes and formats as well as live-entertainment and musicals as a strong brand we are constantly searching for possibilities to exploit `the world of the efteling in a symbolic environment this is far more than the operation of our physical environment in kaatsheuvel our main goal is to be available 24 hours per day for the self-expressional consumer as a result of imagineering the efteling is focussed on entrepreneurship the exploration of future applications for our brand in short the executive master helped me to discover the experience economy from another point of view and gave me the opportunity to implement a new enterprise logic it develops business leaders competencies and expertise which are essential for success in the next episode of the creative industry what did the executive master bring to you first of all the executive master brought me a new perspective in a professional way as well as in a personal way it gave me the essential theoretical and practical knowledge and expertise to maintain improve and expand our business-activities furthermore the executive master brought me an inspirational and constructive environment formed by other participants and professors the practical approach resulted eventually in a business transformation plan which allowed me to implement the new business strategy immediately it allows our employees to understand the new chosen perspective and helps them to realise the new business opportunities as a team degree this master programme has been accredited by the nvao the dutchflemish accreditation organisation graduates receive the official master s degree of imagineering master of business innovation from the experience perspective to be eligible for the executive master in imagineering the following aspects will be considered applicants must have a bachelor degree [or higher applicants must have a minimum of 5 years working experience applicants must have a strong personal motivation which is not only based on career motives international cooperation given that experiences are culturally dependent part of the master programme is taught by guest lecturers from our partner institutes another experience to practise the cultural dimension is the completion of phase 1 and 2 with a fieldwork trip around the world developed in cooperation with one of our partner institutes our partner institutes include innovationpoint usa university of bournemouth uk and university of pretoria south africa the candidate is aware of the workload this programme involves preferably the candidate is supported by his/her employer and this employer also endorses the process of imagineering tuition the programme corresponds to a total of 68 ects this includes the dissertation the course material is presented in the form of lectures seminars and workshops these are provided by academics scientists and captains of industry within a fully integrated curriculum that provides a varied and stimulating learning environment admission requirements the regular master in imagineering is aimed at students with a bachelor degree preferable a bachelor in business administration in a relevant field of study e.g tourism management leisure management sports management culture management business management or economics furthermore proficiency in english is required if you are not a native english speaker a language test may be required apart from educational background and language skills criteria for admission are personal qualities and motivation short listed candidates will be called for an intake interview work experience in any field is also preferred though a study-related work experience e.g work placement may be accepted as an alternative depending on your test results work experience and the field of study of your first degree an additional course may be required to be admitted to the programme more information an application form can be downloaded from our website for more information regarding the content of the programme course planning procedure and costs can be found on www.imagineeringacademy.nl if you have questions about the application form or procedure please feel free to contact the imagineering academy imagineeringacademy@nhtv.nl 22 23

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adriaan walraad lecturer of the academy for urban development logistics and mobility alexander osterwalder managing partner of arvetica founder of business model design ernie heath professor and head of tourism management pretoria university faculty and staff guest lecturers advisory board alexander de vries owner of hostmanship.nl caroline van den brul former creativity leader of the bbc founder of creativity by design kees van der graaf former president of unilever imagineering academy the imagineering academy is a research group at nhtv breda university the netherlands we aim to be a leader in developing and delivering high quality research and professional education the imagineering academy serves as an interface between academics and industry the mission of the imagineering academy is to bring together experience-oriented corporations experienceoriented business schools and universities in order to stimulate new research programmes and fuel the debate to find solutions to the challenges presented by the creative/experience economy bruce hancock lecturer of the academy for digital entertainment daan van eijk professor in applied ergonomics and design university of delft koen vandenbempt professor in management management department ­ university of antwerp corinna lijkwan lecturer intellectual property fred van raaij professor in economic psychology university of tilburg nigel hemmington professor and head of school of services management bournemouth university diane nijs professor in imagineering hans bouwknegt associate professor digital media concepts nhtv breda university of applied sciences paul nouwen chairman former general manager of anwb esther groenendaal lecturer in tourism management studies jan van der kaaij co-founder of between-us and lecturer at imd lausanne paul gregorowitsch president and ceo of martinair holland nv geoff marée lecturer of the academy of hotel management and the academy of facility management mike morgan professor in european tourism management university of bournemouth tom wolber chief operating officer,disney cruise line ken newman lecturer media technology nicolas ind founing partner of equilibrium consulting author of `living the brand don hawkins eisenhower professor in tourism policy school of business george washington university koert de jager president of international relations nhtv roger leenders professor in market and product innovation university of groningen maudy uit den boogaard programme coordinator soren kaplan founder of innovationpoint menno jansen course director ton de leeuw professor in business management systems and methodology ,university of groningen 24 wilco van gool lecturer of the academy for leisure vincent platenkamp associate professor in cross-cultural understanding nhtv breda university of applied sciences

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