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It has been common for retail firms to simultaneously operate multiple channels.
However, customers are increasingly demanding a seamless shopping experience and
cross-channel strategies have gained in importance for retailers across industries. It has
become evident that successful integration of online and offline channels can increase
customer loyalty and ensure a retailer’s long-term profitability. Although opportunities
presented by cross-channel retailing are diverse, until today only few retail companies
have successfully implemented such a strategy, as they face firm- and customer-related
limits. Thus, the purpose of this bachelor thesis is to provide a general understanding of
the concept of cross-channel retailing and to examine how new technologies can link
retailers’ sales channels on the one hand, but also pose major challenges on the other.
A literature review using academic journals, trade publications and academic books
provides valuable insights on the changes in customer shopping behaviour due to the
prevalence of new technologies and the consequences for retailers. Furthermore,
opportunities and limits of cross-channel retailing are critically examined following a
customer-centric approach. Primary research is conducted to illustrate customers’
experience with Artificial Intelligence in the form of a chatbot implemented by an US
apparel retailer. The thinking aloud method is used to gain insights into participants’
thought processes and to analyse the chatbot’s potential to replicate the experience
offered in a physical store. Findings include that showrooms and emerging technologies
such as artificial intelligence, big data analytics and beacons may present an opportunity
for retailers in the apparel industry, while privacy concerns, technology acceptance,
demographics and firm-related challenges need to be taken into account.
Globalization brought high competition in the market. Therefore, international Marketers started to use a strategy of linking a product to its Country of Origin to get a potential competitive advantage on their product. Previous studies have found that the effect of Country-of-Origin on consumer´s product evaluation, perception and purchase intention. However, it was limited to find the County-Of-Origin effect on different age groups especially in Germany.
The purpose of this research was to analyze the effect of Country of Origin on German consumer´s product evaluation and different age groups. Projective test was adopted for designing the questionnaire and Italy, China and France were selected as the country. In the end, the data was represented by statistical analysis and graphic representation.
This research comes to the conclusion that the Country of Origin either has an impact or has no impact on German consumer´s product evaluation. Their evaluation showed various results based on country and product information such as Country image, Country of Manufacturer image, product category and brand. Therefore, this research was not able to define the general Country of Origin effect on German consumer´s product evaluation. However, this research will give an insight for designing a future research and a more comprehensive understanding of the Country of Origin effect on age groups.
The objective of this piece of research was to find out; to what extent a Software Development Methodology be used in Finance and Controlling, if the perceived benefits of agile methodology (Scrum) are similar to those obtained in Software Development, to what extent the practice of agile scrum in Finance and Controlling deviates from the theory (Scrum Guide). The following was found out about the use of agile scrum in Finance and Controlling. It cannot work on all projects. It will only be effective for projects; with complex problems, with unknown solutions, in unstable environments, with motivated teams requiring input or feedback from end users. Moreover, the results of the conducted online survey helped in finding out that the benefits achieved from the use of agile scrum in Finance and Controlling are similar to those achieved in Software Development. Lastly, the use of scrum in an analysed example in Finance and Controlling was deviating from the theory (The Scrum Guide). For example, a team had three Product Owners responsible for decision making, whereas it is required by the scrum guide to have just one. This resulted to a slow decision making process.
Surge pricing is a dynamic pricing strategy which has been developed by the American ride-sharing platform Uber. Based on demand and supply, the surge pricing algorithm calculates a trip fare for both, riders and drivers. In times when demand outstrips supply in a certain geographic area, the algorithm applies a so-called “surge factor” which is multiplied by the basic trip fare. This way, the provider can calibrate demand and supply until they reach the market equilibrium again. This paper examines whether dynamic surge pricing can also be applied to the offline food retail market. Consequently, it starts by giving some theoretical background on dynamic and surge pricing, and with the aid of a PESTEL analysis, highlights all the factors presenting opportunities and limitations for the implementation of surge pricing in supermarkets. In addition to that, by conducting a SWOT analysis of dynamic surge pricing, this thesis investigates what the prerequisites are to a successful implementation strategy. In the end, it outlines possible consequences for consumers if surge pricing is used in grocery stores. It will be found that, from a theoretic point of view, a dynamic surge pricing strategy is feasible in the offline food retail market. However, it does not present the optimal pricing method for neither of the market participants.
Selbstnominierung bedeutet, dass sich Mitarbeiter eigenständig für vakante Stellen oder ein Talentprogramm innerhalb des eigenen Unternehmens vorschlagen. Die vorliegende Arbeit beschäftigt sich mit der Fragestellung, ob es lukrativ ist, diesen innovativen Ansatz der internen Talentidentifikation als Alternative zur klassischen Nominierung durch den Vorgesetzten zu nutzen. Hierzu werden zunächst die Schwachstellen des klassischen Ansatzes der Nominierung herausgearbeitet. Als mögliche innovative Alternative wird im Folgenden die Selbstnominierung erläutert und analysiert. Unterstützt wird die Theorie durch Praxisbeispiele von Unternehmen, welche Selbstnominierung ausprobiert haben. Abschließend wird zudem auf mögliche Lösungsansätze hingewiesen, um eine gelungene Integration der neuen Alternative zu gewährleisten.