Sebanyak 66 item atau buku ditemukan

International Marketing Strategy

Seminar paper from the year 2006 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 91%, Nelson Mandela Metropolitan University (Department of Marketing), course: International Marketing, 25 entries in the bibliography, language: English, abstract: Managers throughout the world perceive that international business operations become more and more necessary. Saturation of domestic markets as well as significant growth potentials of emerging markets confirm this necessity. Companies which solely rely on their existing markets often miss significant economic opportunities. However, the management of both an international company and international customers is a challenge; customer wants in overseas markets can dramatically vary from those in the home market. This assignment gives an overview of the major managerial decisions that could have been made in a well-established South African company to enter the marketplace of India. Theoretical background will be discussed at the beginning of each chapter. In particular, the company and its products, a possible market entry strategy, and the four marketing controllables (product, price, pro-motion, and distribution strategy) will be discussed.

Seminar paper from the year 2006 in the subject Business economics - Marketing, Corporate Communication, CRM, Market Research, Social Media, grade: 91%, Nelson Mandela Metropolitan University (Department of Marketing), course: International ...

Governance Risk Management and Financial Product Development in Islamic Financial Institutions

Master's Thesis from the year 2010 in the subject Business economics - Investment and Finance, grade: 1,7, Maastricht University (School of Business and Economics), course: -, language: English, comment: Die Arbeit behandelt Governance Risk Faktoren (Operational Risk, Reputation Risk, Transparency Risk, Shari'ah Risk und Fiduciary Risk) und erweitert diese Faktoren um einen weiteren Risikoaspekt, Marketing Risk. Diese Faktoren werden im Kontext von der Finanzproduktentwicklung, Risikomanagement und dem Erfolg von neuen Finanzprodukten auf dem Markt prasentiert. Am Ende wird die Frage beantwortet: How can a new product development model be applied to Islamic financial product development and how to address governance risk management in order to contribute towards new product success?, abstract: 1.1 General Introduction to the Topic Islamic finance is on the march. The underlying logic is simple: All investments and services are consistent with the principles of Islamic law, called Shari'ah, which literally means 'a clear path to be followed and observed' (Hourani, 2004a). This clear path is followed only if profit does not stem from interest (riba), speculation (gharrar) or sectors that are considered sinful according to the Qur'an (haraam), namely everything that involves alcohol, tobacco, entertainment, gambling or pork, just to name a few. The high potential of Islamic finance is clear for three reasons. The first reason relates to the emergence of a new consumer type, as there is increased demand for a Shari'ah-compliant way of investing that stems from increased globalization. The middle class from emerging markets rose from one third to 56 percent between the 1990s and 2006 (The Economist, 2009). Many Muslim countries can be found in the list of emerging markets, such as Egypt, Pakistan and Indonesia. With the Muslim population of the world exceeding 1.5 billion people (about 21 percent of the world population) and due to the fact that it is the fastest growi"

Master's Thesis from the year 2010 in the subject Business economics - Investment and Finance, grade: 1,7, Maastricht University (School of Business and Economics), course: -, language: English, abstract: 1.1 General Introduction to the ...

Governance Risk Management and Financial Product Development in Islamic Financial Institutions

Master's Thesis from the year 2010 in the subject Business economics - Investment and Finance, grade: 1,7, Maastricht University (School of Business and Economics), course: -, language: English, abstract: 1.1 General Introduction to the Topic Islamic finance is on the march. The underlying logic is simple: All investments and services are consistent with the principles of Islamic law, called Shari’ah, which literally means ‘a clear path to be followed and observed’ (Hourani, 2004a). This clear path is followed only if profit does not stem from interest (riba), speculation (gharrar) or sectors that are considered sinful according to the Qur’an (haraam), namely everything that involves alcohol, tobacco, entertainment, gambling or pork, just to name a few. The high potential of Islamic finance is clear for three reasons. The first reason relates to the emergence of a new consumer type, as there is increased demand for a Shari’ah-compliant way of investing that stems from increased globalization. The middle class from emerging markets rose from one third to 56 percent between the 1990s and 2006 (The Economist, 2009). Many Muslim countries can be found in the list of emerging markets, such as Egypt, Pakistan and Indonesia. With the Muslim population of the world exceeding 1.5 billion people (about 21 percent of the world population) and due to the fact that it is the fastest growing religion, it becomes clear why the general conditions for Islamic finance are so favourable (Central Intelligence Agency, 2009). The second reason relates to the global trend for sustainable investment; the fact that Islamic finance is an ethical way of investing which does not invest in harmful businesses and instead donates purified gains to charity is becoming more and more attractive among non-Muslim investors as well (Global Finance, 2007). The Shari’ah aspect makes Islamic financial products an alternative to socially responsible investments (Khan, 2009). The last reason is a matter of trust; in the face of the financial crisis that began shattering the world in 2007, many investors lost confidence in the traditional banks and their practices (Reuters, 2008; CNN, 2009). Today even the Holy See states that ‘the ethic principles on which Islamic finance is based may bring banks closer to their clients and to the spirit which should mark every financial service’ (Bloomberg, 2009). According to recent estimates, IFIs could increase their assets under management from roundabout $700 billion to over $1.6 trillion in 2012 (Reuters, 2009). WICHTIG: Sämtliche Recherchetätigkeiten wurden bei in den Vereinigten Arabischen Emiraten ansässigen islamischen Banken vor Ort durchgeführt.

Master's Thesis from the year 2010 in the subject Business economics - Investment and Finance, grade: 1,7, Maastricht University (School of Business and Economics), course: -, language: English, abstract: 1.1 General Introduction to the ...

Development of a Draft Balanced Scorecard for Zara

Seminar paper from the year 2015 in the subject Business economics - Miscellaneous, grade: 80.00/100.00, University of Strathclyde (Strathclyde Business School), course: Performance Measurement & Management, language: English, abstract: In 2001, CNN euphorically described Zara as “a Spanish success story” (CNN, 2001). Thirteen years later, Tobias Buck of The Financial Times called the Spanish fashion brand “one of the most striking corporate success stories of recent years” (Buck, 2014). Having started as a small fashion store in A Coruña, Zara is now the flagship brand of Inditex, the biggest fashion retailer in the world. However, Zara’s success is not cast in stone. Simon Irvin of Credit Suisse, criticising Inditex’s recently lacklustre financial performance, noted that business models were not likely to remain brilliant forever, and that Zara’s parent company were no exception to the rule (Buck, 2014). Having said that, numerous attempts have been made by competitors to copy Zara’s successful business model and thereby eliminate the firm’s competitive advantage. For instance, C&A purposefully hired away Inditex managers (The Economist, 2012), while Mango outpaced Zara in terms of sales in Spain, Zara’s home market, by copying Zara’s approach to manufacture the majority of its garments in nearby countries, as well as its product offering (Baigorri, 2013). In light of these developments, it is essential for Zara to measure its performance timely and carefully, and identify ways in which the firm’s future performance, against the background of its business model, may be improved. The Balanced Scorecard (BSC) is the right tool to achieve this, as it translates a firm’s strategic objectives and competitive demands into a coherent set of performance measures (Kaplan & Norton, 1993a). In particular, the BSC complements financial performance measures, usually reflecting past performance, with operational measures in the areas of customer satisfaction, internal processes, and a firm’s innovation and improvement activities, all of which can be said to be drivers of future performance (Kaplan & Norton, 1992).

Seminar paper from the year 2015 in the subject Business economics - Miscellaneous, grade: 80.00/100.00, University of Strathclyde (Strathclyde Business School), course: Performance Measurement & Management, language: English, abstract: In ...

Design and Implementation of a Human Capital Oriented Balanced Scorecard in an Engineering Services Unit

Master's Thesis from the year 2005 in the subject Business economics - Personnel and Organisation, grade: 2,3, University of Applied Sciences Ludwigshafen, 57 entries in the bibliography, language: English, abstract: Abstract The utilization of employees often is the only measure for success of engineering services units. The question how many days of paid services can be billed to a customer is so dominant that other aspects are completely neglected. However, focusing on maximizing just one, financial, value - revenue by employee - might not be sufficient to guarantee sustainable success. The aim of this dissertation is to develop a management instrument for an engineering services unit based on the balanced scorecard approach. Even though the value of human capital often receives only little attention, employees are the key differentiator of an enterprise. The knowledge, experience and attitude of people can not easily be copied by competitors. Since human capital's contribution to business success is difficult to measure, it often plays no role in management systems. This situation can only change if the value of human capital can be determined and represented. The term "human capital" is explained in more detail in the first part of this work. What is human capital and why is it becoming increasingly important? Several approaches to determining human capital are described and analysed. In the second part of this work, a Balanced Scorecard is developed on a step-by-step basis for an engineering services unit. Particular attention is paid to the human capital aspect. However, the purpose of this work is not to develop a scorecard that serves only to assess and control human capital variables. Examples of such dedicated Balanced Scorecards are the HR-Scorecard and the Human Capital Management Scorecard. However, these Scorecards may complement the traditional Scorecard, but cannot replace it. They are focused on human resource figures only and thus are not lin

Particular attention is paid to the human capital aspect. However, the purpose of this work is not to develop a scorecard that serves only to assess and control human capital variables.

Implementation of a logistics balanced scorecard

Essay from the year 2013 in the subject Business economics - Supply, Production, Logistics, grade: 1,0, University of Applied Sciences Kempten (Professional School of Business and Technology Kempten), course: Strategic Logistics Management, language: English, abstract: In future industry competition will be increasingly “supply chain vs. supply chain”, rather than “firm vs. firm”. So today, the efficient management of global supply chain networks already has the potential to create competitive advantages for companies. Nevertheless most industrial companies still focus on production efficiency, creating non-market oriented business solutions that disable fast adaption to changing customer requirements. In more and more saturated markets a technology-driven competitive advantage is often quickly compensated by low-cost countries. In contrast high service quality established by efficient logistics processes can hardly be adopted in short time. The ability of fast consumer response allows companies to create an added value the customer is willing to pay for. But empowering companies to offer this added value requires high management attention on logistics processes as well as a clear logistics strategy with defined objectives that meet the company’s abilities and the customer requirements. Several management tools like the Supply Chain Operations Reference (SCOR) model or the Balanced Scorecard provide a structured approach to realize competitive advantages in the management of supply chains. After a short theoretical survey of these tools, a suitable logistics balanced scorecard will be developed for the supply chain activities of Diehl Controls, an electronics manufacturer for home appliances. Based on the company’s logistics mission and vision statement, internal and external strategic objectives will be determined. In a further step, the controlling of these objectives will be ensured by creating suitable performance indicators. Finally the Diehl Controls logistics balanced scorecard will be introduced to the company’s organization. The term paper ends with a recommendation of future developments and enlargements of the balanced scorecard related to the company’s growth within the next years.

Essay from the year 2013 in the subject Business economics - Supply, Production, Logistics, grade: 1,0, University of Applied Sciences Kempten (Professional School of Business and Technology Kempten), course: Strategic Logistics Management, ...

Design and implementation of a Human Capital oriented Balanced Scorecard in an engineering services unit

Master's Thesis from the year 2005 in the subject Business economics - Personnel and Organisation, grade: 2,3, University of Applied Sciences Ludwigshafen, 57 entries in the bibliography, language: English, abstract: Abstract The utilization of employees often is the only measure for success of engineering services units. The question how many days of paid services can be billed to a customer is so dominant that other aspects are completely neglected. However, focusing on maximizing just one, financial, value – revenue by employee - might not be sufficient to guarantee sustainable success. The aim of this dissertation is to develop a management instrument for an engineering services unit based on the balanced scorecard approach. Even though the value of human capital often receives only little attention, employees are the key differentiator of an enterprise. The knowledge, experience and attitude of people can not easily be copied by competitors. Since human capital’s contribution to business success is difficult to measure, it often plays no role in management systems. This situation can only change if the value of human capital can be determined and represented. The term “human capital” is explained in more detail in the first part of this work. What is human capital and why is it becoming increasingly important? Several approaches to determining human capital are described and analysed. In the second part of this work, a Balanced Scorecard is developed on a step-by-step basis for an engineering services unit. Particular attention is paid to the human capital aspect. However, the purpose of this work is not to develop a scorecard that serves only to assess and control human capital variables. Examples of such dedicated Balanced Scorecards are the HR-Scorecard and the Human Capital Management Scorecard. However, these Scorecards may complement the traditional Scorecard, but cannot replace it. They are focused on human resource figures only and thus are not linked with other measures, such as financial indicators. The Balanced Scorecard to be developed for the engineering services unit should reflect the strategy of the business unit. The idea is to use this Balanced Scorecard as a management tool in future. Therefore the Balanced Scorecard design will follow the traditional approach but put special emphasis on human capital.

Particular attention is paid to the human capital aspect. However, the purpose of this work is not to develop a scorecard that serves only to assess and control human capital variables.

Zero Base Budgeting Using the Balanced Scorecard

Seminar paper from the year 2005 in the subject Business economics - Controlling, grade: 2,3, European University Viadrina Frankfurt (Oder), 26 entries in the bibliography, language: English, abstract: The Planning Process itself is often defined differently across companies. One company might think of it as encompassing everything from strategy development to operational planning and quarterly forecasting, to management reporting and performance scorecards. For another company, it might be nothing more than developing departmental budgets once a year. The real purpose of planning (which companies can easily lose sight of) is to improve decision making. But not only decision making is of interest, there are other questions that need to be answered, for example how to handle overhead costs, create more efficiency and effectiveness in the company, through an optimized communication process. In this term paper, two completely different procedures, namely Zero base budgeting and the Balanced Scorecard are analyzed. The first two chapters deal with the attributes of BSC and ZBB. A typical course of actions for both procedures is illustrated and analyzed. Subsequently advantages and disadvantages of both operations are elaborated and a conclusion is drawn. Zero base budgeting is a bottom-up process, which means it starts at bottom and ends at the top(-management). The Balance Scorecard is top-down procedure, which is exact the opposite. At first view, therefore a combination of BSC and ZBB appears to be logical and perfect matching. The schedule of this construct, where ZBB is combined with the BSC, is performed in chapter four. Both ZBB and BSC feature lacks, because every single procedure of the two focuses on a specific assignment and neglects other important aspects. The question is, can the lacks of ZBB and BSC compensate each other, so that finally a procedure is generated, which unites the positive attributes of both processes. In order to analyze and judge the construct of “ZBB using the BSC”, different criteria are defined in chapter five, and the construct is being judge by these criteria, which represent attributes, a successful strategic, tactical and operational planning system should fulfil. In the end, a final conclusion is drawn, if it is possible to unite ZBB and BSC and to generate a procedure, whose benefits generally considered lies above its costs.

Seminar paper from the year 2005 in the subject Business economics - Controlling, grade: 2,3, European University Viadrina Frankfurt (Oder), 26 entries in the bibliography, language: English, abstract: The Planning Process itself is often ...

The Balanced Scorecard and its Implementation in Wells Fargo Online Financial Services

Seminar paper from the year 2006 in the subject Business economics - Business Management, Corporate Governance, grade: 1,5, University of Applied Sciences Berlin, course: International Strategic Management, 9 entries in the bibliography, language: English, abstract: Dissatisfaction or problems with implementation very often are the drivers for new innovative ideas. This fact is also true regarding the measurement of the performance of companies. In the past, companies often faced the problem, that, although having a clear formulated vision and strategy, they were not able to transform these into operative goals and actions without losses. But especially in today’s highly competitive and fast changing world, a fast and effective translation of strategy into action is necessary and relevant for success. Additionally the used systems for controlling, that were to a large extend geared to the accounting data of the companies, did not match the modern expectations anymore.

Seminar paper from the year 2006 in the subject Business economics - Business Management, Corporate Governance, grade: 1,5, University of Applied Sciences Berlin, course: International Strategic Management, 9 entries in the bibliography, ...

A Critical Analysis of the Balanced Scorecard - with Special Consideration to Its Implications for HRM and HR-policy

Master's Thesis from the year 2007 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, London School of Economics and Political Science, 25 entries in the bibliography, language: English, abstract: The Balanced Scorecard is designed and implemented as a strategic management and measurement system. It uses a broad range of innovative indicators and enfolds the overall strategy. Especially, it has extensive implications on human resource processes and its strategic orientation within a company. The development and implementation of a complete BSC is associated with the parallel adoption of a high-performance-work-system and a long-term orientated HR-strategy. With support of the BSC, human resource management becomes a partner with business, which manages its employees as adding value assets and includes HRM in business strategy. HRM gains in importance and makes an essential contribution to the business-wide human resource and organisation development. Empirical results show that it is possible to successfully implement the BSC and the involved long-term orientated HR-strategy in both already long-term and stakeholder orientated enterprises and previously short-term and shareholder orientated companies. Different researchers verified that the implementation of a BSC by simultaneous use of a HPWS is associated with an essential improvement of business performance and development as well as better financial results and higher profitability.

Master's Thesis from the year 2007 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, London School of Economics and Political Science, 25 entries in the bibliography, language: English, abstract: The ...