Refine
Year of publication
- 2017 (4) (remove)
Document type
- Bachelor Thesis (4)
Language
- German (4) (remove)
Is part of the Bibliography
- No (4)
Keywords
- Corporate Culture (1)
- Korea (1)
- Negotiation (1)
Course of studies
- IBM - International Business Management (4) (remove)
The purpose of this paper has been to find out if the reengineering project at Daimler Trucks has been successful. In order to eloquently do so, the field of Business Process Reengineering (BPR) has been researched with regard to performance measurement. The theoretical part of the thesis concluded with choosing one methodology out of the findings.
The second part is about the consequences of Daimler AG top management’s decision, reacting to changes in business environment, to restructure the Finance organization of all its divisions. Daimler Trucks used that change which included office relocation of the accountants to where their controlling colleagues have been seated and the newly gained local proximity to execute the project Integration Accounting & Controlling (IAC). The goal has been to reengineer the closing process by eliminating redundancies and defining clear responsibilities.
The third part of the thesis is presenting the result of measuring process performance before and after reengineering according to the derived research methodology of part 1. Quantitative as well as qualitative evaluation shows an increase in efficiency and effectiveness. A conducted online survey, asking all involved employees, aligns with this result and names key success factors such as communication and transparency. Despite the undeniable success of IAC, maintaining a continuous improvement process is recommended.
All kind of human interaction such as conflict resolution or engaging in new business partnerships are essentially based on bargaining and negotiations. The following thesis examines the basic elements of negotiations especially in a global working environment. A special focus is set on the most prevalent characteristics of negotiation patterns used in the US as well as their way of navigating international negotiations successfully, corroborated by an example case of conflict resolution by the US-American company Apple in China. In essence, deep knowledge and intercultural sensitivity is the key to successful negotiations whereas strategy choices based on the negotiator’s inherited culture should not be depreciated.
Products and services do not have infinite lives. At some point, objects are not accepted by consumers anymore.
In order to hold up to ever increasing competition, many companies aim to introduce innovative technologies and products in ever decreasing intervals. However, companies cannot possess an infinite number of products in their product portfolio. Therefore, old products need to be eliminated to release capacity for newer ones. However, for many companies, phasing-out products does not count to core competencies and is perceived as unattractive. It is a common belief that only new product introductions have direct influence on turnover and profitability of a company. So at first, it seems reasonable to invest more resources in products that aim to make profits in the future rather than spending on outdated products. However, uncoordinated product phase-outs can as well have major negative impacts on the overall success of a company. Especially excess inventory and lack of communication during the whole process are seen as major issues. Literature conveys serious need of action concerning the subject.
The primary aim of this thesis is the evaluation and elaboration of the current state of the phase-out process of ZF Friedrichshafen AG, detect weaknesses and improvement potentials, and give improvement recommendations. These improvement recommendations aim to eliminate the detected weaknesses and realize unused potential.
The weaknesses and potentials are identified through face-to-face and telephone/Skype interviews and workshops. These interviews and workshops are conducted with a sample of employees from different departments, who are involved in the process.
The corporate culture of South Korea influences the profitability of Korean companies to a great extent. Traditional Korean values are based on Confucianism which emphasizes collectivism and hard work. This created a foundation on which successful companies emerged. However due to economic reasons Korean values are forced to change as it is questionable if Korean companies can remain profitable with the traditional culture within their systems. With the exposure to western culture Korean managers are trying to adopt beneficial methods that western companies have proven to be favorable. As a consequence Korea’s corporate culture is gradually changing while still retaining some of its unique features. As western companies seek to collaborate with or acquire Korean companies, culture clashes are inevitable. Despite the large differences between cultures it can be observed however, that with thoughtful management high synergies can be achieved in such collaborations and that Korean companies are becoming more and more competitive in the global market.