Prof. Dr. Alexander Himme

Assistant Professor of Management Accounting

As of April 2015, Alexander Himme is Assistant Professor of Management Accounting at Kühne Logistics University. He received his PhD in Management Accounting and Marketing at the University of Kiel (Germany). He holds a Diploma in Business Administration from the University of Kiel. Before joining Kühne Logistics University he worked as an Assistant Professor at Vlerick Business School (Belgium) and as a Post-Doc at the Universities of Cologne and Passau (Germany). At the University of Cologne he received his cumulative habilitation. In addition, Alexander Himme spent one year as a Visiting Scholar at the Graduate School of Business at Stanford University and the University of California in Los Angeles (UCLA).  

Himme's specialization is on the field of performance measurement, valuation of intangibles, marketing accounting, and cost management. His work is positioned at the accounting-marketing interface. In this context his research deals with the influence of intangibles on accounting metrics like the cost of capital. The aim of the research is to quantify the return of investments in intangible assets like brands, customer equity, or corporate reputation. For determining the return of investments in intangible assets his research also focuses on ways how to measure and to evaluate these assets. Determining the drivers of a successful cost management is another pillar of his research projects. His research has been published among others in Journal of Management Control, International Journal of Research in Marketing, Journal of Cost Management, Zeitschrift für Betriebswirtschaft (Journal of Business Economics), and Marketing ZFP. He has also presented his work at major international conferences (e.g., Congress of the European Accounting Association, Marketing Science Conference, Marketing Strategy Meets Wall Street).

Himme has taught at the Universities of Kiel, Passau, Cologne as well as at the Corvinus University in Budapest, Vlerick Business School in Ghent/Leuven/St. Petersburg, and the State University of Management in Moscow.  He has taught diverse financial, managerial, and marketing accounting classes in bachelor, master, and executive programs. Himme has visited several teaching seminars that deal with the case study method (e.g., case method teaching seminar by Harvard Business Publishing) and combines theory-based teaching with a passionate way of teaching case studies.

Contact

Tel: +49 40 328707-225
Fax: +49 40 328707-209
alexander.himme@the-klu.org

Networks

Selected Publications

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Abstract: Marketing and finance executives follow different objectives and focus on different stakeholder groups. Marketers want to create sales impact. Finance executives are concerned about the financial health of the firm. As a result, both worlds tend to be rather disconnected in their daily business. We argue that this does not reflect the dynamics of the firm where important marketing and financial metrics in fact interact. As long as marketing and finance officers do not fully appreciate the interplay of their key metrics, their decisions are likely to be suboptimal.This article proposes a simultaneous equation model that reflects the interaction of marketing and finance-domain variables in the value creation process. We focus on brand-building activities and the attraction of capital as major tasks of marketing and finance officers. Our model shows how advertising and other investments increase customer-based brand equity (CBBE) that in turn impacts financial leverage and credit spread and ultimately elevates the level of financial resources.Based on a broad sample of 155 firms covering various B2C industries, we test for the empirical relevance of our model. We also assess the practical significance of our results by transforming them into elasticities. Our results suggest that marketing and finance executives need to consider the dynamic interaction of their decision and performance variables to fully evaluate the effects of their decisions on the firm's financial health.

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Copy reference link   DOI: 10.1016/j.ijresmar.2013.10.006

Abstract: Recent marketing studies suggest that non-financial metrics, such as customer satisfaction and brand value, help explain the variation in the cost of equity and the cost of debt. These studies typically focus on only one non-financial metric and one component of capital cost. In this study, we broaden the understanding of the relevance of non-financial metrics to the cost of capital. We investigate the joint role of customer satisfaction, brand value, and corporate reputation for stock market beta and credit ratings, which reflect variation in equity and debt risk premiums across firms. In addition to the joint direct influence of these metrics on capital cost, we also study their interaction effects. We develop a conceptual model to explain the effects on capital costs and test the resulting hypotheses in a broad sample of 344 firms from diverse industries using data from the 1991–2006 period.Our results suggest that higher satisfaction ratings reduce both the cost of equity and cost of debt, whereas brand value and corporate reputation only show a negative direct association with the cost of debt. In addition, both measures moderate the effect of satisfaction on the cost of debt. Brand value attenuates the influence of satisfaction, whereas corporate reputation amplifies this effect.

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Copy reference link   DOI: 10.1007/s00187-012-0157-8

Abstract: Cost reduction is usually confronted with conflicts and resistance. Besides planning and controlling measures the management accounting literature discusses behavioral and organizational factors (e.g., top management commitment, participation, cost culture) in order to overcome this resistance. Thus, from a theoretical perspective different concepts exist for implementing an effective long-term cost reduction. However, only little empirical research can be found that investigates the relative importance of “soft” behavioral and implementation factors compared to general planning and control measures. This study examines the role of behavioral and organizational (“soft”) factors in comparison to planning and control (“hard”) factors in cost reduction projects. Target costing or activity-based costing projects represent examples for strategic cost reduction projects which are considered in this study. The sample comprises 131 chief management accountants of medium-size and large German companies which were involved in such strategic cost reduction projects. Structural equation modeling is used for deriving the results. The results show that cost culture, top management commitment, and participation are of particular importance for the success of cost reductions. Their influence drives significantly planning and controlling measures which in turn determine the effectiveness of cost reduction measures.

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Copy reference link   DOI: 10.1007/s11573-009-0302-5

Abstract: Since the beginning of the 1990s cost management is widely discussed on a conceptual basis. Empirical research is mainly focused on special aspects of cost management. Especially, target costing is empirically analyzed. The results indicate the effectiveness of target costing, while some studies criticize its complexity and its results in terms of overengineered products. In general, empirical results with regard to cost management are very fragmented and ignore very often theoretical contributions. Particularly, empirical research neglects behavioral aspects of cost management. These behavioral aspects are important since theoretical research implies that cost management provokes opposition in business companies. With regard to the methodology the derived results are mainly based upon case studies and small samples within a special industrial environment. The data analysis is generally descriptive and does not allow to derive any managerial implications. Therefore, there is a lack of empirical conclusions with regard to which success factors are relevant in the context of cost management.

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Research Projects

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Academic Positions

since 04/2015

Assistant Professor for Managerial Accounting at Kühne Logistics University, Hamburg, Germany

2014 - 2015

Assistant Professor, Vlerick Business School, Belgium

2011 - 2014

Post-Doc ("Akademischer Rat"), University of Cologne (Chair for Marketing and Market Research, Professor Marc Fischer), Germany

2008 - 2011

Post-Doc ("Akademischer Rat"), University of Passau (Chair for Marketing and Services, Professor Marc Fischer), Germany

2003 - 2008

Research Assistant ("wissenschaftlicher Mitarbeiter"), Management Accounting, Christian-Albrechts-University of Kiel (Chair for Management Accounting, Professor Birgit Friedl), Germany

2001 - 2003

Student Assistant, Christian-Albrechts-University of Kiel (Chair for Econometrics, Professor Gerd Hansen), Germany

Education

2014

"Habilitation" at the Faculty of Management, Economics, and Social Sciences at the University of Cologne; Granting of the "Venia Legendi" for Business Administration; Title of the Habilitation: "Essays on the Management of Intangibles, Costs, and Innovation"

2012

Visiting Scholar at the Anderson School of Management, UCLA, California, (Invitation by Professor Dominique M. Hanssens)

2011

Visiting Scholar at the Graduate School of Business, Stanford University, California (Invitation by Professor Stefan J. Reichelstein)

2008

Ph.D., Marketing and Accounting („summa cum laude“); Title of Dissertation: “Critical Success Factors of Cost Management and Market Entry Decisions”; Advisers: Sönke Albers and Birgit Friedl; Christian-Albrechts-University of Kiel, Germany

2001 - 2002

Academic year at the University of Illinois at Urbana-Champaign

1998 - 2003

Undergraduate and Graduate Studies in Business, Law, and Economics with Majors in Accounting, Management Accounting, and Econometrics at the Christian-Albrechts-University of Kiel (Diploma in Business Administration), Germany

Best Teaching Award at Kühne Logistics University (2016)

Alexander Himme has received KLU’s Teaching Award. The Teaching Award is conferred once a year based on the students’ evaluations of their lectures and seminars.