Nina Rakowski – författare

Research Paper (undergraduate) from the year 2006 in the subject Business economics - Company formation, Business Plans, grade: 64 %, University of Lincoln (Business School of Lincoln), language: English, abstract: In the EU we have 23 million of small medium-sized enterprises (SMEs) providing 79 millions of jobs. It will be explained shortly by the author what the relevant sizes are of defining an SME correctly. 99 % of all enterprises in the EU are SMEs. This means, that they are the backbone of the European economy, acknowledged as a constant source of ideas, innovation, entrepreneurial skills, the principal providers of existing jobs and the main source of new employment. But as they only have limited human and financial resources, they often are caught in their particular environment and are not able to expand their business to other countries. This means, that they can not act internationally like all the big and global oriented companies. Things like bureaucracy burdens, getting their innovated products duplicated by the big companies, not having the knowledge about opportunities to enter new markets, lack of finance, etc. are making it very hard for them to survive. And making the step from local to international, national or even regional can turn out in big issues as well. That's why the European Commission has already done and will do even more in future to protect Europe' s SME economy and support them to get bigger and prosper. When SMEs are growing they will be able to provide more jobs and therefore our economy will be able to keep pace with the dynamic economy of the 21st century. Policy needs to provide the right business environment. They have to improve the framework in which SMEs operate. The Policy has to focus on helping the different types of small business thrive and prosper, whether they are start-ups, high-growth companies, traditional family firms, artisans or professionals working by their own.

Document from the year 2008 in the subject Business economics - Miscellaneous, grade: 80%, University of Western Sydney (University of Western Sydney), course: Marketing Management (Postgraduate course), language: English, abstract: The focus of this report will be the groceries industry in Australia. The author of this report decided not to take into account liquor products, fuel and petroleum products, takeaway, restaurant andother food retailing products as they are sold outside the grocery retail sector. However, these components may be referred to at some stage throughout this report. Structure of the grocery industry general The grocery industry can be divided into three main categories: Grocery retailing, grocery wholesaling and the production and supply of grocery products (ACCC, 2008). The price consumers pay at the checkout counter is dependent on the competition among grocery retailers, wholesalers and suppliers and also the pricing along the supply chain (ACCC, 2008).

Seminar paper from the year 2007 in the subject Business economics - Offline Marketing and Online Marketing, grade: 58%, University of Lincoln (Faculty of Business & Law), course: International Marketing Strategy, language: English, abstract: [...] There are many different types of partnerships like joint ventures, consortia, licensing,networks and strategic alliances. For a detailed analysis this work concentrates on strategicalliances. To give an insight on the topic this work analyses the alliences between the car manufacturers Nissan and Renault and Renault and Volvo. These partnerships areexamples of alliance’s success and failure. On the basis of these examples this workillustrates the sources of alliance formation and how alliances are able to create competiveadvantage but also the reasons why so many alliances fail. Before the case studies of theabove mentioned companies will be discussed this work explains the sources of allianceformation on a theoretical basis.

Research Paper (postgraduate) from the year 2008 in the subject Business economics - Offline Marketing and Online Marketing, grade: 70 %, University of Western Sydney (University of Western Sydney), course: Promotion & Advertising Overseas, language: English, abstract: In the past ten years the Australian sports sponsorship industry has seen significant changes. The Olympic Games in Sydney in 2000 have been the sport sponsorship entry for a lot of Australian companies. Australians have a very high interest in sports. Sweeney Sports Research found that somewhere between 98% and 99 % of 16-65 years of age Australians are interested in sport. By interest they defined that people participated personally in sports, watched it on television as much as possible, listen to the radio as much as possible or read about sports in newspapers on a regular basis (Hirons, 2002). This is the reason why sport in Australia can be seen in all traditional media such as print, television, magazines, radio, newspapers but also in new media such as the internet. According to Hirons, in 2000 a lot of sponsorship agreements expired naturally and since then organisations have changed their strategies in many ways. As an example, Uncle Tobys decided to withdraw from Iron/Ocean Man. Kellogg now makes a lot of sponsoring of lifesaving and invests more and more in community based initiatives. Ford withdrew from the tennis sponsorship and was replaced by Kia. Holden and Ford invested heavily in motor sport. Fosters lost the Melbourne Cup which is now sponsored by Tooheys. Additionally, the stadium sponsorship trend is increasing more and more as companies try to avoid the cluttered sponsorship market. Stadiums nowadays have names such as Telstra, Vodafone, AAMI, etc (Hirons, 2002).The sponsorship market continues to grow. The current dollar value estimates in Australia put the market at around AUS $1.6 billion whereas the global sponsorship spend is worth AUS $36 billion (IEG, 2003, 2005) (S-Comm, 2006). In the following chapters the author presents an overview of sport sponsorship, gives a detailed analysis of what a company needs to consider, the issues related to sponsorship and how to minimize them. Examples will be given in order to link theoretical background with practical examples to achieve a level of full understanding for the reader.

Essay from the year 2008 in the subject Business economics - Offline Marketing and Online Marketing, grade: 97 %, University of Western Sydney (Sydney Graduate School of Management), course: Promotion & Advertising Overseas, language: English, abstract: This report will analyse the Maslow’s hierarchy of needs and its impact on promotion andadvertising, but also if this model is applicable on other cultures. The author will give examples ofpromotions in western countries and to what exact stage those promotions are targeted.Furthermore the author will show different hierarchy of needs models in order to explain that thehuman needs vary in different parts of the world. Whilst in westernized countries the ‘Esteem’ and‘Belonging/Love’ needs are mainly targeted with promotion and advertising, in developing countriesa different approach in terms of promotion and advertising is more appropriate.The higher‐order needs for the general Asian culture are ‘Status’, ‘Admiration’ and ‘Affiliation’whereas the higher‐order needs for the Arab culture are ‘Esteem’, ‘Social needs’ and ‘Selfactualization’.In this paper the author will focus on China as an example of a developing country.The author will discuss the difference of the Chinese and the Western pyramid on the example ofpurchasing luxurious products.As a conclusion the author will give suggestions to companies of what to take into account whenpromoting in developing countries.[...]

Scientific Essay from the year 2009 in the subject Business economics - Economic Policy, grade: 93 %, University of Western Sydney (School of Business and Marketing), course: International Business Environment, language: English, abstract: If there is one truism about China, then it has to be its unique business environment. Politically China remains a communist country, but one with a dynamic economy. This combination was never achieved by another country (KPMG, 2004). China’s economy is huge and expanding rapidly, with an average growth rate of 8 % in Gross Domestic Product (GDP) per annum for the last 30 years. The Chinese growth is almost miraculous and in 2007 China’s GDP reached 3.42 trillion US dollars, while most analysts expect China to become the largest economy in the world in this century (Economy watch, 2009). China’s admission to the World trade Organisation (WTO) in 2001 signalled the growing maturity of this market and is expected to further increase the investment opportunities (KPMG, 2004). However, the global financial crisis has hit China hard with the growth rate for 2009, while still positive, expected to slow. About 26 million Chinese lost their jobs within the last 2 months which led to social unrest throughout the country. The government therefore started evaluating a second stimulus package in order to keep the economy going. Lieberthal and Lieberthal (2003) give insights why China has an impact on all multinational corporations worldwide. They discuss that China is not only attractive for manufacturing, but furthermore worth for foreign companies to sell their products to the ‘1 billion consumer’-market. However, for most Westerners the Chinese culture is difficult to understand, which can be explained by the very different and in some instances opposing styles of negotiation. The ‘eight elements’ of Chinese negotiation by Graham and Lam (2003) were summarised in order to explain the high failure rate of multinational companies in the Chinese market.

Document from the year 2008 in the subject Communications - Public Relations, Advertising, Marketing, Social Media, grade: 79%, University of Western Sydney (Sydney Graduate School of Management), language: English, abstract: This paper is a detailed international marketing plan for ABC Learning, the Australian child care operator. The purpose of this international marketing plan is to analyse the viability of opening an ABC child care centre in Japan. Japan has a demand for child care centres and low barriers to entry. A detailed analysis was prepared for the child care industry in Japan as well as for the home market Australia in order for comparisons to be made. This paper provides a situation analysis about the Japanese environment and a SWOT analysis followed by various models and research. This report will recommend marketing strategies and an estimated planned budget for ABC Learning in order to achieve marketing objectives. Finally, implementation and control will be provided in form of an action plan. After comprehensive analysis, the recommendation is for ABC learning not to enter the Japanese market at this stage. Reasons for this decision will be discussed throughout the report as well as in the conclusion. The scope of study was limited to the operations and activities of ABC learning in Australia, based on publicly available information.