Pipeline management for the acquisition of industrial projects

The management and controlling of the industrial project acquisition process, with its staged, funnel-like structure, has been neglected in empirical research so far—even though an effective acquisition process is crucial for economic success. In addition to profitability, the main goal of industrial companies is to implement a pipeline process that ensures that the pipeline is always filled with acquisition projects and results in a constant stream of orders over time. The projects considered are characterized by complexity, uniqueness, and discontinuity. Based on a large-scale survey among German industrial companies, we describe the industrial project acquisition process, where the projects mentioned above are sold on a non-continuous basis to industrial customers. We assess how the industrial project acquisition process is really structured, whether a sales funnel management is applicable and utilized by sales management to monitor and control this process, and whether a sophisticated sales funnel management contributes to enhanced economic success.     

CORPORATE HEDGING AND SHAREHOLDER VALUE

Although theory suggests that corporate hedging can increase shareholder value in the presence of capital market imperfections, empirical studies show overall mixed support for rationales of hedging with derivatives. Although various empirical challenges and limitations advise some caution with regard to the interpretation of the existing evidence, the results are consistent with derivatives use being just one part of a broader financial strategy that considers the type and level of financial risks, the availability of risk management tools, and the operating environment of the firm. Moreover, corporations rely heavily on pass‐through, operational hedging, and foreign currency debt to manage financial risk.     

Sensibler Umgang verhindert Retraumatisierung

Traumatische Erfahrungen begleiten Betroffene ein Leben lang - Wird bei einer Krankenhauseinweisung oder beim Umzug in ein Pflegeheim die Posttraumatische Belastungsst?rung nicht erkannt, kann es leicht zu Traumareaktivierungen kommen, die auch juristisch bedeutsame Entscheidungen nach sich ziehen k?nnen.     

Explaining the size differences of exporter premia: theory and evidence

Two decades of research have established pronounced exporter productivity premia (EPP) and exporter size premia (ESP). Yet, we do not know why such exporter premia differ so widely in magnitude across countries or sectors? We take this question to the theory and to the data. We derive the sectoral EPP and ESP in a standard heterogeneous firms trade model and apply the insights from the model to guide our empirical investigation of detailed Danish firm-level data. We show that a significant share of the observed variation in EPP and ESP across sectors can be accounted for by sector differences in the underlying variation in productivity dispersion, variable trade costs, the ratio of fixed export costs to fixed costs of production, and the elasticity of demand.     

Gut geruht?

Schlafst?rungen vorbeugen - Oft sind Schlafst?rungen Bestandteil psychischer, organischer oder neurologisch degenerativer Erkrankungen. Sie k?nnen aber auch die Folge falschen Verhaltens oder ungemessener Schlafbedingungen sein. Also: Was f?rdert gesunden Schlaf, was behindert ihn?     

Communication Quality in Business Negotiations

The quality of a business negotiation process is usually assessed by its economic outcome, e.g. in terms of Pareto efficiency or distance to Nash equilibrium. We argue that this assessment method is insufficient in that it fails to provide a comprehensive analysis of business negotiations. Negotiators engage in highly complex communication tasks, and these communication processes should be analysed along with the outcome in the overall evaluation of a business negotiation. To this end, we will introduce Communication Quality as a new construct for analyzing the negotiation process. Furthermore, it will be argued that Communication Quality itself can affect economic negotiation outcomes both short- and long-term. We will present relevant aspects of Communication Quality, outline a scheme for its operationalisation and measurement, and discuss its probable impacts on business negotiations.     

Outsourcing of Unionized Firms and the Impact of Labor Market Policy Reforms

This paper shows that outsourcing of parts of the workforce in unionized firms leads to wage moderation both in the case of strategic and flexible outsourcing. As long as the share of the outsourced workforce is not too large, this wage‐moderation effect on domestic employment outweighs the direct substitution effect so that domestic employment increases in unionized firms as outsourcing costs fall. With respect to the impact of labor tax reform changes in the wage tax rate, the tax exemption and the unemployment benefit payments affect domestic wage setting in the same way as in the absence of outsourcing. Furthermore, increasing the degree of tax progression by keeping the relative tax burden per worker constant continues to be good for employment. However, except for low outsourcing activities, the impact of these policy measures will become smaller as outsourcing costs fall.     

The value of extended delegation in dynamic agency

One of the main advantages of delegation is that specific department level information is used. Its main disadvantage is probably that central management looses direct control over certain actions. In this paper we challenge this widely accepted trade-off. We show that delegation might be favorable even if specific knowledge is completely absent. We consider a firm that lives for two periods. Due to its organizational structure part of the tasks and decision rights is inevitably delegated to a subordinate (agent). The agent performs the tasks assigned to him, tantamount to personal effort, in each of the two periods. Besides this effort the decision to implement a particular project has to be made at the beginning of period two. With regard to the project choice, central management can decide to delegate it to the agent (decentralization). Alternatively it can make it personally (centralization). If the project choice is decentralized it remains unobservable for central management. Along with second period effort it must be motivated via an incentive contract written on period output.We analyze two different contracting regimes: long-term commitment and long-term renegotiation-proof contracts. With full commitment we find that centralization is indeed favorable as compared to delegation if no informational advantage exists. This confirms conventional wisdom. However, the result does not necessarily hold with renegotiation-proof contracts. Renegotiation-proofness may force central management to set too low second-period incentives. Delegation counteracts this effect as it allows central management to implicitly commit to a higher second-period incentive rate. This arises as both, personal effort and the project choice, rather than effort alone need to be motivated. A necessary condition for too low second-period incentives, and thus for delegation to be favorable, is a negative intertemporal correlation of output.     

An international review of sponsorship research: extension and update

This article extends and updates an existing review of 80 Anglo-Saxon studies on sponsorship published prior to 1996 with contributions of European origin (66 additional studies) and studies published subsequently (87 additional studies). It thus gives an account of the evolution and current state of sponsorship research worldwide and points out new research directions. Over the past six years there have been clear advances in research into, and evaluation of, sponsorship effects and strategic sponsorship management. There has also been a notable shift towards a better understanding of how sponsorship is perceived by the end consumer. Overall, however, research is focused too much on consumer goods and service companies pursuing awareness and image objectives while engaged in sports sponsorship. Other types of institutions, other sponsorship objectives and other sponsorship areas are widely neglected. The same is true of the functional affiliation of sponsorship within the firms and sponsorship budgeting processes.     

Quo Vadis,marketing? Toward a relationship marketing paradigm

The marketing mix and its 4Ps have remained the marketing paradigm for decades. In the article it is argued that the foundation for this paradigm is weak and that it has had negative effects on marketing research and practice. Contemporary research into services marketing and industrial marketing demonstrates that a new approach to marketing is required. This new approach is based on building and management of relationships. A paradigm shift in marketing is under way. The thoughts and actions of marketing academics and practitioners should not be constrained by a paradigm from the 1950s and 1960s.