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Course of studies
As the service industry continues to grow in all aspects it is becoming clearer that as consumers have more options companies have to find different ways to distinguish themselves from their competition. One of the ways to do this is pricing, although some firms are still using old forms of pricing most are now gravitating towards newer more unconventional methods.
The purpose of this research was to analyze different pricing strategies and how they affect consumer purchasing behavior. The study looked at new forms of pricing such as Pay what you want, more conventional pricing in the service industry which was Dynamic pricing and a controversial form of pricing which was partitioned pricing.
This thesis contains 6 chapters. The first chapter will be an introduction and literature review, Chapter 2, 3 and 4 will represent the different pricing mechanisms respectively Chapter 5 will compare and summarize the pricing strategies and Chapter 6 will provide the conclusion and limitations
This Thesis comes to the conclusion that different pricing strategies invoke different behavioral characteristics in consumers. Pricing strategies can either affect consumer behavior negatively or positively. Pay what you want pricing influences consumer behavior the most in a positive way whilst Partitioned pricing will cause increase consumers’ willingness to purchase a service. Traditional methods such as dynamic pricing affect consumer behavior to a lesser degree. In comparison with the other forms of pricing does not affect consumer behavior positively.
Digitalization is one of the global megatrends of the 21st century. With the increase of mobile technology, constant connectivity, and data analytics, organizations are forced to become more digital to keep up with the increasingly digital world.
This research addresses the changing role of leadership due to digitalization. It examines factors which need to be considered when driving digital transformation in organizations as well as leadership competencies necessary in the digital age. Finally, the research addresses the resistance to digital transformation in organizations.
To investigate how leadership is affected by digitalization, qualitative research is carried out. The research is based on published secondary data.
The findings of this research suggest the growing importance of leadership in the digital age. Leadership needs to approach digitalization actively, thus driving digital transformation in organizations to stay competitive in the increasingly digital world. Further, the research suggests six leadership competencies which are essential in times of digital transformation and identifies two leadership roles which have arisen in recent years due to digitalization. Finally, the research proposes ways to overcome resistance to digital transformation.
Today’s workplace is composed of three different generations, which are considered to be substantially different from each other. Popular press and academics defend that neglecting to address these differences can generate negative organizational outcomes. Therefore, there is a growing body of research recommending generational specific practices to minimize the effects of generational differences in organizations. Nevertheless, not every practice tends to be based on empirical evidence on generational differences, which raises doubts about its effectiveness. The goal of this paper is to propose reverse mentoring as a practice to help organizations understand and manage generational differences better. To achieve this goal, a summary of published secondary data on empirical evidence of generational differences in the workplace was gathered, and the findings were linked to the function/outcomes of reverse mentoring, which allowed for the practice to be recommended based on substantial empirical evidence. Moreover, primary qualitative research was gathered through interviews to support the findings. Despite the limitations encountered, reverse mentoring is proved to be a long-term beneficial tool to understand and manage generational differences in the workplace.