Marketing Concept - The St. Gallen Management Approach. Thomas Bieger

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this book but also in our efforts to offer actual and method-oriented lectures on the assessment level of the University of St. Gallen. I also thank my colleagues o. Univ. Prof. Dr. Johannes Rüegg-Stürm and assistant professor Dr. Simon Grand for stimulating discussions, the good cooperation, and many valuable inputs.

May 2015

Thomas Bieger

      [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	Скачать книгу В начало < 1 2 3 4 > В конец e-mail: [email protected]