Deduktion der Ertragsgesetze aus Prämissen

Ohne ZusammenfassungMit 1 Textabbildung     

Exportkreditgarantien und –bürgschaften in der Diskussion

Öffentlich gesicherte Exportgarantien und –bürgschaften bilden die Grundlage der staatlichen Ausfuhrförderung in Deutschland. Wie sind Exportkredite aus ordnungspolitischer Sicht zu bewerten? Welche Risiken werden in der Praxis abgedeckt? Gibt es Anlass, die mittel– und langfristige Exportfinanzierung der Unternehmen zu reformieren?Dr. Karl–Wolfgang Menck, 63, ist wissenschaftlicher Mitarbeiter im Forschungsschwerpunkt Handel und Entwicklung im Hamburgischen Welt–Wirtschafts–Archiv (HWWA) in Hamburg.     

Two implications of habit formation for international trade

A country's choice set of trade policies becomes very constrained when its consumers are subject to habit formation. Free trade may, in fact, lie outside the choice set. Furthermore, the rise in import elasticities' values over time can be attributed to habit formation.     

HRM in dynamic environments: Exploitative,exploratory, and ambidextrous HR architectures

Abstract

The current economic crisis has brought to the fore the need for firms to deal with ambiguity and complexity. Hence, firms need a specific balance between exploration and exploitation in order to keep pace with varying and changing environmental conditions. Hitherto, there is limited research that has examined the nexus of HR architectures, ambidexterity, and environmental dynamics. In this conceptual paper we ask: How do HR architectures serve as a means of balancing exploitative and exploratory learning in different dynamic environments? We explain how exploratory, exploitative, and ambidextrous HR architectures with their embedded HRM systems on the business unit level enable organizations to meet different environmental requirements. Thus, firms in which heterogeneous demands for flexibility and for innovation co-exist need to develop internally differentiated HR architectures. In particular, we elucidate how critical the organization’s ability is to connect different HRM systems to create an ambidextrous HR architecture to find an appropriate balance between exploration and exploitation.     

How to sell services more profitably

When products become commodities, manufacturing companies may seek to differentiate themselves with value-added services--a potentially profitable strategy. Unfortunately, companies often stumble in the effort. Reinartz and Ulaga conducted in-depth studies of 18 leading companies in a broad variety of product markets to learn what distinguished the successes from the rest. They discovered four steps to developing a profitable services capability. RECOGNIZE THAT YOU ALREADY HAVE A SERVICE COMPANY: You can identify and charge for simple services--as Merck did when it stopped quietly absorbing shipping costs. Switching services from free to fee clarifies their value for managers as well as for customers. INDUSTRIALIZE THE BACK OFFICE: To prevent delivery costs from eating up service-offering margins, build flexible service platforms, closely monitor process costs, and exploit new technologies that enable process innovations. The Swedish bearings manufacturer SKF provided off-site access to an online monitoring tool that could warn of potential failure in customers' machines. CREATE A SERVICE-SAVVY SALES FORCE: Services require longer sales cycles and, often, decisions from high up in a customer's hierarchy; what's more, product salespeople may be inimical to change. Schneider-Electric did a major overhaul of its sales organization and trained its people to switch from cost-plus pricing to value-based pricing. FOCUS ON CUSTOMERS' PROCESSES AND THE OPPORTUNITIES THEY AFFORD FOR NEW SERVICE OFFERINGS: You may need to acquire new capabilities to take advantage of those opportunities: The industrial coatings specialist PPG had to learn how painting robots function after it offered to take over Fiat's Torino paint shop. Services can both lock in customers and help acquire new accounts. They should be developed with care and attention.