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In the era of digitalisation, mobile devices are supporting us throughout the day, in any situation, at any place and any time. We purchase goods and services through our phones, communicate with others and can get information about anything we want. The mobile technology is the fastest growing industry the world has ever seen. Mobile technology is the most influential driver of current social and economic change. Therefore mobile marketing is already a major factor in today’s marketing mix. Nevertheless adaption of mobile marketing progresses differently in different parts of the world. China took on a leading role in mobile marketing without many people outside China noticing. The purpose of this paper is to examine and display the major differences between China and Europe when it comes to mobile marketing. Especially, I will focus on WeChat, a relatively new communication application in China that has shaped mobile marketing significantly since 2011, the year of its launch.
However, due to significant differences in market scale, market complexity and adoption of technology in Europe and China it is important for European companies to understand the potential power of WeChat if they want to do successful business in China. Therefore I will give a comprehensive overview on how to use WeChat for business. Additionally I will connect the mobile marketing aspect with Chinese language learning. Chinese language learning represents a global current trend and is building a bridge between China and Europe both culturally and economically. For this paper I conducted practical research in a Chinese language school under European management in Beijing/China. This way I was able to gain first-hand insight in the obstacles a European company faces when it comes to WeChat mobile marketing in China. This paper will cover the theoretical foundation of mobile marketing and will connect it with real recommendations for successful WeChat mobile marketing.
The purpose of this study is to research the impact of enterprise social software on performance management in order to explain the statement of this thesis: performance management can benefit from social software. The thesis first defines the emergent collaborative performance management and enterprise social software systems against the background of the need for ‘modernized’ Human Resource systems. Then, interviews were conducted in order to determine the critical success factors of implementing enterprise social software into business systems and processes. Finally, the derived critical success factors are discussed and compared to different assumptions that are made in literature about the impact of enterprise social software on performance management.
It was concluded that performance management can benefit from enterprise social software, but under specific conditions such as rules and policies. Organizations that embrace new technologies and use enterprise social software in compliance with their objectives, strategies and policies can enjoy increased productivity and a collaborative business culture with highly engaged employees.