Thesis (M.A.) from the year 2019 in the subject Business economics - Company formation, Business Plans, , language: English, abstract: The main purpose of this dissertation is to study which challenges foreign companies are faced with in Germany and outline the strategies and opportunities for related companies with special focus on the management consulting. When the challenges are taken in a wide view, simultaneously the companies can perform the analysis of opportunities and strengths against threads and weaknesses. The challenge based strategies will create economic and social value for the companies. The dissertation concludes that foreign companies can create competitive positions in Germany when they develop the understanding of challenges they face and innovative strategies based on their different culture and specific advantages. Additionally, management consulting can help to support the implementation of strategies and models. Germany has a leadership role among surrounding European countries and is the fifth largest economy in the world. It has a very high degree of openness for international trade and business. Germany has established itself as a key economic power on the global stage making doing business in Germany more attractive than ever. In Germany, business culture is defined mostly with efficiency, quality and high technical standards and discipline. The business climate is very positive. Furthermore, the consumers have plenty of savings in the pockets. Doing business in Germany without adequate cross-cultural awareness, however, is a risky proposition. Many entrepreneurships and business relationships come to an end even before they begin. The values of German business culture at the root of the country's economic success can also prove a source of cross-cultural misunderstanding for global companies doing business in Germany. The intercultural differences and misunderstandings very often result in critical loss of time and money. The foreign companies in Germany have noteworthy risks and challenges. It is essential to understand the business environment and partners. Especially with Germans, even small issues can be crucial. If the foreign business partner has not enough understanding or experience about the differences of German business environment and culture, even speaking to a potential German business partner can create unexpected problems and results.

In 2009, the PRC overtook the USA as the biggest automotive market in the world in production as well as in sales. With economic problems like stagnating real income, rising raw material prices and credit-driven consumerism in the industrial countries the importance of the Chinese market for car companies will even grow. Saturated passenger car markets in the USA and Western Europe and low rates of motorization in new automotive markets like China focus the attention of the market participants on these new, growing markets. The focus of this study is on the passenger vehicle market and lines out why the Chinese market is profitable and attractive for international manufacturers. Moreover, it shows how to deal with the problems and how to use the opportunities regarding the dimensions of internationalization. Firstly, the PEST-Analysis of the Chinese automobile market lines out the political-legal, economic, socio-cultural and technological factors. In such a rapidly changing and growing as well as culturally completely different country like the PRC, the framework conditions and circumstances are of big importance for foreign enterprises willing to do business there. The third chapter deals with possible internationalization strategies for China by showing possibilities of timing and market development strategies plus options for locating business markets. This is also further established in the fourth chapter, in which the internationalization strategies of two German enterprises are analyzed. Furthermore the fourth chapter analyses the internationalization strategies of VW and BMW. At the end of this thesis, the results are summarized in two SWOT-analyses of both firms including measures on how to deal with threats in the PRC and on how to benefit from strengths and opportunities.

Inhaltsangabe:Abstract: Germany is Russia s biggest trade partner. According to Russian official statistics, Russia imported 8.1% from and exported 13.4% to Germany in 2006. For Germany, Russia ranks eighth in overall trade volume, with exports about 23 Billion Euro and imports about 30 Billion Euro. Due to high prices for oil and gas, which amount for roughly 60% of Russian exports, the statistics indicates a negative trade balance for Germany since 2003. Germany is Russia s oldest trade partner, as well. No other West-European country has the same history of cultural, social and economical exchange with Russia as Germany does. The very term `German ́ in Russian language was century long the word for all `foreigners ́. Having left behind a century of forced antagonism, both countries are nowadays converging steadily. Today, the Russo-German trade relationships become more and more important for both countries. This paper focuses on the strategies German companies pursue on the Russian market. The fundamental question is empirical in nature: What have German companies done in Russia? . The ultimate aim, however, is to gain empirical evidence for theoretical reasoning: What should German companies do in Russia? . The paper consists of three parts. The first part gives a brief overview over Russo-German trade relations and Direct Foreign Investment. The Second part describes the legal, social and cultural environment in Russia and how German companies cope with it. The third part focuses on their strategy in response to their aims and to the environment. Inhaltsverzeichnis:Table of Contents: List of Tables7 Executive Summary8 1.INTRODUCTION8 2.METHODOLOGY9 3.TRADE RELATIONS AND INVESTMENT ENVIRONMENT11 3.1BILATERAL TRADE VOLUME11 3.2GERMAN DIRECT INVESTMENT IN RUSSIA13 3.3BUSINESS ENVIRONMENT16 4.LEGAL FRAMEWORK FOR INVESTMENT INTO RUSSIA17 4.1LEGAL FORMS OF INVESTMENT17 4.1.1THE REPRESENTATIVE OFFICE17 4.1.2THE BRANCH OFFICE19 4.1.3CORPORATE ENTERPRISES23 4.1.3.1The Limited Liability Company (OOO)26 4.1.3.2The Closed Joint Stock Company (SAO)27 4.1.3.3The Open Joint Stock Company (OAO)28 4.1.4OTHER FORMS OF COMMERCIAL ACTIVITY28 4.1.4.1Joint Partnership29 4.1.4.2Limited Partnership29 4.1.4.3Additional Liability Companies30 4.1.4.4The Production Cooperative30 4.2TAXATION31 5.SOCIAL ENVIRONMENT FOR MARKET ENTRY33 5.1HUMAN RESOURCES33 5.1.1Educational System33 5.1.2Labor Market35 5.1.2.1Current situation in [...]

From New York Times bestselling author and senior economic correspondent at The New York Times, how to survive—and thrive—in this increasingly challenging economy. Every ambitious professional is trying to navigate a perilous global economy to do work that is lucrative and satisfying, but some find success while others struggle to get by. In an era of remarkable economic change, how should you navigate your career to increase your chances of landing not only on your feet, but ahead of those around you? In How to Win in a Winner-Take-All World, Neil Irwin, senior economic correspondent at the New York Times, delivers the essential guide to being successful in today’s economy when the very notion of the “job” is shifting and the corporate landscape has become dominated by global firms. He shows that the route to success lies in cultivating the ability to bring multiple specialties together—to become a “glue person” who can ensure people with radically different technical skills work together effectively—and how a winding career path makes you better prepared for today's fast-changing world. Through original data, close analysis, and case studies, Irwin deftly explains the 21st century economic landscape and its implications for ambitious people seeking a lifetime of professional success. Using insights from global giants like Microsoft, Walmart, and Goldman Sachs, and from smaller lesser known organizations like those that make cutting-edge digital effects in Planet of the Apes movies or Jim Beam bourbon, How to Win in a Winner-Take-All World illuminates what it really takes to be on top in this world of technological complexity and global competition.

In the wake of globalization, international management has gained importance as a decisive element behind the success of a business enterprise, however little is known about the collective strategies between two foreign firms in an overseas market. This book discusses the theory of collective international strategies and the adaptation of Japanese and German companies to the changing conditions of global competition due to third market business cooperation. The author analyses the management style of Japanese-German business cooperation in Asia on a strategic and operative level and offers advice for the success of collective strategies and shows what we can learn from Japanese-German companies in Asian markets.

Research Paper (undergraduate) from the year 2007 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, University of applied sciences Frankfurt a. M., course: Master of Business Administration, language: English, abstract: This case study is about a company called Martinez Construction, a well-established construction company located in eastern Spain. The company was founded in the mid-1940s and has been in the hands of the Martinez family since then. Most probably the company was a small- to medium-sized enterprise (SME) with a limited amount of resources and capital operating in one country so far. After the fall of the Iron Curtain between Western and Eastern Europe and the reunion of West and East Germany (1989), Martinez Construction thought about the development of Germany as new foreign market for expanding their business operations.