Читать книгу Marketing Concept - The St. Gallen Management Approach - Thomas Bieger - Страница 6
Оглавление[7]Contents
Preface
Table of Figures
| 1 | Business processes and marketing concept within the St. Gallen Management Model — an introduction | ||
| 1.1 | Case study LÄDERACH | ||
| 1.2 | Value-creation processes, companies and management | ||
| 1.3 | Embedding business processes into the St. Gallen Management Model | ||
| 1.3.1 | Stakeholders | ||
| 1.3.2 | Environmental spheres | ||
| 1.3.3 | Environments and sustainability | ||
| 1.3.4 | Horizons of meaning | ||
| 1.3.5 | Business processes within the St. Gallen Management Model | ||
| 1.4 | Objectives of business processes | ||
| 1.5 | Structure of business processes | ||
| 1.5.1 | Performance processes | ||
| 1.5.2 | Customer processes | ||
| 1.5.3 | Innovation processes | ||
| 1.6 | The marketing approach for the management of business processes | ||
| 1.6.1 | Development of marketing | ||
| 6.1.2 | Marketing concept | ||
| 2 | Market analysis as the basis for market-oriented business management | ||
| 2.1 | Case study MAMMUT | ||
| 2.2 | Customer behavior and markets | ||
| 2.2.1 | Definition and role of markets | ||
| 2.2.2 | Players and market types | ||
| [8]2.2.3 | Motives, needs, benefit and demand | ||
| 2.3 | Market research objectives and data generation | ||
| 2.3.1 | Identifying market sizes, needs and decision-making | ||
| 2.3.2 | Supply-and-demand trends | ||
| 2.4 | SWOT analysis as a synthesis of market analysis | ||
| 3 | Marketing strategy — from market segmentation to a positioning strategy | ||
| 3.1 | Case study JURA | ||
| 3.2 | Marketing objectives | ||
| 3.2.1 | Corporate objectives and marketing objectives | ||
| 3.2.2 | Interaction of marketing objectives | ||
| 3.3 | From market segmentation to a positioning strategy | ||
| 3.3.1 | Segmentation criteria and segmentation level | ||
| 3.3.2 | Choice of target market | ||
| 3.3.3 | Positioning | ||
| 3.4 | From customer processes to tool strategy | ||
| 3.4.1 | Determinants of tool application | ||
| 3.4.2 | Focus on marketing tool application in the marketing mix | ||
| 4 | Product design and performance | ||
| 4.1 | Case study STADLER RAIL AG | ||
| 4.2 | Product design | ||
| 4.3 | Performance provision — physical product | ||
| 4.3.1 | Basic structure of the performance process | ||
| 4.3.2 | Strategic decisions | ||
| 4.3.3 | Operational decisions | ||
| 4.4 | Performance provision — services | ||
| 4.4.1 | Characteristic features of services | ||
| 4.4.2 | Performance design and control of the service process | ||
| 4.4.3 | From service chain to service blueprint | ||
| 5 | Marketing tool application | ||
| 5.1 | Case study JUNGFRAUBAHN | ||
| 5.2 | Pricing policy | ||
| 5.2.1 | Neoclassic pricing model | ||
| 5.2.2 | Behavioral-science pricing models | ||
| 5.2.3 | Functions of pricing | ||
| [9]5.3 | Distribution policy | ||
| 5.3.1 | Functions of distribution | ||
| 5.3.2 | Distribution design | ||
| 5.4 | Communication | ||
| 5.4.1 | Role and function of communication | ||
| 5.4.2 | Organizational scopes of communication | ||
| 5.4.3 | Communication change | ||
| 5.5 | Marketing mix | ||
| 5.5.1 | Objectives of the marketing mix | ||
| 5.5.2 | Planning the marketing mix | ||
| 6 | Controlling and innovation | ||
| 6.1 | Case study SWISS web portal | ||
| 6.2 | Marketing controlling | ||
| 6.2.1 | Development of a controlling concept | ||
| 6.2.2 | Characteristics of marketing controlling | ||
| 6.2.3 | Contribution accounting | ||
| 6.3 | Innovation | ||
| 6.3.1 | Functions, roles and tools of innovation | ||
| 6.3.2 | Return on innovation | ||
| 6.3.3 | Innovation in models | ||
| 6.3.4 | Innovation’s directions of impact |
Bibliography
Alphabetical index
