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 |
