Formation of Personal Brands of Specialists in Intellectually Intensive Markets

Solovieva Dina Vitalievna, Candidate of Economic Sciences, Associate Professor of the Department of Marketing and Communications, St. Petersburg National Research University of Information Technologies, Mechanics and Optics; Chaykovskiy 11/2, St. Petersburg, 191187, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

Bulygina Anastasiya Nikolaevna, Master student, senior assistant of the Department of Marketing and Communications, St. Petersburg National Research University of Information Technologies, Mechanics and Optics; Chaykovskiy 11/2, St. Petersburg, 191187, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

Shatokhina Daria Dmitrievna, Master student, senior assistant of the Department of Marketing and Communications, St. Petersburg National Research University of Information Technologies, Mechanics and Optics; Chaykovskiy 11/2, St. Petersburg, 191187, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

The development of innovations and intellectually intensive markets in Russia at the moment, considering the historically established important role of individuals in these markets, increasingly raises the question of the necessity of personal branding technologies in similar industries. Since among the works of Russian authors the topic of personal branding has been studied with an emphasis on tactical measures and there are almost no methods for developing strategic solutions, it is necessary to develop this area. The developed method for the formation of personal brands in intellectually intensive markets and the identity model of the “Conception of personal brands” allow to develop a personal brand, considering characteristics of the individual and requirements of the market, as well as to offer strategic alternatives to the personal branding. The model includes a set of conceptual solutions for the formation of the brand image, which, depending on the initial data obtained during the study, can be arranged in various ways. The application of the method and model is considered in detail on the formation of a personal brand of a specialist in venture capital investment in Russia and the development of a company promotion strategy using personal branding technologies.

Keywords: personal brand; personal branding; method of forming personal brands; strategy for the formation of a new personal brand, promotion strategy using personal branding technologies; brand model; brand identity; personal branding in the intellectually intensive markets.

Marketing Activity of a Tourism Company

Denisov Anatoly Yevgenyevich, Master’s student, Institute of Economics Management and Law, Russian State University for the Humanities; Miusskaya sq., 6, Moscow, 125993, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

The article analyzes the current state of the tourism industry, the causes of its instability. The reduction of market participants and intense competition have led to significant changes in marketing activities of tourism companies which are forced to consider increasing expectations of service quality from their customers and continuous growth of quality standards of the tourism product offered by competitors. The most relevant aspects of the marketing activities of tourism companies nowadays are sales organization and PR activities. Increasingly an integral part of the marketing activities of tourism companies is the trend towards technological innovations, such as Internet sales. The success of company depends on how flexible it will be able to use the possibilities of improving marketing methods and ways to achieve its goals. The article emphasizes the importance of adapting traditional methods and marketing tools in the tourism sector to current realities.

Keywords: tourism product; marketing activities of tourism companies; marketing methods; trend of personalization and customization; recession; study and forecasting of customer experience; sales organization.

Marketing Strategy of Tourist and Excursion Activity Development in Far Eastern Federal University

Gataullina Svetlana Yuryevna, Associate professor of the service and tourism Department, School of Economics and Management, Far Eastern Federal University; of. 325, Building 22 (G), Russkii Island, v. Ayaks, Primorsky Krai, Vladivostok, 690950, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

Sokolova Anzhela Vitalievna, Senior lecturer of the service and tourism Department, School of Economics and Management, Far Eastern Federal University; of. 325, Building 22 (G), Russkii Island, v. Ayaks, Primorsky Krai, Vladivostok, 690950, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

Moguchaia Svetlana Sergeevna, Undergraduate student, master’s program “Hotel business”, School of Economics and Management, Far Eastern Federal University; of. 325, Building 22 (G), Russkii Island, v. Ayaks, Primorsky Krai, Vladivostok, 690950, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

Tourism is referred to priority directions of socio-economic policy in Primorsky Krai, however the study done by the authors let make the conclusion about insufficiently effective development of this sector in regional economics. In many ways, this is a consequence of tour operator absence in the region, the tour operator with significant infrastructural, financial, intellectual, human resources potential to form innovative, competitive tourist-excursion product of the region. Far Eastern Federal University (FEFU) has such a potential. Organization of tourist-excursion activities will make its contribution to the implementation of the FEFU mission in the development of innovative, practice-oriented forms of educational process, attracting future students, enhancing positive image of the university, development of educational, scientific and MICE-tourism in FEFU; attraction of extra-budgetary funds to the university; strengthening the role of FEFU as communication site in building cooperation of Far Eastern Federal district subjects with the countries of the Asia-Pacific region. The main research problem of the article is the analysis of the possibility to create structural subdivision for the implementation of the tourist-excursion activity in FEFU. The conducted researches confirm the possibility of creation tourist-excursion activity at university, high interest of university authorities, structural subdivisions, students, senior pupils, delegations visiting university, participants of forums and exhibitions. The article describes the strategy of marketing research in development of tourist-excursion activity at FEFU and the first stage study results, which let identify the priority types of excursion consumers, form main options of excursion product and develop organizational and functional model of university subdivision which could carry out excursion activities. The second stage of the study will include segmentation of tourist services consumers and formation of FEFU tourist product options.

Keywords: FEFU; educational environment of the University; competitiveness potential; Primorsky Krai; region; marketing strategy; tourism; excursion activity.

Methodology for Determining Perspective Directions of University’s Social Infrastructure Development as Competitiveness Factor

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 proposes a method of assessing the importance of the social infrastructure of the University to improve its competitiveness (including international), taking into account the university stakeholders interests on the basis of T. Saaty’s Analytic Hierarchy Process method. The following steps are proposed and characterized in the methodology: 1) structuring choice problem as hierarchy; 2) research toolkit elaboration and the selection of experts; 3) determination of the weight coefficients of the university social infrastructure significance for different categories of stakeholders; 4) determination of the weighting coefficients of the university social infrastructure various elements significance for each category of stakeholders; 5) calculation of the final coefficients of the university social infrastructure various elements significance, taking into account the interests of all stakeholders categories.
The following components of social infrastructure elements were considered: housing and communal, public catering and trade, consumer services, cultural and recreational, sports and health, information and communication, transport. The decision to develop one or another element of the infrastructure depends on the opinion of the stakeholders (local students; students from other regions of the country; foreign students; “young scientists” who live or aren’t living on campus; scientific and pedagogical workers over 40 who live or aren’t living on campus). Using the proposed methodology, it was found that increasing university competitiveness, taking into account stakeholders interests, is provided by: 1) housing and communal infrastructure development; 2) development of information and communication infrastructure, cultural and recreational infrastructure and sports and health infrastructure; 3) public catering and trade infrastructure development. The developed methodology is interesting to university management when designing development programs and increasing universities competitiveness.

Keywords: social infrastructure of the university; competitiveness of the university; methods of assessing the importance of social infrastructure elements; stakeholders of the university.

Marketing Mix Program for a New Product on the Example of Aviation Corporation “Rubin”

Bantyukov Sergey Mikhailovich, Engineer-designer (Aviation Corporation “Rubin”); Master student of the Department of Innovation Management, K.G. Razumovsky Moscow State University of technologies and management, Zemlyanoy Val str. 73, Moscow, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

Isabekova Olga Aleksandrovna, Candidate of Economic Sciences, lecturer of the Department of Innovation Management, K.G. Razumovsky Moscow State University of technologies and management, Zemlyanoy Val str. 73, Moscow, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

Aviation Corporation “Rubin” has opened a line of new products aviation direction – carbon brake systems. After a successful launch, the demand for civilian products – carbon brake systems for cars and motorcycles-was studied. The study showed that the products will have a market demand. To bring innovative products to the market, the author proposed a marketing strategy of diversification, developed a marketing mix program and described five organizational stages of product promotion. The proposed program will achieve the main goal – to get the sale of goods in large volumes.

Keywords: aviation industry; innovative products and materials; carbon brake discs; marketing indicators; tools for bringing products to market; marketing mix.

Knowledge-based Human Resource Management Practices as a Success Key for Innovation

Al-Mrshed Sattar Kadim, Post-graduate student, Higher School of Economics and Management, South Ural State University; Lenin prospect 76, Chelyabinsk, 454080, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

In modern realities with high competition, the goal of each organization is to get ahead of competitors and win new customers. Persons with knowledge create innovations. Thanks to their personal creativity, their knowledge, skills and abilities it is possible to generate new innovative ideas that will help organizations to achieve a competitive advantage. The article shows the interrelation between the human, social and intellectual capital of the organization. Their role in creation of innovations is defined. Human resource management technologies include: personnel selection based on knowledge; learning based on knowledge; knowledge-based development; a knowledge-based assessment of effectiveness.

Keywords: knowledge; innovation; human resource management practices.

Negative Influence of “Turnkey Business” Financial Companies on Business in the Beauty Industry

Shremed Diana Mikhaylovna, Post-graduate student of the department “Humanitarian and socio-economic disciplines”. Far Eastern Federal University. Individual entrepreneur, Head of the beauty salon; Admiral Fokin street, 17/2, Vladivostok, 690091, Russian Federation (This email address is being protected from spambots. You need JavaScript enabled to view it.)

To beginning entrepreneurs who are about to open their business in the beauty industry often business-trainers and “Turnkey Business” companies offer their services. Turnkey companies are very popular today, as their services are one of the easiest ways to open a beauty salon. These companies have their advantages: they do everything for an entrepreneur, study the market, select personnel. But they also have their shortcomings, considered in this article. The most effective approach to the opening of enterprises in the field of beauty industry requires start off the implementation of this process directly from the selection of the personnel of the enterprise, since it is the skill level of employees that determines the effectiveness of the salon. If this approach is adopted by consulting companies, they will be able to avoid negative trends in their activities in relation to the opening of enterprises in the beauty industry.

Keywords: beauty salon; turnkey company; services sector; competitors; personnel; customers; cosmetic equipment.