Quellenverzeichnis - Home - Springer978-3-8350-9468-0/1.pdf · 306 Quellenverzeichnis Alpert, F. H., Kamins, M. A. (1995), An empirical investigation of consumer memory, attitude

Quellenverzeichnis 305

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Anhang 365

Anhang

Zunehmende Intransparenz, zunehmende

organisationale Tragheit

•

Umfeldeinflusse

4-Strategic logic: ..Weltanschauung"

der Manager

jl Management-Strategie

t "— Intangible Assets

— Tangible Assets

— Prozesse

Produkte

Information

Markte

Unternehmen als offenes System

Abb. A-1 Unternehmungen als „ offene Systeme " [SANCHEZ/HEENE 1996, S. 41]

366 Anhang

Stakeholder Ressourcen-Input

Ressourcen-Output

Shareholder

Management

Angestellte

Finanzielle Mittel

Know-how Fahigkeiten Arbeitskraft

Know-how Fahigkeiten Arbeitskraft

Uberdurch-schnittlichen ROI

Hohere Vergutung Privilegien und Prestige

Hohere Vergutung Privilegien und Sicherheit

Kunden

Lieferanten

Wettbewerber

Regierung Regulierungs-behorden

Andere Interessen-gruppen

Nachfrage Umsatz Kenntnis ihrer Bedijrfnisse

Rohstoffe Materialien Vorprodukte

Wettbe-werber-wissen

Sicheres Rechts-system fur den Ressourcen.-tausch

diverse Ressourcen betreffend

Qualitat bezahlbare sichere Produkte

Profitable Auftrage

Faire Wettbewerbs-aktivitaten

Befolgung der Regein (z.B. Gesetze)

Diverse Bedurfnisse

Alternativen des Umgangs mit Ressourcenabhanglgkeit

Verweigerung

Vermeidung

Management der Nachfrage der Umwelt, z.B. durch:

• Nachfragekontrolle • Kontrolle der Definition der

Befriedigung • Kontrolle der Entstehung der

Nachfrage

Anpassung an die Nachfrage der Umwelt z.B. durch:

• Anderung des eigenen Verhaltens (z.B. durch das eigene Marketingkonzept)

• Anderung der Abhangigkeiten, durch:

- Merger (Abhangigkeit verringern)

- Wachsen (steigert Grad zu dem andere vom fokalen Unternehmen selbst abhangig werden)

• Abhangigkeiten verhandein, durch:

- Koordination/Regulation (mit Hilfe von Regierung Oder Regulatoren)

- Kooptation (z.B. Schachtelaufsichtsrats-mandate)

- Kooperation

Abhangigkeit

^

4

<

4

4

l i i •1 nil

m III iiiii 111 • i i i i i i i i i l l i

i l l

• i i i l i l l •iii

I'll

• i ni l i i i l

I I I i i i l •11 iiiii

iiiii iiiii ii i i i

ill Abb. A-2 Anwendungsorientiertes Modell der Ressourcenabhanglgkeit [SHEPPARD J995, S. 30]

Anhang 367

CO

o

i

c

i.

iL C CO

0 .2 0

r9 ^ S

4

2.

Q.

A

(0 y -^

s i s •

If (0 OJ <D 1 -

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4

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LL a.

•

« . C ? .9 c

o .2 {« S 2 1 ? 2 B O O U J > Q . 5 < Q . c

c

t c 2 .2 Q- CD •« o .«« O - D C

2 -O CO

•n c: 0) c '5 •" « %0

I il 1- ir CD

,_ c C 3 0)

.2 Q. o) o o) £ o

i

if Iflll U. Q. O ^ 0} X >

3 p '

> CO LU

O '

1 i |

IS 0) Q

A

6 c o E o Jg £ - 2 f

? r^-\ - / C (B \

~7 "? /

3)

5

o "S .-i CD (§ 5

> 2 O C 05 O C UJ D. > 0) "03 O liJ

. E o > © 2 i S c D

Q. O CO ^ .5 CO -S Q-

V ^

\ i i i i k k i k

c 3 o M '5< ^ O 0 CD

_ ;K C 92 CD "55 3 2 - o o 2 a

3 _ - g o 0 . 0 . ^

i o ^ 1 s .£ 1 11. iS > 1- ^ .£ N

fi (D C C c .CD © 0) 0) N O) TJ T3 O ® Z N C CO E 1 ilil 5 5 5 1 1 1

1- - 2 CD C jc

? l l l l c 1 iiisi Jr X <D 0) o).E Q UJ > 1- o)j=

y46Zj. .4- 3 ProzessmodellJiir radikale Innovationen [VERYZER 1998, S. 317; BILLING 2003, S. 41]

368 Anhang

Eintrittswahrscheinlichkeit eines Angriffes

Bedeutung der Inforr Unternehmen (inc potenziellen mate

immateriellen S

/A

•

/

• \ ^

nation fur das . Hohe des riellen und :hadens)

^^^"^^""^Z \\ ^ Schutz ist dringend

m^ / ! ^ Schutz ist wichtig

/ ; ^ Schutz ist abzuwagen

/ 1 Exklusivitat der / / * intormation

/ ' • Informationsbereiche

Abb. A- 4 Bewertung der Risiken ditrch Informationsabfluss fur ein Unternehmen feigene Darstellung in Anlehnung an MARK 1997, S. 66ff.]

Kauf- Tausch-vertrag geschaft

Markt

Internalisierung

Langfristige Lizenz- Joint Liefervertrage/ /Franchising- Ventures

Subunter- vertrage nehmerschaft

i i interorganisationale

Kooperation

Profit- Funktional-Center- organisation Organi-

sation/SGE

Hierarchie

Externalisierung

Abb. A- 5 Kooperationsformen zischen marktlicher und hierarchischer Koordination [in Anlehnung an SYDOW 1992, S. 104]

Anhang 369

Hofer/Schendel 1978, S. 145 ff

Grant 1991, S. 119

Verdin/Williamson 1994 78 ff.

Barney 1991, S. 101

Burki1996, S. 51

Burki1996, S. 48

Bamberger/Wrona 1996, S. 131

Carneiro 2000; S. 91

Finanzressourcen

Physische Ressourcen

Humanressourcen

Organisatorische Ressourcen

Technologische Fahigkeiten

Inputressourcen

Prozessressourcen

Outputressourcen

Kundenressourcen

Allgemeine Ressourcen

Physische Ressourcen

Humane Ressourcen

Organisatorische Ressourcen

Humane Ressourcen

Nicht humane Ressourcen

Hybride Ressourcen

Materielle Ressourcen (physische und finanzielle) Immaterielle Ressourcen (Eigentumsrechte, Kompetenzbasierte Rechte und beziehungsbasierte Rechte) Organisatorische Ressourcen (formale und informale Planungs-, Kontroll- und informationssysteme)

Physische Ressourcen (Geld, Equipment, Materialien, Aniagen und Zeit)

Konzeptionelle Ressourcen (Daten, Infoermationen und Wissen)

Tab. A-1 Kategorisierungen von Ressourcen

IVIcGonagleA/eila 1993, S. 9 f., 64 ff. und 51 ff; Porter1999b, S. 88ff. Kairies 2004, S 57 ff. und 158 ff. Graumann/Weisman1998, S. 9 ff. und S157f. Und S. 165 ff. McGonagleA/ella 1998, S. 15 f. und 42 ff. und S 47 ff. Dreger1992, S. 33ff. West2001,S. 33und222ff. Deltl2004, S. 15f. und58ff. Brezski 1989, S. 10 Grahmmer1982, S. 11 ff, Link1988, S. 87f. u. 91ff. Aaker1989, S. 84f. Homburg/Krohmer 2003, S. 394

Tab. A-2 Quellen mit Fragenkatalogen jur die Bestimmung des Cl-Inhaltes

370 Anhang

. - •' l': f- - -:' i^*||ii^'||||îyf^^^^''-î*-^;''-^ • iimw^pmppinpnipiip ^^-: •K^'^{f.''y-%

Human Ressources

Ehemalige Mitarbeiter / andere Untemehmen / Wettbewerber

Geschaftsfuhrung

Forschung und Entwicklung

Technik

Produktion

Einkauf

Finanzen

Marketing

Public Relations

Verkauf

ig^^^W^^^^PST"""'""! Personalstruktur und Organisation anderer Unternehmen, Daten uber vorangegangene Beschaftigungsverhaltnisse eigener Mitarbeiter (siehe nachtse Zeile)

Informationen uber nahezu alle Bereiche

Aufgrund vieler informeller Kontakte aggregierte Informationen uber Strategien und Entscheidungen von Wettbewerbern und allgemeine Umweltbedingungen

Durch regen Informationsaustausch mit Mitarbeitern anderer Unternehmen, Forschungseinrichtungen sowie Universitaten und Studium von Fachpublikationen Wissen uber den Stand der Technik und Forschungsbestrebungen von Wettbewerbern, allgemeine Entwicklungen und Patente

„Reverse Engineering" von Produkten der Wettbewerber, Lucke zwischen Auliendarstellung und der Realitat der eigenen und fremden Produkte (Benchmarking)

Mogliche Produktionsmethoden, dazu notwendiger Kapital und Arbeitseinsatz „Key Manufacturing", Arbeitsmotivation und -zufriedenheit

Strategische Beziehungen zu Zulieferern, mogliche Beschaffungsquellen, voraussichtliche Beschaffungskosten und -moglichkeiten „Key Components" der Wettbwerber

Eigene Finanzanalysen, Beziehungen zu Banken, Beteiligungen, Shareholder Value, Finanzmarktenticklungen,

Ergebnisse aller Marktforschungsaktivitaten der Vergangenheit, Mediendarstellungen, Strategien, Zielmarkte, Starken und Schwachen von Wettbewerbern und dem eigenen Unternehmen, strategische Ausrichtung und Markteintrittsbarrieren

Darstellung in Medien, Beziehungen zu Medien, kommunizierte Ziele und Strategien der Wettbewerber, Veranderungen im Umfeld

Starke, Personal, Kunden, Marktmacht, vergangene und wahrscheinliche, zukunftige Reaktionen der Wettbewerber auf eigene Aktionen, Veranderungen des Wettbewerberumfeldes

Tab. A-3 Unterscheidung unternehmeminterner Primarquellen [LUX/PESKE 2002, S. 78f.J

Anhang 371

I .w • *-!c. , ,^. •; \ J : , K •,. J •,,"•,.• T f , . * ' <T- ' • ,:.".-?' ' ' ; , » • ' ' <"••"••••'" r • ' ' ••-•••,-"Tia.....

Wettbewerber

Kooperationspartner

Kunden

Lieferanten

Distributoren

Ehemalige Mitarbeiter eines Wettbewerbers bzw. einer Branche

Beratungsunternehmen, Banken, Finanzanalysten, Wirtschaftsverbande, Regierungsbehorden,

1 Werbeagenturen, Gewerkschaften

1 Hochschulen und andere Bildungs- und 1 Forschungseinrichtungen

1 Messen, Ausstellungen/Kongresse und Tagungen

Alle Bereiche

Je nach Art der Kooperation Zugang zu alien Wissensbereichen

Wettbewerbsposition, Marketing-Mix, neue Produkte und Technologien der Wettbewerber, Einschatzung von Entwicklungen

Wettbewerbsposition, Investitionsverhalten, 1 Ressourcenversorgung und Naciifrage der Wettbewerber |

Wettbewerbsposition, Handelsprogrannme der 1 Wettbewerber, Umsatzabschatzungen und Margen, allgemeine Umweltentwicklungen |

Informationen aus alien Bereichen




Tab. A-4 Unternehmensexterne Primdrquellen [LUX/PESKE 2002, S. 80; MONTGOMERY/WEINBERG 1998, S. 44 jf. BERNHARDT 1993, S. 180; COMBS/MOORHEAD 1992, S. 107; MCGONAGLE/VELLA 1990, S. 99ff.;GoRDON 1989,

S. 55; GiLAD/GiLAD 1988, S. 96 ff.]

372 Anhang

:f^:'~§'-f'§,

eigenen Mitarbeiter aus alien Berelchen

^ ^ ^ ^ ^ ^ ^ ^ ^ M ^ ^ ^$^^^.^^^g-^gv,:^-^|^,y

Salesforce Customer-Relation-Abteilung

Marketing-Abteilung Vertriebsmitarbelter und AufJendienst

Printveroffentlichungen Bijcher und Nachschlagewerke Branchen- und WIrtschaftszeitschriften sowie Technische Journals Zeitungen (national und Lokal) Verzelchnisse Briefingunterlagen fur FInanzanalysten und deren Berichte Akademische Fallstudien und Projektberlchte Image-, Kundenzufriedenheits-, Kundenloyalltats- und Wahrnehmungs-Studien

Untersuchungsberlchte von externen Unternehmensvergleichen

Preislisten Kataloge In-house Veroffentllchungen Rundschreiben Presseveroffentllchungen Werbung Stellenausschreibungen Aktionarsberichte

Wettbewerber Mitarbeiter der Wettt)ewerber Tradeshows Mission Statement/Unternehmensleitlinien Shareholder Communication

Unterenehmensgeschichte Recruitingaktivitaten (z.B. auf der Internetprasenz der Unternehmen) Jahresabschlusse und Bilanzen ehemalige Angestellte

Experten Industrieexperten Joumaiisten

Focusgruppen

Medienbeitrage TV und Radiointerviews Lokale Nachrichtenmedie

Veranstaltungen Meetings und Konferenzen Tagungen

Messen Ausstellungen

Berichte, Veroffentllchungen und Planungsunterlagen von Institutionen

Regulierungsbehorden Wirtschaftskammern und Wirtschaftsverbande statistische Amter (z.B. statistisches Bundesamt) Anbieter von Datenbanken Offentliche und unabhangige Beratungen spezialisierte Marktforschungsunternehmen (z.B. GFK) Ministenen Handelsvereinigungen Wirtschaftsattaches Universitaten Akademien Warentestvereinigungen und Verbraucherschutzverbande sowie unabhangige Wareninstitute FInanzanalysten Wirtschaftsinformationsdienstleister

Wirtschaftsrate Auskunfteien (z.B. Schufa) Adressverlage Bundesbehorden (z.B. Bundeskartellamt, Bundesamt fur gewerbliche Wirtschaft, statistisches Bundesamt, Landschaftsplanungsamt und Bauamt etc.) IHK sowie Handwerkskammern Kommunen Unternehmensberatungen Werbeagenturen Konjunktur-, Wirtschafts- und Handelsforschungsinstitute Nachrichtenagenturen Kooperationspartner und deren Muttergesellschaften sowie Partnerunternehmen Lieferanten Banken (insbesondere Bundesbank)

Analysen und Sonstige Analyse von Konkurrenzprodukten Werbe Tracking und Werbemonitoring Patentanalysen Beobachtung/Observation (z.B. Wettbewerberpersonalbeobachtung) Mystery shopping / Testkaufe

Text Mining (speziell von Wettbewerbermaterial, z.B. „TextAnalyst, iCrossReader, IBM's Intelligent Miner fur Text, SemioMap, SAS Text Miner") Handelspanels Befragungen

Kunden Kundengesprache Scannerdaten

Tab. A-5 Informatiomquellen der Wettbewerberanalyse [zusammengefasst nach DELTL 2004, S. 63, 229; KAIRIES2004, LEONG/EwiNG/Pm2004, S. 189; S. 165ff.; EFFING 2002, S. Ill; LUX/PESKE 2002 50ff.;

MCGONAGLE/VELLA 2002, S. 92ff.; SMITH 2002, S. 39; WATANABE/TSUJI/GRIFFY-BROWN 2001, S. 783; WEST

2001, S. 62, 64, 82, 93 lUf; GRAUMANN/WEISSMAN 1998, S. 58, 159 ff; KAHANER 1997, S. 55, 83 f, 103;

NICKEL 1997, S. 42ff; MCGONAGLE/VELLA 1993, S. 26, 54, 79f, 86, 90, 92, 301 ff; DREGER 1992, S. 163; VON

HiPPEL 1987, S300; GRAHAMMER 1982, S. 31]

Anhang 373

1 ft li'iflitliM Jiiwhiiilii lOfc iiiiii ^f«eHgr<wiiNIWU H I U U I I I I

BCG growth/share protfolio

GE-Business screen matrix

Industry analysis

Strategic group analysis

SWOT analysis

Value Chain Analysis

Blindspot analysis

Competitor Analysis

Customer segmentation analysis

Functional capability and resource analysis

Management profiling

Issue analysis

Macroenvironmental (STEEP) analysis

Scenario analysis

Stakeholder analysis

Experience curve analysis

Growth vector analysis

Patent analysis

Product life cycle analysis

S-Curve analysis

Financial ratio and statement analysis

Strategic funds programming

Sustainable growth rate analysis

3

2

3

5

2

2

3

4

2

5

4

4

4

5

2

3

3

5

2

5

1

5

4

2

3

3

2

3

3

4

4

3

3

2

3

2

4

2

1

3

4

2

3

3

3

4

i l!^^cy

myi ! ' • •"" "" i"'^'L""' "'Ji" 'J"'i"" 'W ' j ' jy ' , ' " " " '

strategic Analytical Techniques

4

3

4

3

4

2

3

3

3

3

3

4

Competitor and Customer Analysis

5

1

2

1

5

3

5

3

5

3

Environmental Analysis

2

3

2

3

3

2

3

1

Evolutionary Analysis

3

3

2

3

1

3

3

4

3

2

Financial Analysis

5

3

5

5

3

4

3

3

4

5

4

5

5

5

5

5

5

4

3

4

3

4

4

5

3

5

2

4

4

i..^,.ijWiin.ii.J.j.iiiiB,J.ni^M,,^,„|

4

4

3

3

4

1

5

2

1

1

2

2

2

2

3

3

3

1

4

1

5

2

5

Tab. A-6 Bewertung von Analysemethoden durch das FAROUT-Konzept [FLEISHER/BENSOUSSAN 2003, S. 23]

374 Anhang

^ - • = - ; - ^ - • ^ ^ : - . « i « i « * : ^ - ^ ^ ' ; v : : : ^ ' " : - ' > ^

• Misinterpretation of identity

• Sins of commission

• Manipulation to get information (e.g. plying with liquor)

• Responsibility to clients

• Conflicts of interest (giving client A info about client B)

K- >-- ; V;*!-: ;/;-'": ;.ii^5taN^^>-^ - ~

• Misrepresentation of intent

• Sins of omission

• Taking advantage of other's mistakes (e.g. eavesdropping)

• Responsibilities to sourcesclients

• Conflicts of interest (reusing work done for client A for client B)

Tab. A-7 Ethische Probleme der CI: Konsens versus offene Fragen [TREVINO/WEAVER 1997, S. 68f.J

#CÎM!i#MM»'iit€l'fNîiMiiiîi.

• To continually strive to increase the recognition and respect of the profession.

• To comply with all applicable laws, domestic and international.

• To accurately disclose all relevant information, including one's identity and organization, prior to

all interviews.

• To fully respect all requests for confidentiality of information.

• To avoid conflicts of interest in fulfilling one's duties.

• To provide honest and realistic recommendations and conclusions in the execution of one's

duties.

• To promote this code of ethics within one's company, with third-party contractors and within the

entire profession.

• To faithfully adhere to and abide by one's company policies, objectives, and guidelines.

Tab. A-8 Der Ethic-Code der SCIP [SCIP 2005J

Anhang 375

Thou Shalt not lie when representing thyself.

Thou Shalt observe thy company's legal guidelines as set forth bythe legal department.

Thou Shalt not tape-record a conversation.

Thou Shalt not bribe.

Thou Shalt not plant eavesdropping devices.

Thou Shalt not deliberately mislead anyone in an interview.

Thou Shalt neither obtain from, nor give price informationto, thy competitors.

Thou Shalt not swap misinformation.

Thou Shalt not steal a trade secret (or steal employees away inhopes of learning a trade secret).

Thou Shalt not knowingly press someone for information if itmay jeopardize that person's job or

reputation.

Tab. A- 9 Ethical guidelines von Fuld & Company [FULD 1995, S. 38]

CkHllPi^ttlliOII*-

Macro

Meso

Micro

€^^M^0difl|M^|fMNr

Cluster von Unternehmen

Unternehmen verschiedener Industrien

Unternehmen innerhalb einer Industrie (horizontale Beziehung)

Abnehmer und Zulieferer

(vertikale Beziehung)

Abteilungen und Geschaftsbereiche in einem Unternehmen

Mitarbeiter in einem

Unternehmen

TFWHPHp^WlwF^Wrl Iwr

Kommunikations- und

Informationsfluss

industrieijbergreifende Generierung und Transfer neuen Wissens

Generierung und

Transfer neuen Wissens

innerhalb einer Industrie

Kommunikation- und

Informationsfluss;

Co-Designs und Co-

Developments

Kommunikation- und

Informationsfluss;

Generierung und

Transfer neuen Wissens

innerhalb eines

Unternehmens;

Besserer Anreiz und groBere Hingabe fur eine ehrgeizige Arbeitsweise und Weiterbildung

\H@G^K) R5NH9iNI WCM^

Weniger aggressives und suboptimales Rentenstreben

Vereinbarungen uber die

Teilung der Gewinne

F+E Investitionen;

Arbeitspotential;

Trainingsinvestitionen

Verkurzte Entwicklungszeit;

Gemeinsame F+E;

Gemeinsame Produktion

Schnellerer und effektiverer

Transfer von F+E zu

Produktion

Hohere Produktivitat durch

hoheren Einsatz

Tab. A-10 Wertgenerierung durch Coopetitionbeziehungen aufverschiedenen Wettbewerbsebenen

[DAGNINO/PADULA 2002, S. 32]

Stichwortverzeichnis _ ^ 377

Stichwortverzeichnis

Besonderheiten radikaler Innovationen 56 ff. Bridging Strategy S3, 177, 270 jf. BufTering Strategy S3, 264, 277

Competitor Intelligence (CI) 138 ff., 290 Coopetition 37, 184, 189 ff.

Era of ferment 64, 149, 219, 229, 234, 239, 272 Era of incremental change 64, 229, 272

Innovationsgrad 42 ff. Innovationskompass 8ff., 99 ff., 136, 185, 280f., 299f. Inventionspionier 235 f.

Market Based View 15ff., 219 Markteintrittsbarrieren 16, 99ff., 129 ff., 151, 184, 219 ff., 296 Marktimperfektion 19, 25 ff., 177ff. Marktorientierung 72 ff. Marktpionier 235 ff.

NuUsummenspiel S3,262

Participating Pretest 106 PIMS (Profit Impact of Market Strategies) 240 ff. Proaktivitat der Ausrichtung an Wettbewerbern 9, 185 ff., 259, 290, 293 Produktpionier 236, 238, 257f., 276ff., 295

Rationalismus, kritischer 12 Realismus, wissenschaftlicher 12, 299 Ressource Based View 17 ff. Ressource-Conduct-Performance-Paradigma l^y 23

Single Informant Bias 107f., 299 Society of Competitive Intelligence Professionals (SCIP) 139, 166 ff. Spieltheorie S5ff. Structure-Conduct-Performance-Paradigma 15, 34, 219

Theoriepluralismus IS Timing 7/, 117, 129, 134, 184f., 234ff., 274ff., 284f. Tit for Tat S7

VRIN-Kriterien 27, 178f., 225f., 266, 272 ff.

Wettbewerberorientierung 90 ff. Win-Win-Situation 193, 201, 209 ff., 262 Wirtschaftsspionage 168

Zeitfalle 112, 239 ff

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Quellenverzeichnis - Home - Springer978-3-8350-9468-0/1.pdf · 306 Quellenverzeichnis Alpert, F. H., Kamins, M. A. (1995), An empirical investigation of consumer memory, attitude