Open Access

The presented paper analyzes share repurchase announcements of currently DAX, MDAX and SDAX listed companies during the 20-year span of 1998 to 2018. The findings show a significantly lower average abnormal return on the announcement day (1.937%) and a lower cumulative average abnormal return around the announcement day (1.943%) than previous studies reported. Moreover, the medium-term cumulative abnormal returns are found to be significant and positive (2.70%). This study finds evidence for the signaling hypothesis, which states the intention behind the repurchase of a company being a perceived undervaluation.

Sales promotion are commonly used tool by marketers to manipulate consumer toward a certain offer or product. Attractiveness of a promotion can increase the demand of the promoted product. Monetary and non-monetary are considers the two main types of sales promotions. Monetary sales promotion, also known as price promotion, will provide immediate price discount upon purchase, for example 50% discount. Non-monetary sales promotions or premium promotion, on the other hand, usually grant consumer an extra free product or additional service for free. Previous studies also demonstrated that different sales promotion affect consumer behavior differently. Consumers’ value perception can be influenced by several factors. For instance, marketers use specific “phrase” such as “value pack” to influence consumer price perception. Rationally, consumers’ value perception should remain unchanged regardless of the phrases use to describe the promotion with same discount value. In this study, we examine the impact two sales promotion those are “50% discount” and “buy one get one free” on value perception of Thais consumers. These two deals have equal economic value but perceived differently by consumer. We aim to answer the question “does two different deals with the same value impact value perception of the same product differently?” In order to obtain logical answer, two set of questionnaires were send out to observe the maximum price which consumer willing to pay for “instant noodles” and “soy protein powder”. Unfortunately, the result from our survey were not significant enough for us to derive a concrete conclusion. We also discuss about potential cause of the unexpected result and interpret our result for better understanding. Even without a significant finding, this paper address that different sales promotions impact consumer in various ways supported by other literatures and also self-assumption.

The aim of this bachelor thesis is to provide ZF Friedrichshafen AG with a flexible Human Resource concept for the successful handling of future joint venture projects in China. In order that future JV are planned and conducted successfully, a structured HR approach built on a combination of ZF experience and academic evidence has been developed. It points out cultural differences, creates awareness of potential organizational issues and gives advice. This thesis draws upon various academic resources which are expanded through ZF knowledge. For this, eight expert interviews with China experienced ZF managers were held. This blueprint covers several of the HR issues that arise when setting up new joint ventures in China. By shedding light upon success factors a necessary flexibility when dealing with different partner firms is provided. After a theoretical outset and a brief introduction of ZF Friedrichshafen and ZF Passau this thesis peaks in the HR blueprint for joint ventures in China. Worth notable factors in setting up the structure, when recruiting and inheriting staff from the joint venture partner as well as considerations of the new Labor Contract Law and for policies and practices allow an understanding of what Human Resource issues can be anticipated in Chinese joint ventures. These then can be planned adequately for. The results of this work offer a strategical Human Resource framework on how to best approach a next joint venture project in China. A broad range of HR issues have been analyzed and the most critical for joint venture success found implementation in the blueprint. Arranging a working organizational structure with a Chinese partner and implementing uniform policies and practices while considering cultural factors as well as complying with the legal requirements of the Peoples Republic of China is a task which is not easily carried out. Yet while setting up joint ventures in China already is a complex project, the partnering with a Chinese state owned enterprise is a challenge that requires special attention by HR professionals. The blueprint gives insights and guidance for stated issues.