Global economic fluctuation, post-Brexit challenges, changes in the landscape of corporate social responsibility are pushing managers to build sustainability into the performance of marketing mix. Traditional marketing is no longer able to address all the issues in modern markets. This led to green marketing, a new marketing philosophy. The paper provides researchers and marketing managers with a comprehensive view of the concept of green marketing, its causes, contents, and outcomes. Authors suggest a structured and outcome-based viewpoint to the construct of green marketing. Theoretical presumptions confirm structuration of green marketing initiatives to strategic, tactical, and operational levels. It was found out that cohesive marketing activities in these levels have the crucial impact of green marketing in organizational, environmental, and social contexts. Strategic, tactical, and operational activities in the field of green marketing may lead to business development, improvement of the natural ecosystem, and increased quality of life. The findings of the research present opportunities for researchers and managers to apply green marketing orientation.

The quality of the public sector activity may have crucial influence on the social economic status of the state. In order to make public sector efficient, stimulate its contribution into the social economic development of the state, it is rational to apply a management tool which has been tested and proven in business practice-the strategic planning possibilities of realising whose principles are higher if the method of functional review is applied. In order to create a model of effective functional review, it is first of all expedient to fulfil these objectives: to reveal the role of functional review of institutions, to analyse its principles, to show what kind of functional review practice we have in state institutions, to define the directions and preconditions for improving functional review of institutions. This article presents the results of fulfilling such objectives which were received with the help of systematic analysis that allowed to perform a synthesis of the results achieved through research of different spectrum.

The paper aims to create a valid model for measuring customer loyalty towards a service provider. Principal solutions for designing a model of loyalty measurement have emerged from the clarified role of customer loyalty and evaluation problems. The worked out solutions include selecting a proper concept (1), loyalty specification (2), determining a period necessary for loyalty measurement (3), differentiation of loyalty measurement depending on accessible data (4) and measuring a stage of loyalty (5). The conducted research referred to an example of a catering company, thus adopting an original mathematical model for the empirical measurement of customer loyalty. The obtained results have revealed that the loyalty of the customers of the investigated service provider is of an intermediate level. The findings have also showed the superiority of the proposed model for measuring the state of customer loyalty and for obtaining better solutions to the development of customer loyalty in the service industry.

Santrauka. Pasaulinė ekonomikos krizė skatina šalių vyriausybes ieškoti ne tik finansinio stabilizavimo priemonių, bet ir rasti "saugiklius", kurie užkirstų kelią ekonominėms krizėms ateityje. Socialinis kapitalas galėtų būti vienu tokių saugiklių. Straipsnyje, atlikus socialinio kapitalo apibrėžimų skirtinguose mokslinės literatūros šaltiniuose analizę, identifikuojamos matavimo problemos, atskleidžiamos sąsajos tarp socialinio kapitalo ir ekonominio vystymosi. Socialinis kapitalas yra sudėtingas reiškinys, apimantis tokias tris dimensijas, kaip socialiniai tinklai, pasitikėjimas ir socialinės normos. Sunkumų kyla siekiant įvertinti kiekvienos iš dimensijų daugiareikšmiškumą: nėra vieno, universalaus socialinio kapitalo sąvokos apibrėžimo ir matavimo metodo, kuris galėtų būti taikomas empiriniuose tyrimuose. Straipsnyje, išgryninus socialinio kapitalo komponentus, atskleidžiamas jo matavimo potencialas.

In order to achieve competitive advantage organizations are forced to analyse and discuss application possibilities of customized solutions. Unfortunately, the application of such solutions is associated with increases in costs, raising the time of delivery and decreasing the level of quality compared to mass-produced products. Circa 1990 the concept of mass customization was proposed which solved mentioned problems and which, compared to the mass production, has properties necessary for more efficient adaptation to changing market conditions without making concessions in price, quality and delivery time. This paper analyses the concept of mass customization aiming to define research area in order to adapt the concept for service organizations. The analysis of mass customization definitions presented in the literature was processed and summary presented, this enabled to identify the main dimensions which are characterizing mass individualization. The main types of mass customization were presented and analysed in this article as well. Comparative literature analysis, abstraction and synthesis methods were applied during the research. The results of analysis enabled to formulate guidelines of further research.

Academics and practitioners are paying increasing attention to green marketing as lesser damage to the environment and future generations become a priority in a current complex business environment. Despite the expanding studies in this field, there is still a lack of psychometrically sound scales to measure green marketing practices. To fill this gap, the research aimed to develop and evaluate a multifaceted green marketing scale. First, we draw on theoretical evidence to define and conceptualize the construct of green marketing. Then, we use a multistudy scale development process to create and validate the Green Marketing Scale (GMaS). Two groups of participants were used for the validation of the scale. Study 1 (n = 102), with the help of exploratory factor analysis (EFA), refined and reduced the items, proposed the factor structure. Study 2 (n = 155) established the validity of the construct and the reliability of the scale. The authors have tested the six-factor model against the four-factor models using confirmatory factor analysis (CFA) with a sample of marketing managers. The results of the CFA have indicated that the revised version of the four-factor model appears to be the most tenable solution, as it shows the best fit for the data. The resulting 14-item GMaS captures a variety of green marketing manifestations across organizational settings and involves the dimensions of Strategy, Internal Marketing, Product, and Marketing Communication. In general, the research confirms the validity and reliability of the GMaS scale and can be used to measure green marketing in organizational settings in the energy industry.

This study sheds light on customer loyalty based on three groups of factors (customer, service provider, and environment). Noting the diversity of the effects of customer loyalty factors, this research investigates the impact of every factor upon customer loyalty. This paper provides an innovative insight into how a variety of customer loyalty factors might be combined into a single measure of customer loyalty. Finally, this study examines phases of customer loyalty and identifies the factors that prevent a peak of customer loyalty. The factors determining customer loyalty explain why customers move across different loyalty phases over time. The results of the empirical testing confirmed the practical applicability of the suggested approach for evaluating customer loyalty based on these factors. An innovative approach to the evaluation of customer loyalty is essential for marketers because it will help them to evaluate loyalty in cases where data about customer behavior are not collected. The findings of the research contribute to a better understanding of which factors are a viable basis for increasing customer loyalty, specifically in the catering and beauty markets, and offer guidance to marketing managers on how to shift customers to more desirable loyalty phases.

Loyalty development is an essential condition for an increase in profit of airline, railway and road transport companies. It is undoubtedly relevant to the success of an organisation. However, there is a lack of unified and universally accepted indicators for customer loyalty. Consequently, a model for measuring customer loyalty can be barely applied to companies that provide transport services for passengers. This gap has presupposed the need to create a customer loyalty model that corresponds to modern needs of passenger transport organisations. The model needs to be flexible to be used by various transport organisations that provide services to passengers. Principal solutions for the design of a model for loyalty measurement emerged from the clarified role of passenger loyalty and evaluation problems. The worked out solutions include a selection of a proper concept (1), loyalty specification (2), and differentiation of loyalty measurement depending on accessible data (3). To measure loyalty, an informative and practical concept of loyalty has been chosen. Subsequently, a complex of indicators that correspond with features of passenger transport services was compiled and the measurement of customer loyalty was differentiated according to the situations of data accessibility. A quantitative model of passenger loyalty measurement is based on a behavioural concept and miscellaneous content. Therefore, it creates presumptions about measuring the state of passenger loyalty and choosing proper solutions for the development of passenger loyalty in transport organisations.