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In this master thesis a marketing strategy of a launch and expansion on the global medical devices market of a new product (AED NG) by a German middle-size enterprise Metrax GmbH is developed. In order to exploit growth opportunities three levels are investigated – internal situation of the manufacturer, competitive landscape and global AEDs market. Analyses of the company and its competitors reveal current market situation and position of the company on it. Various methods of used strategic analyses (PEST, Porter’s Five Forves, SWOT, interviews conduction with competitors, distributors, and employees of Metrax etc.) enable to create a strategy canvas of AEDs market in accordance to “Blue Ocean Strategy” framework and to formulate main propositions of the strategy concerning product. Research of special features of regional markets enables to define the most lucrative and perspective markets to expand for Metrax. After defining and proving growth opportunities assessment of risks and requirements necessary for implementation is made. Finally, an outline of strategic propositions and main milestones for their implementation are summarized into the concluding part.
Current work aimed to conduct the market research for premium surgical power systems market segment in China. Qualitative and quantitative primary and secondary researches were completed in order to set the right strategical direction for service, weight the opportunities in the market, set the right models and methods for service. Research results are describing the demand on service, mechanics of the business and the benchmark of the segment. Customer's profile, sales channels, service portfolio and 5 Ps for the service of surgical power systems were completed.
FEM Based Modeling of Cylindrical Grinding Process Incorporating Wheel Topography Measurement
(2016)
Die Zielsetzung dieser Bachelorarbeit ist es, die Grundlagen der Globalisierung und Internationalisierung und dessen Bedeutung für Unternehmen zu beleuchten. Nach dem die Internationalisierungsstrategien bspw. Strategien der Markterschließung und Markeintrittsformen mit ihren jeweiligen Vor- und Nachteilen vorgestellt wurden, soll anhand einer PEST- Analyse das Land Russland als potenzielles Land für den Markteintritt analysiert werden. Des Weiteren sollen relevante Informationen über den russischen Markt, im allgemein sowie im Bereich der Medizintechnik, gesammelt werden. Zusätzlich sollen die Ergebnisse des Experteninterviews, nach der Analyse und Bewertung, in die Marktanalyse mit einfließen, um in der Folge eine erfolgreiche Markteintrittsstrategieempfehlung für iSYS Medizintechnik GmbH zu entwickeln.
Assessment of Lung Recruitment by Electrical Impedance Tomography and Oxygenation in ARDS Patients
(2016)
Due to the increasing internationalisation and globalisation of competition, companies become more and more international. The commercialisation of products and services in different countries means, that companies are often confronted with cultural differences. By reason of these cultural differences it can happen, that the advertising remains inefficient, because the target group can’t understand the message. The most failures in international marketing happen because of the neglect of cultural differences. Therefore every international company should carefully think about a differentiation or standardisation of their products and advertising in other countries. The aim of this work is to identify the cultural differences in communication and advertising and therefore show the difficulties which can be connected with international products and advertisement. Furthermore this work should demonstrate how culture can affect advertisement and explore if there is a potential for standardisation in international marketing. The focus of this work is on cultural diversity and the impact on international marketing. To find out more about the perception of international advertisement an online questionnaire was created. Therefore it was possible to gain important information. This questionnaire and the literature research lead to the conclusion of this work. The questionnaires as well as the literature research are showing that it is very difficult to achieve a total standardisation in international marketing. Although people are using worldwide almost identical products, the cultural differences are still too great for a global market. Advertisement which is created for a specific market seems more often reliable and comprehensible. However for some parts of the marketingmix a standardisation is definitely possible. Therefore the best strategy for companies is to use a mix between differentiation and standardisation. Cultural differences will still remain in the future. The consideration of cultural differences in the future will therefore lead to a competitive advantage. Companies should pay attention to culture diversity, although it can lead to higher costs, to achieve the best results in international markets.
Maßnahme einer Social Media Marketing Strategie des Schwarzwälder Freilichtmuseums Vogtsbauernhof
(2016)
Nowadays, in times of saturated markets, there may be observed an intensified competition among companies, while at the same time needs and demand of the customers are increasing as well. To counteract this growth of competition, companies need to continuously implement new and innovative strategies, if they don’t want to lose any market share among their market competitors. Under such conditions, innovated business modules and new market technologies have to be developed through the usage of Digitalization and the Internet and, especially the usage of Social Media; creating a new Touchpoint to deal with the customers, where companies can better get to know their requirements, enabling them better to serve the market and satisfy customer needs. Keeping this in mind, many large international companies already recognized the importance of Social Media within their business model, but until now they don’t have any real strategic plan yet in place to backup, utilize and exploit the situation over longer periods of time. The Schwarzwälder Freilichtmuseum Vogtsbauernhof, also recognized this important aspect and is already using Social Media, but until now, without any Strategic Plan or Model too. Beyond this the objective of this Bachelor Thesis is to create a complete a Strategic Model as well as some further strategic actions for the Schwarzwälder Freilichtmuseum Vogtsbauernhof, to adapt to changing market conditions and not to fall behind the competition but to excel above them. To achieve this objective, a Company and Competitor Analysis has to be carried out as an answer, if such a strategic implementation in Social Media might be useful for the business model of the Schwarzwälder Freilichtmuseum Vogtsbauernhof or not. Verifying this analysis, some Strategic Models from the literature will be presented, and applied as a combination at the business model of the company. As a different point of view, an empirical study will be used to apply the created Strategic Model in a suited way into practice. Due to this application, as well as due to some further Strategic Actions, there will be improved some already existing Social Media channels. Furthermore there will be established one completely new Social Media channel. To prove the success of the Strategic Model and its additional actions, a second empirical study and some Monitoring tools will be used as a measurement at the end of the Thesis. The results of the Company Analysis could be interpreted as first evidence, that a general strategic implementation of Social Media for the business model of the Schwarzwälder Freilichtmuseum Vogtsbauernhof might be useful. Additionally both methods of measuring results and performance show a partial success of the implemented Strategic Model which could be interpreted as a competitive advantage at least in the short run. This Thesis is especially written for the Online Marketing department of the Schwarzwälder Freilichtmuseum Vogtsbauernhof, but it doesn’t mean that for any other person, which isn’t part of the company, it might be completely useless. The Thesis is also directed to all the people, which already had recognized that classical Marketing methods won’t work any longer, and because of this, are looking for some digital alternatives. Because of this the results might be used as an inspiration or as a special kind of guide to establish a strategic presentation within Social Media.
Hochleistungsschleifen - Herausforderungen und Lösungen aus der Sicht eines Werkzeugherstellers
(2016)
Die Anwendung der funktionalen Sicherheit innerhalb des Explosionsschutzes z.B. in Form diskreter Level (SIL, PL) für MSR-Einrichtungen, sowie deren formalen und rechnerischen Nachweisen wird seit einiger Zeit diskutiert. Art und Weise, sowie der Inhalt der Diskussionen zeigen, dass hierbei einige Unsicherheiten bezüglich der Einordnung, Anwendung und Zweckmäßigkeit der Übertragung der funktionalen Sicherheit in den Explosionsschutz bestehen. Der folgende Artikel soll zur Klärung beitragen.
Ausgehend von einer grundlegenden Darstellung der Prinzipien der technischen Zuverlässigkeit wird deren Anwendung in der funktionalen Sicherheit sowie innerhalb des Explosionsschutzes beschrieben. Im Ergebnis soll ein Verständnis dafür geschaffen werden, welche Prinzipien der technischen Zuverlässigkeit in der funktionalen Sicherheit und im bewährten Explosionsschutz (sowohl hinsichtlich der Gerätetechnik, als auch der Betriebsanforderungen) Anwendung finden. Darauf Aufbauend wird der Stand der Diskussion hinsichtlich der Anwendung von MSR-Technik im betrieblichen Explosionsschutz und als Ergänzung \ Überwachung von Sicherheits-, Kontroll- und Regelvorrichtung im Sinne der RL 94/9/EU bzw. RL2014/34/EU dargestellt. Im 2. Teil des Artikels wird die, bis dahin neu in Kraft getretene, „TRGS 725- Gefährliche explosionsfähige Atmosphäre – Mess-, Steuer- und Regel-einrichtungen im Rahmen von Explosionsschutzmaßnahmen“ vorgestellt und diskutiert.
Im Januar 2016 ist der Entwurf der TRGS 725 - Gefährliche explosionsfähige Atmosphäre – Mess-, Steuer- und Regeleinrichtungen im Rahmen von Explosionsschutzmaßnahmen (im folgenden TRGS 725) durch die BAuA veröffentlicht worden. Das bewährte Vorgehen im Explosionsschutz, welches in den TRGS/TRBS dargestellt ist, soll damit durch eine weitere vermutungsauslösende Technische Regel (TRGS 725) um Vorgaben zur MSR-Technik ergänzt und vervollständigt werden. Ausgehend von bestimmten Anwendungsfällen befasst diese TRGS sich mit der MSR-Technik im Explosionsschutz und demzufolge mit der Vermeidung systematischer und zufälliger Fehler. Mithin besteht eine Verknüpfung zu den Anforderungen der technischen Zuverlässigkeit bzw. der funktionalen Sicherheit. Basierend auf der Darstellung des bisherigen Stands der Technik (1. Teil dieses Artikels), werden die Ansätze der TRGS 725 (Entwurf) vorgestellt und erörtern.
Wie werden wir besser
(2016)
In the 21 century, global companies are spreading all over the world for the sake of chasing profits. Driving by the desire of new market & profitability, they struggle in the business world by competition, merge, innovation and utilize all the resources that available. Among them, hidden champions are winners in this period. However, it also needs to be asked for the hidden champions, will they been succeed in a totally different market? The answers came with new market in China, which will verify their belief. Coming into China, into different markets, is an inevitable step for most hidden champions, for development and defend themselves as champions.
This thesis mainly gives the hidden champions that working on Chinese market or going to this market a brief intro about the local situations, competition existed, entry & marketing strategy, and hidden champion real cases. In the following chapters, you could found: The definitions & characteristics of hidden champions, learning that what build the family business into the most successful business in niche industries;
The Chinese business historical moments, what makes the Chinese business culture today, and today’s business situations in China.
The entry strategies for foreign companies getting into China, discussing the different forms from licensing business to the wholly-owned subsidiary and their pros & cons.
The marketing strategies typically for hidden champion companies in China, applying the classic marketing management theories & localization situations in China.
Real hidden champion company case in hidden champion cluster in China, the current situation and value chain analysis.
New trend marketing risks & chances in China for 21 century, digitalization & cyber – physical system development.
The continuous growth of e-commerce combined with new developments in mobile technology make it vital for sporting goods retailers to look for strategies to increase their online competitiveness. Dynamic pricing is a powerful strategy to increase revenue and at the same time ensure price competitiveness. With this in mind, the aim of this thesis is to explore revenue maximization in e-commerce sporting goods retail through dynamic pricing of product inventories. To do so, a multi-method approach was performed using three parts, namely a literature review on e-commerce sporting goods retail and various dynamic pricing strategies, an analysis of empirical sales data, and an interview segment amongst experts from e-commerce sporting goods retail.
The research in this thesis has produced two key findings. In theory, inventory and demand-based dynamic pricing is the optimal choice for revenue maximization of product inventories in e-commerce sporting goods retail. In practice, inventory and demand-based dynamic pricing can only be used for revenue maximization of clearance inventories. The reason for this is because the multichannel pricing strategies used by sporting goods retailers prohibit inventory and demand-based pricing of all product inventories in e-commerce.
Future research should seek to combine multichannel pricing strategies with dynamic pricing, and doing so would enable e-commerce sporting goods retailers to exploit the full potential of revenue maximization through dynamic pricing of product inventories.
The present study was conducted in the International Purchasing Department at the Lidl Stiftung & Co. KG which is the headquarters of the international grocery retail discounter Lidl. The subject was defined by the author in cooperation with Mr. Robert Maier, executive manager for non-food and brand, and Ms. Silvia Carazo Soto, manager for the product range development in the Lidl non-food sector. The present study has two major purposes: Firstly, to investigate how customers perceive the non-food products and sector at Lidl and secondly, to identify what characteristics they value and would like to see improved in the Lidl stores.
The goal of this present study is to determine various proposals to optimize the non-food sector of Lidl stores in order to increase customer satisfaction and sales. Data and information material for this research were gathered through the author’s mentors, colleagues, meetings, an empirical survey, internal company presentations, the company homepage, the university’s EBSCO online research database, various business press as well as scientific publications.
In the first part, a theoretical background on the subject as well as company insights into the non-food division is provided. These show that the spending power of consumers has increased, consumers are becoming progressively demanding and that Lidl is faced by strong competitors on the food retail market.
The thesis then presents the empirical study conducted by the author from 30 November 2015 until 12 December 2015. Three hundred customers in ten different Lidl stores in four German federal states were interviewed face-to-face. The survey included fifteen questions regarding the customer’s shopping behavior at Lidl, the customer’s satisfaction with regards to a non-food purchase as well as customer expectations, experience and improvement proposals of the non-food sector.
The survey results show that 77% of all participants had bought non-food products at Lidl during the six months before the survey date. Of all these participants, 75% were either very satisfied or satisfied with their non-food purchase. Furthermore, it was concluded that Lidl lives from its price-performance ratio and promotion via the Lidl leaflet in-store or distributed to home. Inferential, the survey results suggest that the product presentation and the store atmosphere need to be optimized as well as the product availability. Moreover, the results indicated that customers think that up-to-date Lidl leaflets, information boards, product brochures and a mirror need to be available at the non-food sector.
In conclusion, on the basis of the results of this research, the author recommends optimizing the non-food sector in the Lidl stores by means of five different proposals. First of all, to improve the customer experience in a Lidl store by providing a “five senses experience” and secondly to optimize in-store promotion by integrating speed-bumps and optimizing the creation and presentation of product posters, banners and product paper models. Thirdly, the author recommends introducing a digital terminal as an operation tool to order and purchase non-food products that are sold out or not available in a Lidl store with the possibility to choose a home or store delivery, to search products on the Lidl homepage and to watch non-food product videos. Furthermore, the terminal includes a built-in shelf to collect paper product brochures. Fourthly, in order to optimize the product presentation of non-food products, two proposals for a sample product presentation are made. Primarily by means of a non-food module which is attachable to a non-food table in order to present a sample either on a coat hanger or a built-in shelf or by means of a hallstand with an integrated mirror. In addition, the author presents the option of a digital mirror. The fifth proposal is a category management LED lighting module installed above the non-food tables to facilitate the customer orientation in the non-food sector. In addition, the author presents three further proposals including executing customer satisfaction survey periodically, optimizing employee training and improving the Online Shop.
In conclusion, the thesis argues that Lidl is prepared to optimize the non-food sector in the interest of increasing customer satisfaction, attracting new customers, staying competitive and trendy and increasing sales. The author recommends focusing on providing an optimized customer experience in the Lidl stores, thereby primarily focusing on the most important sense, sight. For this, an optimized sample product presentation is primarily of highest interest followed by a better in-store promotion. The present thesis hopes to offer the Lidl Stiftung & Co. KG useful ideas on how to optimize the non-food sector and thus contribute to Lidl’s company success.
Ziel der vorliegenden Bachelor Thesis war es, festzustellen, ob die derzeitige strategische Ausrichtung der vollautomatischen Preisauszeichnungssysteme der Firma Bizerba GmbH & Co. KG im Fresh Food Markt weiterverfolgt werden kann oder diese durch Veränderungen entsprechend angepasst werden muss. Die Marktanalyse stellt statistisch belegtes Basiswissen aus verschiedenen Aspekten des Marktes bereit, um zukünftig als Hilfsmittel bei der strategischen Entscheidungsfindung zu dienen.
Im ersten Schritt wurde eine Analyse des Fresh Food Marktes und der darin enthaltenen Lebensmittel vorgenommen. Dabei wurden die einzelnen Lebensmittelsparten im Detail aus verschiedenen Blickwinkeln betrachtet und daraus Prognosen des zukünftigen Potenzials der Preisauszeichnungssysteme hergeleitet.
Außerdem wurde eine Analyse der stärksten Wettbewerber im Profil angefertigt und parallel dazu eine SWOT Analyse der Firma Bizerba GmbH & Co. KG erstellt. Anschließend wurde aus den Ergebnissen eine mögliche Strategie hergeleitet.
Der letzte Schritt der Marktanalyse befasst sich mit der Erstellung, Durchführung und Auswertung einer Kundenumfrage. Es konnten bestehende Erwartungen und Anforderungen an die Preisauszeichnungssysteme seitens der Kunden erörtert und zukünftige Optimierungsmöglichkeiten und Trends in Bezug auf die Geräte ermittelt werden.
Das Ergebnis der gesamten Marktanalyse zu Preisauszeichnungssystemen im Fresh Food Markt bietet sowohl einen aktuellen Überblick als auch einen umfassenden Ausblick auf Trends der Fresh Food Branche, das zukünftige Verkaufspotenzial und die möglichen Optimierungsmöglichkeiten der Preisauszeichnungssysteme der Firma Bizerba GmbH & Co. KG.
International higher education has growing precedence in a global society where the world’s most pressing challenges are increasingly interlinked across borders. Thus, strategic initiatives are necessary to further open the industry in order to achieve its purpose of integrating an international,intercultural, or global dimension into the purpose, function, and delivery of education programs. The purpose of this project is therefore to apply the tools and frameworks of Blue Ocean Strategy to the international higher education industry to determine how and in what directions the industry can improve its value proposition to customers and further expand the market. The macro environmental factors surrounding the international higher education industry indicate that it has high potential for continued growth. Political evidences of this include the governments of importing countries instigating programs to send students abroad. Exporting countries with political environment in support of a unified national strategy are at an advantage to capitalize on these opportunities. Economic trends indicate that the global education market is expanding, and that there is increasing demand combined with financial capability for importers as their economies continue to develop and emphasize further investment in socio economic growth through education. Furthermore, the economics of education in the United States indicate a growing imperative to increase foreign enrollment as education costs spiral and financial support from the government declines. Technological innovations are also helping to open up cross-border educational opportunities. The social platforms of Web 2.0 are allowing greater collaboration with open source information, effectively flattening the playing field and opening international higher education to the masses. Despite these opportunities, a micro environmental analysis indicates the industry is currently trapped in a quagmire of hypercompetition. Industry rivalry is high and concentrated, and the United States is overall losing market share to other exporting countries. Individual institutions face high threats from new entrants as the majority of incumbents are not reaching their export potential and have few barriers to entering the market more fully. However, as start-up enterprises face high barriers, to market entry, innovation will likely come from the incumbents within the industry. As competition intensifies in the face of a growing education bubble, the United States higher education industry is poised for disruption. A new educational model that starts at the bottom of the pyramid and moves upmarket can decidedly disrupt the status quo in order to create an improved, efficient global educational system; one that will help the industry break out of the state of hypercompetition and elevate it to fulfill the values and needs of society. Blue Ocean Strategy provides the solution to this problem as it analyses an industry not by looking at its current state in comparison with its competitors, but rather what the industry can become by looking beyond the competition to unknown market space. Successful implementation of Blue Ocean Strategy can bring the high financial impact needed to save the higher education industry from collapse. Frameworks guiding value innovation can simultaneously pursue low costs while increasing value for a large volume of customers. The strategy canvas and four actions framework of Blue Ocean Strategy provide effective analytical tools that help to clarify the process of strategy development, and empower visionary educational leaders to focus one what factors need to be eliminated, reduced, raised, and created in order to achieve a leap in value for buyers within and beyond the boundaries of the higher education export market.
The main purpose of this qualitative study is to investigate the customers’ motivation to participate in SAP‘s Influencing Programs and to subsequently generate suggestions for possible improvements.
The framework for the domains of interview design, analysis of conducted interviews, as well as the analysis of secondary sources is presented by theoretical analysis of both the involvement of business-to-business customers in the innovation process as well as the nature of motivation.
Empirical findings show that customers’ motivation to participate in SAP IPs consists of, in descending order of importance, the following motives: Influencing functionality, understanding functionality, learning about future functionality, contact to SAP, and contact to other companies. The design of SAP’s Influencing Programs is generally in line with the motivation of participating customers. Still, improvements could be realized in terms of customer involvement during the selection process, internal alignment between different Influencing Program teams, and mandatory training of Influencing Program moderators.
The field of entrepreneurship and its framework, the entrepreneurial opportunity process, are still young and maturing research areas that receive increasing attention from numerous authors in their academic reviews. While some researchers focus on the generic entrepreneurial opportunity process in order to gain additional insights into the phenomenon, others examine one of the entrepreneurial directions, such as social entrepreneurship or commercial entrepreneurship more closely. So far, a dichotomous approach towards the two types of entrepreneurship has been postulated by contemporary researchers that distinguishes them as two varying approaches.
This master thesis comprises both entrepreneurial directions and investigates their course throughout the entrepreneurial opportunity process, including the nature of the opportunities, their discovery and the decision to exploit an opportunity. The aim is to get a broader picture of the phenomenon of social and commercial entrepreneurship, its differences and similarities throughout the process and thus, examine the dominant dichotomous approach.
Primary and secondary data is gathered from case studies and interviews with entrepreneurs and derived from the information obtained, as well as from existing literature. Seven propositions are postulated that indicate possible differences and similarities regarding the two entrepreneurial approaches. Based on the findings from the testing of the propositions, this research paper concludes that the concepts of social and commercial entrepreneurship hold certain differences, Nevertheless, similarities are prevailing so that a dichotomous approach cannot be supported. The entrepreneurial directions can be displayed on a continuum rather than on extreme ends.
Finally, in order to provide possible future research objectives, an outlook section, containing a critical view on the tie between the entrepreneur and the opportunity is enclosed. It is suggested that the entrepreneur-opportunity nexus is much stronger in the social entrepreneurial context than in the commercial entrepreneurial context.