1.2.1. What is marketing and its strategic role in managing a business?

Why marketing is so
important to contemporary companies?

1.2.1. Marketing is the process of creating, communicating, delivering, and exchanging value with
customers. Its strategic role in managing a business is to understand customer needs, create value, build
relationships, and drive market expansion. Marketing is important to contemporary companies because of
intense competition, changing customer expectations, globalization and digitalization, and the need for
innovation and disruption.

1.2.2. Consider and discuss the process of four key marketing management activities in managing a
company (use " Marketing process in managing a company – four main phases” - a map of
marketing in managing a company). Explain the sense of each step/phase in the process.

1.2.2. The four main phases of the marketing process in managing a company are:

1. Analysis: Conducting market research and segmentation to understand customer needs and identify
market opportunities.

2. Planning: Setting marketing objectives, developing strategies, and creating a comprehensive marketing
plan.

3. Implementation: Executing marketing activities, launching products, implementing pricing and promotion
strategies, and managing distribution channels.

4. Control: Monitoring and evaluating the performance of marketing activities, analyzing data, and making
adjustments to ensure marketing objectives are met.

Each phase serves a purpose: analysis provides insights, planning sets direction, implementation executes
strategies, and control ensures e ectiveness and e ciency.

1.2.3. What is marketing concept? Describe and compare the four main marketplace orientations.
Compare the four main components of the marketing concept and the selling concept. Explain the
sense of integrative function of marketing management area in managing a company.

1.2.3. The marketing concept is a business philosophy focused on understanding and ful lling customer
needs while achieving organizational goals. The four main marketplace orientations are:

1. Production Orientation: Emphasizes e ciency and cost reduction in production.

2. Product Orientation: Focuses on product innovation and quality.

3. Sales Orientation: Emphasizes aggressive sales and promotion e orts.

4. Marketing Orientation: Focuses on understanding and satisfying customer needs.

Comparing the marketing concept and the selling concept:

- Marketing concept: Customer-centric, builds long-term relationships, focuses on customer satisfaction

and value delivery.
- Selling concept: Product-centric, focused on short-term sales transactions and persuasion.

The integrative function of marketing management involves collaborating with R&D, coordinating with sales
and distribution, aligning with operations and production, and engaging with customer service to ensure a
customer-focused approach and achieve business objectives.

1.2.4. More market-oriented companies usually achieve better long-term business-performance than
their less market-oriented competitors, why? When can we say that a company is market-oriented?
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 More market-oriented companies usually achieve better long-term business performance than their less
market-oriented competitors due to several reasons:

1. Customer Focus: Market-oriented companies prioritize understanding customer needs, preferences, and
behavior. By actively listening to customers, conducting market research, and gathering feedback, they can
develop products and services that meet customer demands more e ectively. This customer-centric
approach leads to higher customer satisfaction, loyalty, and ultimately, better business performance.

2. Competitive Advantage: Market-oriented companies keep a close eye on their competitors and the
broader market environment. They continuously monitor industry trends, analyze competitor strategies, and
stay updated with market developments. This enables them to identify opportunities, adapt quickly to
changes, and maintain a competitive edge over their rivals. By being proactive and responsive, market-
oriented companies can seize market opportunities and mitigate potential threats more e ectively.

3. Innovation and Di erentiation: Market-oriented companies emphasize innovation and di erentiation as

key drivers of success. By understanding customer needs and market trends, they can identify unmet
needs and develop innovative products or services to ful ll them. This focus on innovation helps them
di erentiate themselves from competitors, attract customers, and command premium prices. Continuous
innovation also enables market-oriented companies to stay ahead of the curve and sustain their business
performance over the long term.

A company can be considered market-oriented when it demonstrates the following characteristics:

1. Customer Orientation: The company places a high priority on understanding and meeting customer
needs.

2. Competitor Orientation: The company closely monitors its competitors and the broader market
landscape.

3. Interfunctional Coordination: Di erent departments within the company work together to gather and
share market intelligence, align strategies, and execute marketing activities e ectively.

4. Long-Term Perspective: The company focuses on building and sustaining relationships with customers,
rather than pursuing short-term gains.

1.2.5. Explain the Market Orientation Aspects/Symptoms Model? What main elements are included in
the model? Describe the three exemplary elements of the (audit) scale of market information aspect
of The Market Orientation Aspects Model.

The Market Orientation Aspects/Symptoms Model provides a framework for assessing the market
orientation of a company. It identi es various aspects or symptoms that indicate a company's level of
market orientation. The main elements of the model are:

1. Market Intelligence Generation: This element focuses on the company's ability to gather and analyze
market information. It involves activities such as market research, competitor analysis, and monitoring
industry trends.

2. Market Intelligence Dissemination: This element examines how well the company shares market
information internally and ensures that it reaches the relevant departments and individuals. E ective
dissemination enables better decision-making and coordination across the organization.

3. Responsiveness: This element assesses the company's ability to respond quickly and e ectively to
market changes and customer needs. It involves adapting strategies, products, and processes in a timely
manner to capitalize on opportunities and address challenges.

The audit scale of market information aspect within the Market Orientation Aspects Model includes three
exemplary elements:
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 1. Systematic Data Collection: This element evaluates the extent to which the company systematically
collects market data, both internally and externally. It examines whether the company has established
processes and tools for gathering relevant market information.

2. Market Research Competence: This element assesses the company's expertise in conducting market
research. It examines whether the company possesses the necessary skills and resources to design and
execute market research studies e ectively.

3. Market Information Dissemination: This element examines how well the company disseminates market
information within the organization. It evaluates whether the information is shared in a timely and accessible
manner with the relevant departments and individuals.

1.2.6. What is market orientation audit? How to implement this audit in practice? How to get and
interpret the total measurement results of the market orientation audit?

Market orientation audit refers to the systematic assessment of a company's market orientation. It helps
evaluate the company's capabilities, strengths, and weaknesses in terms of customer focus, market
intelligence generation and dissemination, and responsiveness to market changes. Implementing a market
orientation audit involves the following steps:

1. De ne Audit Objectives: Clearly de ne the goals and scope of the audit. Determine the speci c aspects
of

market orientation that need to be evaluated and the desired outcomes of the audit.

2. Develop Audit Methodology: Design a structured methodology for collecting and analyzing data. This
may involve a combination of surveys, interviews, data analysis, and review of relevant documents.

3. Data Collection: Collect relevant data from various sources, such as customers, employees, market
research reports, and internal documents. Use appropriate methods to ensure data accuracy and reliability.

4. Data Analysis: Analyze the collected data to assess the company's market orientation. Identify strengths,
weaknesses, and areas for improvement. Compare the ndings against established benchmarks or industry
best practices, if available.

5. Interpretation and Reporting: Interpret the audit results and present them in a clear and concise manner.
Provide actionable recommendations for enhancing market orientation based on the ndings. The report
should highlight key insights, areas of improvement, and potential strategies for implementation.

1.2.7. What is marketing management? What are typical marketing management tasks in managing a
company?

Marketing management refers to the process of planning, organizing, implementing, and controlling
marketing activities within a company to achieve its marketing objectives. It involves making strategic
decisions related to product development, pricing, promotion, and distribution in order to meet customer
needs and achieve a competitive advantage.

Typical marketing management tasks in managing a company include:

1. Market Research: Conducting research to gather information about customer preferences, market trends,
and competitor strategies. This helps in making informed marketing decisions and identifying opportunities.

2. Marketing Strategy Development: Developing marketing strategies that align with the company's overall
business objectives. This includes setting marketing goals, de ning target markets, positioning the brand,
and determining the marketing mix (product, price, promotion, and place).
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 3. Product Management: Managing the lifecycle of products or services, from conceptualization to launch
and beyond. This involves product development, branding, packaging, and making decisions regarding
product features, pricing, and positioning.

4. Marketing Communications: Planning and implementing various marketing communication activities to

promote the company's products or services. This includes advertising, public relations, sales promotions,
digital marketing, social media, and other communication channels.

5. Distribution Channel Management: Selecting and managing the distribution channels through which the
company's products or services reach customers. This includes decisions about direct sales, retail
partnerships, e-commerce, logistics, and supply chain management.

6. Marketing Performance Evaluation: Monitoring and analyzing the e ectiveness of marketing activities.
This involves measuring key performance indicators (KPIs), tracking sales, conducting customer
satisfaction surveys, and assessing the return on marketing investments.

7. Marketing Budgeting and Resource Allocation: Allocating resources e ectively to support marketing
initiatives. This includes budgeting for marketing activities, determining resource needs, and optimizing
resource allocation to maximize the impact of marketing e orts.

Overall, marketing management plays a crucial role in guiding the company's marketing e orts, ensuring
customer satisfaction, and driving business growth.

3.1. The general model of relationship value (considered during the lecture this semester) – what are
its structure and logic?
3.2. What are the three main strategies for increasing company-customer relationship value?
3.3. What is the sense and components of the model of relationship value for a customer (considered
during the lecture this semester)?
3.4. What is the sense and components of the model of relationship value for a company (considered
during the lecture this semester)?
3.5. What is customer-perceived value (CPV)? Will customer buy from the rm that they perceive to
o er the highest customer delivered value, why? (* cf. [Kotler Ph., et al., Marketing Management:
First European Edition, Harlow, England ; New York : Pearson/Prentice Hall, 2009, p. 380-386; gure
11.2 p. 381, full-text available online through Library of Wrocław University of Science and
Technology http://biblioteka.pwr.edu.pl/en/ ] OR (* for students speaking Polish: *) [Kotler Ph. Keller
K.L., Marketing. (tyt.oryg.: Marketing Management), Rebis, Poznań 2022, pp. 136-140; diagram 5.2 s.
137] *)
3.6. What are the ve main steps in customer-perceived value analysis to reveal the company’s
strengths and weaknesses relative to those of various competitors strategies for increasing
company-customer relationship value? (* cf. [Kotler Ph., et al, 2009, p. 386, full-text available online
through Library of Wrocław University of Science and Technology http://biblioteka.pwr.edu.pl/en/
,] OR (* for students speaking Polish: *) [Kotler Ph. Keller K.L., 2012, s. 138] *)
3.7. As you know clients on B2C and B2B may have varying degrees of loyalty to speci c brands,
products and companies. How customer’s loyalty can be de ned? (* cf. [Kotler Ph., et al, 2009, p. 386
OR (* for students speaking Polish: *) [Kotler Ph. Keller K.L., 2022, s. 139] *)
3.8. What is NPS – the indicator/metric of customer loyalty? How NPS is calculated? Why NPS is
useful for customer relationship management (CRM)? (* cf. [Garrity, J. (2010). Drive customer loyalty
with net promoter score. (* NPS* ), ABA Bank Marketing, 42(9), 30-33. AND ([Kotler Ph., et al, 2009, p.
391] OR (* for students speaking Polish: *) [Kotler Ph. Keller K.L., 2022, s. 142]) *)
3.9. What is customer satisfaction? As you know (from the lecture) high satisfaction often leads to
high customer loyalty - what is TCS (total customer satisfaction) and why TCS is so important for
contemporary businesses? (* cf. [Kotler Ph., et al, 2009, pp. 387-388] OR (* for students speaking
Polish: *) [Kotler Ph. Keller K.L., 2022, s. 140-141] *)
3.10. What are the sense and components of the value proposition and the value delivery system? (*
cf. [Kotler Ph., et al, 2009, pp. 387-389] OR (* for students speaking Polish: *) [Kotler Ph. Keller K.L.,
2022, s. 139-140 *)
3.11. Is usually the link between customer satisfaction and customer loyalty proportional, why? (* cf.
[Kotler Ph., et al, 2009, pp. 390-391] OR (* for students speaking Polish: *) [Kotler Ph. Keller K.L.,
2022, s. 141-142] *)
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 3.12. What measurement techniques/methods companies can use to measure customer
satisfaction? It is critical that companies should deal with the negative customer’s experiences (and/
or customer complaints) e ectively - describe some possible procedures aiming to recover
customer’s dissatisfaction. (* cf. [Kotler Ph., et al, 2009, pp. 391-392] OR (* for students speaking
Polish: *) [Kotler Ph. Keller K.L., 2022, s. 141-145] *)
3.13. As you know (from the lecture) losing pro table customers can dramatically decrease a rm’s
pro ts therefore marketing should play a key role in achieving high levels of total product/service
quality so that rm remain pro table. What is product (or service) quality from marketing
perspective ? (* cf. [Kotler Ph., et al, 2009, pp. 393-394] OR (* for students speaking Polish: *) [Kotler
Ph. Keller K.L., 2022, s. 144-145] *)
3.14. Should rms measure and analyze customer pro tability, why and how? Is that often (eg.
measurement and analysis of customer pro tability) a di cult task, why? Why customer pro tability
analysis (CPA) should rather be conducted with an accounting method called activity-based costing
(ABC)? (* cf. [Kotler Ph., et al, 2009, pp. 394-395] OR (* for students speaking Polish: *) [Kotler Ph.
Keller K.L., 2022, s. 145-148] *)
3.15. What is the of “customer lifetime value” (CLV) and how can rms measure and maximise it?
Give and explain the exemplary formula of estimating CLV (*
cf. [Kotler Ph., et al, 2009, pp. 394-396, pp. 835-836 – see (pp. 835-836) the formula for estimating
customer lifetime value (CLV) and an example of CLV calculations] *)
3.16. How customer relationship management (CRM) may de ned in terms of a process of managing
information (to maximise customer loyalty)? What are “customer touch points” (or “episodes”) and
why they are so important in CRM? Describe and explain a four-step framework for one-to-one
marketing (use the concept of Peppers and Rogers) that can be adapted to practising CRM. Explain
the ve strategies that can be useful to increase the value of the customer base. (* cf. [Kotler Ph., et
al, 2009, pp. 397-399] OR (* for students speaking Polish: *) [Kotler Ph. Keller K.L., 2022, s. 148-150, s.
154-155] *)
3.17. How a company can reduce high customer churn or defection? (* cf. [Kotler Ph., et al, 2009, pp.
397-399] OR (* for students speaking Polish: *) [Kotler Ph. Keller K.L., 2022, s. 153] *)
3.18. Explain the main steps in the process of attracting and retaining customers. (* cf. [Kotler Ph., et
al, 2009, pp. 400-401; Figure 11.6 p. 401 *)
3.19. Explain the four important types of marketing activities that companies are using to improve
loyalty and retention: a) Interacting with customers, b) Developing loyalty programmes, c)
Personalising marketing, d) Creating institutional ties. What a company should perform to recapture
lost-customers? (* cf. [Kotler Ph., et al, 2009, pp. 401-408] *)

3.1. The general model of relationship value consists of three main components: customer value, company
value, and relationship value. The logic of the model is that when both the customer and the company
perceive value in the relationship, it leads to the creation of relationship value, which strengthens the bond
between the two parties.

3.2. The three main strategies for increasing company-customer relationship value are:

- Increasing customer acquisition: Attracting new customers and building relationships with them.
- Increasing customer retention: Focusing on strategies to keep existing customers loyal and satis ed.
- Increasing customer development: Upselling, cross-selling, and expanding the relationship with customers
to increase their lifetime value.

3.3. The model of relationship value for a customer includes three components:

- Customer value perception: The customer's assessment of the bene ts received from the relationship.
- Customer satisfaction: The customer's overall level of satisfaction with the relationship.
- Customer loyalty: The customer's commitment and willingness to continue the relationship with the
company.

3.4. The model of relationship value for a company includes three components:

- Company value creation: The company's ability to deliver value and meet customer needs.
- Company satisfaction: The company's assessment of the satisfaction level of customers.
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 - Company performance: The company's nancial and non- nancial outcomes resulting from the customer
relationship.

3.5. Customer-perceived value (CPV) refers to the customer's evaluation of the overall bene ts and costs
associated with a product or service o ering. Customers are more likely to buy from a rm that they
perceive to o er the highest customer delivered value because they believe they will receive greater
bene ts relative to the costs involved.

3.6. The ve main steps in customer-perceived value analysis to reveal the company's strengths and
weaknesses relative to competitors are:

1. Identify the major attributes and bene ts that customers value.

2. Assess the company's performance on each attribute compared to competitors.
3. Determine the importance weights that customers assign to each attribute.
4. Rate the company and its competitors on each attribute based on customer perceptions.
5. Compare the company's ratings with competitors' ratings to identify areas of strength and weakness in
delivering customer value.

3.7. Customer loyalty can be de ned as the degree to which customers consistently choose a particular
brand, product, or company over others in the market. It re ects the customer's commitment, trust, and
preference towards a speci c o ering.

3.8. NPS, or Net Promoter Score, is an indicator or metric used to measure customer loyalty. It is calculated
based on a simple survey question: "On a scale of 0-10, how likely are you to recommend our company/
product/service to a friend or colleague?" Respondents are classi ed into three groups: Promoters (score
9-10), Passives (score 7-8), and Detractors (score 0-6). The NPS is calculated by subtracting the percentage
of Detractors from the percentage of Promoters.

NPS is useful for customer relationship management (CRM) because it provides a single metric to gauge
customer loyalty. It helps identify loyal customers, assess the e ectiveness of customer retention e orts,
and track changes in customer sentiment over time.

3.9. Customer satisfaction refers to the extent to which customers' expectations are met or exceeded by a
product or service. Total Customer Satisfaction (TCS) encompasses all aspects of the customer experience,
including product performance, service quality, reliability, and support. It focuses on providing a holistic and
exceptional customer experience.

TCS is crucial for contemporary businesses because satis ed customers are more likely to become repeat
customers, engage in positive word-of-mouth, and develop loyalty. It contributes to customer retention,
brand reputation, and overall business success.

3.10. The value proposition represents the unique value that a company promises to deliver to its target
customers. It includes the bene ts and advantages o ered by a product or service, di erentiation from
competitors, and customer value perception. The value delivery system refers to the processes, channels,
and activities involved in delivering the value proposition to customers.

The sense of the value proposition and value delivery system is to create and deliver superior value to
customers. By understanding customer needs and providing a compelling value proposition, companies
can attract and retain customers, di erentiate themselves from competitors, and achieve a sustainable
competitive advantage.

3.11. The link between customer satisfaction and customer loyalty is typically proportional, meaning that
higher levels of customer satisfaction often lead to higher customer loyalty. When customers are satis ed
with a product or service, they are more likely to repurchase, recommend the brand to others, and remain
loyal over time. However, it is important to note that other factors such as competition, pricing, and
changing customer preferences can also in uence customer loyalty.

3.12. Companies can use various measurement techniques/methods to measure customer satisfaction,
such as surveys, feedback forms, online reviews, and social media monitoring. These methods gather
customer opinions and perceptions about their experiences with the company.
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 To e ectively deal with negative customer experiences or complaints, companies can implement
procedures such as timely response and resolution, personalized communication, compensation or refunds,
and proactive customer recovery e orts. These actions demonstrate the company's commitment to
customer satisfaction, build trust, and potentially turn dissatis ed customers into loyal advocates.

3.13. From a marketing perspective, product or service quality refers to the ability of a product or service to
consistently meet or exceed customer expectations. It encompasses various dimensions, including
performance, features, reliability, durability, serviceability, and aesthetics. Quality is not only about meeting
technical speci cations but also about meeting customer needs and delivering value.

3.14. Firms should measure and analyze customer pro tability to understand the value generated by
di erent customer segments. By identifying pro table customers, companies can allocate resources
e ectively, tailor marketing e orts, and prioritize customer retention strategies. However, measuring
customer pro tability can be a challenging task due to the complexity of tracking costs and allocating them
accurately.

Customer pro tability analysis (CPA) is often conducted using an

accounting method called activity-based costing (ABC). ABC enables a more accurate allocation of costs
to customer activities and provides insights into the pro tability of individual customers or customer
segments. It helps companies make informed decisions about resource allocation and customer
management strategies.

3.15. Customer Lifetime Value (CLV) is a metric that estimates the net pro t generated by a customer over
the entire duration of their relationship with the company. It represents the long-term value that a customer
brings to the business. CLV can be measured by estimating the revenue generated by a customer and
subtracting the associated costs and expenses.

To maximize CLV, rms can focus on customer retention, increasing the average transaction value, and
encouraging repeat purchases. Strategies to maximize CLV may include o ering personalized incentives,
providing excellent customer service, building strong relationships, and implementing loyalty programs.

3.16. Customer Relationship Management (CRM) can be de ned as the process of managing customer
information and interactions to maximize customer loyalty. Customer touch points, or episodes, are the
various moments and channels through which a customer interacts with a company, such as websites,
customer service calls, emails, or social media interactions. They are important in CRM because they
provide opportunities to understand customer needs, deliver personalized experiences, and build strong
relationships.

A four-step framework for one-to-one marketing, developed by Peppers and Rogers, can be adapted for
CRM:

1. Identify: Collect and analyze customer data to understand individual preferences, behaviors, and needs.

2. Di erentiate: Segment customers based on their characteristics and tailor marketing e orts to meet their
speci c needs.

3. Interact: Engage in personalized communication and interactions with customers to build relationships
and enhance customer experience.

4. Customize: O er customized products, services, and experiences to deliver superior value and
strengthen customer loyalty.

To increase the value of the customer base, companies can focus on strategies such as cross-selling, up-
selling, increasing customer retention, encouraging referrals, and nurturing long-term relationships.

3.17. To reduce high customer churn or defection, companies can take several actions:
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 - Enhance customer satisfaction by improving product quality, service delivery, and addressing customer
concerns promptly.
- Build stronger relationships with customers through personalized communication, loyalty programs, and
exclusive o ers.
- Continuously monitor customer feedback and proactively address issues to prevent dissatisfaction.
- Provide exceptional customer service by training employees, empowering them to solve problems, and
exceeding customer expectations.
- O er incentives or rewards for customer loyalty to encourage repeat purchases and long-term
commitment.

3.18. The main steps in the process of attracting and retaining customers include:

1. Identifying the target market: Clearly de ne the speci c customer segment or segments that the
company wants to target.

2. Developing a value proposition: Create a unique and compelling o er that addresses the needs and
wants of the target market.

3. Communicating the value proposition: E ectively communicate the value of the product or service to the
target market through marketing and promotional activities.

4. Building customer relationships: Engage with customers, provide exceptional customer experiences, and
build long-term relationships through trust and loyalty.

3.19. The four important types of marketing activities that companies use to improve loyalty and retention
are:

a) Interacting with customers: Engage in regular communication, seek feedback, and provide personalized
support to enhance the customer experience.

b) Developing loyalty programs: O er incentives, rewards, and exclusive bene ts to encourage repeat
purchases and foster loyalty.

c) Personalizing marketing: Tailor marketing e orts based on customer preferences and behaviors to deliver
relevant and targeted messages.

d) Creating institutional ties: Establish partnerships, collaborations, or a liations with other organizations to
enhance the overall customer experience and provide added value.

To recapture lost customers, companies can implement strategies such as re-engagement campaigns,
personalized o ers, special promotions, or personalized apologies. The goal is to regain customer trust and
reignite their interest in the company's products or services.

4.1. What is the value delivery process? What four sequences does the value delivery involves?
Brie y summarize the Michael Porter’s model of the value chain as a tool for identifying ways to
increase customer perceived value.
4.2. As you know the company’s market results and pro ts depend not only on how well its
departments (e.g. nancial, marketing, human resources, research and development etc.) perform,
but also on how well the company coordinates departmental works to conduct core business
processes. List and explain the ve core business processes.
4.3. For contemporary businesses one of the main keys to success is to own and develop the
resources and competencies that make up the essence of their businesses. Enumerate and explain
the three characteristics of a company’s core competency.
4.4. In general, how is corporate strategic planning carried out? Why strategic planning is so
important for marketers? Please describe the four phases of the corporate headquarters strategic
planning process. Draw this process, please.
4.5. What is the BCG method (The Boston Consulting Group’s Growth-Share Matrix). Specify the four
kinds of SBUs classi ed by BCG method. Present and explain the four general guidelines for setting
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 marketing objectives (for each kind of SBUs) resulting from the BCG portfolio method. Describe the
two general rules of the SBU’s portfolio balance (in perspective of the BCG method).
4.6. What is the strategic-planning gap? Explain the role of the four Anso ’s intensive growth
strategies in reducing this gap.
4.7. Enumerate and explain the steps of the business unit strategic planning process. Characterize
and explain the SWOT method (analysis) as a tool of overall evaluation of a company’s strengths,
weaknesses, opportunities and threats. Explain the role of SWOT method in the business unit
strategic planning process.
4.8. Draw and explain the Marketing Planning Process (use a practice approach/model) useful on the
Strategic Business Unit (SBU) or product/brand/key customer level. Characterize all the ve phases
of the Marketing Planning Process.
4.9. What are the nature and content of a marketing plan? What are the ve fundamental marketing
plan criteria? Enumerate the ve main parts of the sample structure of marketing plan and
characterize (and explain) the role and the content of these each parts.

4.1. The value delivery process involves choosing, providing, communicating, and delivering value to
customers. Michael Porter's value chain model identi es primary and support activities that contribute to
creating customer value.

4.2. The ve core business processes are customer relationship management (CRM), supplier relationship
management (SRM), innovation and new product development, operations management, and service.

4.3. Core competency characteristics include providing a competitive advantage, being unique and di cult
to imitate, and aligning with the company's overall strategy.

4.4. Corporate strategic planning is carried out through four phases: situation analysis, strategy formulation,
strategy implementation, and strategy evaluation. Strategic planning is important for marketers as it guides
their actions and helps align marketing e orts with overall corporate objectives.

4.5. The BCG method is a portfolio analysis tool that classi es strategic business units (SBUs) into four
categories: stars, question marks, cash cows, and dogs. The four general guidelines for setting marketing
objectives based on the BCG portfolio method are build, hold, harvest, and divest. The two general rules for
portfolio balance are to maintain a balanced portfolio and allocate resources based on market
attractiveness and competitive position.

4.6. The strategic-planning gap refers to the di erence between the current and desired performance of a
company. Anso 's intensive growth strategies (market penetration, market development, product
development, and diversi cation) help reduce this gap by providing options for growth and expansion.

4.7. The steps of the business unit strategic planning process include de ning the business mission,
conducting a SWOT analysis, setting objectives, developing strategies, implementing strategies, and
monitoring and adjusting performance. The SWOT method is a tool for evaluating a company's strengths,
weaknesses, opportunities, and threats. It plays a role in the strategic planning process by providing
insights for strategy development and decision-making.

4.8. The Marketing Planning Process on the SBU or product/brand/key customer level involves ve phases:
analyzing the current situation, setting objectives, developing marketing strategies, implementing the
strategies, and monitoring and controlling the results.

4.9. A marketing plan outlines the marketing objectives, strategies, and tactics of a company. The ve
fundamental marketing plan criteria are clarity, consistency, completeness, feasibility, and exibility. The
main parts of a marketing plan include an executive summary, situation analysis, marketing strategy,
marketing tactics, and nancial projections. Each part provides speci c information and guidance for the
marketing activities of the company.

5.1. Explain the three main elements (components) of The Morphology of Marketing Strategy. What is
the Core of Marketing Strategy in the concept of Morphology of Marketing Strategy and its role in
deciding on marketing strategy? What are: S (Segmentation), T (Targeting) and P (Positioning) in S-T-
P strategy? List three selected positioning strategies (options) and explain each of them.
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 5.2. What is Buyer Persona (Persona) and its usefulness for Marketing Management, especially for S-
T-P (STP) strategy?
5.3. Specify three selected marketing strategies supporting Marketing Strategy Core and explain
each of them.
5.4. What is a brand? List and explain several typical brand elements/components. Specify and
explain the main roles brands perform for customers.
5.5. What are the main functions/roles of brand in managing a company? What is strategic brand
management and its six main features? What are the four main processes for strategic brand
management?
5.6. Why to have a brand vision (i.e. a clear and consistent message about the value of the brand) is
so important for strategic brand management? What are brand identity and brand image? What is
the di erences between brand identity and brand image?
5.7. What is a brand promise? Explain the (consumer) brand knowledge?
5.8. What is (customer-based) brand equity and how a company can measure/ estimate it? What is
the essence of the Brand Asset Valuator (BAV) model? What are the ve key pillars (main elements)
of brand equity, according to BAV model?
5.9. What is a global brand? What do we mean by “Glocal strategies” in strategic brand
management?

5.1. The three main elements of The Morphology of Marketing Strategy are Segmentation, Targeting, and
Positioning. The Core of Marketing Strategy refers to the central decision-making process that guides the
selection and implementation of marketing strategies. In the S-T-P (Segmentation-Targeting-Positioning)
strategy, S represents Segmentation, T represents Targeting, and P represents Positioning.

Three selected positioning strategies are:

1. Di erentiation: This strategy aims to create a unique and distinctive image for the brand or product in the
minds of consumers, highlighting its unique features or bene ts.
2. Cost Leadership: This strategy focuses on o ering products or services at competitive prices to position
the brand as a ordable and value-oriented compared to competitors.
3. Niche Marketing: This strategy involves targeting a speci c, well-de ned market segment with
specialized products or services that cater to their speci c needs or preferences.

5.2. Buyer Persona, also known as Persona, is a ctional representation of the ideal customer based on
market research and data. It includes demographic information, behaviors, motivations, and goals of the
target customer. Buyer Persona is useful for Marketing Management, especially for S-T-P (Segmentation-
Targeting-Positioning) strategy, as it helps marketers understand their target audience better and tailor
marketing e orts to meet their speci c needs and preferences.

5.3. Three selected marketing strategies supporting Marketing Strategy Core are:
1. Product Development: This strategy involves creating new products or improving existing ones to meet
customer needs and preferences, driving growth and competitive advantage.
2. Market Penetration: This strategy focuses on increasing market share for existing products by targeting
new customer segments or increasing product usage among existing customers.
3. Relationship Marketing: This strategy emphasizes building strong and long-lasting relationships with
customers through personalized communication, excellent customer service, and loyalty programs.

5.4. A brand is a name, term, design, symbol, or any other feature that identi es and distinguishes a
product or service from its competitors in the eyes of customers. Typical brand elements/components
include brand name, logo, tagline, packaging, colors, and brand messaging. The main roles of brands for
customers include providing recognition, conveying trust and reliability, representing quality, and simplifying
the decision-making process by signaling speci c attributes or bene ts associated with the brand.

5.5. The main functions/roles of a brand in managing a company include di erentiation from competitors,
building customer loyalty and trust, facilitating customer decision-making, and supporting overall business
growth. Strategic brand management is the process of designing and implementing strategies to create and
maintain a strong and favorable brand image. Its six main features include brand positioning, brand
architecture, brand communication, brand extension, brand equity, and brand valuation. The four main
processes for strategic brand management are brand analysis, brand planning, brand implementation, and
brand monitoring.
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5.6. Having a brand vision, which is a clear and consistent message about the value of the brand, is crucial
for strategic brand management because it provides a guiding direction and purpose for the brand. Brand
identity refers to how a company wants to be perceived by its target audience and encompasses the
brand's values, personality, and positioning. Brand image, on the other hand, refers to how the brand is
actually perceived by customers. The di erence between brand identity and brand image lies in the
perception of customers, where brand identity represents the intended perception and brand image
represents the actual perception.

5.7. A brand promise is a statement or commitment made by a brand to its customers about the bene ts
and value they can expect from its products or services. It sets expectations and creates a bond of trust
with customers. Consumer brand knowledge refers to the awareness, perceptions, and associations that
customers have about a brand. It includes knowledge about the brand's attributes, bene ts, values, and
overall

brand image.

5.8. Customer-based brand equity refers to the value and strength of a brand in the eyes of customers. It
can be measured or estimated by assessing factors such as brand awareness, brand associations,
perceived quality, brand loyalty, and other customer-based metrics. The essence of the Brand Asset
Valuator (BAV) model is to evaluate brand equity by focusing on ve key pillars: Di erentiation (uniqueness
and distinctiveness of the brand), Relevance (how well the brand meets customer needs), Esteem
(perceived quality and customer respect for the brand), Knowledge (customer awareness and
understanding of the brand), and Relevance (customer loyalty and willingness to engage with the brand).

5.9. A global brand is a brand that is recognized and available across multiple countries or regions
worldwide. It has a consistent brand image and positioning across di erent markets. "Glocal strategies" in
strategic brand management refer to the approach of adapting global brand strategies to local markets. It
involves striking a balance between maintaining a consistent brand identity globally while also considering
the unique cultural, economic, and social aspects of local markets. Glocal strategies aim to create a
connection with local customers while leveraging the strength of the global brand.

6.1. Reengineering – as one of the important, current trends in marketing practices – involves,
generally speaking, creating teams to be able to manage customer-value-building processes and
break down “walls” separating departments. What are other important trends in marketing practices
in managing of contemporary companies?
6.2. Explain the typical variants of marketing department's position in the organizational structure/
solution taking into account the evolutionary process from the stage called “Simple Sales
Department” to the two stages called: “Modern/E ective Marketing Company” and the one called
“Process and Outcome Based Company”. Consider what are the main premises when choosing the
one out of all these typical organizational variants. Are some these premises connected with the level
of the company’s market-orientation, or not?
6.3. A functional marketing organization consists of functional specialists reporting to a marketing
vice director; the director coordinates their activities. Enumerate and explain the nature of three
other, selected ways of organizing the Marketing Department. For all of the four ways of organizing
the Marketing Department explain the main premises when a company apply them in practice.
6.4. Why contemporary companies (especially large or middle businesses) often need such a
manager that can be called the Chief Marketing Technologist (CMT)? What is the main organizational
role of CMT?
6.5. Draw and explain the process of marketing control. What is the role of this process in marketing
management, especially in marketing planning?

6.1. Personalization, data-driven marketing, digital marketing, in uencer marketing, customer experience
management, social responsibility and sustainability, agile marketing.

6.2. Simple Sales Department, Modern/E ective Marketing Company, Process and Outcome-Based
Company. Premises depend on strategic goals, market orientation, complexity of products/services, and
customer needs. Market orientation is connected to the choice of organizational variant.
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6.3. Geographic organization, Product/Brand organization, Market segment organization. Premises depend
on product portfolio, target markets, customer segmentation, and the need for specialization or
customization.

6.4. CMTs bridge marketing and technology, ensuring technology integration, data-driven decision-making,
and evaluating marketing technology.

6.5. Marketing control is the process of monitoring and evaluating marketing activities to ensure they align
with objectives. It plays a crucial role in marketing management, especially in planning, by providing
feedback, identifying deviations, and enabling adjustments for better performance.