Bøger af Arend Grünewälder

Seminar paper from the year 2007 in the subject Leadership and Human Resources - Employer Branding, grade: 1,7, University of applied sciences, Neuss, course: Marketing, language: English, abstract: Employee attraction and retention will continue to play an important role for companies. Vacancies needs to be filled with qualified and flexible talents which are limited available on the HR market. Thus companies have to create effective instruments for fighting for talents. Before compiling a strategy for initiating an Employer Branding development, this working paper analyzes the needs for Employer Branding as well as the elements influencing the attractiveness of an Employer.According to surveys mentioned in the following chapters, it is proven that a strong Employer Brand has a significant influence in the employees performance and that a strong product brand can essentially support the development of the employment brand. The attributes playing highest role in Employer Branding importance are reputation of products and services, corporate culture and work environment.The practical roadmap for initiating an Employer Branding strategy consist of a four step system. Embedded system elements are (1) assess, (2) construct, (3) implement and (4) measure. In the phase of setting up an Employer Branding strategy as well as measuring its effectiveness, a benchmarking with other company¿s efforts and best practices can be helpful. Some sources and success stories are listed later in this assignment.A number of examples and numerous researches reflected in this paper allow to state that an investment in a strong Employer Branding is a good investment in the company¿s future. The global market, the current demographical trends and other challenges will produce a shortage of talents. During the last decade, many labour markets had encountered a shortage of skilled labour. In fact, whole industrial branches have had serious problemsto fill vacancies. Many have forecast horror scenarios for the labour market, whereas others have created strategic concepts to cope with it.

Seminar paper from the year 2005 in the subject Organisation and administration - Miscellaneous, grade: 1,3, University of applied sciences, Neuss, course: Marketing, language: English, abstract: "Corporate Social Responsibility", or CSR for short, is the buzzword for company'svoluntary initiatives involving a number of various activities and company's programs.But the question is what does Corporate Social Responsibility really means and how isit implemented in German companies? Expectations are growing as the public at largeand, increasingly, the financial markets want to know not just what a company doeswith its profits, but also how it earns them.This assignment examines first in what extend ethical aspects are an essentialcondition for the justification of Corporate Social Responsibility. Therefore the basicaspects of CSR and the paradigms to ethics will be discussed in the first part.Afterwards before examining the situation of CSR in the German businesseslandscape, the main elements to build up a program focussing on social responsibilitywill be listed. Then with the insight of what drives a CSR program, the question how isit implemented in German companies in order to meet stakeholders expectations willbe answered. Several surveys conducted by agencies and the German ministry will bethe basis for an objective reflection of the situation in Germany and illustrating thevariety of initiatives and commitments. Final regards on the problems and risksconnected with Corporate Social Responsibility are mentioned to close up the study. If you follow the literature and daily press, marketers are verifying their relationshipswith social values and responsibilities. Philip Kotler is pointing out in his 'Principles ofMarketing' that "as the worldwide consumerism and environmentalism movementsmature, today's marketers are being called upon to take greater responsibility for thesocial and environmental impact of their actions." Demands in corporate ethics andsocial responsibility have become important topics for the companies. Only fewcompanies can ignore this demanding change, but are being forced to take actionwhen authorities and the public are claiming. More forward-looking businesses readilyaccept their role and seek ways to best serve the interests of their customer andcommunities. They are building social responsibility and action into their companygoals and with that approach, they include concerns for individual and communitywelfare in their daily decisions.

Seminar paper from the year 2008 in the subject Business economics - Offline Marketing and Online Marketing, grade: 1,7, University of applied sciences, Neuss, course: Marketing Strategies, language: English, abstract: Mobility is not just the fastest-growing technology in the history of mankind. With potentially four billion people being connected by mobile devices by the end of 2009, and many people having their first internet experience over a mobile device rather than a PC, mobility is changing people¿s lives for the better. This is a huge responsibility and test for companies in the business. But Nokiäs CEO, Olli-Pekka Kallasvuo, is claiming that his company has always been good at adapting to both change and challenges.This work examines how well the world largest cell phone manufacturer is prepared to maintain customer¿s continuous trust in their company and products; what is their strategy to continue success while changing.The works examines in three steps Nokiäs strategy execution: the corporate strategy level, the business-level strategy, and the marketing strategy level. Finally, the analysis results are collectively examined in the SWOT-analysis before drawing the conclusion for which of the various generic competitive strategies Nokia is deploying. For most of Nokiäs 140-year history the Finish company was a sprawling conglomerate making toilet paper, rubber boots, wooden flooring, telephone cable, and a bunch of other unrelated products. The firm entered the telecommunication business in the 1960s when it started making radio transmission equipment, and it strengthened its position in that industry during the 1980s when it introduced the first fully digital telephone exchange in Europe and introduced the world¿s first mobile car phone; though at 22 pounds the phone wasn¿t all that mobile and was marketed mainly as a business tool.Today Nokia is the world leader in mobility, leading the convergence of mobility and the Internet. Nokia now makes a wide range of mobile devices, services and software that enable people to go beyond communications to navigation, music, video and more.Nokia is not only the world leader in mobile phones. They are also the world¿s largest camera manufacturer and a leader in digital music with sales in more than 150 countries.

Seminar paper from the year 2007 in the subject Business economics - Offline Marketing and Online Marketing, grade: 1,7, University of applied sciences, Munich, course: Customer Relationship Management, language: English, abstract: Investing in information technology without relevant questions or a plan for application can lead to the development of a very expensive toy that offers no return on investment. While the planning and implementation of the CRM projects are examined in this work, potential organisational problems and barriers in the attitude of involved employees are analyzed for each implementation phase. The foundation of an accurate CRM implementation is the adoption of a firm¿s strategy that should be designed to optimize both profitability and customer satisfaction. Many organisations today have discovered it is a mistake to think about Customer Relationship Management (CRM) systems exclusively in technological terms. A customer focus without accurate information is similar to attempting to circumnavigate the planet without a map.1 Investing in information technology without relevant questions or a plan for application can lead to the development of a very expensive toy that offers no return on investment. While the planning and implementation of the CRM projects are examined in this work, potential organisational problems and barriers in the attitude of involved employees are analyzed for each implementation phase. The foundation of an accurate CRM implementation is the adoption of a firm¿s strategy that should be designed to optimize both profitability and customer satisfaction. To realize CRM, organisations must foster behaviours and implement processes and technologies which support coordinated customer interactions throughout all customer channels. In order to achieve this, organisations must develop the strategic and functional components of the CRM projects. The implementation of a CRM strategy is a series of small projects. These projects are all identified when the strategy is defined, and they normally fall into the categories: developing a strategy, implementing operational and analytical projects. If this is not done accurately and/or there is lack of management understanding and commitment, the organisation can be exposed to problems such as retention of employees or data quality problems. The organisation is thus not in a position to initiate the desired customer relationship and to increase revenues while at the same time reducing costs.