Open Access

The German banking landscape is currently undergoing a paradigm shift of an unprecedented magnitude. As the financial world is changing, the future of German banks is highly uncertain. A multitude of present-day driving factors will shape the banking world of tomorrow. Therefore, this thesis aims to investigate and analyze the future of the German banking sector until 2030. The concept of scenario planning serves as underlying method for this research. Based on current factors influencing the German banking sector, the present thesis systematically develops coherent future scenarios. The generation of these scenarios is performed with the help of the scenario software INKA 4. This enables to assess a comprehensive picture of the future environment and the interactions between external influencing factors. Based on the most consistent future scenario, implications for the strategies of German banks are derived. As a result, German incumbents can question their strategic orientation and position themselves optimally for the future.

In this master thesis a marketing strategy of a launch and expansion on the global medical devices market of a new product (AED NG) by a German middle-size enterprise Metrax GmbH is developed. In order to exploit growth opportunities three levels are investigated – internal situation of the manufacturer, competitive landscape and global AEDs market. Analyses of the company and its competitors reveal current market situation and position of the company on it. Various methods of used strategic analyses (PEST, Porter’s Five Forves, SWOT, interviews conduction with competitors, distributors, and employees of Metrax etc.) enable to create a strategy canvas of AEDs market in accordance to “Blue Ocean Strategy” framework and to formulate main propositions of the strategy concerning product. Research of special features of regional markets enables to define the most lucrative and perspective markets to expand for Metrax. After defining and proving growth opportunities assessment of risks and requirements necessary for implementation is made. Finally, an outline of strategic propositions and main milestones for their implementation are summarized into the concluding part.

International higher education has growing precedence in a global society where the world’s most pressing challenges are increasingly interlinked across borders. Thus, strategic initiatives are necessary to further open the industry in order to achieve its purpose of integrating an international,intercultural, or global dimension into the purpose, function, and delivery of education programs. The purpose of this project is therefore to apply the tools and frameworks of Blue Ocean Strategy to the international higher education industry to determine how and in what directions the industry can improve its value proposition to customers and further expand the market. The macro environmental factors surrounding the international higher education industry indicate that it has high potential for continued growth. Political evidences of this include the governments of importing countries instigating programs to send students abroad. Exporting countries with political environment in support of a unified national strategy are at an advantage to capitalize on these opportunities. Economic trends indicate that the global education market is expanding, and that there is increasing demand combined with financial capability for importers as their economies continue to develop and emphasize further investment in socio economic growth through education. Furthermore, the economics of education in the United States indicate a growing imperative to increase foreign enrollment as education costs spiral and financial support from the government declines. Technological innovations are also helping to open up cross-border educational opportunities. The social platforms of Web 2.0 are allowing greater collaboration with open source information, effectively flattening the playing field and opening international higher education to the masses. Despite these opportunities, a micro environmental analysis indicates the industry is currently trapped in a quagmire of hypercompetition. Industry rivalry is high and concentrated, and the United States is overall losing market share to other exporting countries. Individual institutions face high threats from new entrants as the majority of incumbents are not reaching their export potential and have few barriers to entering the market more fully. However, as start-up enterprises face high barriers, to market entry, innovation will likely come from the incumbents within the industry. As competition intensifies in the face of a growing education bubble, the United States higher education industry is poised for disruption. A new educational model that starts at the bottom of the pyramid and moves upmarket can decidedly disrupt the status quo in order to create an improved, efficient global educational system; one that will help the industry break out of the state of hypercompetition and elevate it to fulfill the values and needs of society. Blue Ocean Strategy provides the solution to this problem as it analyses an industry not by looking at its current state in comparison with its competitors, but rather what the industry can become by looking beyond the competition to unknown market space. Successful implementation of Blue Ocean Strategy can bring the high financial impact needed to save the higher education industry from collapse. Frameworks guiding value innovation can simultaneously pursue low costs while increasing value for a large volume of customers. The strategy canvas and four actions framework of Blue Ocean Strategy provide effective analytical tools that help to clarify the process of strategy development, and empower visionary educational leaders to focus one what factors need to be eliminated, reduced, raised, and created in order to achieve a leap in value for buyers within and beyond the boundaries of the higher education export market.