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[13] Fig.1: Example of a value-creation chain

Fig.2: Enterprise systems, value-creation networks, value-creation chains

Fig.3: Value-creation chain, transaction interfaces and enterprise

Fig.4: Management cycle according to Fayol

Fig.5: First generation of the St. Gallen Management Model

Fig.6: Stakeholders of an enterprise

Fig.7: St. Gallen Management Model, latest development of the third generation, business perspective on organizational value creation

Fig.8: Triple bottom line

Fig.9: Contents of the three meaning horizons

Fig. 10: Primary processes or business processes, according to Porter

Fig. 11: Business processes and markets

Fig. 12: Perceived customer value

Fig. 13: Conceptual relation between customer value, value creation and enterprise value; as an example of a profitability link according to Larivière, 2008

Fig. 14: Calculation of value creation

Fig. 15: Structure of business processes

Fig. 16: Service-provision process as a value-creation chain

Fig. 17: Business process: goods and services

Fig. 18: Service chain in incoming tourism

Fig. 19: The customer buying cycle

Fig. 20: Structure of a brand according to Aaker (1992) using the HSG as an example

Fig. 21: Five-phase product life-cycle model

Fig. 22: Development of marketing

Fig. 23: Marketing concept

Fig. 24: Customer system

Fig. 25: Benefits of long-term customer commitment

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Fig. 26: Transaction relationships in e-commerce

Fig. 27: Composition of demand

Fig. 28: Purchase decision for holiday travels

Fig. 29: SOR behavioral model

Fig. 30: Theory of planned behavior

Fig. 31: Market sizes

Fig. 32: Importance of specific information sources in tourism

Fig. 33: Travel motivation (1+ overnights)

Fig. 34: Types of trends

Fig. 35: Development of trends

Fig. 36: Systematic analysis of new trends using the example of scooters

Fig. 37: Example of a simplified tourism system and its dynamics

Fig. 38: Market analysis as part of the marketing concept

Fig. 39: Matrix of a SWOT analysis

Fig. 40: Strength and weakness analysis of a typical Swiss destination

Fig. 41: Demand trends and opportunities and threats deduced from them for a Swiss destination

Fig. 42: Marketing strategy within the marketing concept

Fig. 43: Goal hierarchy in marketing (exemplary)

Fig. 44: From market segmentation to differentiation

Fig. 45: Optimal segmentation

Fig. 46: Multi-stage market segmentation for the skiing market

Fig. 47: Statistical market segmentation by motives with the help of cluster analyses

Fig. 48: Ways of illustrating brand positioning

Fig. 49: Industry environment conditions and basic strategies for customer acquisition

Fig. 50: Why customer retention pays off

Fig. 51: The main tasks of customer retention

Fig. 52: Overview of marketing tools

Fig. 53: Detailed planning of a marketing mix — marketing plan

Fig. 54: From customer value to value of the customer

Fig. 55: Conception levels for the product

Fig. 56: Goods and services typology

Fig. 57: Alternative decisions depending on program policy

Fig. 58: Basic structure of the physical performance process

Fig. 59: Basic structure of performance process

Fig. 60: Possible roles of companies in a value chain

Fig. 61: Types of business operations

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Fig. 62: Characteristic features of services

Fig. 63: Demarcation between service and material good

Fig. 64: Service chain in incoming tourism — destination point of view

Fig. 65: Individual service chain

Fig. 66: Service chain in outgoing tourism — perspective travel as a whole and travel agency

Fig. 67: Concept of a service chain from a customer’s perspective

Fig. 68: Demand curve as an aggregation of individual preferences

Fig. 69: Price effect elasticities

Fig. 70: Assimilation contrast theory

Fig. 71: Price determination

Fig. 72: Yield management systems

Fig. 73: Yield management for booking systems

Fig. 74: Strategic distribution

Fig. 75: Example: Sales channel in tourism

Fig. 76: Distribution system

Fig. 77: Development prospects in distribution

Fig. 78: General communication process and marketing communication process

Fig. 79: Communication organization

Fig. 80: Communication tools

Fig. 81: Examples for tool goals in marketing

Fig. 82: Detailed planning marketing mix — marketing plan

Fig. 83: Marketing mix within the buying cycle

Fig. 84: Dimensions of business models

Fig. 85: Interaction of business model components of airlines

Fig. 86: Management function according to Fayol

Fig. 87: Possible indicators for measuring marketing’s success during a relaunch

Fig. 88: Goal hierarchy and controlling

Fig. 89: Product-specific multi-level contribution-accounting analysis

Fig. 90: Swiss International Air Lines controlling structure

Fig. 91: Return on investment between the poles of innovation push and pull

Fig. 92: The innovation process

Fig. 93: Required innovation according to industry and goods

Fig. 94: Innovation cube for the classification of strategic directions of impact

Fig. 95: Marketing concept