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three horizons of meaning
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, added value and company value Fig. 14: Calculation of added value Fig. 15: Structure of business processes Fig. 16: Performance process as an added-value chain Fig. 17: Business process: goods and services Fig. 18: Service chain in incoming tourism Fig. 19: The customer buying cycle Fig. 20: Brand equity according to Interbrand — the ten most valuable brands in 2014 Fig. 21: Five-phase product life-cycle model Fig. 22: Possible roles of companies in a value chain Fig. 23: Development of marketing Fig. 24: Marketing concept Fig. 25: Customer system Fig. 26: Benefits of long-term customer commitment Fig. 27: Transaction relationships in e-commerce Fig. 28: Composition of demand Fig. 29: Purchase decision for holiday travels [12]Fig. 30: SOR behavioral model Fig. 31: Theory of planned behavior Fig. 32: Market sizes Fig. 33: Importance of specific information sources in tourism Fig. 34: Travel motivation (1+ overnights) Fig. 35: Types of trends Fig. 36: Development of trends Fig. 37: Systematic analysis of new trends using the example of scooters Fig. 38: Example of a simplified tourism system and its dynamics Fig. 39: Market analysis as part of the marketing concept Fig. 40: Matrix of a SWOT analysis Fig. 41: Strength and weakness analysis of a typical Swiss destination Fig. 42: Demand trends and opportunities and threats deduced from them for a Swiss destination Fig. 43: Marketing strategy within the marketing concept Fig. 44: Goal hierarchy in marketing (exemplary) Fig. 45: From market segmentation to differentiation Fig. 46: Optimal segmentation Fig. 47: Multi-stage market segmentation for the skiing market Fig. 48: Statistical market segmentation by motives with the help of cluster analyses Fig. 49: Ways of illustrating brand positioning Fig. 50: Industry environment conditions and basic strategies for customer acquisition Fig. 51: Why customer retention pays off Fig. 52: Customer retention’s main tasks Fig. 53: Overview of marketing tools Fig. 54: Detailed planning of a marketing mix — marketing plan Fig. 55: From customer value to value of the customer Fig. 56: Conception levels for the product Fig. 57: Goods and services typology Fig. 58: Alternative decisions depending on program policy Fig. 59: Basic structure of the physical performance process Fig. 60: Basic structure of performance process Fig. 61: Conflicting priorities of strategic management in the vertical business area Fig. 62: Types of business Fig. 63: Characteristic features of services Fig. 64: Demarcation between service and material good [13]Fig. 65: Service chain in incoming tourism — destination point of view Fig. 66: Individual service chain Fig. 67: Service chain in outgoing tourism — perspective travel as a whole and travel agency Fig. 68: Concept of a service chain from a customer’s perspective Fig. 69: Demand curve as an aggregation of individual preferences Fig. 70: Price effect elasticities Fig. 71: Assimilation contrast theory Fig. 72: Price determination Fig. 73: Yield management systems Fig. 74: Yield management for booking systems Fig. 75: Strategic distribution Fig. 76: Example: Sales channel in tourism Fig. 77: Distribution system Fig. 78: Development prospects in distribution Fig. 79: General communication process and marketing communication process Fig. 80: Communication organization Fig. 81: Communication tools Fig. 82: Examples for tool goals in marketing Fig. 83: Detailed planning marketing mix — marketing plan Fig. 84: Marketing mix within the buying cycle Fig. 85: Management function according to Fayol Fig. 86: Possible indicators for measuring marketing’s success during a relaunch Fig. 87: Goal hierarchy and controlling Fig. 88: Product-specific multi-level contribution-accounting analysis Fig. 89: SWISS INTERNATIONAL AIR LINES controlling structure Fig. 90: Return on investment between the poles of innovation push and pull Fig. 91: The innovation process Fig. 92: Required innovation according to industry and goods Fig. 93: Innovation cube for the classification of strategic directions of impact Fig. 94: Marketing concept
