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
[10][11]Table of Figures
| Fig. 1: | Example of a value chain |
| Fig. 2: | Value-creation network and meta-system |
| Fig. 3: | Transaction interface and company |
| Fig. 4: | Management cycle according to Fayol |
| Fig. 5: | 4th generation of the St. Gallen Management Model |
| Fig. 6: | Stakeholders
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