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Information technology (IT) expenses constitute an important factor when choosing efficient IT systems. Especially with regard to cloud computing (CC), decision-makers tend to associate cost benefits. In this context, cloud providers present often undifferentiated sample calculations which aim to verify the financial favorability of their IT solutions. However, the scientific literature tries to encounter this by means of various total costs of ownership approaches. But science mostly neglects essential factors and does not provide an integrated approach involving factors, such as cost of capital, taxation effects, use intensity or duration of use. Hence, the purpose of this study is to involve these factors accordingly.

The paper uses a multi-method approach. First, existing literature is analyzed by a systematic literature review. Afterwards, the initial model is developed by means of a formal notation. Finally, the suitability of the formal model is evaluated by a real-life case study, where simulation software is used for investigating various scenarios.

The underlying paper discusses a formal model which integrates the four stated factors and enables decision-makers to compare cloud-based IT services on a comprehensive financial basis. Thus, the rational cost comparisons with traditional IT systems such as on-premise (OP) increase the transparency of the CC field significantly.

This paper shows impressively the importance of the four mentioned factors and their influence on the decision whether to implement cloud services or OP services. Herein, to the best of our knowledge and for the first time, a cash-flow-based comparison model is created for comparing cloud services and OP solutions.

There are cloud computing (CC) services available for various applications within the supply chain management (SCM). These services offer, for example, consistent global networking platforms and enable quick decision making, which may strengthen competitive advantages. The specification of the single-related elements and the coordination mechanisms between actors and information flows is complex. In this paper, the authors argue that reference models can accelerate understanding these processes. The purpose of this paper is to gain an understanding of the current state of the underlying research field and to present a reference model that supports theory and practice in adopting CC services at SCM.

This paper provides a cross-discipline systematic literature review from the research perspectives of information systems and SCM. Based on 102 papers, the authors designed a reference model showing the interrelations between various elements of CC and SCM.

The authors discover the most important chances and risks for CC implementations in supply chain (SC) processes and pay special attention to SC sustainability aspects of CC. Until now, SCM research in the realm of CC usage is still in its infancy both in theory and practice.

To the best of the authors’ knowledge, there is no systematic literature review that consistently focusses CC usage within SC processes while integrating specific aspects of strategic theory. The obtained insights lead to the first SCM-related reference model for CC usage.

There are cloud computing (CC) services available for various applications within supply chain management (SCM) processes and related enterprise information systems (ISs). These services offer, for example, consistent global networking platforms and shared real-time information. Furthermore, they enable quick decision making and ensure efficiency, which may strengthen competitive advantages as to digital processes within the supply chain (SC). However, research lacks a paper that systematically analyzes the interrelation between CC and SCM in detail and aims to become a reference point in the intersection of both research fields. Moreover, the purpose of this paper is to gain a deep understanding of the current state of research and to identify future research challenges.

This paper provides a cross-discipline systematic literature review from the research perspectives of ISs and SCM. In total, 99 papers have been investigated by combining qualitative and quantitative content analysis. As a side effect the authors developed a new methodological framework for conducting comprehensive literature reviews that could be applied by future research.

The authors discover the most important influence factors for CC implementations in SC processes and pay special attention to major issues, research methods, applied theoretical concepts, and geographical differences. Until now, SCM research in the realm of CC usage is still in its infancy both in theory and practice.

Possibly not all of the relevant papers have been filtered during the paper selection phase. The findings of the literature review and the conceptual framework identifying different areas of concern are believed to be useful for future research to obtain an overview of the evolution of CC in SC processes.

To the best of the knowledge, there is no systematic literature review that consistently focusses CC usage within SC processes while integrating strategic aspects. Additionally, the authors constructed and applied a unique keyword analysis.

Ausgangssituation: Probleme bei der Strukturierung von Entscheidungen Aus der Sicht marktorientierter Unternehmen bildet die strategische Unternehmens‐ und Marketingplanung eine Einheit; die Marketingplanung stellt die unternehmenspolitische Leitplanung dar (vgl. Haedrich/Berger 1982, S. 3).

Comparing two different descriptions of the atmosphere of one and the same city allows for interesting insights regarding the production, duration and perception of urban atmospheres. Aspects of time are very important in this context as they form typical atmospheres here and always, ensure that the patina of the city and the people is based on experience, and generate expectations prior to actually felt-bodily perceptions by means of narration. Changes in environmental qualities or modes of perception can provide clues to both typologies of places and the people present. Moreover, this chapter introduces the Atmospheric Portfolio, which illustrates how research on personal atmospheric perception as well as site-specific atmospheres of a location becomes possible. In the sense of further heuristic starting points, methods employed by other research projects will supplement the study.

Deutsche Bahn AG (Deutsche Bahn hereafter) was the former German railroad monopolist until deregulation in 1996. It was a well-known company that operated in worldwide markets for transport and logistics at the time of the case (late 2013). The case “Deutsche Bahn AG: a former monopoly off track?” focuses on the opportunities and challenges faced by Deutsche Bahn with regard to its position in the German individual transportation market. On the one hand, Deutsche Bahn is facing external problems. Increasing competition in short- and long-distance traffic threatens its strong business position. The competition emerged from a growing long-distance bus market and the increase in private railway companies. During the last few years before 2013, Deutsche Bahn has lost several public tenders for individual passenger travel in Germany. On the other hand, Deutsche Bahn has internal problems that endanger its image as a service company. A lack of service quality and the technical condition of its trains has led to rising numbers of customer complaints. In addition, staffing and punctuality problems have exacerbated the situation. One of the main technical issues the company faces is that ordered trains have not been delivered on time. Given the focus on Deutsche Bahn’s domestic challenges, its international business activities are tackled only briefly. While regulatory and political events have an impact on Deutsche Bahn, these are not the main subjects of the case.

This case has been written from public sources. Consequently, no company release is provided. None of the information has been disguised in any way.

The case is intended for use in a 90-minute strategic management class attended by students at the end of their undergraduate studies or in postgraduate study. Although the case relates to issues in strategic management, the special regulatory environment and some of the issues covered could make the case a useful complement in other classes as well, such as classes in supply chain management (procurement) or the management of public companies. Therefore, students should have basic knowledge in developing strategies, management, marketing, human resource management, and finance.

Strategic Analysis and Strategic Management, Railroad Logistics, Deregulation of a former Monopoly, Stakeholder Theory.

Die Empfehlung an die Verantwortlichen in Fremdenverkehrsorten und ‐regionen, zur Abwendung weiterer Marktanteilsverluste ein innovatives Marketing zu betreiben, stösst häufig auf Ablehnung oder Resignation bei den Betroffenen. Es wird eingewendet, die von der Betriebswirtschaftslehre für Konsumgüterproduzenten entwickelten Marketinginstrumente könnten nicht einfach auf den Fremdenverkehr übertragen werden. Die Fremdenver‐kehrsstellen (Verkehrsämter, Kurverwaltungen, regionale Fremdenverkehrsverbände) hätten z.B. keinen Einfluss auf die Produktgestaltung der örtlichen Leistungsträger, sie würden nur eine koordinierende Funktion ausüben und allenfalls Werbung für den Fremdenverkehrsort oder die ‐region betreiben. Tatsächlich ist der Bereich des Binnen‐marketings (auch intramulares Marketing oder Innenmarketing genannt) im Fremdenverkehr durch besondere Schwierigkeiten gekennzeichnet. Das “Produkt” Fremdenverkehrsort oder Kurort umfasst stets ein ganzes Leistungsbündel, für dessen Herstellung viele “Produzenten” verantwortlich sind. Die Besonderheiten des Marketings im Fremdenverkehr ergeben sich deshalb vor allem aus der Tatsache, dass Marketing in Erholungsorten, Kurorten, Heilbädern und Städten sowie in Fremdenverkehrsregionen in der Praxis stets Gerne in schaftsmarketing ist. Um erfolgreiches Marketing nach aussen betreiben zu können, er‐weist es sich im Fremdenverkehr als notwendig, zuerst eine Konzeption für das Marketing nach innen (Binnenmarketing) zu erarbeiten. Für jeden Fremdenverkehrsort gilt: “Marketing begins at home”.