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Recently, the behavior of customers is changing significantly. Instead of visiting one specific channel of a company to make a purchase, customers are using several channels of different suppliers before making a final purchase. They are switching between these suppliers constantly with the aim of comparing product details and prices to find the best offer. Customers are combining the advantages of the different channels, offered by different suppliers. However, in order to increase customer loyalty and value, companies have to find a way to bond customers to their brand. A multi-channel strategy is trying to build long term customer relationships and to increase customer loyalty. By integrating the different channels, instead of running each channel individually, companies can create an additional value for customers. The channel integration is initiated by offering multichannel services, which are connecting online and offline channels to merge them together. These services should lead to an increase of customer satisfaction, build loyalty, and create a long-term customer relationship. Schiesser has recognized this trend in customer behavior and the need to implement a multi-channel strategy. Yet, as the distribution channels of Schiesser are not working with common enterprise resource planning systems, information systems and cash register systems, it would be highly expensive and time consuming to create an integrated multi-channel system. The absence of a CRM-System and the resulting lack of information about the customer journey of Schiesser consumers are further serious obstacles in the way of realizing a multi-channel strategy. However, Schiesser faces the alternative of implanting a hybrid multi-channel system, which combines various channels loosely without being based on common systems. Both, the integrated and the hybrid multichannel system are accompanied by advantages and disadvantages for the Schiesser AG. Considering the current situation and the high costs of an integrated multi-channel system, a hybrid multi-channel system appears to be the appropriate choice for Schiesser. This system allows Schiesser to offer services like “Return to Web/Retail”, “Click and Collect”, “Pick up at Retail” and “QR-Code Scans” without investing in common used systems. These services can be offered by adapting internal organizational processes and by training staff in retail stores. This relatively low investment of time and money enables Schiesser to provide a unique selling proposition for their customers, build a relationship and increase customer value. If Schiesser wants to stay competitive, the introduction of a multichannel strategy is essential, as direct competitors like Lascana and Hunkemöller have already implemented multi-channel strategies.
Within the last few years, the traditional retail industry in Germany has changed dramatically, experiencing a shift from stationary to multi-channel retailing. Whereas big corporations in trading can profit from recent developments, small and medium- sized retail companies struggle to stay competitive. The underlying paper examines these developments with a focus on small and medium-sized companies in the music equipment retail industry in Germany using studies and recent findings on the area as well as expert interviews that have been carried out in order to get deep insights into the industry. On the basis of the conducted analysis, the paper shows that the only way to stay competitive is through strategic specialization, which means differentiating itself from competitors within a promising niche. The strategy is implemented in an exemplary company within this industry and necessary steps for the strategy to succeed, such as a resourced-based view and a step-by-step execution have been undertaken. Even though it does not represent the one perfect way of implementing it, it does in fact provide guidelines and limits of such a strategy.
Die Textilbranche befindet sich im Umbruch: Der moderne Kunde sieht alles, weiß alles und konsumiert alles. Aufgrund der steigenden Übersättigung des Marktes bieten Unternehmen ihren Kunden heutzutage vermehrt ein emotionales Marken- und Einkaufserlebnis in Form einer ausgeklügelten Trademarketing Strategie.
Die vorliegende Bachelorarbeit beschreibt die Entwicklung und Implementierung einer Trademarketing Strategie für den russischen Markt. In Kooperation mit der Firma Marc Cain wird ein zur Initiierung der Strategie entworfenes Pilotprojekt geplant, entwickelt und organisiert. Die Bachelorarbeit basiert auf den konkreten Ausarbeitungen des Unternehmens zur Hinführung auf den strategischen Rollout. Es stellt sich heraus, dass eine termingerechte Implementierung der Strategie aufgrund personeller Umstrukturierungen in der russischen Tochtergesellschaft im Zuge dieser Arbeit nicht möglich ist. Dennoch werden alle Rahmenbedingungen für eine Strategieimplementierung im April 2019 geschaffen.
Die OKR Zielsetzungsmethode wurde von Andy Grove als Weiterentwicklung der Methode „Management by Objectives“ von Peter Drucker entwickelt mit dem Ziel ein System zu schaffen, welches Outputs wertschätzt und hervorhebt. Mit der OKR Methode sollen klare, ambitionierte und transparente Ziele formuliert und erreicht werden.
In dieser Bachelorarbeit soll untersucht werden, ob die OKR Zielsetzungsmethode, wenn sie gezielt eingesetzt wird, als Garantie für Unternehmenserfolg gesehen werden kann. Dafür wird zunächst die OKR Methode genauer betrachtet sowie eine Analyse durchgeführt, um die Faktoren herausarbeiten, welche zu Unternehmenserfolg führen. In einer finalen kritischen Betrachtung sollen dann diese beiden Teile zusammengeführt werden um zu einer abschließenden Beantwortung der Forschungsfrage „Verhilft die OKR Methode einem Unternehmen zu größerem Erfolg?“ zu führen.