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§ 303 Schuldenkonsolidierung
(2020)
Krisenzeiten sind für die Wirtschaft durch immer kürzer werdende Zyklen mittlerweile zum Normalfall geworden. Auch im neuen Jahrtausend war die Weltwirtschaft schon mit mehreren schweren Krisen konfrontiert: Das Platzen der New-Economy-Blase zu Beginn des Jahrtausends oder die Finanz- und Wirtschaftskrise 2008. In diese gesamtwirtschaftlichen Krisen mischen sich aktuell Branchen- und Unternehmenskrisen, häufig verursacht durch die disruptive Kraft der digitalen Transformation oder durch Managementfehler. Unternehmenskrisen sind somit gewissermaßen der Normalfall einer typischen Unternehmensentwicklung und treten in jedem Unternehmen früher oder später auf. Dementsprechend legen einige Modelle des organisationalen Lebenszyklus (Ringlstetter & kaiser, 2004) nahe, Unternehmenskrisen als wenig außergewöhnlich bzw. normale und permanente Begleiterscheinung unternehmerischen Handelns aufzufassen (insbesondere Greiner, 1972). Dabei kann man unter Krise allgemein den abrupten Bruch einer bis dahin kontinuierlichen Entwicklung (Krystek, 1987, S. 3) verstehen. Dieser Bruch markiert einen Wendepunkt in der Unternehmensentwicklung, dessen konkreter Ausgang nicht absehbar ist und der zudem die gesamte Unternehmung oder deren dominante Ziele gefährden kann. Es ist somit zu Recht auf die ambivalenten Entwicklungsmöglichkeiten in einer Krise hinzuweisen.
Customer foresight is a relatively new research field. We introduce the customer foresight territory by discussing it localization between customer research and foresight research. For this purposse, we look at a variety of methods that help to understand customers and future realities. On this basis we provide an overwiew of customer foresight methods and outline an ideal-typical research journey.
This book presents an empirical investigation of the efforts that multinational pharmaceutical companies take in order to find a business model that allows for a profitable access to the Bottom of the Pyramid (BoP) markets. The Bottom of the Pyramid in Africa is frequently mentioned as an attractive market due to its sheer size. Yet most companies struggle to access it because of the low price level, difficult physical market access and challenges when it comes to payment.
More specifically, the book investigates the following business model-related questions: Do pharmaceutical companies provide products that meet the needs of the BoP? What characterizes the value generation of the company? What revenue model leads to a profitable business, and what role does a network of partners play in the business model?
Findings reveal that there is no ‘one-size-fits-all’ answer to these questions. Providing continuous availability, affordability at a good quality of goods and services, creating health awareness, as well as localizing business to achieve a level of inclusivenessare essential prerequisites for success. In the last chapter this book provides a business model prototype that accounts for these key success factors for business at the Bottom of the Pyramid and points to further research topics.
The SDGs give an overview of the world's development challenges of the present and the coming decades and set a new global agenda for more inclusive and sustainable development and growth. These challenges also represent opportunities for social innovations and the creation of scalable and financially self-sustaining solutions by businesses and (social) entrepreneurs. Examples of solutions to social and ecological challenges are for instance providing low-income communities with access to affordable, quality products and services in areas such as water and sanitation, energy, health, education and finance. New business models can meet customer demands by providing solutions and thereby create opportunities for low-income people as employees, suppliers and distributors.
Die Produktindividualisierung, Digitalisierung und Automatisierung der Produktion erfordern eine ständige Anpassung der Produktions- und Intralogistikprozesse. Referenzmodelle unterstützen dabei Produktions- und Fabrikplaner mit Standards, Werkzeugen und vielem mehr. Eine Marktrecherche von Referenzmodellen zeigt erhebliche inhaltliche und methodische Unvollständigkeiten auf. Eine daraus abgeleitete Handlungsempfehlung für die Konstruktion eines Intralogistikreferenzmodells wir vorgestellt.
Since Adam Smith, the “homo oeconomicus” is the behavioural model in economics. Commonly this model characterizes a selfish individual, a kind of ruthless type, whose greed for profit seems to take precedence over moral values. Already 100 years ago, Max Weber provided a modernization of the model concerning the methodological individualism. Recent research in cognitive sciences reveals a further modernization of this standard model in economics. Neuro-economics, a highly interdisciplinary research field, is building a new behavioural consensus. This article examines the new properties of the “neuro-homo oeconomicus”. We show that the new behavioural model is rather similar to the long-standing economic prototype. To that extent, the neuro-model is more hype than hope. In principle, this article considers an ancient philosophical question about the nature of humans in general.
Participation in fast fashion brands’ clothes recycling plans in an omnichannel retail environment
(2020)
The rise of the fast fashion industry allows more and more people to participate in fashion consumption, but goes along with negative consequences on the environment. To reduce wastage, fast fashion retailers have begun to offer used clothes recycling plans to which customers can submit clothes they no longer wear. Since these recycling plans have mainly been operated in offline stores so far, the rise of omnichannel retailing poses new challenges on retailers with regard to organizing the plan and motivating consumers to participate. On a sample of N=370 Chinese fast fashion consumers, this paper investigates, which factors determine consumers’ willingness to participate in fast fashion brands’ used clothes recycling plans in an omnichannel retailing environment. It finds that consumers’ clothes recycling intention is determined by individual predispositions (environmental attitude, impulsive consumption), as well as by organizational arrangements (channel integration quality), as well as by the outcomes of their interaction (consumer satisfaction, brand identification). Conclusions are drawn, implications for omnichannel fast fashion retailing practice, as well as for further research, derived, and limitations discussed.