Abstract
<jats:p>Contemporary marketing theory and practice primarily focus on emerging markets, product expansion, and the creation of innovative value for customers. Meanwhile, the phenomenon of market decline − defined as the phase of sys- tematically decreasing demand for a particular good or service − is no less im- portant from both a strategic and operational perspective. Marketing manage- ment in a declining market poses a unique challenge: it requires not only a redefinition of business objectives but also flexibility, innovation, and the abil- ity to operate in a shrinking market environment. The inspiration for addressing this topic stemmed from observing the trans- formation of the hard coal sector in Poland − a market that exhibits characteris- tics typical of the decline phase. Changing regulations, increasing environmental pressure, shifting consumer attitudes, and long-term energy trends have forced market participants to undertake deep adjustments, often pushing the boundaries of what is feasible in market terms. Analyzing the marketing strategies of entities operating under such specific conditions allows for a better understanding of management in a declining market context, as well as the identification of mech- anisms for extending the product life cycle and rationalizing operations. The presented monograph is an extension and continuation of research con- ducted by the author for her doctoral dissertation, which focused on the effec- tiveness of distribution strategies in the hard coal mining sector. That earlier research project analyzed the role of mining enterprises and the functioning of Intermediary Coal Entities (ICEs), whose significance gradually diminished as a result of geopolitical changes and regulatory decisions − particularly following the outbreak of the full-scale war in Ukraine and the introduction of an embargo on coal imports from Russia. Transformations in the structure of distribution channels and the loss of authorized seller status by many intermediaries high- lighted the need to broaden the research perspective and focus on the commer- cial links closest to the end customer. This shift enabled a more in-depth analysis of the adaptive mechanisms within the marketing mix employed by fuel depots in conditions not only of declining demand but also of institutional and market uncertainty. As a result, the monograph contributes to a deeper understanding of business strategies in the declining phase of an industry. The first chapter of the monograph provides the theoretical foundations for un- derstanding declining markets. It begins with a discussion of the origins and evolu- tion of the product and industry life cycle concepts, referencing classical approaches developed by Schumpeter and Mickwitz, as well as the adaptations proposed by the Boston Consulting Group. Various life cycle models are presented, ranging from four-stage models with maturity and decline phases, through three-stage models, to five-stage models that include a “shakeout” phase. A key part of the chapter is the analysis of both endogenous factors (e.g., exit barriers, asset specificity, low levels of innovation) and exogenous factors (e.g., globalization, technological advance- ment, legal regulations, changing consumer preferences) that contribute to the onset and deepening of the decline phase. Furthermore, the chapter discusses four evolu- tionary industry paths − radical, progressive, creative, and intermediate − as well as the classic set of strategic management responses in this phase: from aggressive market dominance, through selective investment management (“harvesting”, “milk- ing”), to rapid market exit or niche market focus. The chapter also describes strate- gies of restructuring, consolidation, and leveraging intangible assets. The second chapter is devoted to the adaptation of the classic marketing mix to the conditions of declining markets. It begins with an overview of the evolution of marketing definitions − from the logistics-based approach of 1935, through the 4P model introduced in 1985, to contemporary concepts focused on value creation and stakeholder relationship management. Each element of the marketing mix is then discussed: product − portfolio reduction to the most essen- tial variants, packaging modifications, and the development of complementary products; price − strategies aimed at maximizing short-term margins, flexible discounting, and premium pricing for loyal customer segments; place (distribu- tion) − optimization of sales channels, reduction in the number of intermediaries, expansion of direct and hybrid sales models, and the use of digital platforms; promotion − a shift from mass information campaigns toward loyalty programs, product sampling, and industry partnerships that enhance brand image. The third chapter constitutes the methodological section and presents the results of an empirical study conducted among employees of fuel depots. It out- lines the research objective and questions, the sample selection (235 respond- ents), the research tool (an online questionnaire), and the statistical analysis methods used in SPSS. The results reveal relationships between customer pro- files, sales channels, promotional activities, pricing policies, and the perceived effectiveness of marketing strategies. The chapter also examines plans for prod- uct diversification, the introduction of alternative fuels, and declarations regard- ing market exit. This section provides empirical evidence supporting the effec- tiveness of the discussed strategies and identifies key determinants of marketing mix adaptation in the context of industrial decline. The structure of the monograph guides the Reader from general theoretical considerations to a specific case study of the hard coal market in Poland, allow- ing for a multifaceted analysis of both market mechanisms and individual busi- ness strategies. The work is intended for both the academic community and prac- titioners seeking answers to the question of how to operate effectively in markets with declining potential. The findings of the conducted research have significant practical implica- tions. First of all, businesses may utilize the identified marketing mix adaptation strategies to optimize resources and minimize costs by focusing on the most profitable customer segments. Second of all, the adaptation of distribution chan- nels and loyalty programs facilitates the maintenance of relationships with key clients, which is crucial in the context of declining demand. Third of all, flexible pricing policies and selective promotional activities may enhance short-term efficiency while laying the groundwork for transforming the product offering. This monograph also opens new avenues for future research. Going for- ward, it would be valuable to extend the analysis by comparing different declin- ing sectors in order to identify which industry-specific factors determine the effectiveness of marketing strategies. Additionally, qualitative studies − such as case studies or expert interviews − may deepen the understanding of managerial decision-making processes under conditions of uncertainty. Finally, the devel- opment of analytical tools in the areas of big data and artificial intelligence of- fers promising opportunities for dynamically monitoring and forecasting trends in declining markets, making it a compelling area for further investigation.</jats:p>