Henning Wenzel – författare

Seminar paper from the year 2013 in the subject Business economics - Offline Marketing and Online Marketing, grade: 1,3, University of Applied Sciences Essen, course: Marketing, language: English, abstract: Based on the findings of the first marketing assignment, this paper analyses the marketing strategy used by adidas to bring the adidas f50 micoach 2012 into the market. The marketing strategy is analysed according to the concept of the marketing mix and its "e;4 Ps"e;: Product, Price, Place and Promotion. Head of the marketing campaign for the f50 was the currently most famous and best football player in the world Lionel Messi. He was the first player wearing the boot during a match three weeks before the official sale started. In addition, adidas used different testimonials to promote the boot via different online and offline mediums e.g. facebook to reach a wide range of customers. Adidas uses a multichannel marketing strategy to distribute the adidas f50. Therefore, they use direct and indirect sales and distribution via different channels like the adidas online store, Flagship stores in big cities, traditional sellers or the factory store. In comparison to the direct competitors Nike and Puma, adidas is the coast leader regarding the price-quality diagram and the f50 is the only football boot on the market with an integrated transponder.

Seminar paper from the year 2013 in the subject Business economics - Offline Marketing and Online Marketing, grade: 1,7, University of applied sciences, Cologne, course: International Strategy and Sales Management, language: English, abstract: This assignment describes the Blue Ocean Strategy as an innovation concept within the corporate strategic management on the example of IKEA. This is to be done by analysing the framework and the tools of the Blue Ocean Strategy by considering both basic principles and practical implementation. The Blue Ocean Strategy aspires to turn strategic management on its head by putting value innovation in front of competitive advantage as the basically goal to create consumer demand and exploit untapped markets. When IKEA entered the market in the late 1950s they focused on the important factors that buyer value and make them to co-producers by implementing unique do-it-yourself mentality. Therefor IKEA combined differentiation with a cost leadership and created a blue ocean helping the founder Ingvar Kamprad to become one of the wealthiest people in the world. As the current business world continues moving towards a faster, more global environment in which there are more and more competitors trying to grab a piece of the pie, the need to develop blue oceans has never been greater.

Master's Thesis from the year 2015 in the subject Sport - Sport Economics, Sport Management, grade: 1,5, University of applied sciences, Cologne, language: English, abstract: This thesis aims to analyse professional German football clubs and their strategic approaches while internationalizing, providing a profound insight into the topic: "e;Analysis of strategic success factors in the internationalization process of professional German football clubs"e;. The primary research question of this work is why, where and when professional German football clubs are entering foreign markets and which strategic processes have to be considered during the internationalization process, furthermore, which are successful? In addition, this study strives toward a better understanding of internationalization strategies of professional German football clubs analysing how they are internally structured as well as which internal and external factors could influence the internationalization? In order to evaluate the different strategic approaches strategy profiles for selected clubs are going to be considered based on structured quantitative interviews and compared as case studies. In this thesis, the research focuses on selected German Bundesliga clubs. Due to their financially weaker situation and lack of international importance, clubs from the Bundesliga 2 will not be considered. The mentioned selected clubs are Borussia Dortmund GmbH & Co. KGaA, FC Gelsenkirchen-Schalke 04 e.V. and VfL Wolfsburg-Fu ball GmbH. In addition, in order to analyse the collaboration between the clubs and the German Football Association (DFL Deutsche Fu ball Liga GmbH), the relationship between the clubs and the DFL will be examined. For the structured interviews with experts the author of this thesis developed an interviewer administered questionnaire guiding through the different interviews. Each interviewed expert was asked to respond to the same set of questions in a predetermined order. Trying to build a broad opinion profile and to create a better possibility of comparison at a uniform level, interviews with experts from the recently most successful and aspiring German Bundesliga clubs were conducted (Alexander Jobst, Thomas Rottgermann, Benedikt Scholz). Additionally, to analyse the interdependence between the clubs and the DFL an interview with the CEO of the DFL (Christian Seifert) was conducted. Due to the financially weaker situation and lack of international importance, clubs from the Bundesliga 2 were not considered.

Seminar paper from the year 2013 in the subject Business economics - Investment and Finance, grade: 1,7, University of applied sciences, Cologne, course: International Investment & Controlling, language: English, abstract: Private Equity plays an increasingly important role in the financing of a wide range of businesses. Over the past 20 years, private equity has been on of the fastest growing markets for corporate finance. One of the reasons the private equity industry exist is that, in many cases, companies have needs for capital which, for various reasons, cannot be met from the public markets. Investors that provide capital to private equity funds invest in an asset class that entails relatively high-risk and high illiquidity in what remains a largely unregulated market. Planning how to exit an investment is just as important as preparing to make one because a merger adds value only if synergy, better management, or other changes make the two firms worth more together than apart. The target companies are supported with accountants, lawyers, investment bankers and other specialists. Especially Start-up companies are often characterised by negative cash flows and demand high investments. PE gives the chance to reduce the financial gap between selffinancing and stock exchange listing and can also help to improve the equity ratio. Another advantage of PE for target companies is the increase of equity and an improved balance sheet structure. Regarding to that, the negotiating position is strengthened towards creditors, the credit rating is improved and the financial room for investments increases. The main disadvantage of PE for target companies is the weakened influence of the initial shareholders. Especially different strategically views between those two groups might be difficult to solve. Due to the fact of the high risk, from the investors perspective, PE is a very interesting form of investment. Especially under diversification aspects the investment in PE funds make sense, because the investors offer investment opportunities that can not be replicated in the financial market and on top of that have a low correlation with other asset class. The firms standard practice of buying businesses and then, after steering them through a transition of rapid performance improvement and selling them is at the core of private equity s success.

Seminar paper from the year 2013 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, University of applied sciences, Cologne, course: Strategic Corporate Management, language: English, abstract: The character of a company's culture or work climate is gaining in importance. Culture is a product of the core values and business principles that executives espouse, the standards of what is ethically acceptable and what is not, the work practices and behaviours that define "e;how we do things around here"e;, its approach to people management and style of operating, the "e;chemistry"e; and the "e;personality"e; that permeates its work environment, and the stories that get told over and over to illustrate and reinforce the company's values, business principles, and traditions. A company s culture is important because it influences the organization s actions and approaches to conduct the business in a very real sense, the culture is the company s operating system or organizational DNA. All in all, culture as a concept is difficult to define and differs from company to company. The crafting of a strategy represents a managerial commitment to pursue a particular set of actions in growing the business, attracting and pleasing customers, competing successfully, conducting operations, and improving the company s financial and market performance. Even companies with same strategic and business concepts and comparable success differ in their approaches regarding the corporate culture. What becomes clear is that there is a correlation between culture and strategy. Hence the consistency between strategy and culture is a long-term competitive advantage and a key to corporate success. To counteract preventive a possible misfit between the corporate culture and the strategy, consideration of corporate culture as part of the concept to strategy implementation is essential.