Sven Brueninghaus – författare

Seminar paper from the year 2002 in the subject Leadership and Human Resources - Miscellaneous, grade: 1,3 (A), University of Applied Sciences Essen (Institute for Economics and Management), course: Mudule Human Resource Management, language: English, abstract: The purpose of this assignment is a critical review of company mergers and acquisitions regarding different human resource management related aspects. It will be analysed what impacts a merger might have on the organisational structure, on the human resource management strategy and on the required approach regarding intercultural management of the newly created company in relation to the current situation of the merging companies. In addition to that it will be analysed which impact a merger has on the motivation system, the change- and conflict-management and on the human resource management accounting system. Based on practical merger examples the problems of these areas will be described and analysed and a recommendation for solutions will be given when possible. This assignment will give an overview about the human resource related problems and aspects, which companies will face and should consider when a merger is planned. The definition of mergers and acquisitions (M&A) is not absolutely clear in the literature. On one hand side a merger is described as the legal and economical connection of two equal companies of the same size, which can be defined as a classic amalgamation, and an acquisition is described as an economical take over of a small company by a big one.1On the other hand side the subject M&A also includes the sale of companies, splitting of companies (Asset Stripping), restructurings, spin-offs, joint ventures and alliances.2 Based on this it is not clear if a merger is the same as an amalgamation. Although the Daimler-Chrysler deal and the Renault-Nissan deal are defined and described as mergers it is not obvious if these were classical amalgamations or more acquisitions communicated and presented as mergers.3According to the purpose of this assignment mergers are defined as classic amalgamation and a share or asset based acquisition. The important item here is that companies with different cultures and backgrounds merge together and have to find a common identity including the consideration of the identities of the merging partners. In the last years a lot of big and small mergers took place between companies from very different countries and cultures. [...]______1 Compare: http://www.flexible-unternehmen.de/kl0908.htm, Jorg Wirtgen2 Compare course material: Financial Management Module M&A, Dr. Frere3 Compare: http://www.businessweek.com/2000/00_23/b3684147.htm

Seminar paper from the year 2003 in the subject Business economics - Investment and Finance, grade: 2,0 (B), University of Applied Sciences Essen (MBA International Financial Management Program), course: Financial Management II, language: English, abstract: Krispy Kreme Doughnut is an American corporation, which started business in1937 as a small regional company. It developed quite well in the first years butstarted it s big push end of the 90ies. Currently the concept is based oncompany stores, which produce doughnuts and sell them to supermarkets andbakeries but also within the production facilities. To realise the growth of thepast Krispy Kreme offered the business concept as a franchise to interestedentrepreneurs within the whole US. The franchise concept has recentlychanged to an area developer concept under which entrepreneurs have theright to open a defined number stores in a designated area. Krispy Kreme is onone hand equity stakeholder in the franchises to participate in the positiveresults and on the other hand they request royalties from the area developerand franchisees for every store based on the sales figures. For additionalgrowth the franchise concept will be replaced by the area developer concept inthe future. The third profit area is the sales of equipment to the area developerstores, which guarantees a constant quality of the products. Krispy Kreme Doughnuts went public in April 2000 and had a follow-on publicoffering in February 2001. Compared with the development of the S&P 500 thestock of Krispy Kreme performed much better and won 375% whereas the S&P500 lost about 20% in the same time period. The company has ambitious growth plans for the years 2003 and 2004. Basedon these plans of the company, on the business concept, on the opportunitiesand on the competitive situation two analysts from CIBC World Markets haveforecasted the business performance and financial situation of Krispy KremeDoughnuts in 2003 and 2004. They have developed an Income Statement forthese years; the purpose of this paper now is to analyse this forecast statementand give the management of Krispy Kreme Doughnuts an advise regarding theirdesired financial strategy and on the consequences this strategy might have forthe overall strategy of the company.

Seminar paper from the year 2003 in the subject Business economics - Investment and Finance, grade: 2,0 (B), University of Applied Sciences Essen (MBA International Financial Management Program), course: Startegic Management Accounting, language: English, abstract: Borealis is the outcome of a merger of the petrochemical divisions of Statoil Norway and Neste Oy Finland in 1994. It is a fully integrated and the biggest European polyolefins producer with production plants in different European countries and it's head office in Copenhagen / Denmark. Directly after the merger Borealis had to create a common budget for the combined entity. The separate budgets of Statoil and Neste in the past had the traditional purposes of budgets: make planning and controlling easier for the management. The head of budgeting of Neste Oy became head of corporate control of Borealis and he was willing to leave the traditional budgeting behind and replace it by a new and innovative management steering approach with different purposes. During a period of three years he abandoned the traditional budgeting process and replaced it by a conglomerate of differentmanagement tools. This case describes the reason why and how it came to the different budgeting approach and what kind of concept was implemented instead of the traditional budgeting process. It also includes the hopes, which the Borealis management had with the different approach and the results of it. In the following shall be discussed what the advantages and the disadvantages of the new financial and steering system are compared with the abandoned budgeting system either from a theoretical and practical point of view. For this discussion the traditional budgeting process is described in the first place. It includes the budgeting process within Borealis and in theory. Then the new approach of Borealis is described in part 3. In part 4. the advantages will be discussed and in part 5 the disadvantages will be figured out and discussed. In the last part a conclusion will be done, which will try to judge if the new financial and steering approach within Borealis does really achieve it s expected purposes compared with the abandoned budgeting system.

Master's Thesis from the year 2004 in the subject Business economics - Business Management, Corporate Governance, grade: 1,7 (A-), University of Applied Sciences Essen (IOM Frankfurt), language: English, abstract: The 'No Frills' Airline concept is not a phenomenon of the last couple of years in the Airline industry even if the recent development of these carriers in Europe might lead to this conclusion. The first Airline operating under the 'No Frills' concept started in the beginning of the 1970ies in the USA and it took quite a while until this concept was followed by Airlines in Europe, South America and Asia/Pacific. There were a lot of 'No Frills' Airlines coming and going again in the last 33 years. To start an Airline and define it as a 'No Frills' carrier seems to be not enough to be successful in the market for a lot of years. Only a very restricted number of these Airlines were successful and profitable for years. The question is why. What are the reasons why some 'No Frills' Airlines are surviving and others do not. This is one of the questions which will be answered in this paper. The low cost and low price strategy which is the basis for the No Frills concept in the Airline Industry is a business concept which was described by Porter as one of the basic strategies a company can follow. This strategy was followed by a lot of companies in other industries like ALDI, IKEA and Toyota. These companies followed successfully the cost leadership strategy but adopted also other strategic goals to their business concept like quality and corporate culture items. The cost leadership strategy is nothing new but how can it be reached and maintained in the Airline industry? What are the prerequisites and the required activities to be successful in this industry with this concept? In this paper answers to these questions will be given.