Tobias Kleinmann – författare

Seminar paper from the year 2010 in the subject Business economics - Company formation, Business Plans, grade: 1,0, University of Wurzburg (Betriebswirtschaft), course: Academic Entrepreneurship, language: English, abstract: There has been a conspicuous increase in patenting and licensing, which is an indicator for an aggrandisement of academic entrepreneurship at American research universities since the 1970s. The number of patents which can be issued to universities and colleges increased by more than 100 percent between 1979 and 1984, as well as between 1984 and 1989. It almost doubled once more during the 1990s. In 1980 only about 20 research universities had technology licensing and transfer offices. 10 years later that number was 200, and in 2000 just about every major research university had founded its own (Colyvas et al., 2002, P. 1). University license revenues have increased from $220 million to $698 million from 1991 to 1997 (Association of University Technology Managers, 1998). Private sector activity is always associated with the risk of failure because of the responsibility which is connected with it. This leads us to the discussion why academics should escape from a safe world of their publicly financed institution to either become entrepreneurs or to work in private companies. What are the major reasons for the risk of entrepreneurial and private sector activity? The following paper tries to find an answer on this question by blending theoretical backgrounds and empirical elements. The second chapter serves as an introduction to the subject where the issue of the paper is narrowed further down and the key questions of it are defined. The main characteristics and concepts will also be distinguished in the second chapter, as much as it will be presented which aspects are not discussed in the paper. The third chapter of this paper concentrates on how internal and external factors influence the decision of scientists to show entrepreneurial behaviour. There are different theories and surveys which try to find an answer to the question how important different elements are. The fourth chapter works out the details in differences of the factors leading either to academic spinoffs or private firm participations. The conclusion gives the final answer on how the theory and the empiricism correspond with each other and which reasons are responsible for academics to break out from the ivory tower of science.

Seminar paper from the year 2011 in the subject Economics - Monetary theory and policy, grade: 1,3, San Diego State University, language: English, abstract: The following assignment deals with the question of whether the Latin American Dept Crisis and the Asian Financial Crisis are comparable to each other in terms of their influence on GDP growth. Thereby, particular attention will be paid to the dates the crises occurred in those regions. The Latin American region is represented by Argentina, Brazil and Mexico. The Asian region is represented by The Republic of Korea, Malaysia and Thailand. In a first step, the difference between a Dept Crisis and a Financial Crisis will be worked out, before the GDP growth rate will be defined in a second step. The main part of the assignment is an empirical analysis of the GDP growth rates during the years 1970 2000.

Essay from the year 2011 in the subject Economics - Monetary theory and policy, grade: 1.3, San Diego State University, language: English, abstract: The following assignment compares the key variables of the accounting identity of five of the six biggest countries (measured by 2010 GDP) of the world. These countries are China, Germany, Japan, the United Kingdom (UK) and the United States. The variables which will be examined empirically are private savings (S), public savings (T - G), investments (I) and current account balance (CA). The period is stretched from 2000 to 2010. All values will be presented as a percentage to the GDP of each nation.

Project Report from the year 2011 in the subject Business economics - Offline Marketing and Online Marketing, grade: 1,7, San Diego State University (Marketing Department), language: English, abstract: HTC quickly emerged on the smartphone scene with the remarkable success of The Sense, one of its first models, and broke many industry sales records. People were asking, "e;Who is HTC?"e; Our research indicates that HTC's rapid rise to success was because of innovation and technological capabilities. Even though the HTC brand was not widely recognized, its smartphones were generating interest. In our primary research, we discovered that some people owned an HTC phone but did not know that HTC was the manufacturer. Obviously, brand awareness was relatively low. For HTC to stay relevant in the hypercompetitive smartphone industry, it needs serious revamping of its marketing plan. With smartphone market penetration increasing to more than 20 percent in the past five years and reaching 46.8 percent in Q3 2011, HTC has tremendous opportunities to establish a solid market position. After examining the market conditions and current HTC performance in the U.S., our team proposes that HTC position itself as a technological leader by targeting consumers ages 18 to 34. This promising segment has potential sales of $2.5 million. We analyzed the industry and examined external factors that could impact HTC's bottom line. This analysis gave us crucial insight into the smartphone market. We also analyzed the competitive environment that includes Apple, Motorola, and RIM (Blackberry). HTC, which has a positive reputation on the merits of its technology, needs to boldly differentiate itself in the marketplace. Through market analysis, we discovered that HTC has a strong market size, market potential, and distinct target markets. We recommend that HTC take specific steps through segmenting, targeting, and positioning to execute its marketing plan. We are confident that our plan can increase HTC's market share by 2 percent each year. By the end of 2012, our marketing objective is to reach a 24 percent market share of the smartphone industry, which equals 18.7 million HTC customers. The plan includes recommendations and precautions at distribution channels so that HTC differentiates itself from the other brands. We developed a budget for the marketing plan and devised procedures to monitor each effort in order to reach our projected market share increase. We are confident that our marketing plan can take HTC from an emerging brand to a dominant market leader.