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In 2020, a year of turbulence, seismic in scale and rapid in impact, luxury brands strengthen their relationship with art. While the world is still processing the effects of the last decades (digitalization, sustainability, diversity), luxury brands and art collaborations are used as a strategic tool in luxury brand management to create value. As the pandemic and broader social outrage exposed fault lines in society, even more luxury brands open flagship stores designed in collaboration with archistars (famous architects). Luxury brands establish foundations where art is exhibited and promoted. Culture funds become the new patrons of art. Limited art editions of iconic luxury products turn to revenue boosts. This research focuses on a case study of luxury brand and art collaborations. The ten most valuable luxury brands are used to analyze luxury brand and art collaborations as a leverage on brand equity and art(ist) equity. The bleeding of personal luxury good brands as well as contemporary visual arts are focused. The study identifies particularly positive effects deriving from art in the creation of equity value. The core issue discussed is whether contemporary art may represent a possible strategic tool for competing and differentiating in the global luxury industry up to 2030. The research investigates two main concepts that represents the theoretical framework: art and luxury. Literature research deductively links this case study with appropriate theories on brand equity and art(ist) equity. During this, a time horizon between 2019 and 2021 is chosen to address the latest insights in luxury brands and art collaborations. The topic is investigated explorative and qualitative with expert interviews. To tackle the research topic all-encompassing, the following groups of recognized stakeholders have been interviewed: (1) luxury brands, (2) artists, (3) art galleries, (4) trend and market researchers, (5) luxury customers and (6) city. Finally, managerial insights on the implementation of artistic collaborations are derived and suitable strategies for luxury brands who plan to be involved in such collaboration agreements are suggested. The sticking point in former academic research has always been concrete proof that luxury brands and art collaborations lead to an increase in equity beyond a short-term social media buzz or press coverage. This is the reason why this paper develops an S-O-R equity model to show the causality effects of such collaborations.
Value-based controlling & international accounting
of Economic Value Added (EVA) – An overview
(2022)
This paper will discuss an important target variable in value-based management: the Economic Value Added (or EVA). EVA is a measure of a company's financial performance based on the residual wealth calculated by deducting its cost of capital from its operting profit, adjusted for taxes on a cash basis. EVA can also be referred to as economic profit, as it attempts to capture the true economic profit of a company. This measure was devised by management consulting firm Stern Value Management, originally incorporated as Stern Stewart & Co. This research will also discuss adjustments and different types of assumptions that are necessary for the calculation as well as how to use them properly to obtain an interpretable result. Paper will explain the formula and which conversions should be considered. It remains to be noted that the EVA concept only leads to small progress from a scientific point of view, but that the clever marketing by Stern & Stewart has initiated a renaissance of the underlying residual profit concept. The paper provides practitioners and academics with a good overview of the demonstrable added value of EVA controlling and, in contrast, also illustrates the weaknesses of the calculation model or the inaccuracy due to interpretation variables, which overall limit the value of EVA as a management key performance indicator. The research includes comprehensive and substantial discussion in the scientific literature on EVA and its interpretation.
Die vorliegende Ausarbeitung beschäftigt sich mit der Frage, ob weibliche Führungskräfte aufgrund spezieller Führungskompetenzen auf den langfristigen Unternehmenserfolg einzahlen. Besondere Beachtung findet hierbei der Faktor der Emotionalen Intelligenz. Nach wie vor ist der Anteil weiblicher Führungskräfte auf deutschen Managementebenen auffallend gering. Um ein Verständnis für die Hintergründe dieser Thematik zu entwickeln, werden zunächst die Ursachen geschlechtsbedingter Differenzierungen erläutert. Die wesentlichen Erkenntnisse entstammen dem Bereich der Geschlechterforschung. Im Anschluss werden diese im Kontext der Führung beleuchtet. Ein besonderes Augenmerk liegt auf der Frage, ob und inwiefern sich ein potentieller weiblicher Führungsstil von der als männlich geltenden Führung unterscheidet. Im weiteren Verlauf des Artikels wird das Phänomen der Emotionalen Intelligenz im Detail betrachtet. Dieses gilt im Kontext der Führung seit geraumer Zeit als Erfolgsfaktor. Ob und inwiefern diese Annahme tatsächlich Bestand hat, soll daher zunächst herausgestellt werden. Abschließend wird geprüft, ob es sich bei der Emotionalen Intelligenz um eine vorwiegend weibliche Kompetenz handelt