Market Research -- Germany
German IT Market
German is the biggest and most mature IT industry in European countries. Its high levels of urbanization, knowledge, and affluence combined with its powerful economic efficiency makes it a welcoming IT market. It is expected that there will be powerful pre-paid customer growth in the in German market. Major players include Vodafone with 33% share of the market, T-Mobile with 32%, E-Plus with 18% and O2 with 15%. Since Vodafone released Germany's first commercial 3G solutions in 2004, 3G solutions are becoming progressively frequent. All the four IT providers are expected to invest in the development and update of their 3G network. Vodafone, Deutsche, and O2 are in the process of establishing Long-Term Evolution (LTE) systems, following the sale of new frequencies (Antonelli, 2008). This paper seeks to highlight the retailing trends and challenges facing German IT Market.
Trends in the area of 'selling to customers'
The German IT Market continues to evolve: some types of retail sites have grown, while other more conventional retail stores have gone stagnant. More recently, IT providers are growing beyond their conventional distribution channels to deliver services better in an environment of changing customer behavior and market segmentation. This paper will show the shifting nature of the physical retail marketplace and consumer behavior in German and its impact on German IT Market.
Social selling: Social business occurs when online social media sites and group activities are integrated with social selling and off-line selling. The key to social business is to appeal to buyers so that they spread the word to their connections on social media sites and other places. More IT organizations are using this form of business reasoning with success. A common example is Vodafone, which provides customers with big discount rates if a sufficient number of members pounce on a particular offer. However, social selling is not only a matter of how organizations choose to act: it is just as much the result of a move in how individuals use the Internet. Until recently, the Internet has turned from being something recognized as being more or less unknown to an arena for displaying identity and for self-promotion. Mainly, this is attributable to the rise of Facebook, and the trend is creating an increasing identity economy in which individuals show who they are through their way of life and styles of consumption. This makes the basis for popular marketing on a previously hidden scale.
Always online. Until recently, it was simple enough to separate online action from other activities. There was a clear design to how individuals used the Internet. Most people have a tendency of going online in the early morning, how the action went down by the afternoon and then how they came back again online in the evening. After work, Internet consumption rate would again diminish while individuals were having their dinner, and then they would go back again online for several hours in the evening. This design has all but disappeared today, replaced by online use from early morning until shortly before bedtime. This can be linked to a marked increase in the use of smartphones and tablets. The vital thing many individuals do when they wake up is to go on Facebook, and they tend to check their profiles before ending their days. They do not bother to go online and search on Google anymore (Klingler, 2006).
Aging and technology savvy. The need for online buying possibilities is improving because of the increasing number of tech-savvy individuals. A quarter of U.S. customers aged 24 to 35 currently do around a one-fourth of their purchase on the Internet, according to The Economist. The digital residents of Generation Y and Z. are getting ready and will soon take over as large customers while adult, less tech-savvy older people are gradually vanishing. This generates the development of online sales and will rise in the future. Similarly, the baby boomer generation with reasonable pension benefits is retiring. They do not plan to save as much for their kids as previous years, and are using their benefits to enhance their total well-being. This is a clear pattern in Germany, where IT spending between 2005 and 2010 increased three times as much among people over 60 years of age, as opposed to the average household (Khosrow-Pour, 2002). This population is much more used to dealing with computers, smart phones, and the Internet than their parents are. In addition, they can pay for delivery of IT products and services they buy as they age and get more reliant on help to bring their things home.
When customers have unrestricted access to the world...
This is because they do not have to bear the expenses of having to run bricks-and-mortar shops. However, this does not mean that only online retailers will exclusively succeed in the future. Traditional shops will certainly be available in the future, though they will differ with those of today. Many conventional IT suppliers will vanish as competition intensifies, and input expenses continue to increase (United States, 2004). Others will die because of the inability to evolve or to modify their business structure to a multichannel reality in which borders between the online and physical planets vanish. The main challenge has been to create online services that avoid a resemblance. As a result, the future champions among bricks-and-mortar IT providers will be those that take the future seriously and are good at change management.
Studies suggest that stakeholders' requirements are critical drivers of the corporate environmental reaction. Stakeholders influence IT providers and the markets. This is a key challenge to IT providers in Germany and is reliable with Resource Dependency concepts, which believe that an organization's actions are significantly affected by exterior demands. Moreover, IT organizations are likely to endure to the level that they can deal with exterior expectations and demands. Hence, good knowledge of this changes and effects will distinguish successful IT organizations and unsuccessful ones. With the increased changes in exterior atmosphere, the success of IT providers in German relies increasingly on the creation of business responses to the unexpected discontinuities. The reactions depend on the resources within the surroundings (Jakobs, 2013).
Modifying Demographics: The baby boomers have always been a defining era and will continue to be so. This creation will age with improved financial resources and a higher focus on vitality and youth than past years. Consequently, they not only will tax IT providers to evolve products/services to their specific post-retirement needs, but also will require suppliers to react to their changing needs as they approach their 70s. Challenging this population will be Generation Y (Gen Y), who are attaining their prime family formation years and trying to replicate the way of life that their parents had and to which they are acquainted. Gen Y is a more different team in how they purchase, how they spend money and where they purchase. Consequently, Gen Y will signify a challenge to traditional IT retailing. Addressing these changing demographic styles will be an even higher move to multiculturalism throughout the country. IT providers will need to react to the customs, interests, tastes and consumption routines of a diverse populace with cash to spend (Gupta, 2012). This will involve looking for many different cultural offerings to become popular in the future.
Regulatory developments are a key challenge to the German IT industry. Azonne 1994 described the part of government and regulatory organizations as key triggers for a significant strategic change within IT companies and focused on trust between cooperation and regulation for ecological protection. German IT companies are improving their competition through developments in their ecological efficiency to adhere to increasing ecological rules. This will have an effect on pleasing the authorities and enabling IT firms to access certain marketplaces where market entry barriers are environment based.
Introduction of new business models is necessary
German IT businesses are facing various challenges in terms of business operations. They have to standardize their business procedures and methods to achieve cost leadership and operational excellence. Besides, they have modified those procedures and methods easily to be differentiated and attuned into clients and the market.
To be more practical in determining and dealing with issues in client environments before they become work-stopping failures, an increasing amount of IT companies are moving toward a managed services model. IT suppliers distinguish themselves from their opponents and scale their solutions by using technology and tools to provide repetitive solutions such as disk optimization and patch management. In addition to an increase in productivity, managed service providers (MSPs) also get annuity-based earnings that substance per month as new managed solutions clients are incorporated. This removes the valleys and peaks of transaction-based professional solutions payments over time. Furthermore, invoicing for managed solutions happens in advance of delivery of service, which favorably affects cash flow for German IT firms (Hesselbach & Herrmann, 2011).
178) One of the most effective weapons against the U-boats and one of the main elements which led to their decline, was the deployment very long-range (VLR) aircraft, particularly the Liberator B-24 bombers. (Lightbody, 2004, p. 178) The Germans attempted to counter these stratgies with the deployment of the XXIII and XXI improved U-boats. These new U-boats were able to achieve higher speeds underwater, which were increased to approximately 20
In this regard, Bartee (2000) points out that the Leipzig protest of January 15, 1989, was a good example of how social protest in the East was becoming more sophisticated and organized, with thousands of activists distributing leaflets calling for attendance at the rally all over Leipzig around midnight of January 11-12, 1989: "The leaflets boldly called for an open demonstration the next Sunday afternoon in front of Leipzig's
Significance of the Study This study is significant because it sheds light on a very important contributor to local and international trade. Trade fairs have a long history in providing a meeting place for buyers and sellers. They are an important channel of communication for B2B buyers and sellers. This is a significant area for study because there are limited channels of communication between B2B buyers and sellers. The previous sections
Strategic Planning for Market Entry Barriers to Entry Market Challenges Trade Barriers Standards EU Regulations Conformity Assessment Product Certification Accreditation Market Entry Strategy Selection Franchising Joint Ventures/Licensing Licensing Agents, Distributors and Trading Houses Agents Distribution and Sales Channels E-Commerce Germany EU Regulations Strategic Alliances, Licensing and Franchising Joint Ventures Foreign Direct Investment Finding the Right Partner Negotiating a Partnership Agreement The Agreement Checklist Have the salient points of the agreement been agreed upon in principle? Participants and their Roles Negotiation Baselines Section 10: Managing International Business Operations Exit Strategies Conclusion Introduction In this work, the case study of Tesla Motors has
Beer is as synonymous with German culture as watches are to Switzerland. The centrality of beer to German culture is owing to centuries of tradition, long before the unification of Germany in 1871. Although beer consumption in Germany has declined over the last several decades, beer continues to be a defining feature of modern German economic, social, and even political life. Background and Pre-Modern German Beer According to the German Beer Institute,
Brewing Industry The beer brewing industry is an important contributor to many economies of the world including that of the U.S.A. In this paper we shall give an overview of U.S. beer industry. It will contain a brief summary of the current trends in the industry and major players, the effect of the brewing industry on the U.S. economy, external environment facing the beer industry, and the opportunities and the