Ambitious understanding of site development no site can still afford that traded its valuable may be intangible resources below. Often lacks systematic, to to bring more transparency to this site world, i.e. to assess all factors comprehensible. For a site is more than the sum of its buildings and land. It involves an assessment of the Unbewertbaren”, i.e. the assessment of site not bilanzierbaren (according to some opinions), values. An important basis for the instrument of the site balance sheet represents a comprehensive inventory and evaluation of intangible factors realize allows: a classification scheme does with the concept of the balance of the site also apply, which also suits the (numbers-oriented) thought processes of the financial sector.

The balance of the site makes more transparent relationships between objectives, business processes, site resources and business success: the use of site resources is documented and its objectives are accounted for here. Through the questioning of complex processes is laid the Foundation for future improvement (see: beckinfo.de). Because the sites differ according to size, economic and social environment and not least with regard to political objectives, each municipality should develop its own solution that best suits their individual profile and convincingly proves the strengths to differentiate from other sites, but not actually hides possible weaknesses. The potential perspective is a strategic core element. Especially, the difficulty of recognition of potential is that they often more tangible can be made in the form of visions as in the form of precisely measurable and controllable values. An ambitious understanding of planning should ensure that the detailed image of the intangible locational factors is no longer blurred as such as knowledge of topography, land use, landscape and environment. In a balance sheet and also intangibles site all those criteria, according to which companies make decisions for and against new and expansion investment interest (cf. Becker, Jorg: site marketing with quality profiles, Norderstedt 2009).

The development of the site is the result of a variety of factors. As a result of investigations, some, appearing particularly relevant areas can be highlight. Based on this both braking and accelerating growth factors, each site for themselves should analyze exactly whether he has grown far more slowly or faster, better or worse has evolved, as the factors had allowed him. A number of site publications by Jorg Becker, deals with these (and other) questions such as with the surveying of sites under ISBN 978 3 8370 6724 8 innovation: the development of a site is closely associated with the development of the innovation ability. Since the innovation output can be harder to measure, the innovation input (for example, level of training of human resources, expenditure for research should be & Development) will be charged as indirect measure. Accessibility: the development of a site is determined in the age of globalization much due to its accessibility. Today, good transport connections is given for almost all competitive sites. It is assumed more or less of course. Taxation: Taxes represent an important component of the costs both for companies and for workers. In the competition, the amount of the rates plays a great role. Regulation: Should be investigated including braking or promotional impact of the regulation should be on product markets, as well as on the labour market. Dipl.Kfm. Jorg Becker (www.beckinfo.de) E-Mail:

Business environment, market processes, and individual success factors identify marketing controlling and intellectual capital are among the individual characteristics of a company. At first glance, seem both drivers for the market success with each other only have little to do. Despite this first impression, a wealth effect relationships exists between them. It should be attempted to illuminate factors and the reason to go on, which can exert an influence of intangible capital and marketing controlling undertaking. Concepts of intellectual play a central role.

Because if it is true that the management of different so-called”his future yet has factors, so back for more in the marketing field of view, long term and sustainable can affect also knowledge-intensive situations success or failure of a company. CF. Becker, Jorg: marketing controlling and intellectual capital, ISBN 9783837071320. This treated are: business environment of intellectual capital. Market processes in the field of vision, identify individual market factors, definition and description of process factors, definition and description of success factors, intellectual capital in the field of vision, definition and description of human capital, definition and description structure capital, definition and description relationship capital, integrate knowledge balance methodology questions to review and establish that fundamental knowledge balance sheet valuation method, sample rating process factors, sample review for success factors, sample assessment for human capital, sample review example evaluation of relationship capital, structural capital extension factors-profile portfolios of QQS, total overview of the fictional example reviews, Sample portfolios for process factors, sample portfolios for success factors, sample portfolios for human capital, sample portfolios for structural capital, sample portfolios for relationship capital and Outlook.

CF. Becker, Jorg: marketing controlling and intellectual capital, ISBN 9783837071320. That is Knowledge balance a central study holistic positioning in an increasingly knowledge-oriented-oriented business world allows. The knowledge assessment is an instrument with which companies can cause a sharpening of its profile (both in width and depth of the representation) in the competition for markets. The intellectual works as a 360-degree radar screen for different purposes of observation and layers, with the particularly soft”factors can be comprehensively identified, differentiated pictured, and systematically evaluated. From the results of the intellectual capital report (for example, a potential portfolio), the management itself can infer informed vote enabled measures and recommendations for action. Jorg Becker

Personnel controlling transfers as an integrated planning, information and control system the controlling idea on the HR function at the operational level personnel controlling focuses on objectives, i.e. planning and identification of personnel characteristics, control as a target/actual comparison, variance analysis, development of future concepts including human resources controlling as reporting: only who knows its location, can decide on the right way to the target. So you can, for example, on a fee-effort analysis using metrics systems to statements about the fees paid per paid hour. A cost analytical approach can be what elements of pay costs there are and how they work together examined. The influencing factors models that distinguish between E.g.

quantity, price and structure effects, are indispensable foundations for budgeting. The control in the sense of a Soll-Ist-Vergleichs is a part of phase in the control process. Here is not the formal correctness, but the substantive objectives in the foreground. Following control tasks are important in the compensation area: special payments such as success fees have also actually there, where the performance was according to? Meet functional and job profiles and the ability to map of the current operational situation? Gehaltserhohungs budget be kept? Human resources key performance indicators operational and strategic aspects of personnel controlling within the framework of a comprehensive approach to the knowledge balance sheet describes by Becker, Jorg: personnel controlling means a person’s balance sheet from the factual to the tactical, 2009, ISBN 9783839101773 although indicators in HR are an important planning and decision-making basis, these meet the specific needs of each company generally and the DV range specifically comply with. Are common problems that can occur with the formation of key figures: lack of consistency of key figures: the use of several key figures in a performance measurement system must contain no contradiction. You should only such sizes to each other in Set relationship where a demonstrable link between. Problem of the figures influenced: you should distinguish between directly and indirectly controlled key figures. In the first case, a value can be influenced by one or more action variable, whereas this is not the case with only indirectly controlled key figures.

Personnel changes at the Bavarian construction chemistry specialist in the year 2013 starts the construction chemicals specialist PCI Augsburg GmbH with a restructured top management: the business of PCI Augsburg GmbH is in the future by the two managing directors Clemens Bierig as spokesman of the Management Board and Manfred Grundmann. Dirk Bremm, formerly head of the European trade took over the business activities of BASF construction chemicals to January 1, 2013 in North and South America. At the same time Dr. Josef Weichmann taking on new duties as senior technical innovation, procurement and special projects at the BASF construction chemicals, trostberg, West Germany expert. In addition, he will join the Supervisory Board of PCI Augsburg GmbH. The restructuring of the PCI leadership goes hand in hand with a new strategic orientation of the PCI in the European core markets. Future Manfred Grundmann will take over the management of the distribution in Germany, Austria, BeNeLux and Denmark, Sweden and Norway as Managing Director and responsibility the responsibility for supply chain management at PCI. With this step we will optimize the services together on the one hand for our customers and while continuously improving the efficiency of our internal processes”, so Grundmann.

Clemens Baker since early 2007 in the management of the PCI, will promote the further strategic orientation of the PCI in Europe and the distribution in the Switzerland, France, and the PCI flooring technology. Prof. Dr. Josef Felix Berger, formerly head of the technical department, takes over in addition January product development at PCI. Contact: Doris Sahoo PCI Augsburg GmbH phone: + 49 (821) 5901-326 fax: + 49 (821) 5901-459-E-Mail:

In the development of the map it was crucial to take into account the complexity of the company and to find an ideal solution for all sides to s.Oliver, franchisees and customers.”with the decision to offer a gift card that is integrated, complete all parts of the company, makes s.Oliver a step even more customer service”, so Florian Oechsner, head of commercial international retail at s.Oliver. Because we want to transfer this service sooner or later in our international offices, loyalty solutions as experienced, cross-border customer binding specialist of perfect partners. KG Arne Trapp Tel. 70 63-54 fax 70 63-50 E-Mail: Internet about easycash and easycash loyalty solutions easycash and easycash loyalty solutions are part of the International Ingenico Group (Euronext: FR0000125346 ING), a leading provider of payment solutions. As an money institution according to payment services Oversight Act (ZAG) the easycash GmbH enables customers to participate in the electronic payments across Europe. A total of 530 staff trade, gastronomy and financial industry can provide comprehensive payment services including various innovative value creation opportunities in six European locations. easycash is Germany’s leading card payment provider and serves 92,000 dealers with 283.000 terminals.

2011, The settled payment transactions in Germany amounted to over 1.7 billion transactions. easycash loyalty solutions GmbH is the German market leader for card-based customer loyalty and gift voucher solutions, which are equipped also with payment and credit card functions. The sister company of easycash GmbH maintains a variety of diverse programs and processed 2010 35 million payment and bonus transactions throughout Europe. The 75 Employees of the Hamburg-based company serve more than 26 million customer accounts. easycash GmbH, to the DIN 20, D-40885 Ratingen registered office of the company: Amtsgericht Dusseldorf, Ratingen, HRB No. 43846 Managing Director: Marc Birkner, David Thogmartin easycash loyalty solutions GmbH, Hugh-Greene-WEG 2, D-22529 Hamburg headquarters: Hamburg, HRB No. 103195, Amtsgericht Hamburg Managing Director: Marc Birkner, Jochen Freese

With global sourcing can find suppliers companies business matching – 1on1 is an excellent opportunity of B2B networking business matching. Mostly business matchings there are organised, where event caused many companies and dealers, potential customers, generally found together professionals and experts in a field, so preferably on specialized fairs or congresses. Alternatively organise your own but also, for example, industry associations, chambers of Commerce or other associations and networks of excellence business matching events. The goal of each business matches is always communicating with potential business partners, who have the opportunity on a somewhat neutral terrain to get to know each other without obligation and to discuss their needs and offer. A tight organization by the Organizer, a communication-promoting atmosphere and most careful preparation of the individual participants in the talks is crucial for a successful outcome of the business matching.

Well planned Business matches are interested in advance a list of all participants, from which and desired interlocutor can be chosen. Individual participants either lead their own contact details to contact; the latter occurs or protected contact form within the online offer of the Organizer via a mostly by an access code. Usually, it is most practical when the agreed dates are known the Organizer, so that this can be a total sync and then each individual participants come to a customized schedule. On some business matching events is given the call duration by the Organizer, but of course can be customized by the interlocutors. It is cheap to provide is to prepare for the meetings of the respective partner companies online or by mail with information material to the company, and to write down important questions.

Is the E-Mail address of the interlocutor available, you can send a short introduction mail advance, with some of the topics that you would like to discuss. That gives the caller the opportunity to bring any specific product or service descriptions. Business matching – online in the classic business matching meet to potential business partners of equal areas of interest on the occasion of fairs, congresses or other specific industry appointments in a place designated for this purpose, to interact and to initiate possible business relationship. The advantage of this type of business matching is located in the Voraborganisation through the targeted can be filtered out the own request interview candidates from a catalog of possible interlocutors. This business matching events, or business exchanges, have very effective and success-oriented turned out. On the other hand, they have the disadvantage, to be tied to specific dates and relatively expensive for the Organizer; In addition, popular conversation partner are often early on busy. With the increasing success of the online networking using social media platforms established is therefore now also in Germany the virtual business matching, which clearly can handle all of the above disadvantages. In the end it differs exchanges up to a certain point of the communication process only slightly from traditional business. On the online business matching Platform organizations and institutions can register companies, self-employed, interest for the service free of charge or for a fee (depending on the provider). Then they can create profiles, which categorized grouped together in one online catalogue. All registered members have access to this catalog. Now other members by mail on a form can be contacted; even concrete requests or topics can be formulated. Nature and extent of further contact left then the members. However, there are also online often promotions or special offers on certain topics, for example, analog connected to the major trade fairs.

KSB group has achieved a group turnover of 1.090,1 million in the first HalbJahr with stable sales KSB. The pump and valve manufacturers achieved in a difficult market environment again approximately (- 0.8%) the level of the months of January to June 2012. As KSB observes in his today published half-yearly financial report, the UMSatz of the German parent company of the Group has evolved in positive: KSB AG invoiced several major contracts between January and June and boosted so their revenue to 415,5 million (+ 4.2%). For the full year KSB assumes unchanged, to exceed the revenues of the previous year, provided that no further deterioration in the economy. Also in the order intake, KSB wants moderate wachsen in the current fiscal year. Still behind the vergleichbaren values of the previous year, the company was back to the middle of the year.

In the first six months received orders amounting to 1.096,4 million (- 5.6%) in the group. Was the reason for the weaker job development restrained investment activity in the project business for the KSB foresees a recovery in the second half of the year. KSB AG received orders that were with 380,1 million to 6.9% lower than the corresponding previous year. Based on this order intake and sales development, KSB scored a consolidated net income before income taxes of 48.8 million in the first six months. This is 3.5 million (- 6.7%), compared to the first half of 2012. especially the sustained price pressure in the project business has had a negative impact. In anticipation of a slight increase business volume, KSB 2013 so that a result nearly expects to reach last year’s level. To the middle of the year the number of employees of the Group amounted to 16.565; This means an increase of 3.4% compared to June 30, 2012.