Closed Access
Refine
Year of publication
- 2015 (66) (remove)
Document type
- Article (peer-reviewed) (35)
- Part of a Book (15)
- Conference Proceeding (7)
- Bachelor Thesis (4)
- Book (3)
- Contribution to a Periodical (2)
Keywords
- Firm size (2)
- Innovation strategy (2)
- Therapeutic exercise (2)
- 3D transformation (1)
- Absorptive capacity (1)
- Accountability (1)
- Acetabular component orientation (1)
- Aesthetic education (1)
- Affective commitment (1)
- Aging working population (1)
Course of studies
Bericht über die Diskussion
(2015)
The Market Environment and Competitive Factors of Non-R&D-Performing and Non-R&D-Intensive Firms
(2015)
Introduction
(2015)
Towards effective interaction with omnidirectional videos using immersive virtual reality headsets
(2015)
Vollautomatisiert umformen
(2015)
Determination of 'recruited volume' following a PEEP step is not a measure of lung recruitability
(2015)
Optimizing the grinding process through reduction of the loading of grinding tool by infiltration
(2015)
Commissioning rules for optimal velocity controller damping of servo axes using elimination methods
(2015)
Recent work has pointed out the importance of social media for various components of a firm’s marketing communication strategy. However despite the clear movement to use social media as a marketing tool in general, the topic has captured little attention in academic literature, while limited research in general has closely examined online social media channels in the international content. To address this research gap the primary aim of this paper is to assess whether and to what extent international companies do adjust their marketing activities to the UK market. With the main focus on companies Facebook profiles this research paper focuses on the marketing efforts of the top 5 Facebook brands according to their number of followers from August 2014 to September 2015.
This paper elaborates the effectiveness of marketing channels for startups in all stages of their startup lifecycle. The focus here is put on startups operating in the German market. In general, nine out of 10 businesses fail within their first three years of operations. Even though there seem to exist numerous “how-to” guides and advices on how to run a startup, there are none giving a reasonable answer on customer acquisition strategies and on the effectiveness of channels startups may consider for their survival. Finding out common best practices for marketing should prevent the high failure rate that the market for startups undergoes. By investigating latest research findings and conducting expert interviews, this paper recommends best practices for a successful customer acquisition strategy and shows valuable insights based on an analysis of real startup cases. The results of the analyses reveal that a successful customer acquisition strategy does not depend on one marketing channel but rather on an interaction between all marketing channels providing overall consistency in communication. Furthermore, the stage of the startup is of utmost importance as the focus on different channels changes depending on its stage. This paper should not serve as a guide but rather as an inspiration for future marketing strategies considered by startups in their early stage.
Numerous, if not all, companies are faced with the very same challenge: To train their employees and to qualify them regarding ever new topics. But whilst enterprises are already cooperating in other business areas for quite some time, they do not (yet) share training materials treating the same topical areas. This thesis approaches this issue and thereby takes the first step in developing research on cross-company Content Sharing. This means the sharing of training materials between businesses. More specifically, the paper examines the question how the success of such a cooperation can be measured, to which extent success is likely to be achieved and how it can be developed. The work’s basis is formed by the scientific knowledge on inter-organizational cooperations and on learning objects. Starting from this point in-depth literature analysis and expert interviews were carried out. This resulted in the creation of the Evaluation-Criteria Framework for Content Sharing Cooperations. This model consists of four categories that group together ten evaluation criteria, 33 sub-criteria and 76 examination
elements. Subsequently the model was applied to a collaboration between Robert Bosch GmbH and DEKRA S.E., aiming at the joint development of training documents. To examine this inter-organizational relation a case study research was carried out. For this end various qualitative (interview, participant observation) and quantitative (questionnaire, cost calculation) methods. Seven out of then criteria were identified as fulfilled. The saving of five working days’ time as well as participant’s satisfaction can be emphasized. An unambiguous statement regarding costs, however, cannot be made. Finally, identified problems suggest that a thorough definition of target groups and their needs and requirements are of utmost importance for content sharing cooperations. The same holds for establishing the role of a (ideally company-independent) coordinator. In conclusion it can be recognized, that the Evaluation-Criteria Framework constitutes a reality-tested model which is also suitable for future research; like, for example, additional case studies to confirm validity of the second insight gained in this paper: Sharing training contents seems to be a promising approach for companies operating within the
knowledge society.
Diese Bachelorarbeit beschäftigt sich mit der Erstellung eines strategischen Marketingkonzepts für das B-to-B IT-Serviceproviderunternehmen agilTech Information Technologies GmbH. Durch mangelnde strategische Ausrichtung und die vorherrschende Projektarbeit als Individualsoftware entwickler und IT-Berater, sah sich das Unternehmen bisher einem großen Absatzrisiko und einer volatilen Nachfrage ausgesetzt. So hat sich das Unternehmen opportunistisch am Markt bewegt, keine konkreten Unternehmensziele definiert und konzeptlose Marketingmaßnahmen ohne Zielgruppenbestimmung durchgeführt. Ziel dieser Arbeit ist somit die Entwicklung eines strategischen Marketingkonzepts, um agilTech wettbewerbsfähig am Markt zu positionieren, mehr Projektanfragen zu generieren und so ein strategisches Unternehmenswachstum im fragmentierten Individualsoftwaremarkt zu ermöglichen. Der Lösungsansatz dieser Arbeit basiert auf Taylor’s (2015) strategischem Marketingplanungsprozess, der sich in die Phasen Ziele und Marktanalysen, Strategieentwicklung und operatives Marketing einteilen lässt. Als Ergebnis entstand eine Marketingstrategie, Servicemarketing Mix-Maßnahmen und Kommunikationsmittel wurden identifiziert sowie Handlungsvorschläge unterbreitet. Für die Organisation und Implementierung der Servicemarketing Mix-Maßnahmen wurde ein detaillierter Plan erstellt, für die Marketing-Kontrolle je Servicemarketing Mix-Maßnahme mehrere Key Performance Indicators definiert und Messinstrumente vorgestellt. Damit das erarbeitete, strategische Marketingkonzept positive Resultate erzielen kann, ist jedoch Top Management Support in Form von Engagement sowie zeitliches und finanzielles Investment notwendig.