Markus Schimmer - Academia.edu (original) (raw)
Uploads
Papers by Markus Schimmer
sagepub.co.uk/journalsPermissions.nav
This year's private banking study by KPMG and the University of St. Gallen (HSG) shows that S... more This year's private banking study by KPMG and the University of St. Gallen (HSG) shows that Swiss private banks can remain successful in the future by innovating. Besides effective implementation of new regulatory requirements, key success factors will include innovative strategies and adaptations to business models, starting with more effective segmentation techniques, an open product architecture, transparent price structures and modern distribution and communication channels. Hardly any other industry has experienced as many changes in recent years as private banking. Times have been marked by uncertainty, volatility, dwindling margins and the increasing complexity of the core business. Now more than ever, private banks are being required to rethink their business model. The latest private banking study by KPMG and the Institute of Management at the University of St. Gallen, entitled «Success through innovation - achieving sustainability and client-centricity in Swiss Private...
Schweizer Privatbanken sahen sich auch 2012 mit neuen Regulierungen und einer zunehmenden Komplex... more Schweizer Privatbanken sahen sich auch 2012 mit neuen Regulierungen und einer zunehmenden Komplexitat des Geschafts konfrontiert. Die gemeinsam von KPMG und der HSG erstellte Studie «Performance der Schweizer Privatbanken 2013» untersuchte anhand der Geschaftsberichte von mehr als 100 Schweizer Privatbanken deren wirtschaftliche Entwicklung uber die Jahre 2006 bis 2012 und eruierte die konkreten finanziellen Auswirkungen des nach wie vor instabilen wirtschaftlichen und politischen Umfeldes. Insgesamt zeigt die Studie, dass hiesige Privatbanken - begunstigt durch die positive Performance an den Aktienmarkten - einerseits zwar die verwalteten Vermogen, die Ertrage und den Gewinn steigern konnten. Andererseits veranschaulichen die Ergebnisse aber auch, dass die Situation insbesondere fur kleine Banken mit einem verwalteten Vermogen von weniger als CHF 5 Milliarden kritisch bleibt und der Anteil an verlustmachenden Instituten, die auf einem nicht nachhaltigen Niveau wirtschaften, stagni...
Competitive Dynamics in the Global Insurance Industry, 2012
Since its inception in the mid 1980s, competitive dynamics research has been concerned with the c... more Since its inception in the mid 1980s, competitive dynamics research has been concerned with the causes and consequences of interfirm rivalry (Bettis & Weeks, 1987; MacMillan et al., 1985; Smith et al., 2001b). In their analyses, competitive dynamics scholars have adopted the idea that interfirm rivalry is reflected in the ongoing interchange of competitive actions between individual competitors (Chen & MacMillan, 1992; Ferrier, 2001) – an idea rooted in Schumpeterian and Austrian economics (Schumpeter, 1934; Young et al., 1996). This notion of rivalry had an important impact on the empirical approach of competitive dynamics research in that it geared the scholarly focus toward the real competitive actions exchanged between pairs (dyads) of firms (Baum & Korn, 1999; Chen & MacMillan, 1992; Chen et al., 1992; Chen, Su, & Tsai, 2007)
Academy of Management Proceedings, 2014
This study investigates how market shocks impact interfirm rivalry. Based on competitive dynamics... more This study investigates how market shocks impact interfirm rivalry. Based on competitive dynamics research and imitation theory, we propose that market shocks upset the rivalrous process among firms. We argue that market shocks give rise to new competitive opportunities, challenge extant mutual forbearance equilibria, and make managers detach from rivals' extant competitive behaviors when contemplating own moves. To validate our arguments, we investigate with duration models how market shocks punctuate patterns in firm action sequences. Our study is set in the global insurance industry between 2001 and 2007 and explores the effects the terrorist attacks of September 11 and Hurricane Katrina had on the industry's interfirm rivalry in 2001 and 2005. The study's findings highlight a clear need for a stronger integration of the environmental context in competitive dynamics research.
Competitive Dynamics in the Global Insurance Industry, 2012
Since Hunt (1972) initially grouped strategically similar firms within the appliance industry int... more Since Hunt (1972) initially grouped strategically similar firms within the appliance industry into sets of direct competitors and dubbed these clusters “strategic groups”, numerous strategy scholars have adopted the strategic group concept. While early studies mostly applied strategic groups as a middle-ground between the industry and the firm for predicting profitability differences between firms, more recent studies turned toward investigating the internal structure of strategic groups (Cool & Schendel, 1987; McNamara et al., 2003), the groups’ roles in guiding managerial decision making and the competitive behavior of firms (Baum & Lant, 1995; Bresser, Dunbar, & Jithendranathan, 1994; Fiegenbaum & Thomas, 1995; Porac & Thomas, 1994), as well as the temporal dynamics of strategic groups (DeSarbo, Grewal, & Wang, 2009; Fiegenbaum & Thomas, 1993; Lee, Lee, & Rho, 2002; Mascarenhas, 1989; Oster, 1982).
Competitive Dynamics in the Global Insurance Industry, 2012
Kurzfassung Outsourcingein Modebegriff der lange Zeit als zentraler Hebel zur Steigerung von Pro... more Kurzfassung Outsourcingein Modebegriff der lange Zeit als zentraler Hebel zur Steigerung von Profitabilität und Effizienz deutscher Banken gesehen wurde. Die Organisation sollte verschlankt, und die Kosten gesenkt werden. Doch hat es sich gelohntdem Vorbild der ...
sagepub.co.uk/journalsPermissions.nav
This year's private banking study by KPMG and the University of St. Gallen (HSG) shows that S... more This year's private banking study by KPMG and the University of St. Gallen (HSG) shows that Swiss private banks can remain successful in the future by innovating. Besides effective implementation of new regulatory requirements, key success factors will include innovative strategies and adaptations to business models, starting with more effective segmentation techniques, an open product architecture, transparent price structures and modern distribution and communication channels. Hardly any other industry has experienced as many changes in recent years as private banking. Times have been marked by uncertainty, volatility, dwindling margins and the increasing complexity of the core business. Now more than ever, private banks are being required to rethink their business model. The latest private banking study by KPMG and the Institute of Management at the University of St. Gallen, entitled «Success through innovation - achieving sustainability and client-centricity in Swiss Private...
Schweizer Privatbanken sahen sich auch 2012 mit neuen Regulierungen und einer zunehmenden Komplex... more Schweizer Privatbanken sahen sich auch 2012 mit neuen Regulierungen und einer zunehmenden Komplexitat des Geschafts konfrontiert. Die gemeinsam von KPMG und der HSG erstellte Studie «Performance der Schweizer Privatbanken 2013» untersuchte anhand der Geschaftsberichte von mehr als 100 Schweizer Privatbanken deren wirtschaftliche Entwicklung uber die Jahre 2006 bis 2012 und eruierte die konkreten finanziellen Auswirkungen des nach wie vor instabilen wirtschaftlichen und politischen Umfeldes. Insgesamt zeigt die Studie, dass hiesige Privatbanken - begunstigt durch die positive Performance an den Aktienmarkten - einerseits zwar die verwalteten Vermogen, die Ertrage und den Gewinn steigern konnten. Andererseits veranschaulichen die Ergebnisse aber auch, dass die Situation insbesondere fur kleine Banken mit einem verwalteten Vermogen von weniger als CHF 5 Milliarden kritisch bleibt und der Anteil an verlustmachenden Instituten, die auf einem nicht nachhaltigen Niveau wirtschaften, stagni...
Competitive Dynamics in the Global Insurance Industry, 2012
Since its inception in the mid 1980s, competitive dynamics research has been concerned with the c... more Since its inception in the mid 1980s, competitive dynamics research has been concerned with the causes and consequences of interfirm rivalry (Bettis & Weeks, 1987; MacMillan et al., 1985; Smith et al., 2001b). In their analyses, competitive dynamics scholars have adopted the idea that interfirm rivalry is reflected in the ongoing interchange of competitive actions between individual competitors (Chen & MacMillan, 1992; Ferrier, 2001) – an idea rooted in Schumpeterian and Austrian economics (Schumpeter, 1934; Young et al., 1996). This notion of rivalry had an important impact on the empirical approach of competitive dynamics research in that it geared the scholarly focus toward the real competitive actions exchanged between pairs (dyads) of firms (Baum & Korn, 1999; Chen & MacMillan, 1992; Chen et al., 1992; Chen, Su, & Tsai, 2007)
Academy of Management Proceedings, 2014
This study investigates how market shocks impact interfirm rivalry. Based on competitive dynamics... more This study investigates how market shocks impact interfirm rivalry. Based on competitive dynamics research and imitation theory, we propose that market shocks upset the rivalrous process among firms. We argue that market shocks give rise to new competitive opportunities, challenge extant mutual forbearance equilibria, and make managers detach from rivals' extant competitive behaviors when contemplating own moves. To validate our arguments, we investigate with duration models how market shocks punctuate patterns in firm action sequences. Our study is set in the global insurance industry between 2001 and 2007 and explores the effects the terrorist attacks of September 11 and Hurricane Katrina had on the industry's interfirm rivalry in 2001 and 2005. The study's findings highlight a clear need for a stronger integration of the environmental context in competitive dynamics research.
Competitive Dynamics in the Global Insurance Industry, 2012
Since Hunt (1972) initially grouped strategically similar firms within the appliance industry int... more Since Hunt (1972) initially grouped strategically similar firms within the appliance industry into sets of direct competitors and dubbed these clusters “strategic groups”, numerous strategy scholars have adopted the strategic group concept. While early studies mostly applied strategic groups as a middle-ground between the industry and the firm for predicting profitability differences between firms, more recent studies turned toward investigating the internal structure of strategic groups (Cool & Schendel, 1987; McNamara et al., 2003), the groups’ roles in guiding managerial decision making and the competitive behavior of firms (Baum & Lant, 1995; Bresser, Dunbar, & Jithendranathan, 1994; Fiegenbaum & Thomas, 1995; Porac & Thomas, 1994), as well as the temporal dynamics of strategic groups (DeSarbo, Grewal, & Wang, 2009; Fiegenbaum & Thomas, 1993; Lee, Lee, & Rho, 2002; Mascarenhas, 1989; Oster, 1982).
Competitive Dynamics in the Global Insurance Industry, 2012
Kurzfassung Outsourcingein Modebegriff der lange Zeit als zentraler Hebel zur Steigerung von Pro... more Kurzfassung Outsourcingein Modebegriff der lange Zeit als zentraler Hebel zur Steigerung von Profitabilität und Effizienz deutscher Banken gesehen wurde. Die Organisation sollte verschlankt, und die Kosten gesenkt werden. Doch hat es sich gelohntdem Vorbild der ...