Katja Kanngiesser – författare
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3 produkter
3 produkter
E-bok
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Essay from the year 2004 in the subject Business economics - Offline Marketing and Online Marketing, grade: 1,7 (A-), European Business School - International University Schlo Reichartshausen Oestrich-Winkel (Chair for eCommerce), language: English, abstract: Concerning the doability navigation in the main menus is easy at the Nissan website. It enablesthe user to get back to the initial page immediately by a direct link and there are several differentlinks to service partners working together with Nissan, such as local traders. But coming to quitedistant pages from the homepage the navigation menu decreases and these pages often lack thedirect link to the very beginning. Another negative aspect is that there are almost the samenavigation issues on the initial page as on the page for business customers. Furthermore there isno searching device. All in all, one does not have the impression to get a clear overview of how thenavigation is built up. Endless frontier is not provided on this website as the possibilities of discovering things otherthan Nissan cars are quite limited. One does have the possibility of building one s favourite car bychoosing its colour and technical data and getting direct price information, but concerning othertopics like company and financial data or press information one does not feel well informed. However, the human touch is very well achieved as there are many personalized items like IhrTeam , Ihre Vorteile , Ihre Sicherheit , personal brochures and tailor-made offers and thepossibility to choose one s local Nissan partner. Negative about this point is that there actually is acategory for business customers but none for private ones. Additionally there is no such a meanlike my Nissan where one could have a kind of personal account.
E-bok
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Seminar paper from the year 2005 in the subject Business economics - Business Management, Corporate Governance, grade: 1,3, European Business School - International University Schlo Reichartshausen Oestrich-Winkel, course: Seminar International Management and Consulting, language: English, abstract: This paper is composed of six chapters. Subsequent to this introduction the second chapter will present the traditional strategy process with its underlying strategic paradigms and illustrate the deficiencies this process shows in dynamic markets. Considering these deficiencies the strategic paradigm of the complexity theory of strategy will be introduced in the third chapter. This new paradigm provides the theoretical underpinning for a systemic strategy process, whose general characteristics will be described in the second part of the third chapter. The fourth chapter is devoted to the course of the systemic strategy process with its particular stages - namely business ecosystem inter-pretation, business model review, strategy options review, strategy implementation, and strategy performance measurement. In the following chapter differences of the new sys-temic strategy process compared to the traditional strategy process will be pointed out to show whether it is apt to compensate the deficiencies of the traditional strategy process in dynamic markets. The closing chapter presents a summary of the key findings of the paper and the corresponding implications for researchers and managers.
E-bok
PDF, Engelska, 2007376 kr
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Diploma Thesis from the year 2006 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7, European Business School, language: English, abstract: This paper is picking up a combination of three perspectives on strategy that are trying to perform a shift of paradigm towards a new way of strategic thinking serving as the basis for a strategy process in dynamic markets. The combination of these three perspectives has been termed the complexity theory of strategy by Davis and Eisenhardt. This theory combines Austrian economic thinking, the dynamic capabilities view, and complexity theory. Austrian economics perceive markets as a rapid flow of heterogeneous and surprising opportunities that need to be captured by strategic managers. The dynamic capabilities perspective perceives organizational resources as simple capabilities that enable quick, flexible, and creative improvisation to respond effectively to this rapid flow of opportunities. Complexity theory perceives organizations and the economy as simple systems, which produce complex and adaptive responses to environmental change. The complexity theory of strategy, in general, focuses on "e;[...] simple rules in guiding improvisational actions in the effective execution of a series of often fleeting opportunities."e; The three particular theories contribute to strategic management thinking to overcome the shortcomings of traditional strategic management thinking in dynamic markets. The purpose of this paper is to create a strategy process from the perspective of the complexity theory of strategy which meets the requirements of dynamic markets. How do the three underlying theoretical approaches from this theory contribute to form a strategy process for dynamic markets? In order to answer this question, elements from the three theories will be analyzed and assembled in a new framework for creating strategy which is more adequate in dynamic markets than classical process models. The major result of this paper is that there cannot be a process model of sequenced steps for creating strategy because it would be too rigid to consider critical features for creating strategy in dynamic markets. Rather, the result is a loose framework for creating strategy in dynamic markets that is formed out of elements from the complexity theory of strategy. The framework does not rely on a single strategic process sequence nor is it completely reactive. Rather than ignoring change it helps creating a relentless pace of change and, thus, may be able to meet the requirements of dynamic markets.