1.Day G.S. Marketing’s contribution to the strategy debate. Journal of the Academy of Marketing Science 20(4), 1992.
2.Doyle P. Marketing Management and Strategy. Hemel Hempstead: Prentice-Hall, 1994.
3.Greenley G.E. and Aaby N.E. Strategy Concepts and Marketing: A Synthesis. In M.J. Baker (ed) Perspectives on Marketing Management. London: Wiley, 1992.
4.Hammer M. and Champy J. Re-engineering the Corporation. New York: Harper-Collins, 1993.
5.Kerin R.A. Marketing’s contribution to the strategy debate revisited. Journal of the Academy of Marketing Science 20(4), 1992.
6.Kotler P. Marketing Management Analysis, Planning and Control. Hemel Hempstead: Prentice-Hall, 1996.
7.Lambin J.J. (1976), Advertising, Competition and Market Conduct in Oligopoly over Time, Amsterdam, No
Показать всеrth Holland Publishing Company. P. 23.
8.Lambin J.J. (1988), Synthese des etudes recentes sur l'efficacite economique de la publicite, Louvain-la-Neuve, CESAM, working paper; Lambin J.J. Naert P.A. and Bultez А. (1975), Optimal Marketing behavior in Oligopoly, European Economic Review, Vol. 6, p. 105-128.
9.Lyles M. A research agenda for strategic management in the 1990s. Journal of Management Studies 27 July, 1990.
10.Lynch J.E. Only connect: the role of marketing and strategic management in the modern organization. Journal of Marketing Management 10, 1994.
11.McKenna R. Marketing is everything. Harvard Business Review 69 January/February, 1991.
12.Morris M.H. and Pitt L.F. The contemporary use of strategy, strategic planning and planning tools by marketers: a cross-national comparison. European Journal of Marketing 27(9), 1992.
13.Morris M.H. and Pitt L.F. The organization of the future: the unit of marketing and strategy. Journal of Marketing Management 10, 1994.
14.Piercy N.F., Harris L.C., Peters L.D., Lane N. Marketing management, market strategy and strategic management: domain realignment and redefinition. Journal of Strategic Marketing 5, 1997.
15.Statement of the Philosophy of the Marketing Factulty, The Ohio State University, Colledge of Commerce and Administration (Columbus Ohio: 1964) P. 2. Скрыть
Combining these two concepts, the Porter model identifies the following strategies:
Low cost strategy when costs can be reduced at the expense of saving resources, creating the cheap models, the monopoly on cheap raw materials, improving technology, optimization of management.
The strategy of differentiation, the most used type of strategy, which is an enterprise of production allocation policy as a special, different from the competitors.
The strategy of concentration, which decided to allocate a specific segment of the market through lower prices or unique selling proposition.
Choice of a particular strategy is taken after analysis of the chances and risks and should be based on careful consideration of the material and financial resources of the enterprise.
Link and interpenetratio
Показать всеn between the concepts of strategic management and marketing one of the serious problems of management of the organization. The debate among scholars on the most current theme not only not abating until this day, but every day are getting sharper and brighter and brighter light up. About this issue, which is of great theoretical and practical significance, arguing both in the offices of firms and in the classrooms of universities and business schools. First of all, there are difficulties in clearly, explaining the causes of naučnoobosnovannom of this relationship. Most scientists agree that the root cause of the problem – the emergence and continued development of functional integration.
Many traditional approaches to program design, marketing and strategic management eroded, essentially by improving the institutional and business practices. Similar effect involves both convergence and divergence of the two areas. Integration model developed by n. Piercy and l. Harris co-authored with l. Peters and n. Lane, which allows you to classify the problems faced by marketing and strategy – i.e. focusing on specific aspects of leadership. This analysis provides the basis for identifying issues, as well as to identify and clear link between them.
Aeroflot is the leader of the Russian market of air service and one of the largest airlines of CIS countries and Eastern Europe whose history began in 1923.
In 2011, the Aeroflot took advantage of 14 million people, and the Group companies Aeroflot-16.4 million people.
Aeroflot is the flagship of the group, "Aeroflot", consisting of five Russian air companies: «Donavia», «airline «Russia», «Orenburg airlines», «sat airlines, «Vladivostok air».
In the summer flight schedule, flights of Aeroflot 2012 covers 115 points, 71 of them abroad, including Europe, 12 items 45 – Asia, six Americans, five to the near and Middle East, three to Africa. Aeroflot carries out flights to 52 countries around the world, including six CIS (Azerbaijan, Armenia, Belarus, Kyrgyzstan, Ukraine, Uzbekistan).
Thanks to the participation of Aeroflot in the Global Alliance Sky Team, companies are able to plan their travels throughout the network of the Alliance, which collectively includes 983 points in 178 countries around the world. Aeroflot has the most modern fleet of aircraft in Russia and one of the youngest in Europe.
As of August 1, 2012, in the park there are 123 aircraft of Aeroflot, including 120 passenger aircraft, the average age is 5.4 years. Development strategy of the group "Aeroflot" is aimed at building a global network with a central hub for players in Moscow and regional centers in Northern, southern and far eastern Federal districts of Russia.
By 2025, the strategy envisaged occurrence of Aeroflot's 20 largest global air travel market players in terms of passenger traffic and revenue. Increase in transport volumes is planned at the level up to 70 million passengers a year and up. 51.17 percent of Aeroflot shares is owned by the State. Decree of the President of the Russian Federation dated August 4, 2004, №1009 "Aeroflot" is on the list of strategic enterprises and strategic joint-stock companies.
The main task of the Office of strategic marketing Aeroflot is the development of the strategy and tactics of the company in the market of air transport, given its objectives, financial and technical capacity.
Marketing Management Division of Aeroflot is the major Division in determining strategic marketing activities. It is divided into five groups:
1. the planning team is responsible for strategic marketing plans based on information proposals from other groups. In terms of marketing is characteristic of the basic strategic goals, these airlines on forecasting the development of regional markets, marketing strategies for each region and so Plan a tactical events (the next year) has several options, which allows the flexibility to respond to changing market conditions.
2. ASB Group-develops the basic directions of development of the system. Thanks to these systems, time of reservation on any route is reduced by several times.
3. market development Group is a unit. in which receives information on overseas markets and on market conditions. Conducting market research pays great attention. the Aeroflot actively used questionnaires to passengers on board an aircraft in elected flights by phone, in agencies. on the street, etc.
A summary of the results of market research are the basis for forecasting demand for air travel and develop marketing strategies and tactics.
4. Tariff group is responsible for collecting all information on aviation international tariffs and the conditions for their application, is in the calculation of the tariffs to various destinations, airline tariff policy makers etc.
5. the Group of service on board is developing recommendations to improve service on board the aircraft.
Considering the strategic marketing in a company, should pay attention to such an important component, as its strategic marketing planning.
Underlying long-term strategy is the basis for the development of a long-term plan for the airline. This plan because of the uncertainty of the impact of many market factors are usually not painted in detail.
The planning activity of the airline is exercised on the basis of the forecast of the market development in the long, medium and short cuts. Long-term prediction of an identified set of options allows for the possible development of the situation of the market choose the best for airlines because of its industrial and technical opportunities and the availability of resources.
Strategic marketing plan of JSC "Aeroflot" has several options that allow airlines to adapt to changing market conditions and to ensure sustainable movement towards your goals.
The final stage of strategic planning is to develop a control system — this includes the control of sales and profitability of the airline, as well as evaluating marketing effectiveness in key areas. marketing control system "Aeroflot" contains information about the results of the company correspond to the planned objectives and plans, and evaluates its position in the market of air transport at the moment.
SWOT matrix analysis
• retention of skilled engineering and management personnel;
• equipment (which is in proper working order) and technology;
• proven safe handling. Скрыть
Автор24 - это фриланс-биржа. Все работы, представленные на сайте, загружены нашими пользователями, которые согласились с правилами размещения работ на ресурсе и обладают всеми необходимыми авторскими правами на данные работы. Скачивая работу вы соглашаетесь с тем что она не будет выдана за свою, а будет использована исключительно как пример или первоисточник с обязательной ссылкой на авторство работы.
Если вы правообладатель и считаете что данная работа здесь размещена без вашего разрешения - пожалуйста, заполните форму и мы обязательно удалим ее с сайта.
за 10 минут
Эта работа вам не подошла?
У наших авторов вы можете заказать любую учебную работу от 200 руб.
Оформите заказ и авторы начнут откликаться уже через 10 минут!