Judith Hoffmann – författare

Seminar paper from the year 2004 in the subject Business economics - Offline Marketing and Online Marketing, grade: 73% (very good), Bournemouth University (Media School), course: Strategic Marketing, language: English, abstract: Creating a sustainable marketing strategy for Ryanair means to organise its future. To plan the future one has to know the present in a broader perspective. This is the starting point of an environmental analysis, which identifies the internal and external parameters of the particular environment an organisation is operating in (Drohan, 1997) and translates it into useful plans and decisions (Albright, 2004). The environmental analysis gives Ryanair the opportunity to identify the main factors affecting the industry it is operating in and to find its opportunities and capabilities. Above all it is important to answer the question "e;What business are we in?"e; by defining the industry the organisation is competing in since this gives the opportunity to identify competitive advantages relatively to others (Kay, 1993). Ryanair is positioned as being in the European low-budget airline industry. This creates a competitor group consisting of other European no- frills airlines and low-budget sub brands of traditional airlines but excludes full-service airlines.

Master's Thesis from the year 2005 in the subject Business economics - Offline Marketing and Online Marketing, grade: 60%, Bournemouth University, language: English, abstract: Over the last ten years, the Internet has received growing importance all over the world. With the increasing user numbers, also companies have developed an interest in presenting themselves online and using the new medium as a tool for Marketing and PR. However, the open structure of the Internet has also enabled customers to publish their opinions on companies and product. Without being dependent on traditional media, these third-party texts are now available easily to the public. Online formats, which allow individuals to express their opinions either alone or within a group form now a considerable amount of the product- or company-related information available. This has led to the fear of companies of losing reputation and customers because of this uncontrolled information. However, very little investigation has gone into the usage of these sources by consumers when searching for product information online and therefore tried to justify this fear. This lack of research is addressed by the present study. It explores search strategies of consumers and their decisions for certain online sources. Especially the decision for either corporate or non-corporate sources has been in the focus. The research builds on variables, which have been considered by other researcher as influential for internet behaviour. The conceptual framework outlines this background and discusses research, which has been conducted in related areas. In the centre of attention is the European perspective. However, because of time and financial constraints primary research has been limited to two countries. Six focus group interviews have been conducted in Germany and Italy, followed by 40 qualitative e-mail interviews in both countries. The findings of the research led to the conclusion that the internet is not used in such an active way as it could and as many researchers suggested. Consumers mostly feel limited by time or interest. Especially the high amount of information available online has been found deterrent. Furthermore, it turned out that users are sceptical towards individual information and therefore prefer official sources or sources where a high number of opinions are provided. However, it has been concluded that the corporate web site is no longer the only source for consumers and that companies are forced to an honest communication strategy since people are aware of other information sources.

Seminar paper from the year 2005 in the subject Business economics - Offline Marketing and Online Marketing, grade: 68, Bournemouth University (Media School), course: Direct Marketing and Customer Relationship Management, language: English, abstract: Facing an increasing competition for customers, Relationship Marketing has been acknowledged by many researchers and practitioners as "e;the new othodoxy"e; (Petrof, 1997). The belief behind it has been that increased customer retention will lead to increased customer profitability (Reichheld and Sasser, 1990). Strategies to reach this goal have been implemented widely and contain customer care, customer loyalty programs and in this context database and direct marketing techniques (O'Malley and Prothero, 2004). Accordingly the objective of relationship marketing is to identify, establish, enhance and maintain relationships with customers and other stakeholders at a profit (Liljander and Roos, 2002, Gronroos, 2000, Morgan and Hunt, 1994). As opposed to other methods of binding customers (e.g. contracts), relationship marketing is geared to human relationships (Liljander and Roos, 2002) and held together by normative methods and therefore trust, commitment, mutual benefit and loyalty.

Seminar paper from the year 2005 in the subject Business economics - Offline Marketing and Online Marketing, grade: 67, Bournemouth University (Media School), course: Public Relations, language: English, abstract: When Patrick Henry spoke those words more than two hundred years ago, the development of issues management was far away. Nevertheless his words describe what can be called the essence of issues management (IM) over the past 25 years. According to Jones and Chase (1979) issues management can be defined as a tool which helps companies to identify, analyse and manage emerging issues and allows for responding to them before they become public knowledge. Issues emerge, when a stakeholder has a problem with the company relationship, but a problem only turns into an issue when it moves from private to public concern (Coombs 2002). According to Niklas Luhmann (1996 [2000]) who states whatever we know about our society, we know through the mass media, IM used to be concerned with monitoring, influencing and reacting on media events, and thus changing company reputation in the eyes of the public (Moloney, 2000, Philipps, 2000). Accordingly media could be seen as a transmitter between stakeholder and organisation. Due to the gatekeeper function of journalists the louder voice of industry naturally has had more chance to be heard and get media coverage (MacLeod, 2000). This has led to a corporate communication which used to be a merely one-way activity in the times of traditional mass media (De Bussy, Watson, Pitt and Ewing, 2000). The internet has changed this situation. Not only that it allows for the first time real two-waycommunication (White, Raman, 1999), it has also added a new dimension to direct communication between organisations and their stakeholders (de Bussy et al, 2000). PR people as former gatekeepers of company s reputation are now bypassed (Philipps, 2000). People are communicating not only with the company if they have problems to address. They are communicating with each other. Recent PR books (Haig, 2000, Philipps, 2001, Middleberg, 2000) work already as a modern Cassandra, exhorting companies to be aware of the potent ial danger of the internet.

Dieser Sammelband beschreibt die Grundlagen selbstorganisierten Arbeitens, v.a. Werte, Haltungen, Organisationsmodelle, Führungsansätze und Zusammenarbeitstechniken. Er zeigt konkrete Umsetzungswege auf, die von Einrichtungen der Sozialwirtschaft beschritten wurden.Dabei wird ein vielfältiges Spektrum gezeichnet: Von der Gestaltung eines energiestiftenden Auftakts des Organisationsentwicklungsprozesses, über konkrete Veränderungen in den Bereichen Kundenorientierung, Führung, Zusammenarbeit, arbeitsorganisatorische Maßnahmen hin zu wichtigen Detailthemen wie Wertschätzung und Feedback mündet der Band in einer kritischen Reflexion, wieviel Ausdauer der Weg in Richtung „mehr Selbstorganisation“ erfordert.Den Abschluss bildet ein Interview mit Führungskräften aus den Unternehmen der Sozialwirtschaft, die im Buch beispielhaft illustriert werden, und die von ihren persönlichen positiven wie auch herausfordernden Erfahrungen berichten. Die praktischen Beispiele zeigen, dass die Wege in Richtung Selbstorganisation vielfältig sind. Sie sollen Einrichtungen der Sozialwirtschaft anregen, ihre eigenen Wege zu gehen.