Stefan Lacher – författare

Soziale Netzwerke, moderne Informations- und Kommunikationstechnologien, neue und direktere Formate und die Digitalisierung der Marketingprozesse führen in der Praxis zu einem Umdenken: Das seit Jahren etablierte, klassische Marketing wird zugunsten neuer Ansätze verändert und modernisiert. In der Praxis entstehen damit neue Konzepte, die eine unmittelbare Kundenansprache ermöglichen und neue Chancen für die Bewerbung von Produkten und Dienstleistungen eröffnen.Mit dem vorliegenden Band, der unsere Transferreihe "Praxiswissen Management" beschließt, werden diese Entwicklungen benannt und erläutert, wobei einzelne Beiträge auch Best Practices darstellen, die von innovativen Unternehmen entwickelt bzw. angewendet werden und die eindrücklich die vielfältigen Möglichkeiten illustrieren.

Soziale Netzwerke, moderne Informations- und Kommunikationstechnologien, neue und direktere Formate und die Digitalisierung der Marketingprozesse führen in der Praxis zu einem Umdenken: Das seit Jahren etablierte, klassische Marketing wird zugunsten neuer Ansätze verändert und modernisiert. In der Praxis entstehen damit neue Konzepte, die eine unmittelbare Kundenansprache ermöglichen und neue Chancen für die Bewerbung von Produkten und Dienstleistungen eröffnen.Mit dem vorliegenden Band, der unsere Transferreihe "Praxiswissen Management" beschließt, werden diese Entwicklungen benannt und erläutert, wobei einzelne Beiträge auch Best Practices darstellen, die von innovativen Unternehmen entwickelt bzw. angewendet werden und die eindrücklich die vielfältigen Möglichkeiten illustrieren.

Seminar paper from the year 2004 in the subject Business economics - Business Management, Corporate Governance, grade: Credit, Deakin University (Faculty of Business and Law), course: Strategic Management, language: English, abstract: Part 1: Competitors on the Ski Boat MarketWhich companies are Elan s main competitors? How strong is each of thesecompetitors in relation to Elan? What competitive moves can Elan expect from each ofthese competitors?As Ben Favret wants to become true market leader in profitability, quality, manufacturingcost efficiency and eventually sale , Elan has to compete with the actual market leadersMasterCraft and Malibu. Furthermore there will be direct competition in the niche oftournament skier with Infinity Boats. Actualy the market leader with 30 percent market share in the competitive boat industry isMasterCraft. Statistical Surveys counted 1,434 registered sales of their competition ski boatsin the first six month 2001. Their facility gives them the possibility to produce about 6200boats per year. With the widest range of 15 models in best quality on the market and ongoinginnovations reinforced by various R&D alliances, MasterCraft s brand name is well knownand on the ski boat market. Elan has to recognize that MasterCraft proved to retain good saleseven in bad economic circumstances most likely because of their wide diversification and itsstrong brand name. After the foundation of the concept boat idea which lowers their risk inintroducing new models and features, MasterCraft might even bring more innovative productson the market. On the other hand the new ownership of senior managers and a venture capitalcompany might cause disagreements in where to lead the company in the next years.

Seminar paper from the year 2004 in the subject Business economics - Offline Marketing and Online Marketing, grade: Distinction, Deakin University (Faculty of Business and Law), course: Marketing Management, language: English, abstract: What comes first to your mind when you hear the names Sony and Nintendo? Maybe youassociate them as the two huge players on the video console market which dominate thissegment. So what happens if the giant of the software industry, Microsoft, steps into a so farprotected territory and introduces a perfect planned marketing campaign that brings the greenXbox-logo in everybody s mind? Considering that Microsoft is a very aggressive and wellfinancially equipped company, therefore one of the most successful in the world, you canexpect a major showdown. But what will happen to the customer who should be the drivingforce of the ma rketing effort of those players?

Seminar paper from the year 2004 in the subject Business economics - Business Management, Corporate Governance, grade: Distinction, Deakin University (Faculty of Business and Law), course: Strategic Management, language: English, abstract: The purpose of this report is to analyse the attractiveness of the aircraft manufacturing industry. Research for this report includes information from journal articles, newspapers, and analysis of actions of the main competitors. The major findings indicated that the aircraft manufacturing industry has undergone extensive changes since the late 1990's. Despite the negative effects of environmental change like the terrorism acts of September 11, 2001 and diseases like SARS on air travel, the aircraft industry is still attractive for new entrants. The long-term growth rate caused by globalisation, governmental support, and general need for more mobility show that there is still a large demand for aircrafts of all sizes. Due to the industry's attractiveness, it is highly recommendable to enter the industry. Companies considering this should be aware of the high volatility in the market as well as the huge capital investments needed for the development process. [...]