Robert Motzek – författare

Research Paper (postgraduate) from the year 2002 in the subject Business economics - Offline Marketing and Online Marketing, grade: 1,3 (A), European University Viadrina Frankfurt (Oder) (Economics - International Business Administration), course: Marketing Seminar, language: English, abstract: In June 1995 the off-shore oil rig Brent Spar, owned by oil and petrol giants Dutch-Shell and British Esso, was supposed to be dumped in a depth of 2400 metres near the Scottishwestcoast. British institutions had already permitted the dumping, which due to institutional investigations didn t violate the international environmental conventions made in Oslo andParis to protect the sea. But suddenly the environmental organization Greenpeace launched a European-wide protest campaign to prevent the dumping of Brent Spar, which resulted in massive boycotts of Shell s petrol stations all over the continent. The enormous public support of Greenpeace s campaign forced Dutch-Shell not to dump Brent Spar but to tow it into a Norwegian fjord where it has been stored until today. By now there hasn t been a solution for the disposal of the oil rig. In the case of Brent Spar everyone mentioned responsibility. The responsibility of the Dutch-Shell company to protect the environment, to report about future actions and theirconsequences and to base decision-making on more than just the opinions of shareholders. According to the public opinion, Dutch-Shell hadn t taken this responsibility, the so-calledsocial responsibility, which turned out to harm the image and sales of the company for years. This project work will explain the meaning and the role of social responsibility in marketing concerning past, present and future developments. Looking at the societal markteting concept supporting educational and cultural issues , we ll see why and in which way firms adopt the societal marketing concept and how this affects their businesses, customers, organizations, governments and the society as a whole. But at first we have to define what we ll be speaking about. So what do social responsibility and the societal marketing concept mean?[...]

Diploma Thesis from the year 2006 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, HHL Leipzig Graduate School of Management (Chair for Strategic Management and Entrepreneurship), language: English, abstract: Shorter product life cycles, high product flop rates and an increasing heterogeneity of consumer needs have recently put considerable pressure on the innovation activities of manufacturers. The collaboration with users in open innovation processes has been promoted as a powerful approach for companies to succeed in today's competitive environment. However, little is known about what drives these user innovators to contribute their time and effort to the creation of new products. Most studies in this field have been restricted to open source software. Yet, a deep understanding of the motivation of user innovators represents an important first step for manufacturers to improve the nature of this type of cooperation. Besides, it enables companies to develop incentive systems that ensure the user's continuous input for new product development. Therefore, this report will investigate the motivational profiles of user innovators from a manufacturer s point of view. Since lead users and tool kit users can to a very high extent be involved in the firm s innovation process, this report will focus on the integration of those two types of users. The analysis will be supported by two exploratory case studies of Spreadshirt and Threadless, two companies which have successfully based their business models on the integration of user innovators. The report will identify the most important factors controlling user innovators motivation and will derive suggestions on how manufacturers can address these points in order to tap the full potential of user innovation for their new product development.

Seminar paper from the year 2011 in the subject Business economics - Investment and Finance, Harvard University, course: Behavioral and Value Investing, language: English, abstract: 1. INTRODUCTIONOn 24 April 2006, the private equity company Blackstone acquired 4.6% of the shares of publicly listed German telecom incumbent Deutsche Telekom (DT) at a share price of 14 for a total of 2.7bn. According to Blackstone, DT was undervalued when compared to European peers. This paper has three objectives:1) To apply various established value investing valuation techniques to assess whether DT was indeed undervalued at Blackstone s entry. 2) To explore which operational and share price performance Blackstone might have anticipated for DT in order to reach a typical private equity IRR of 25% over five years. 3) To review subsequent events and DT s performance since Blackstone s entry and to specify what would need to happen to at least recover Blackstone s investment. 1.1 Company and shareholder overviewDeutsche Telekom is the German telecom incumbent and was Europe s largest telecom operator with sales of 59.6bn in 2005. The company generated 57% of its sales in Germany, another 22% in other European countries (mainly the United Kingdom) and the remaining 20% in North America. In terms of business areas, mobile communications accounted for 48% of its revenues, broadband/fixed network made up 36% and business customers 15%. DT s largest shareholder was the German government which held 15.2% of DT s shares directly and controlled another 17.3% via the German state-owned bank Kreditanstalt fur Wiederaufbau (KfW). The remaining 63% were held by a fragmented institutional and private investor base. 1.2. Transaction detailsBlackstone bought its stake directly from KfW at a 2.6% premium to DT shares trading price of 13.65, implying a total market capitalization of 58.8bn and an enterprise value of 97.4bn. In the fifth largest private equity investment ever observed in Germany, Blackstone agreed to a lock up period of two years to show its commitment as a longterm investor. In return, it received one seat on DT s supervisory board and KfW agreed not to sell any further DT shares within one year. 85% of Blackstone s total investment was financed with a margin loan provided by Deutsche Bank.

Research Paper (postgraduate) from the year 2011 in the subject Business economics - Business Management, Corporate Governance, grade: A, Harvard University (Harvard Business School), course: Psychology of Strategic Leadership, language: English, abstract: 1. IntroductionMuch has been written on which types of people have more influence, are more successful negotiators and the techniques related to persuasion. However, this assumes that most people have the ability to enter a situation and accurately judge their audiences and respond accordingly to cues and effectively use numerous appropriate persuasion techniques. The ongoing hypotheses in the literature is that all people are equal when it comes to persuasion, whereas in practice we may use how much somebody cares about when it is one friend and using social pressure on another friend depending on that friend s characteristics. Very little research has been done on how the identity of the audience changes their responsiveness to different persuasion techniques. The authors of this paper examine how the responsiveness to Cialdini s six persuasion techniques varies by gender, cultural background and personality type. Each of the techniques is briefly described in the table below. Our results show that there are indeed differences in responsiveness to techniques depending on demographic and personality differences. 2. Theoretical background2.1 Personality and persuasion2.1.1 Five-factor model of personalityFifty years ago, Tupes and Christal (1961) established a five-factor model of personal traits (often termed the Big Five) consisting of neuroticism, extraversion, openness to experience, agreeableness and conscientiousness.2 Today, this framework is widely used to describe the most important aspects of personalities.3 Several studies showed that the five traits are stable over time and can be applied across cultures.4 Table 2 lists the most representative attributes of the extremes for each of the five factors. 2.1.2 Personality and persuasibilityAlready before the five-factor personality model was created, Hovland et al. (1953) and Janis et al. (1959) studied personality factors related to persuasibility. In their Yale studies, the authors tested selected personal characteristics such as self esteem, richness of fantasy and interpersonal aggressiveness with regards to susceptibility to persuasion.7 These studies triggered further persuasion research which expanded to personal attributes such as anxiety, dogmatism and need for cognition.8 The following paragraphs summarize major findings regarding the five personality traits susceptibility to persuasion.