Bachelor Thesis from the year 2012 in the subject Business economics - Miscellaneous, grade: 1,7, University of Applied Sciences Essen, course: International Management, language: English, abstract: The identification, analysis and evaluation of market entry barriers for German small and medium-sized companies in India are the objective of this bachelor thesis and will be developed within six chapters. Moreover, recommendations to minimize or overcome those barriers are provided. Small and medium-sized companies are increasingly confronted with new issues, but also with chances due to the persistent internationalisation of the markets. New markets are not only entered to guarantee existing competitive advantages and to expand. Furthermore, companies can benefit from substantial incomes and synergy effects. Entering new markets harbour different risks whereupon the market environment such as customers, products, competitors as well as fiscal and legal conditions needs to be analysed. In comparison to large concerns, small and medium-sized companies are facing issues of less financial and human resources, absent experience abroad, the ignorance of the respective national language and costs for the international market development. On the other hand, small and medium-sized companies are using individual manufacturing processes or design niche products to compete in international markets.India is characterized by its huge complexity of different races, languages, caste and religions as well as of its ancient cultural and social history. Detailed knowledge about the Indian culture and market is required to increase the success when entering the Indian market. The provided overview of those conditions is necessary to understand the characteristics of the Indian market and to consider this knowledge in daily business operations. The topic 'market entry' is covered in numerous reference books and studies about the market entry in India can also be found. These studies are discussing the market entry of big companies such as of Siemens AG and Robert Bosch GmbH in India, but issues of small and medium-sized companies are neglected. This academic void is closed by this bachelor thesis with the help of the implementation of questionnaires and interviews. Based on these primary sources, market entry barriers for German small and medium-sized companies in India are identified as well as analyzed and recommendations to reduce or even overcome them are presented.
'For a layman - I am really a layman in this area - I find this thoroughly fascinating.' - Franco Modigliani, Institute Professor Emeritus, Sloan School of Management, Massachusetts Institute of Technology; winner of Nobel Prize in Economic Sciences, 1985 'There has never been a better time for rethinking how one does strategic thinking and we fortunately have Hax and Wilde to chart the way - to take us on a voyage of exploration.' - Lester Thurow, from Prologue, Jerome and Dorothy Lemelson Professor of Management and Economics, Sloan School of Management, MIT 'The ability to build strategic clarity and define the practical business action shines through in The Delta Project.' - Niall FitzGerald, Chairman, Unilever plc 'The work by the authors in strategy development has been a 'must read' for me for many years and an invaluable resource to every organization I have been associated with...With the technology evolutions of the last five years, this new work has taken on more importance to insure that a business strategy is relevant to the times.' - Hector Ruiz, President and CEO, Advanced Micro Devices 'I had the opportunity to see the Delta Model deployed in several of my operations with lasting positive impact. In a world where economics of aggregation and disaggregation are drastically changing, understanding these system economics can lead to totally new business models.' - Gerhard Schulmeyer, President and CEO, Siemens Corporation 'There is a lot of original thinking in this book, thinking that we have applied in our investment practice with excellent results. The insights into customer bonding have enriched the way we evaluate a company's position and prospects, and are now a central part of our evaluative and strategic vocabulary. In several cases the Delta framework has directly led to decisions that have meaningfully improved our returns.' - Robert Lindsay, CEO, Bessemer Securities
Filling a gap in the literature, this book offers an innovative interdisciplinary approach to learning for corporate strategic development, linking the domains of strategy, organizational design, and learning. To demonstrate how this process drives the boundaries of the practice way beyond the established notion of simple training and management education, the book is filled with detailed case studies from leading global organizations, including Siemens, ABB, BASF, the US Army, PricewaterhouseCoopers, EADS, Novartis, and more. These studies reveal how large-scale corporations are using the power of dynamic corporate learning approaches to drive innovation, enhance cultural values, master post-merger integration, transform business models, enhance leadership culture, build technological expertise, foster strategic change processes, and ultimately increase bottom line results. For any company that wants to compete in the 21st century, Designing the Smart Organization offers inspiring perspectives for integrating corporate learning as a core business practice that will create sustainable strategic and organizational capabilities. Designing the Smart Organization How breakthrough corporate learning initiatives drive strategic change and innovation Roland Deiser Praise for Designing the Smart Organization 'Without any qualification and only with heartfelt enthusiasm, this book should be read immediately by every leader in every institution. My excitement is based on three profound contributions that Deiser's book offers: 1) the single best argument and summary of 'organizational learning' and its significance, 2) ten brilliant and powerful case studies which illustrate his concepts and tremendously practical action steps, 3) this book is especially useful right now in these times when all organizations are facing uncertainty, chaos, and crises. What could be more important to organizational systems and their leaders than to learn, adapt, and recover from these setbacks!' -Warren Bennis, Distinguished Professor of Business at the University of Southern California, author of On Becoming a Leader, and coauthor of Transparency and Judgment 'A smart, useful book; but it is more than just that. With logic and examples, Roland helps us realize just how much we must regrind our lenses for seeing how deep learning can naturally happen in an organization if we just move beyond traditional notions of corporate training and re-conceive learning as a strategic imperative. I highly recommend this book for any corporate leader who wants to succeed in a rapidly changing world.' -John Seely Brown, independent co-chairman, Deloitte Center for the Edge; former chief scientist of Xerox Corp and director of its Palo Alto Research Center (PARC); and coauthor, The Social Life of Information and The Only Sustainable Edge '[This book is] filled with knowledge and insight about the challenges learning organizations face in the transition from a traditionalist mindset to a forward-looking perspective on learning strategy. If learning organizations can't make this leap they are likely to be relegated to the back office.' -Michelle Marquard, director, corporate learning, Cisco Systems, Inc.
Publisher's Note: Products purchased from Third Party sellers are not guaranteed by the publisher for quality, authenticity, or access to any online entitlements included with the product. Evolve to a user-centered product development philosophy Deliver superior products and escalate your market share by employing real-world user experience success strategies from global corporations. Featuring in-depth case studies from Yahoo!, Siemens, SAP, Haier, Intuit, Tencent, and more, UX Best Practices: How to Achieve More Impact with User Experience offers proven methods for instituting user-centered design in industrial environments. Discover how to integrate user experience activities into product development processes for investment and consumer goods in different regions, reduce product complexity, increase product quality, and boost the bottom line. This comprehensive guide covers a variety of user experience techniques, such as analyzing user needs and expectations, creating design concepts, prototyping, using agile development, conducting usability testing, developing user interface guidelines, defining user interface patterns, and specifying metrics. Communicate objectives and user requirements in design briefs Establish end-to-end UX-centered development policies Foster collaboration between managers, designers, and engineers Integrate user experience metrics into business target frameworks and the product development process Employ agile development and design thinking methods Collect, measure, and analyze usability data Employ a User Experience Evaluation System to identify problems Convey and assess design ideas quickly using prototypes Achieve consistency across products with UI patterns and libraries
This book introduces the integrated management concept of 'Sustainable Value Creation', which delivers sustainability &#8216;inside-out&#8217; from the core business. It is based on the premise that sustainability can provide a platform for growth, if it is implemented in a company&#8217;s products, services and supply chains (combined also known as the 'Value Chain'). Managing the Value Chain from the outset with a sustainability mindset subsequently allows profitable economical, ecological and societal growth. It combines the need for increased sustainability and its implementation in the operations of a company. The book addresses the following issues: How do economic, environmental and societal factors impact the value-creation process of a company? What requirements and expectations need to be met to balance economic, ecologic and societal value creation? What are the building blocks and measures that can be utilized on the journey towards building a sustainable value chain? What benefits can be achieved through sustainable value chains? What are the practical examples of sustainable value chains in leading companies that can inspire others to follow? The book includes contributions from the following organisations and companies: Beiersdorf, SAP, Klenk und Hoursch, VAUDE, Infineon Technologies, Independent Capital Management, BASF, Nanogate, the Federal German Council for Sustainable Development, Henkel, Symrise, shared.value.chain, Siemens, Fairphone and Thin Air Factory
'Far too little work has been done around the question of value, this is a notable contribution to the field. .....This book will give you a head start in communicating the value inherent in your goods and services to the stakeholders who matter most to your business...your customers'. David Thorp, Director of Research and Professional Development, The Chartered Institute of Marketing 'The contents of this book are at the very heart of understanding value. As a result, I think it would be extremely helpful for readers wishing to understand and implement value in their own organisations'. Helmut Stiegler, Manager Sales & Marketing-Sales Excellence, Siemens Industry Automation Division The Challenge of Value: First you must understand your customer and what is important (valuable) to him personally and to his business in terms of the three elements of the Value Triad©. Second you must understand your competition and how you are different from them on those issues that are important to the customer. Third you have to quantify the monetary and emotional value (both positive and negative) of these differentiators. Finally you have to construct a Value Proposition that clearly explains the differentiated value that your product or service brings to the customer. At the end of the day, customers will only buy your product or service if they understand the value that you offer and they feel they have a reasonable chance of receiving that value if they purchase. That's the challenge. This book will help you meet it.
Diploma Thesis from the year 2002 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 1, Wiesbaden University of Applied Sciences, language: English, abstract: In times of computerization and mass consumption, one vital element has long been left behind. So far the customer rather tended to be treated as a trash dump for all those mailings that completely missed his interest, while he actually longed for companies to guess his needs, requirements and wishes and send him personalized offers especially tailored to those. With the beginning of the new century, technological advances and innovations in the field of data mining and data management have already made this dream come true for many customers. This new way of building relationships is called Customer Relationship Management (CRM) and comprises all aspects of interaction a company has with its customers. 'It's a business strategy that aims to understand, anticipate and manage the need's of a company's current and potential customers.'1 Along with the fast proliferation of mobile devices, consumer's behavior has changed considerably. Customers do no longer constraint their activities to one communication channel, but take advantage of new technological opportunities such as mobile commerce. In this fast-moving technological environment creating and intensifying customer loyalty has become indispensable for the business world. This change in consumers' behavior gave way to the development of mobile CRM solutions enabling companies to serve every customer individually at any time and anywhere and create services and offers specifically corresponding to their needs. With every mobile phone user being able to send and receive short messages, wireless marketing offers great potential in the field of Customer Relationship Management. Nevertheless, if the Short Message Service (SMS) is applied to send offers and advertisements it should be an end-to-end service2. Customers are to be given the opportunity to directly respond to an offer and finish the transaction over their phone. This requires secure mobile payment solutions. Just recently, the German subsidiary of the international Mobile Market Association has been founded in Munich while Hewlett Packard, Lucent, Oracle, Siemens and Sun Microssystems have formed a consortium to standardize mobile payment an foster mobile business.3
In the early years of the 21st Century, as a result of many changes, it has become possible for the first time for tens of thousands of companies to offer manufactured products to customers across six continents. For many of these 'global products', there are potentially more than a billion customers. In 2007, Wall Street hit new highs as the enormous opportunity for increased sales and profits became clear. However the new environment is not easy to manage and the risks are high. Meeting the various requirements of customers from a range of countries, choosing the most suitable locations for the different stages of development and manufacturing, deciding what can be global and what must be local, implementing suitable processes and systems, accommodating different national regulations, and efficiently dividing the workload between diverse sites are among the many challenges faced by providers of global products. Product Lifecycle Management is now used worldwide to manage the innovation, development and support of global products. This key new business activity manages a product anywhere in the world, at any time in its life: from the first idea through to recycling and disposal. Based on interviews with executives and managers in companies such as ABB, Alcatel-Lucent, Dow Corning and Siemens, Global Product outlines the new environment and driving forces, and the resulting opportunities and challenges. From lessons learned, it draws conclusions about best practices and the ground rules for successful strategies, structures and implementation. In addition, the objectives and components of Product Lifecycle Management are highlighted.
Diploma Thesis from the year 2006 in the subject Information Management, grade: 1,7, Cologne University of Applied Sciences, 124 entries in the bibliography, language: English, abstract: This document deals with the development of a sales strategy for a key account customer conducting business across domestic boundaries. The idea of key account management and the geographic distinction of it as well as the process of strategic management in this context are discussed. The focus lays on the adaptation of the strategic management process to the particularities of international key account management. In the course of this paper it is illustrated how key account management, with the key account customer as the core element, affects the strategic management process by using it with focus on a single customer instead for a whole industry. For the purpose of taking key account management on an international level, different levels of internationalisation are described and applied to the concept of key account management. As a result of this description the expanded concept of key account management to a global level - global account management - is presented. After describing the essentials of strategy, key account management and strategic management, these elements are merged and the different underlying analytical concepts are presented. The main analytical concept is based on Michael E. Porter's 'competitive strategy' and the five competitive forces. Following the description and the merging of the models, the theoretical framework is applied to the practical case of the 'T-Mobile International' account at Siemens Mobile Networks. The practical case includes the analysis of the business relationship and leads to a final strategy. Keywords: Global account management Key account management Strategic management Strategy development Geographical distinction