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  • Author: Wojciech Łukowski M.Sc x
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The evolution in the field of information technologies that has taken place in recent decades has transformed the world. The marketing sector has undergone similar changes. At present, the internet as a groundbreaking achievement resulting from the evolution of information technologies is being integrated with marketing activities. Thanks to this we can witness a new generation of the activities referred to as the age of Marketing 4.0. It is urgently needed as today customers demand something more than just products that meet their basic needs, satisfy their desires, and soothe their anxieties. Clients are now looking for products that will allow them to fulfil their creativity and find the values defined by Marketing 3.0, however, they want to be able to become a part of the product, that is, to contribute and interact with the product, and then, harnessing information technologies - to share their experiences and verify if the product is actually fulfilling the task that it was meant to. This is also why marketing no longer focuses on the product - just like the internet no longer centres around data. At present, both marketing and the internet focus on clients and enhance the interactions between the client and the product; while doing this, they are based on the values of the users and offer them more data. This article presents the key elements of Marketing 4.0., discusses its relationship with the Marketing 3.0 concept and explains the extent to which next generation marketing is an extrapolation of the concept of Marketing 3.0. At the end, some examples of technologies from the Internet of Things, which facilitate interaction between the user and the products and the internet have also been provided.


Mobile marketing is one of the fastest growing channels of marketing information. Mobile terminal devices and mobile networks allow for mass personalisation of content transmitted to individual recipients thereby facilitating recipient segmentation within one-to-one marketing. Mobile marketing means using interactive wireless media to provide clients with personal information with precise profiling using geo-location, time, and often associated with their interests, sex or other attributes, promoting goods, services and ideas, thus, also generating added value for all the process participants. Mobile media has completely transformed the present concept of marketing campaigns and has opened up a wide array of new opportunities for advertisers. They have also brought new challenges for companies using CRM and KM. In a study involving a group of students, efforts were made to determine the factors which are likely to contribute to finding the answer to the question of how to effectively run mobile marketing campaigns and what should be taken into account when using the tools and knowledge offered by knowledge management and customer relationship management.


The article reviews research on the impact of different leadership styles on innovation management by setting out the organisational framework of the findings to date in four generic dimensions: people, measures, effects, and objectives. Using this framework, an overview has been provided of studies on directive and participative leadership, interactive leadership, charismatic leadership, transformational leadership, transactional and instrumental leadership, strategic and executive leadership, as well as shared and distributed leadership. There are strong signals that different stages and types of innovation raise different leadership requirements. Against this background, transformational leadership is not the only innovation management style and various leadership styles have their own, distinct ways of contributing to different types and stages of innovation. However, the determination of this allocation is still very incomplete and the answer to the question of how innovations should be managed remains unclear. The article also describes research needs and their practical implications.


The primary purpose of this publication is identifying the possibilities that the implementation of lead generation strategies provides to modern enterprises. It discusses the key aspects of this issue, demonstrating how the significance of organisations change, how their value effectively increases as a result of the implementation of tools furnished by processes that form an integral part of lead generation. The article defines the factors and processes that affect the effective course of actions undertaken within lead generation campaigns.

Lead generation strategy describes the marketing process of involvement and capture of interest in a product or service which is aimed at developing sales plans and, as a consequence, soliciting new clients. Lead generation is becoming an increasingly popular demand-generating strategy, which - through its multichannelled dissemination of the generated message - gives it a much greater reach. Lead generation assists organisations in achieving a greater brand awareness, building relationships and attracting more potential clients to fill their sales pipeline.