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This book combines academic and managerial insights on achieving business success in Sub-Saharan African markets. It offers a holistic view of business in Africa by addressing key elements of a business model. After a part that presents situational analyses of the business environment companies encounter in Africa, the book delves into the operational analysis. Each section is introduced by a conceptual chapter written by academics to set the stage and provide an overview of the pertinent issues for the subject matter in Africa. Subsequent chapters written by managers offer in-depth insights into some of the specific issues, challenges, and actions companies engage in while doing business in Africa. The sections cover market entry forms, sales, marketing and distribution, supply chain and logistics, as well as leadership, human resources and financing. The book brings together the European and the African perspectives as operational business issues are equally relevant for all companies. The authors come from a wide range of countries, from the USA to Europe and Africa, and cover a multitude of industries. The book is appropriate for both European and African practitioners and scholars.
In a rapidly changing economy, companies must be able to keep pace with the dynamics of customer preferences. Traditional product development methods often reach their limits in gaining deep insight into the customer's needs, desires, and emotions. The Jobs to be Done (JTBD) framework aims to understand the true motivations and needs of customers by understanding and analyzing the so-called jobs that customers want to do. This study examines the potential of JTBD, in particular JTBD interviews, to improve product management. While there are few case studies on such interviews in the gray literature, empirical studies on the key elements and challenges of JTBD interviews in practice are limited. The goal of this study is to identify the critical elements and challenges in conducting JTBD interviews. This research method used is a qualitative interview study. The results explain critical factors that can make JTBD interviews effective. In addition to the familiar factors such as thorough preparation and confidence-building, this includes structuring the interviews, e.g. with a timeline or a job map. Such structuring is not common in traditional customer interviews. The results provide practical guidance for companies to conduct or improve JTBD interviews to better align their product development with the actual needs of their customers.
This chapter provides an overview of what a business model is, what concepts are used in practice, and when to adapt or innovate your business model. A business model is a holistic view of a company’s business approach, covering all aspects of value generation along the value chain. There are internal and external factors that require business model innovation. Among the external factors are different business environments and conditions, such as European companies face when entering African markets. Already many innovative business models exist, many of which make use of digital technologies, that work well in the African context. European companies should consider partnering with local firms in African markets and integrating them into their business model.
We identify five overarching topics: First, a recurring key success factor is the cooperation with local partners across all functions. Local partners usually have a close network in politics and business, are familiar with the bureaucratic requirements and the local culture, and have the know-how to position high-quality European products in African markets. It is crucial to carefully select partners based on prioritized and industry-specific search criteria to ensure long-term business success. Second, investment in local resources is a key success factor. Investing in an African country carries various advantages and shows commitment to the market. It can take many forms, e.g., investing in local production, a storage facility, a sales office, training of partners, customers, and own staff. Investment in knowledge and technology transfer to local employees, partners, and customers through training and other capacity-building programs not only improves the competitive situation but also enhances skills that will benefit German and African firms and will eventually contribute in the long run to the development of African countries. Third, a careful analysis and approach to business in Africa is recommended, given the heterogeneity of African markets. Neither a one-size-fits-all strategy is a suitable approach nor is the transfer of existing business models from industrial markets. Specific challenges and differing business environments across African countries must be examined, and all relevant aspects affected need to be adjusted accordingly, sometimes leading to business model innovation. Fourth, a particularly promising trend for improving Africa business is digital transformation. Digitalization enables innovative and customized business models for African markets. It also has the potential to significantly raise the transparency and efficiency of bureaucratic procedures. Also, companies can improve many of their operational processes using new technologies, e.g., for marketing, logistics, and distribution.
One of the most significant supply chain-related challenges of doing business in Sub-Saharan Africa (SSA) affecting production, procurement, and distribution is logistics. In this chapter, critical features of international logistics and national logistics in SSA will be outlined along established criteria such as transport costs, availability, flexibility, transport duration, and quality. The core argument of this chapter is that innovative technologies have the potential to significantly improve international and national logistics to conduct business in SSA successfully. Blockchain technologies ease customs clearance procedures at ports, while geocoding, drone transport, and marketplace platforms have the potential to considerably improve logistics in Sub-Saharan African markets. Apart from the strengths of the new technologies, some weaknesses and pertinent challenges of logistics in SSA will be revealed.
Im Zusammenhang mit der Internationalisierung von Unternehmen werden heute zahlreiche Fach- und Führungskräfte für längere Zeiträume an Auslandsstandorte versetzt. Insbesondere für Neuentsandte ist in diesem Kontext der kommunikative Austausch mit erfahreneren Kollegen wertvoll. Einige Unternehmen nutzen die Erfahrungsweitergabe unter Auslandsentsandten gezielt im Rahmen ihrer interkulturellen Personalentwicklung. Julia Hormuth untersucht, wie erfahrenere Auslandsentsandte ihre kulturellen Erfahrungen im Gespräch an Neuentsandte weitergeben und welche typischen Herausforderungen sich dabei ergeben. Der Fokus liegt auf den kommunikativen Prozessen der Erfahrungsweitergabe. Auf der Basis einer Analyse von Gesprächen zwischen Mitarbeitern eines deutschen Industriekonzerns wird ein Beschreibungsmodell für die Weitergabe kultureller Erfahrungen unter Auslandsentsandten entwickelt.
Neuroscience has enriched various social science fields, including anthropology, marketing, law, and political science. Though these disciplines have seen successful integrations with neuroscience, the synergy between brain research and strategic management, termed "neuroscience" by Thomas C. Powell, remains less explored. This article examines the role of neuroscience within strategic management and outlines directions for prospective research.
In today´s dynamic business world, the intersection of traditional strategy and human behavior is more relevant than ever. Brought to you by the collaborative minds of graduate students, alumni, and faculty from ESB Business School as well as contributors from INSEAD, this volume explores the subtleties of this integration. Journey through foundational theories, learn about the evolving tools, and delve into the nuanced interplay between emotions and strategic decisions. Ideal for business students, scholars, practitioners, and those curious about the fusion of strategy and human insight, "Aspects of Behavioral Strategy" provides a thoughtful glimpse into the evolving landscape of strategic management.
Die Kompetenzentwicklung in virtuellen, internationalen Teams ist eine zentrale Herausforderung für alle international aktiven Unternehmen, denn Studien zufolge hängt der Unternehmenserfolg auf den internationalen Märkten stark von der Kompetenz der Mitarbeiter ab. Es wird aufgezeigt, welche Elemente der Kompetenzentwicklung erforderlich sind, wie diese gestaltet werden können und in welchen Bändern dieser Publikationsreihe welche Detaillierungen stattfinden.
Das Interview geht der Frage nach: Verändern neue Geschäftsmodelle die Unternehmenssteuerung? Dazu machen die Diskussionspartner am Beispiel der Automobilbranche auf vielfältige Veränderungen und Entwicklungen aufmerksam. Zentral ist die Herausbildung neuer Geschäftsmodelle, die die Funktionsweise und den Marktauftritt der Unternehmen zeitgerecht und wirtschaftlich erfolgreich gestalten sollen. Ebenso wichtig ist die Zusammenfassung der vielfältigen Steuerungsaktivitäten in einem Steuerungsmodell und deren fortlaufende Abstimmung mit den sich aus dem Geschäftsmodell jeweils ergebenden Steuerungsanforderungen.
