Markus Baum – författare

Eberhard Arnold was not afraid of the truth. A man for today’s seekers, he faced life’s essential questions head on. When he found answers, he lived them. His contemporaries dubbed him a “modern-day St. Francis.” He renounced private property and the conventional church, choosing the early Christians as his role models. A man of unwavering conviction, Arnold walked resolutely against the prevailing winds, even as Nazism engulfed Germany.Against the Wind gives flesh, blood, and personality to a man whose contagious faith sparked a movement of practical Christian community. The Bruderhof, Arnold’s legacy, carries on his commitment to integrate faith and ­action.The Bruderhof History series is a collection of books providing first-hand accounts and other primary sources on the founding and development of the Bruderhof movement.

Die Chance, dass Sie Ihren VW Golf genau so ein zweites Mal auf der Straße sehen, ist geringer als die Chance eines Sechsers im Lotto. Die Variantenvielfalt, getrieben durch Verbraucher, die auf ihrer Individualität bestehen, ist in vollem Gange. Die dritte Revolution in der Automobilindustrie ist eingeläutet. Sie unterscheidet sich von Henry Fords erster und Toyotas zweiter Revolution darin, dass sie nicht nur den Automobilhersteller, sondern die gesamte Wertschöpfungskette betrifft. In diesem Buch zeigen die Autoren, dass der Konflikt zwischen Effizienz und Vielfalt bereits bei der Entwicklung neuer Fahrzeuge gelöst werden muss. Eine Antwort auf diese Herausforderung sind modulare Konzepte. Diese eröffnen völlig neue Geschäftsmodelle in der Automobilindustrie, die ein Umdenken aller Unternehmen erfordern. Das Buch ist eine Pflichtlektüre nicht nur für Automobilmanager, sondern auch für Entscheider in anderen Bereichen, die sich einer ähnlichen Marktsituation gegenübersehen.

Die Chance, dass Sie Ihren VW Golf genau so ein zweites Mal auf der Straße sehen, ist geringer als die Chance eines Sechsers im Lotto. Die Variantenvielfalt, getrieben durch Verbraucher, die auf ihrer Individualität bestehen, ist in vollem Gange. Die dritte Revolution in der Automobilindustrie ist eingeläutet. Sie unterscheidet sich von Henry Fords erster und Toyotas zweiter Revolution darin, dass sie nicht nur den Automobilhersteller, sondern die gesamte Wertschöpfungskette betrifft. In diesem Buch zeigen die Autoren, dass der Konflikt zwischen Effizienz und Vielfalt bereits bei der Entwicklung neuer Fahrzeuge gelöst werden muss. Eine Antwort auf diese Herausforderung sind modulare Konzepte. Diese eröffnen völlig neue Geschäftsmodelle in der Automobilindustrie, die ein Umdenken aller Unternehmen erfordern. Das Buch ist eine Pflichtlektüre nicht nur für Automobilmanager, sondern auch für Entscheider in anderen Bereichen, die sich einer ähnlichen Marktsituation gegenübersehen.

Scientific Essay from the year 2010 in the subject Business economics - Business Management, Corporate Governance, The University of Surrey (School of Management ), language: English, abstract: ABSTRACT & CONCLUSIONThe current recession, arising from a real estate crisis in the US and followed by a global financial crisis, has affected industries differently around the world. The automotive industry decreased by 15% globally in production of cars and light commercial vehicles (VDA, 2009) as result of the downturn. Lot of companies were supported by the government directly or indirectly. Obsolete structure of the industry and high overcapacity are the main problems. The assessment in this paper examines and evaluates the global impact of the downturn on the automotive industry and how the industries have reacted. BMW, one of the ten largest car manufacturers worldwide, operates experienced a 10.4% loss in sales in relating to the previous year as result of the recession and decrease in demand in the automotive industry. The reaction to it was for example less investment in to R&D and redundancies. Almost all resources, capabilities and competitiveness of BMW were concerned. The extent to which the downturn affected those will be examined and evaluated in the second part of this paper. The most important future trends in the automotive industry will be green technology and changing in customers demand . Capacity optimization will be important to win the competition. BMW is recommended to penetrate the market with its successful products and to invest in R&D to follow and setting industry trends. The third part of this paper provides perspectives and recommendation for the industry and provides strategy recommendations for BMW. ABOUT THE AUTHORMarkus B. Baum, MBAMarkus Baum is Group Finance Director at a management consulting firm with focus on business strategy, supply chain management (SCM), manufacturing & logistics, sourcing & purchasing, marketing & sales, financial management and information technology (IT-strategy). The company has subsidiaries in Germany, Switzerland, Belgian, France, United Kingdom and Russia. Markus Baum earned a MBA with distinction from the University of Surrey (UK), is an international certified accountant, has and graduation in accounting & controlling and an apprenticeship as tax adviser assistant. Markus Baum is a member of the International Controlling Association.

Scientific Essay from the year 2011 in the subject Business economics - Business Management, Corporate Governance, The University of Surrey (School of Management ), language: English, abstract: Examination and evaluation of a business negotiation and a negotiation in a private environment (case study)This assignment evaluates two negotiation cases. Please note the cases are theoretical nature, any resemblance to living persons and real actions are purely coincidental. The first case takes place in a private environment, the second in a business environment. The evaluation of each case is based on the four phases of negotiation and describes the preparation for, strategy during and process of the negotiation. The basic theory of negotiation to which the individual cases refer is described. Detailed aspects of the theories and approaches are given in the cases as appropriate.Do s and don ts of behaviour in cross-border negotiations will be also discussed. ABOUT THE AUTHORMarkus Baum is Group Finance Director at a management consulting firm with focus on business strategy, supply chain management (SCM), manufacturing & logistics, sourcing & purchasing, marketing & sales, financial management and information technology (IT-strategy). The company has subsidiaries in Germany, Switzerland, Belgian, France, United Kingdom and Russia. Markus Baum earned a MBA with distinction from the University of Surrey (UK), is an international certified accountant, has and graduation in accounting & controlling and an apprenticeship as tax adviser assistant. Markus Baum is a member of the International Controlling Association.

Scientific Essay from the year 2011 in the subject Business economics - Business Management, Corporate Governance, The University of Surrey (School of Management ), course: Production and Operations Management , language: English, abstract: INTRODUCTION:The purpose of this paper is to compare and contrast the operations strategy of two manufacturing firms with two service firms and to evaluate the order qualifying and order winning criteria. Operations strategy is one part of an enterprise s overall strategy (corporate strategy, business strategy and operational strategy) and defines the enterprise adjustment concerning core competencies, capabilities and processes, technologies, resources and key tactical activities necessary in any supply network, in order to create and deliver products or services and the value demanded by a customer (Lowson, 2001). CONCLUSION:The analysis of two manufacturing (Dell, Zara) and two service firms (Lufthansa, McDonalds) shows the correspondence between the theoretical approach of operations management and current practice. Each company has a whole enterprise strategy that includes the operations strategy. Each industry has different order qualifiers, but no company analyzed was able to be the best in all qualifiers, which supports the theoretical conclusion that fulfilling all objectives simultaneously, is impossible (Skinner, 1969). AUTHOR:Markus Baum is Group Finance Director at a management consulting (Germany) firm with focus on business strategy, supply chain management (SCM), manufacturing & logistics, sourcing & purchasing, marketing & sales, financial management and information technology (IT-strategy). The company has subsidiaries in Germany, Switzerland, Belgian, France, United Kingdom and Russia. Markus Baum earned a MBA with distinction from the University of Surrey (UK), is an international certified accountant, has and graduation in accounting & controlling and an apprenticeship as tax adviser assistant. Markus Baum is a member of the International Controlling Association.

Template, Example from the year 2010 in the subject Business economics - Operations Research, The University of Surrey (School of Management), language: English, abstract: AbstractBusiness simulation is simulation used for business training or analysis. It can be scenario-based or numeric-based. Most business simulations are used for business acumen training and development. Learning objectives include: strategic thinking, financial analysis, market analysis, operations, teamwork and leadership (WIKIPEDIA). The authors participated in a simulation. The results and mistakes are discussed in this presentation. The authors also discuss the theoretical foundations. This book contains the presentations illustrated and supplemented by explanatory texts. Content1. Team Organisation2. Environmental and internal strategic analysis3. Strategic brief4. Strategy review5. Internal control system6. Financial analysis7. ConclusionKeywordBusiness simulation, reflection report, automotive industry, Team Organisation, Environmental and internal strategic analysis, strategic brief, strategy review, internal control system, financial analysis, conclusion, leadership, teamwork, storming, norming, forming, performing, PESTEL, Porter diamond, Porters five forces, start up, market penetration, profitability, new products, relaunch, R&D, KPI, Product portfolio and target markets, SOWT, marketing mix, 4 P, Product, Price, Promotion, Place, Plan, Results, Lessons learned, miscommunication, communication process, COSO, Internal control framework, 5 year trend, profitability analysis, efficiency analysis, investment analysis,

Scientific Essay from the year 2009 in the subject Business economics - Offline Marketing and Online Marketing, The University of Surrey (School of Management), language: English, abstract: Assessment of why the Sony Walkman brand lost out to iPod in terms of its position and level of demand in the marketplaceCompanies studied:Apple and SonybyMarkus B. BaumMarco HacksteinMarcel MehlingAbstract: The managing director of Sony, Japan has asked a report based upon an assessment of why his Sony Walkman brand lost out to iPod in terms of its position and level of demand in the marketplace. This analysis provides analysis such as SWOT and different position mapping or other techniques, which will lead to an understanding of the reasons the iPod product has remained strong over the past few years. The strategic implications will also discussed as well an recommendations as to the future direction and improvement of Sony personal player products. Keywords: Sony, Apple, Ipod, Iphone, analysis, SWOT, position mapping, strategy, strategic implications, market analysis, macro environmental, PEST, market profile, key factors of success integrated system, repositioning strategy, marketing mix, promotion, product, price, place, 4P, survey, Porter's Generic Strategies,

Markus Baum widmet sich zweier Begründungs- und Theorieformen: der Kommunikationstheorie Habermas’ und der älteren Kritischen Theorie. Sein Ziel ist es, aufzuzeigen, dass der Anspruch der Theorie des kommunikativen Handelns nur zu erfüllen ist, wenn spezifische Intentionen der älteren Kritischen Theorie in den Rahmen der Theorie Habermas’ überführt werden. Von dieser Diskussion ausgehend werden die Methode der hermeneutischen Interpretation, der Begriff des sozialen Kampfes und der Bereich des Ästhetischen behutsam im Paradigma der Intersubjektivität verortet, sodass sie nicht in Widerspruch zu dessen axiomatischen Annahmen geraten. Die Rückgewinnung der Intentionen der älteren Kritischen Theorie bahnt den Weg zu einer Kritischen Gesellschaftstheorie der Kommunikation.

Markus Baum widmet sich zweier Begründungs- und Theorieformen: der Kommunikationstheorie Habermas’ und der älteren Kritischen Theorie. Sein Ziel ist es, aufzuzeigen, dass der Anspruch der Theorie des kommunikativen Handelns nur zu erfüllen ist, wenn spezifische Intentionen der älteren Kritischen Theorie in den Rahmen der Theorie Habermas’ überführt werden. Von dieser Diskussion ausgehend werden die Methode der hermeneutischen Interpretation, der Begriff des sozialen Kampfes und der Bereich des Ästhetischen behutsam im Paradigma der Intersubjektivität verortet, sodass sie nicht in Widerspruch zu dessen axiomatischen Annahmen geraten. Die Rückgewinnung der Intentionen der älteren Kritischen Theorie bahnt den Weg zu einer Kritischen Gesellschaftstheorie der Kommunikation.