Seminar paper from the year 2002 in the subject Business economics - Offline Marketing and Online Marketing, grade: 2,0 (B), Oxford Brookes University (Business School), course: Strategic Marketing, language: English, abstract: The following report concentrates on the in-depth analysis of the Polish banking industry ingeneral and LG Petro Bank S.A. in particular with the aid of accepted portfolio planning toolsidentified in contemporary relevant textbooks. Two widely accepted tools are presented and their limits and constraints shown in a criticalevaluation in the light of new perspectives and opinions found in journal articles and textbooksand also in the context of the situation of the Polish banking sector. The increasing rate of change in economic, political and social environments of business todayhas lead to growing competitiveness, uncertainties and risks and thus to a dramatic increase inattention given to strategic planning of all kinds. Marketing planning has itself received a gooddeal of attention. 1According to Grant2 portfolio planning models pursue two major purposes:1 to assess the position of a business in its industry together with the prospects for thatindustry over the medium to long-term. 2 to analyse the portfolio balance and suggest strategies for individual businesses in terms ofcash flow, future prospects and risks. 1 Turnbull (1989), p. 72 Grant (1995) found in Hooley [et al.] (1998), p. 54

Seminar paper from the year 2002 in the subject Business economics - Offline Marketing and Online Marketing, grade: 2,0 (B), Oxford Brookes University (Business School), course: Strategic Marketing, language: English, abstract: The following report concentrates on the in-depth analysis of the Polish banking industry ingeneral and LG Petro Bank S.A. in particular with the aid of accepted portfolio planning toolsidentified in contemporary relevant textbooks. Two widely accepted tools are presented and their limits and constraints shown in a criticalevaluation in the light of new perspectives and opinions found in journal articles and textbooksand also in the context of the situation of the Polish banking sector. The increasing rate of change in economic, political and social environments of business todayhas lead to growing competitiveness, uncertainties and risks and thus to a dramatic increase inattention given to strategic planning of all kinds. Marketing planning has itself received a gooddeal of attention. 1According to Grant2 portfolio planning models pursue two major purposes:1 to assess the position of a business in its industry together with the prospects for thatindustry over the medium to long-term. 2 to analyse the portfolio balance and suggest strategies for individual businesses in terms ofcash flow, future prospects and risks. 1 Turnbull (1989), p. 72 Grant (1995) found in Hooley [et al.] (1998), p. 54

Seminar paper from the year 2002 in the subject Business economics - Offline Marketing and Online Marketing, grade: 2,0 (B), Oxford Brookes University (Business School), course: Strategic Marketing, language: English, abstract: The following report concentrates on the in-depth analysis of the Polish banking industry ingeneral and LG Petro Bank S.A. in particular with the aid of accepted portfolio planning toolsidentified in contemporary relevant textbooks. Two widely accepted tools are presented and their limits and constraints shown in a criticalevaluation in the light of new perspectives and opinions found in journal articles and textbooksand also in the context of the situation of the Polish banking sector. The increasing rate of change in economic, political and social environments of business todayhas lead to growing competitiveness, uncertainties and risks and thus to a dramatic increase inattention given to strategic planning of all kinds. Marketing planning has itself received a gooddeal of attention. 1According to Grant2 portfolio planning models pursue two major purposes:1 to assess the position of a business in its industry together with the prospects for thatindustry over the medium to long-term. 2 to analyse the portfolio balance and suggest strategies for individual businesses in terms ofcash flow, future prospects and risks. 1 Turnbull (1989), p. 72 Grant (1995) found in Hooley [et al.] (1998), p. 54