Рр. 3 – 6

Management of Products Consumer Attractiveness Factors in the Enterprise

Isaev Aleksandr Arkadyevich, Doctor of Economics, Professor of International Marketing and Trade Department, research supervisor of programs of a magistracy, direction of preparation «Trade business», Vladivostok State University of Economics and Service, Gogol st. 41, Vladivostok, 690014, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

Isaeva Liudmila Alekseevna, Candidate of Economic Sciences, Professor, Head of Economic Theory Department, Marine State University named after admiral G.I. Nevelskoy; Verhneportovaya st. 50 A, Vladivostok, 690059, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

The absence of a universally recognized scientifically grounded approach to the formation of a system for ensuring the competitiveness of products at the enterprise is stated. The main content of the emotional theory of sales is presented. It is introduced into scientific concept the term «integrated product», consisting of «main product» and «additional products». The interpretation of «product competitiveness» as the ability of an «integrated product» to demonstrate the best ratio of use value and price in comparison with competing «integrated products» is proposed. The content of the methodological approach to the assessment of product competitiveness is described on the basis of the emotional theory of sales. It is proved expedient to use this approach when creating an integrated product competitiveness system at the enterprise. In particular, we are talking about the creation of a management system at the enterprise for the most significant factors of the consumer appeal of an «integrated product», the purpose of which is the buyer’s decision to purchase this «integrated product» (so-called DTB-control system, from the words «decision to buy» ).The general structure of the DTB-management system in the enterprise is proposed, which consists of three main elements: a structure that creates an «integrated product»; department of product audit; head of the enterprise. The scheme of functioning of the DTB-management system in the enterprise is described.

Рр. 7 – 13

Realization of «Selling More, Faster, More Expensive and More Often» Principle as the Main Requirement of the Modern Economic Environment for Marketing

Smirnov Alexander Alexandrovich, marketing specialist, founder of the project SMIRNOVMARKET.RU, expert in the field of classical marketing, business consultant; Dolomanovsky lane 70D, Rostov-on-Don, 344011, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

The modern economic situation does not allow making mistakes in marketing, and each company seeks to be the winner in the «big marathon». In particular, the desire to sell more, faster, more expensive and more often is a natural reaction, which allows to establish themselves, to gain market share. Considering marketing as a strategy, the author offers materials and schemes that work in practice and increase sales through marketing tools. The systematization of indicators that affect the increase in sales, demonstrated in this article, allows identifying the key areas of sales-oriented marketing.

Рр. 14 – 20

Research of the Russian Private Banking Market: Channels for Attracting High-Income Consumers

Timokhina Galina Sergeevna, Ph.D. of Economics, Associate professor of marketing and international management, Urals State University of Economics, member of AMA (American Marketing Association), 8 Marta St/Narodnoy voli 62/45, Ekaterinburg, 620144, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

Minina Tatiyana Borisovna, Ph.D. of Economics, Associate professor of marketing and international management, Urals State University of Economics, 8 Marta St/Narodnoy voli 62/45, Ekaterinburg, 620144, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

Nesterova Zinaida Vasilievna, Ph.D. of Economics, Associate professor of marketing and international management, Urals State University of Economics, 8 Marta St/Narodnoy voli 62/45, Ekaterinburg, 620144, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

In this article, we present an analysis of the results of qualitative and quantitative marketing research of the Russian market of private banking services with the focus on the issues of streamlining main channels for attracting high-income consumers. In the framework of this research it was identified that personal recommendations from other consumers serve as the main channel for attracting potential high-income consumers in the examined 19 largest banks. Professional channels based on the interaction between private banking and corporate and retail banking divisions and consulting services of relationship managers also serve as the main channels. Based on the analysis of collected data on attracting high-income consumers through personal and professional channels, certain characteristics of the channels’ functioning are exposed and recommendations for the development of these channels are provided. The recommendations address the following issues: developing focus on potential for consumer capital growth rather than on the initial size of consumer capital allocated in a bank; selection of the optimal model of customer service; approaches to recruiting relationship managers; selection of priority key performance indicators for relationship managers; strategic and tactical decisions of the bank to reduce the risk of consumers leaving the bank following relationship managers; approaches to the organization of special events for high-income consumers.

Рр. 21 – 28

Modern Trends and Prospects for the Development of the Broadband Internet Access Market

Kichenko Lyudmila Petrovna, Candidate of Economic Sciences, Associate Professor of Marketing Department of Perm State National Research University; Bukirev street 15, Perm, 614990, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

Sherstnev Yaroslav Valeryevich, Leading specialist of the service of investment projects of ER-Telecom Holding JSC; Shosse-Cosmonavtov str. 11, Perm, 614066, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

In the market of broadband Internet access there is a tough competition in terms of growth rates, this is the most dynamically developing direction of the telecommunications industry. The article proves the expediency of providing Internet access at the lowest prices, up to the «free» of this service. The implementation of the proposed approach will lead to a significant increase in the market share of a specific operator. Becoming a leader in a fast-growing market with 5G, new customers in particular, the Z-generation, the operator company will develop its competitive advantages and reduce existing and potential threats associated with providing broadband Internet access services using package offers. The main source of growth for operators in the markets of major cities is the flow of existing subscribers from competitors.

Рр. 29 – 34

Planning of the Regional Social Infrastructure Based on Geomarketing Methods

Sharifyanov Timur Faudatovich, Head of Service center »Vostok» State Unitary Enterprise RK «Crimeatelecom»; Kirova str. 1, Kerch, 298300, Republic of Crimea (This email address is being protected from spambots. You need JavaScript enabled to view it.)

The purpose of this article is to improve the economic efficiency of a social infrastructure planning in remote low density populated areas Based on a review of the definitions of the physical, social and economic density of the population, as well as their ratios, the frame-network structure of the territories and its dynamics (compression-expansion vector) are visualized. The allocation in the social infrastructure of an information and communication component that gives access to remote social services (unlike the traditional social infrastructure that gives access to services localized near households) is justified. The information and communication infrastructure is differentiated into «Internet access» and «voice communication». Territorial planning of information and communication social infrastructure based on data processing of mobile communication networks, geolocation information systems by algorithm is proposed, which takes into account the actual location of users and their need for such infrastructure, which allows to determine the demand for such infrastructure most objectively.

Рр. 35 – 48

University’s Social Infrastructure Indicators Assessment

Romanova Irina Matveevna, Doctor of Economics, Professor, Head of Marketing, Commerce and Logistics Department, Far Eastern Federal University (FEFU); Building G(22), v. Ayaks 10, Russky Island, Vladivostok, 690922, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

Trotsenko Anastasiya Nikolaevna, Senior Lecturer of Marketing, Commerce and Logistics Department, Far Eastern Federal University; Building G(22), v. Ayaks 10, Russky Island, Vladivostok, 690922, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

The article contains field study results of university stakeholders satisfaction with social infrastructure elements of universities. The social infrastructure of university is analyzed in the context of housing and communal infrastructure, public catering and trade infrastructure, consumer services infrastructure, cultural and recreational infrastructure, sports and health infrastructure, information and communication infrastructure, transport infrastructure. Indicators of social infrastructure of university are estimated for such university stakeholders as «young scientists», scientific and pedagogical workers over 40, local students, students from other regions of the country and foreign students. The obtained results are interesting to university management when developing development programs and increasing competitiveness of universities.