Matthias Ackermann – författare

Seminar paper from the year 2014 in the subject Business economics - Offline Marketing and Online Marketing, FOM Hochschule fur Oekonomie und Management gemeinnutzige GmbH, Hochschulstudienzentrum Freiburg, language: English, abstract: The football club FC Bayern Munich is one of the "e;global players"e; in the business of football. The FC Bayern Munich AG is the leading football company in Germany, that is dominating the German football league not only sportive but also economical. The club could win in the season 2012/13 the historical treble. As the first club in German history they could celebrate the winning of the German championship, the DFB-cup and the UEFA champions league cup in one season. It was the greatest success of the club ever. The effects of the success are the rising interest on Bayern Munich in the country and all over the world. Revenues through staying in and winning the competitions (including matchday and broadcast) increased and the attractiveness especially of merchandising articles boosted in unknown heights. Furthermore the number of membership, the image and the brand value of FC Bayern Munich and of the German Bundesliga raised worldwide. In 2012/13 FC Bayern Munich could present for the first time sales over 400 millions of Euro. Especially to create financial benefit out of sportive success is one of the objectives Bayern Munich could transform in the business. The financial success is an important objective of all companies and also each sportive business. One essential part to reach this goal is the marketing concept. In this assignment the marketing concept of Bayern Munich with the emotionality as a driver of success, especially in football market, is shown. Within that not only the success of FC Bayern Munich and its impacts on the national and international football market are presented but also the marketing concept of the most successful football club in Germany is analysed. This includes the analysis of the current situation, the marketing objectives and the strategy of the club. In particular the football division of FC Bayern Munich is focused in this seminar paper.

Seminar paper from the year 2014 in the subject Leadership and Human Resources - Miscellaneous, grade: 1,3, FOM Hochschule fur Oekonomie und Management gemeinnutzige GmbH, Hochschulstudienzentrum Freiburg, language: English, abstract: The recession in 2008/09 illustrated for some companies the weakness in the marketplace that led to lower company valuations, increased business failures, outsourced businesses of companies, and sell offs of noncore business units. But if the organizations think forward they find opportunities that were not available when business was booming, such as expanding their company through acquisition. Eventually companies always need to look forward to stay competitive, capture market share, and be the first to innovate a new product or service (Mondy 2014, p.115). Organizations use strategic planning as a constantly changing and ongoing process in order to find a competitive advantage. They see the need to diversify and increase variety of goods that are made or sold. At other times companies have the requirement to downsize in response of the external environment or the strategic plan sees integration as their driving force, what means the unified control of a number of successive or similar operations. Therefor strategic planning endeavours to position the organization regarding external environment. Thus strategic planning at all levels of organization is important (Mondy 2014, p.115). To anticipate future business and environmental demands on the company, strategic planning in human resource (HR) is necessary to meet the personnel requirements dictated by those conditions (Lengnick-Hall 1988, p. 457). Hereby the strategic management process is used to answer a central question in HR strategy planning: How to develop a human resource strategic plan?

Seminar paper from the year 2015 in the subject Business economics - Controlling, FOM Hochschule fur Oekonomie und Management gemeinnutzige GmbH, Hochschulstudienzentrum Freiburg (business administration), course: International Investment and Controlling, language: English, abstract: The global data volume is expected to increase fiftyfold over the next ten years (2012-2022). Reasons for extensive growth of data volume within the era of industry 4.0 are the increased use of sensor technology in production and logistics as well as the extensive distribution and the use of mobile Internet. (ICA 2014, p. 3) But the explosion of data is not new. It continues a trend that started in the 1970s. Changes are the velocity of growth, the diversity of data, and the imperative to make better use of information in business. To harvest and harness every byte of relevant data and use it to make the best decisions is the hopeful vision of organizations in terms of big data. (McKinsey 2013, p. 15) On the one hand, opportunities of big data can be identified in all industries over the entire value chain. On the other hand, many companies are sceptical of big data because of high investment costs, the lack of skilled staff and know-how, and privacy risks. That causes delays in big data s implementation in companies. The careful analysis of the application, and the identification of realizable excess values of big data is one of the controller s tasks. Completely new opportunities and challenges for the controller arise due to the massive growth of data. Though in future the positions of business analysts and data scientists overlap with the controllers skills and fields of activity. (ICA 2014, p. 3) This assignment gives an overview of big data itself and illustrates the potential in controlling and for the controller. Additionally challenges, threats and risks are determined.

Research Paper (undergraduate) from the year 2015 in the subject Business economics - Miscellaneous, FOM Hochschule fur Oekonomie und Management gemeinnutzige GmbH, Hochschulstudienzentrum Freiburg, course: Management Decision Making, language: English, abstract: The most important job of any executive is making decisions. It is also the toughest and riskiest job, because bad decisions can damage a business and a career, in some situations irreparably. In many cases these bad decisions occur when alternatives were not clearly defined, the right information was not collected, the costs and benefits were not accurately weighed, or the decision maker himself was sabotaged by the human brain. In the present complex environment, the executives call for a way to cope with the myriad factors that affect the achievement of goals and the consistency of the judgement the decision makers use to draw valid conclusions. (Harvard Business Review 2011, p. 1, Saaty 2013, p. 6) Many difficulties like uncertainty about the future, variation of consequences of different actions, difficulties because of too few or too many available alternatives, and complexity of a decision situation, if more factors have to be taken into account, make it more important to support the decision makers with procedures and tools that have been developed for a systematic selection of requirements and processing of relevant information. The general approach of decision making ranges from the highly complex problems to the relatively simple choices but ensures its applicability and can be helpful in various decisions. So it is not only relevant to executives and managers but also to physicians, politicians, judges, and engineers to structure analytical thinking which supports decision making perceived as rational and well-founded. (Eisenfuhr et al. 2010, p. 3)This assignment introduces different easy to handle decision making techniques that help to decide rather on intuition than on structured analysis and methodical dissection.

Seminar paper from the year 2015 in the subject Leadership and Human Resources - Management Styles, FOM Hochschule fur Oekonomie und Management gemeinnutzige GmbH, Hochschulstudienzentrum Freiburg, language: English, abstract: This assignment discusses the topic 'leadership effectiveness in global teams'. It argues in detail the challenges the leaders of global teams have and which competencies are needed to fulfil the job of a global team leader. Content is also how leadership effectiveness can be measured and evaluated as well as the basic requirements on organizations. This assignment does not include the organizational specifics and changes by 'globalizing' a company. At the beginning key words in context of Leadership Effectiveness in global Teams are defined in chapter two. Chapter three includes theoretical models of leadership effectiveness, effective global leadership, measurement and evaluation of leadership effectiveness, and the organizational requirements to develop global team leaders. At the end a conclusion and outlook is given.

Seminar paper from the year 2016 in the subject Business economics - Business Management, Corporate Governance, grade: 1,3, FOM Hochschule fur Oekonomie und Management gemeinnutzige GmbH, Hochschulstudienzentrum Freiburg (MBA), course: MBA, language: English, abstract: The idea of globalization has been evolving for centuries and still has not stopped. Visionary enterprises have recognized that competitive advantages can be gained with an effective globalization strategy. Many companies have established recognizable competitive advantages in their industry, but to be part of the global arena they spent many years in learning and implementing their global business models. These global activities can include developing strategic alliances with overseas development and marketing partners, off shoring and outsourcing of their product and service development process, moving operations to other countries, and acquiring companies. As a result of globalization the competition for global acting companies has changed markedly. The increasing complexity of products and processes, increased environmental and market dynamics, shorter product life cycles, and increasing customer expectations are just some of the current trends. These developments affect the entire organization with all its strategic and operational activities. Thus, the quality manage-ment (QM) of global acting companies faces new challenges were established methods and approaches often reach their limits.