Business Strategy
Refine
Year of publication
Document type
- Bachelor Thesis (111)
- Master's Thesis (26)
Is part of the Bibliography
- No (137)
Keywords
- Digitalisierung (5)
- Business model (4)
- Change Management (4)
- Change management (4)
- Digital transformation (4)
- Innovation (4)
- Willingness to pay (4)
- Strategy (3)
- Sustainability (3)
- Agility (2)
In a fast-evolving world, technological innovations can disrupt existing processes and behaviors. The rising trend of digital collaboration brings new possibilities through technology and can have a significant impact on organizations and their employees. But during the implementation, decision makers tend to focus on the IT-part, leaving their employees with a new application with a broad range of functions which they don’t know what to do with. The new tool also can have complex implications on the way of working and must be learnt from the technical side. This results in the question, whether an individual end-user activation with a comprehensive change management and learning activities would be necessary for the implementation, which will be answered in this thesis “Collaboration technologies in DAX30 companies - How important is a targeted end-user activation during and after the implementation of Microsoft Teams and Co.?”. In order to cover the different aspects of a targeted end user activation the topic was split up into three research questions: 1. How should the skills and attitudes of employees change, so that collaboration technologies are used effectively? 2. What factors need to be considered in the change management for sustainable activation? 3. What is the ideal design of learning formats for an end-user activation?
To answer these research questions in a well-founded and valid way, the method of expert interviews was chosen after an extensive literature search. Therefore, 3 experts from this field were interviewed on the topic and the collected qualitative data critically analyzed on the knowledge basis of the literature. Also, this thesis is written in collaboration with the company Ernst & Young GmbH Wirtschaftsprüfungsgesellschaft, which provided information on the topic and experience of experts.
The results can be used for organizations to decide on relevance and the way and strategy of implementing a new collaboration technology. They showed, that an implementation can be very complex and that many aspects should be considered for the employees to be able to work effectively with the new technology. Most important is an user centric approach with the needs and expectations of the affected employees at its core, which should be individually developed after a careful analysis of each organization. The skills and attitude toward a new way of collaborating, the mentality in communicating and sharing culture of exchanging work and results should be applied by the employees in order to work effectively. Therefore, a targeted end-user activation is highly recommended during and after the implementation of the new technology.
This thesis aims to provides a comprehensive and systematic approach towards the strategic analysis of Electric Vehicles Industry in India. The research explores the ways how the external business environment or macro and operational environment affecting and shaping the EV Industry in India at present. The research starts with providing a general description of Electric Vehicles followed by the quantitative method of analysis to analyses the external or macro environment of EV Industry in India by using PESTEL analysis and operational business environment level analysis of EV Industry in India by using Porter Five Force Analysis. The author identifies how present market situation of EV Industry looks like in India and what strategies that need to be implemented by EV manufacturer for its future expansion in the India. In conclusion the author anticipates the tremendous effort by Government of India working together with several public and private stakeholder to push the electric mobility solution throughout the country by creating several policies, fiscal & non fiscal based incentives, and awareness towards electric mobility. The findings show that EV will help India to climate mitigation strategies to lower down GHG emission from increasing road transportation in India, energy security, a local pollution free environment and an advanced shared mobility transportation for growing urban population in India. The commercial potential of the EV industry in the near future seems enormous in India as the entire value chain associated with it in developing stage and looking forward to conquering the demand of a billion plus size growing population of young India.
Die Relevanz von Photovoltaikanlagen nimmt unter anderem aufgrund der Folgen des Klimawandels stetig zu. Deshalb hat die EGT Energievertrieb GmbH das Klimaretter-Paket, bestehend aus Photovoltaikanlage und Speicher, auf den Markt gebracht. Momentan wird dieses Paket im Netzgebiet der EGT angeboten. Um mehr Umsätze generieren zu können, soll der Vertrieb auf Deutschland ausgeweitet werden.
Ziel dieser Arbeit ist es eine Vertriebsstrategie für den deutschlandweiten Vertrieb des Klimaretter-Pakets zu entwickeln. Dazu werden folgende Forschungsfragen gestellt: Was sind mögliche Vertriebskanäle und Kommunikationsstrategien für das Klimaretter-Paket? und Welche Strategie ist die passendste für den deutschlandweiten Vertrieb des Klimaretter-Pakets?
Um diese zu beantworten, werden der Zielmarkt, die aktuelle Marktsituation, sowie Mitbewerber beleuchtet. Dies beachtend werden mögliche Vertriebskanäle und Kommunikationsstrategien vorgestellt und anschließend bewertet. Hierbei stellen soziale Medien, gefolgt vom Suchmaschinenmarketing und dem Radio die beste Möglichkeit dar. Diesen folgend repräsentieren die eigenen Vertriebsmitarbeiter, E-Mailing und Display Marketing weitere Alternativen.
Damit der größtmögliche Erfolg für die EGT erzielt werden kann, wird vorgeschlagen eine Mehrkanal-Strategie bestehend aus Sozialen Medien, Suchmaschinenoptimierung, Radiowerbung und eigenen Vertriebsmitarbeitern zu implementieren.
Nowadays, almost every country in the world classifies cannabis as illegal, nevertheless it is still the most consumed illicit substance in the world. Up until 2019, only two countries worldwide have legalized cannabis completely at national level. In more than 25 countries, cannabis has a partial legal and social accepted status.
While medicinal cannabis was legalized in Germany in 2017, recreational cannabis remains illegal in Germany as per today. The very conservative estimated market value for the German illegal cannabis market is approx. 2.3 billion Euros. Assuming that legalization of recreational cannabis will capitalize the entire or even a major part of the black market of cannabis, the German government would benefit from significant additional tax revenue.
From a political point of view, today there is still a vehement controversy about the legalization of cannabis in Germany. However, experts predict legalization of recreational cannabis in several European countries within the next three to ten years.
Under the assumption that cannabis will be legalized in Germany, sustainable business models were defined within the context of this assignment. As part of this exploratory study, two experts of the cannabis industry were interviewed. On the base of a qualitative content analysis as well as extensive research sustainable business models were defined and evaluated. As a result of the study, a comprehensive recommendation of action was developed.
Die Digitalisierung bezeichnet den partiellen Ersatz der analogen Leistungserbringung durch eine digitale Lösung. Der Leuchtenhersteller Waldmann hat diesen Wandlungsprozess erkannt und entwickelt hierfür ein neues Geschäftsmodell. Waldmann setzt sich zur Aufgabe den Arbeitsplatz der Zukunft mitzugestalten. Mithilfe der Erfassung von Daten zu Arbeitsplatzbelegung, Luftqualität, Temperatur und Lärmpegel, optimiert Waldmann den Arbeitsplatz ihrer Kunden. Neben einem Sensormodul mit Cloud Anbindung benötigt Waldmann sowohl eine App, als auch eine Benutzeroberfläche. Diese müssen durch ein weiteres Unternehmen erstellt werden. Aufgrund der substanziellen Differenzen in der Leistungserstellung von Produkt und Service, hat Waldmann das neue Unternehmen gegründet. Das Start-Up LIZ erschafft den Software-as-a-Service, welcher aus der Beratung für den Kunden und der Software Lösung besteht. Waldmann übernimmt im selben Prozess die Bereitstellung der Leuchte und die Entwicklung der Sensormodule, zur Aufnahme der Daten am Arbeitsplatz.
Diese Arbeit beschäftigt sich mit der Weiterentwicklung der digitalen Geschäftsmodelle in dem produzierenden Unternehmen Waldmann. Mit den entwickelten Kriterien zu den relevanten Themenbereichen werden die Geschäftsmodelle bewertet und die Potenziale eingestuft. Betrachtungen der zukünftigen Veränderungen des Marktes können die Handlungsempfehlung modifizieren, wodurch eine stetige Beobachtung notwendig wird.
Zusätzlich benötigen die Unternehmen LIZ und Waldmann ein Instrument, um einen konstanten Informationsfluss zu garantieren. Mit der Entwicklung einer Excel Datei wird die Überwachung, Kontrolle und Überprüfung der aktuellen Situation im digitalen Unternehmen durchgeführt. Dieses Instrument gewährleistet ein vollwertiges Produkt-Service-Paket in den zukünftigen Entwicklungen des Geschäftsmodells.
Decisions are made every day, every second of our lives, and are particularly important in a business context. Projects, from their objectives to their ending are a sum of organized and unorganized decisions where facts and data battle with human nature.
In this paper, we will analyse how those decisions are organized in project management, and in general.
After having defined extensively project Management, Decision-Making and their link, a new structure of decision-making will be presented. It is composed of seven steps:
1. Establishing the objectives
2. Identify and define the challenge
3. Analyse the challenge
4. Find solutions and alternatives
5. Evaluate alternatives
6. Choosing the best solution
7. Implementing the decision.
This structure is based on Simon, Drucker, Rolstadås and other researchers’ work. It completes and extends former models in order to go beyond classical schemes.
Everyone, from the CEO to the road sweeper goes through these steps, consciously or unconsciously. Of course, all responsibilities and stakes proportionally adapted.
According to the size of the project, the consequences of the decision, the risks and many other factors, this theoretical structure shifts to fit the needs and becomes less “heavy”, being reduced to its simple titles, becoming usable for simpler tasks.
Even though this structure identifies as instinctive and easy to use, it comes out managers rarely follow formal models or strict rules in projects and decision-making. Detailed models are more suited to strategic decisions and projects, as well as during the preparation of a project.
It is important to note that we are not looking for the way to take a “good” decision, but how to take a “right” decision, as the point is to analyse the process.
The rapid pace of change is posing a series of challenges both in industrialized and in emerging economies. Throughout history, one important measure to deal with change was to further develop technology, to find the right solution, to improve the current standard, in one word: to innovate. Over the past decades, different types of innovation have emerged. One fairly recent form is frugal innovation. The principle of frugal innovation is to build a strategic fit between affordability, quality and sustainability with the aim to create a greater value for customers while using fewer resources as capital, time or material. In view of contemporary developments like globalization, climate change, or increasing poverty which create issues across countries, industries and social classes, frugal innovation can offer solutions. Existing literature mainly reports about frugal innovation as an option to serve consumers from low income markets in developing countries. However, the concept might be already or might become in future equally crucial for industrialized economies. The purpose of this research is to investigate the future development of frugal innovation in industrialized economies. A critical question in this paper is to identify how much innovation concepts in industrialized economies differ from innovation concepts in emerging countries and in the following, to assess to what extend the frugal innovation concept would imply a reorientation for industrialized economies. The results indicate that innovators in industrialized economies still follow the typical “higher, faster, further strategy” and that different mind-sets might be necessary to introduce a frugal innovation approach. Moreover, the results show that frugal innovation offers a unique combination of principles that respond to a very high degree to present consumer, market or eco-political trends. A limitation of this paper is that in industrialized countries, hitherto there exist very few examples of frugal innovation concepts. Subsequently, the theoretical and empirical literature, which can be reviewed, is limited.
The bachelor thesis 'Strategic Positioning and German market entry of ... ' deals with the development of a market entry strategy for a small start-up company in the wellness segment.....is a small but fastgrowing company that provides wood-fired wellness products for private customers.
Expansion policies and growth are important to survive in a changing competitive environment, so this work focusses on analysing the german hottub market and choosing an appropriate strategy.
The goal was to derive a good strategic position for the german market entry. Therefore the company was analysed internally and externally to find out the drivers of the industry, and which factors are critical for succeeding in the market. Different strategic approaches were compared to find out, which is the most appropritate for the company. All analysing led to a marketing mix and a milestoneplan how to implement the strategies for the german market entry. That means a well-grounded recommendation for a strategic concept can be communicated.
Where new players undermine long-established successful organizations, so-called “incumbents”, the power of disruptive innovations becomes visible. As disruptions affect each industry at a point in time, a phase of transition and restructuring threatens car manufacturers to lose shares of their after-sales business.
This bachelor thesis aims to recommend a strategic direction for OEMs (Original Equipment Manufacturers) and to address the following research questions: (1) how can disruptive innovations be identified, and to which extend is the automotive aftermarket susceptible for such? And (2) how can incumbents, in particular OEMs in the aftermarket, manage disruptions to remain successful in the long-term?
For answering these, a literature analysis was carried out, based on the Theory of Disruptive Innovations and high-quality scientific journals. Moreover, the aftermarket was analyzed primarily based on market studies conducted by consulting firms and its disruptive susceptibility was assessed by applying Klenner et al.’s theoretical framework.
Overall, this thesis identified that a balance between stability and disruptiveness is decisive to survive as an incumbent in the long-term. In order to manage disruptive innovations, scoring and analysis models are recommended for identification, whereby a response may include acquisition or cooperation with a disruptor and its technology. Furthermore, the study has revealed that above all adapting the organization, including mindset, culture and processes to the market, supports the creation of disruptions. The findings of the aftermarket analysis and thereof based assessment showed that its susceptibility for disruptive innovations is medium to high, whereby digital platforms have most potential. Furthermore, the market analysis indicated that car manufacturers should use their own advantages and build up an ecosystem while making use of customer and vehicle data.
Retail banking provides financial services for individuals and families, and one overlooked aspect has been on international students in Germany. This study aims to discover and rank what are important banking factors for international students at HFU. Building on existing work from other geographical areas, it asks: What are the key factors that international students at HFU consider when choosing a bank?
Based on reviews of past literature, an online survey was distributed to potential respondents via email and social media channels. Analysis of the responses demonstrated that the most important factor is in the following order: (Most important) Security -> Services -> Financial Factors -> Convenience -> Reputation (Least important).
On this basis, it is recommended that banks consider taking into account the top important determinants (such as availability of online banking, cyber security, reliability, financial stability and responsiveness) and the least important determinants (word of mouth recommendation, popularity of the bank, tangibles, bank branches and parking facilities) when tailoring their strategies.