Abstract:

The systemic approach implied by marketing innovation requires professional shaping of the intellectual capital. Innovation marketing shall fulfill its role on the basis of 5 i’s principle. Fulfillment of those tasks requires specialists, thoroughly trained in marketing, management and in the theoretical foundations for innovative activity. The higher education institutions are responsible for preparing such specialists. The fundamental problems lie both in constructing adequate curricula and in training the instructors for using them in class. On the one hand, such program should derive from the logic of the processes of innovation; on the other it should draw from the rules of marketing and management. The necessary level and structure of the intellectual capital demands precise adaptation of such programs to consolidated actions within marketing innovation.

Abstract:

In the article the problems related to outer personal marketing as the fundamental element of the holistic marketing orientation were presented. The essence of holistic attitude was shown and its role in the effective marketing activities directed to employees of a scientific organization was underlined. The special attention was paid to the key role of potential empoyees’ knowledge about this approach. On the base of the results of the empirical researches one can state that its level is very low. It is one of the main barriers in the process of outer personal marketing implementing in the case of a scientific organization as well as in the case of others organizations.

Abstract:

The issues discussed in this paper refer to the contemporary role of services in the knowledge-based economy. The author identifies the fields of services that currently constitute the so-called economy development carriers and names them knowledge-based services. Educational, research, and information and communication, as well as business services are particularly significant in this group of services. Despite the diversity of the enumerated services between industries, their common feature is offering customers the basic value in the form of professional knowledge based on the intellectual capital of individual service organisations. The author, relying on the concept of customer value management as a process, discusses the significance of marketing at four successive stages of the process and exhibits unique values offered to the customers who purchase knowledge-based services.

Abstract:

Today, industrial Business-to-Business (B2B) markets are mainly characterized by a highly trained customer for making rational decisions in a highly competitive and global market, requiring more than ever organizations to approach their markets with a single and consistent message. Such demanding scenario requires to define a corporate brand transmitting in one message all the advantages that a Customer may appreciate in the long-term, based not only on what the company stands for in the market, but also the benefits of all its products throughout its portfolio. Such elements are referred as Common Added Values (CAVs), being some general examples the  technology, quality, innovation and reliability; the capacity, infrastructure and distribution network; after-sales service policies, support and training; or the price and financial policies. This paper tries to explain the source of this need, describing the main differences between a brand communications model focused on the product or including the main B2B corporate values; and highlighting the main CAVs, to get an industry player either small or large, can succeed in generating brand equity through an integrated marketing communications strategy.