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In the context of this master thesis, general tensions within the relationship between headquarters and their subsidiaries are examined using the practical example of a Swiss company with its subsid-iary in Kenya. Thereby, the influence of cultural aspects and the associated different expectations on management and leadership are emphasized. In doing so, two countries are compared which have not yet been considered in the same context. The objective of this master thesis is to develop a framework that enables the headquarter in the German speaking area of Switzerland and the sub-sidiary in the Bantu speaking area of Kenya to overcome cultural barriers and to increase mutual understanding in the business context. This will facilitate the identification of potentially dysfunc-tional aspects in the working relationship and provide a basis for optimizing the existing business relationship between the Swiss headquarter and the Kenyan subsidiary.
This thesis addresses the overarching question of what the two business entities need to know about each other in terms of cultural characteristics and emerging differences in business practices (in terms of management/leadership) in order to improve the overall cooperation and working rela-tionship between the headquarter and its subsidiary. Thus, the following topics are emphasized with-in this thesis: tensions within the headquarter/subsidiary relationship, concise country profiles of Switzerland and Kenya including a cultural overview of both countries, cultural concepts including organizational culture, common leadership theories related to the situational leadership approach, and finally, an evaluation of the current status quo in the working relationship between the Swiss headquarter and the Kenyan subsidiary based on interviews.
Whenever foreign activities turn out to be essential to ensure the company's goals and competitiveness, companies become international. New markets, new lucrative resources promise profitable growth. The new step beyond the national borders requires careful consideration based on the political conditions of the target market (e.g. stability of the political system, social peace, legal certainty, institutional barriers to market entry, attitude to direct investment). The legal framework, such as state funding, environmental protection laws, tax legislation, state requirements or bureaucratic regulations, appear to be at least as relevant too. However, SMEs often lack the capacity and/or courage to take this step. Political authorities at the European level and below are aware of this problem. Numerous studies show that internationalisation is not only necessary to improve competitiveness, but greatly promote innovation, e.g. within international collaborations, it is important to get the authorities to treat these issues with special attention. Governmental promotion is supposed to work in terms of establishing regional balance and supporting socially relevant topics and research. Nevertheless, despite the willingness to support SMEs in their cross-border projects, billions of released Euros are lying around and have not been used. It seems reasonable to assume money is not easy to come by. Enormous bureaucratic hurdles are on everyone's lips. But is that the only reason? Are the people sufficiently informed to be able to take advantage of the numerous financing opportunities? Or is there even more behind the invisible hurdle at first glance? To ascertain this circumstance more precisely, an in-depth analysis to answer the research question ‘what can the institutions do better to make it easier for SMEs to access funding?’ is required.
Nowadays, the area of customer management strives for omni-channel and state-of-the-art CRM concepts including Artificial Intelligence and the approach of Customer Experience. As a result, modern CRM solutions are essential tools for supporting customer processes in Marketing, Sales and Service. AI-driven CRM accelerates sales cycles, improves lead generation and qualification, and enables highly personalized marketing. The focus of this thesis is to present the basics of Customer Relationship Management, to show the latest Gartner insights about CRM and CX, and to demonstrate an AI Business Framework, which introduces AI use cases that are used as a basis for the expert interviews conducted in an international B2B company. AI will transform CX through a better understanding of customer behavior. The following research questions are answered in this thesis: In which AI use cases can Sales and CRM be improved? How can Customer Experience be improved with AI-driven CRM?