Efnisyfirlit

• Cover Page
• Title Page
• Copyright Page
• Dedication
• Preface
• Acknowledgments
• About the Authors
• Part 1. Setting the Stage for Marketing Strategy
  • Chapter 1. Marketing in Today’s Economy
    • 1.1. Introduction
    • 1.2. The Challenges and Opportunities of Marketing in Today’s Economy
      • 1.2a. Power Shift to Customers
      • 1.2b. Changes in Products and Selection
      • 1.2c. Audience and Media Fragmentation
      • 1.2d. Changing Value Propositions
      • 1.2e. Shifting Demand Patterns
      • 1.2f. Privacy, Security, and Ethical Concerns
      • 1.2g. Unclear Legal Jurisdiction
    • 1.3. Basic Marketing Concepts
      • 1.3a. What is a Market?
    • 1.4. What is Exchange?
      • 1.4a. What is a Product?
    • 1.5. Major Marketing Activities and Decisions
      • 1.5a. Strategic Planning
      • 1.5b. Research and Analysis
      • 1.5c. Developing Competitive Advantage
      • 1.5d. Marketing Strategy Decisions
      • 1.5e. Social Responsibility and Ethics
      • 1.5f. Implementation and Control
      • 1.5g. Developing and Maintaining Customer Relationships
    • 1.6. Taking on the Challenges of Marketing Strategy
    • Lessons from Chapter 1
  • Chapter 2. Strategic Marketing Planning
    • 2.1. Introduction
    • 2.2. The Strategic Planning Process
      • 2.2a. Organizational Mission Versus Organizational Vision
      • 2.2b. Corporate or Business-Unit Strategy
      • 2.2c. Functional Goals and Objectives
      • 2.2d. Functional Strategy
      • 2.2e. Implementation
      • 2.2f. Evaluation and Control
    • 2.3. The Marketing Plan
      • 2.3a. Marketing Plan Structure
      • 2.3b. Using the Marketing Plan Structure
      • 2.3c. Purposes and Significance of the Marketing Plan
      • 2.3d. Organizational Aspects of the Marketing Plan
    • 2.4. Maintaining Customer Focus and Balance in Strategic Planning
      • 2.4a. Customer-Focused Planning
      • 2.4b. Balanced Strategic Planning
    • Lessons from Chapter 2
• Part 2. Discovering Market Opportunities
  • Chapter 3. Collecting and Analyzing Marketing Information
    • 3.1. Introduction
    • 3.2. Conducting a Situation Analysis
      • 3.2a. The Human Element
      • 3.2b. Data, Analytics, and Insights are Not the Same
      • 3.2c. Situation Analysis Should be Used Strategically
    • 3.3. The Internal Environment
      • 3.3a. Review of Current Objectives, Strategy, and Performance
      • 3.3b. Availability of Resources
      • 3.3c. Organizational Culture and Structure
    • 3.4. The Customer Environment
      • 3.4a. Who are Our Current and Potential Customers?
      • 3.4b. What Do Customers Do with Our Products?
      • 3.4c. Where Do Customers Purchase Our Products?
      • 3.4d. When Do Customers Purchase Our Products?
      • 3.4e. Why (and How) Do Customers Select Our Products?
      • 3.4f. Why Do Potential Customers Not Purchase Our Products?
    • 3.5. The External Environment
      • 3.5a. Competition
      • 3.5b. Economic Growth and Stability
      • 3.5c. Political Trends
      • 3.5d. Legal and Regulatory Issues
      • 3.5e. Technological Advancements
      • 3.5f. Sociocultural Trends
    • 3.6. Collecting Marketing Data and Information
      • 3.6a. Secondary Information Sources
      • 3.6b. Primary Data Collection
      • 3.6c. Overcoming Problems in Data Collection
    • Lessons from Chapter 3
  • Chapter 4. Developing Competitive Advantage and Strategic Focus
    • 4.1. Introduction
    • 4.2. Modern Relevance of SWOT Analysis
    • 4.3. Making SWOT Analysis Productive
      • 4.3a. Stay Focused
      • 4.3b. Search Extensively for Competitors
      • 4.3c. Collaborate with other Functional Areas
      • 4.3d. Examine Issues from the Customers’ Perspective
      • 4.3e. Look for Causes, Not Characteristics
      • 4.3f. Separate Internal Issues from External Issues
      • 4.3g. Adopt a Disruptive Mindset
    • 4.4. SWOT-Driven Strategic Planning
      • 4.4a. Strengths and Weaknesses
      • 4.4b. Opportunities and Threats
      • 4.4c. The SWOT Matrix
    • 4.5. Developing and Leveraging Competitive Advantages
    • 4.6. Establishing a Strategic Focus
    • 4.7. Developing Marketing Goals and Objectives
      • 4.7a. Developing Marketing Goals
      • 4.7b. Developing Marketing Objectives
      • 4.7c. Moving Beyond Goals and Objectives
    • Lessons from Chapter 4
• Part 3. Developing Marketing Strategy
  • Chapter 5. Customers, Segmentation, and Target Marketing
    • 5.1. Introduction
    • 5.2. Buyer Behavior in Consumer Markets
      • 5.2a. The Consumer Decision Journey
      • 5.2b. Factors That Affect the Consumer Purchase Decision Journey
    • 5.3. Buyer Behavior in Business Markets
      • 5.3a. Unique Characteristics of Business Markets
      • 5.3b. The Business Buying Process
    • 5.4. Market Segmentation
      • 5.4a. Traditional Market Segmentation Approaches
      • 5.4b. Individualized Segmentation Approaches
      • 5.4c. Criteria for Successful Segmentation
    • 5.5. Identifying Market Segments
      • 5.5a. Segmenting Consumer Markets
      • 5.5b. Segmenting Business Markets
    • 5.6. Target Marketing Strategies
    • Lessons from Chapter 5
  • Chapter 6. The Marketing Program
    • 6.1. Introduction
    • 6.2. Product Strategy
      • 6.2a. Strategic Issues in the Product Portfolio
      • 6.2b. The Challenges of Service Products
      • 6.2c. Developing New Products
    • 6.3. Pricing Strategy
      • 6.3a. Key Issues in Pricing Strategy
      • 6.3b. Base Pricing Strategies
      • 6.3c. Adjusting the Base Price
    • 6.4. Supply Chain Strategy
      • 6.4a. Strategic Supply Chain Issues
      • 6.4b. Trends in Supply Chain Strategy
    • 6.5. Integrated Marketing Communications
      • 6.5a. Strategic Issues in Integrated Marketing Communications
      • 6.5b. Advertising
      • 6.5c. Public Relations
    • 6.6. Personal Selling and Sales Management
      • 6.6a. Sales Promotion
    • Lessons from Chapter 6
  • Chapter 7. Branding and Positioning
    • 7.1. Introduction
    • 7.2. Strategic Issues in Branding
      • 7.2a. Basic Branding Decisions
      • 7.2b. Strategic Brand Alliances
      • 7.2c. Brand Value
      • 7.2d. Packaging and Labeling
    • 7.3. Differentiation and Positioning
      • 7.3a. Bases for Differentiation
      • 7.3b. Positioning Strategies
    • 7.4. Mananging Brands over Time
      • 7.4a. Development Stage
      • 7.4b. Introduction Stage
      • 7.4c. Growth Stage
      • 7.4d. Maturity Stage
      • 7.4e. Decline Stage
    • Lessons from Chapter 7
• Part 4. Putting Strategy into Action
  • Chapter 8. Ethics and Social Responsibility in Marketing Strategy
    • 8.1. Introduction
    • 8.2. Ethics and Social Responsibility in Marketing Strategy
      • 8.2a. Dimensions of Social Responsibility
      • 8.2b. Sustainability
      • 8.2c. Marketing Ethics and Strategy
      • 8.2d. Ethics and Social Responsibility Challenges
    • 8.3. Ethical Issues in the Marketing Program
      • 8.3a. Product-Related Ethical Issues
      • 8.3b. Pricing-Related Ethical Issues
      • 8.3c. Supply Chain–Related Ethical Issues
      • 8.3d. Promotion-Related Ethical Issues
    • 8.4. Managing and Controlling Ethical Issues
      • 8.4a. Regulating Marketing Ethics
      • 8.4b. Ethics Dilemmas Related to Technology
      • 8.4c. Codes of Conduct
      • 8.4d. Ethical Leadership
    • 8.5. Relationship to Marketing and Financial Performance
      • 8.5a. Stakeholder Orientation
      • 8.5b. Marketing Financial Performance
    • 8.6. Incorporating Ethics and Social Responsibility into Strategic Planning
    • Lessons from Chapter 8
  • Chapter 9. Marketing Implementation and Control
    • 9.1. Introduction
    • 9.2. Strategic Issues in Marketing Implementation
      • 9.2a. The Link between Planning and Implementation
      • 9.2b. The Elements of Marketing Implementation
    • 9.3. Approaches to Marketing Implementation
      • 9.3a. Implementation by Command
      • 9.3b. Implementation through Change
      • 9.3c. Implementation through Consensus
      • 9.3d. Implementation as Organizational Culture
    • 9.4. Internal Marketing and Marketing Implementation
      • 9.4a. The Internal Marketing Approach
      • 9.4b. The Internal Marketing Process
    • 9.5. Evaluating and Controlling Marketing Activities
      • 9.5a. Formal Marketing Controls
      • 9.5b. Input Controls
      • 9.5c. Process Controls
      • 9.5d. Output Controls
      • 9.5e. Informal Marketing Controls
      • 9.5f. Scheduling Marketing Activities
    • Lessons from Chapter 9
  • Chapter 10. Developing and Maintaining Long-Term Customer Relationships
    • 10.1. Introduction
    • 10.2. Managing Customer Relationships
      • 10.2a. Developing Relationships in Consumer Markets
      • 10.2b. Developing Relationships in Business Markets
    • 10.3. Quality and value: The Keys to Developing Customer Relationships
      • 10.3a. Understanding the Role of Quality
      • 10.3b. Delivering Superior Quality
      • 10.3c. Understanding the Role of Value
      • 10.3d. Competing on Value
    • 10.4. Customer Satisfaction: The Key to Customer Retention
      • 10.4a. Understanding Customer Expectations
      • 10.4b. Satisfaction versus Quality versus Value
      • 10.4c. Customer Satisfaction and Customer Retention
      • 10.4d. Customer Satisfaction Measurement
    • Lessons from Chapter 10
• Part 5. Cases
  • Case 1. Tesla Races Ahead With Nontraditional Marketing Strategy
    • C1.1. Tesla’s Marketing Mix
      • C1.1a. Tesla’s Product Strategy
      • C1.1b. Tesla’s Pricing Strategy
      • C1.1c. Tesla’s Distribution Strategy
      • C1.1d. Tesla’s Promotion Strategy
    • C1.2. Corporate Social Responsibility at Tesla
      • C1.2a. Product and Operational Impact
      • C1.2b. Focusing on Consumer Safety
      • C1.2c. Prioritizing Employee Safety
      • C1.1d. Creating Employee Advocates
      • C1.2e. Supporting a Diverse Work Environment
      • C1.2f. Sourcing Responsibly Produced Materials
      • C1.2g. Contributing to Education
    • C1.3. The Future for Tesla
    • Questions
    • Sources
  • Case 2. Businesses Sink or Swim in the Face of COVID-19 Crisis
    • C2.1. Covid-19’s Impact on Business
      • C2.1a. Changing Consumer Behavior
      • C2.1b. Struggling Industries
      • C2.1c. Thriving Industries
    • C2.2. Shifting Strategies
    • C2.3. Disruption in the Supply Chain
    • C2.4. Social Responsibility and Strategic Philanthropy
    • C2.5. Crisis Preparedness
    • C2.6. The New Normal
    • Questions
    • Sources
  • Case 3. Gainsight Provides a Data-Driven Customer Relationship Platform to Retain Subscription Customers
    • C3.1. The Need for Market Disruption
    • C3.2. Addressing Market Need
    • C3.3. Gainsight Values
    • C3.4. The Challenges of Growing from Start-Up to Market Leader
    • C3.5. Event Marketing Program
    • C3.6. Covid-19
    • C3.7. The Future: Transitioning from Market Development to Profitability
    • Questions
    • Sources
  • Case 4. Apple Bites Back
    • C4.1. The History of Apple, Inc.
    • C4.2. Apple’s Products
      • C4.2a. Mac
      • C4.2b. iPhone
      • C4.2c. iPad
      • C4.2d. Apple Watch
      • C4.2e. Apple Services
    • C4.3. Apple’s Marketing Strategies
      • C4.3a. Pricing
      • C4.3b. Promotion
      • C4.3c. Distribution
    • C4.4. Apple’s Corporate Culture
    • C4.5. Apple’s Marketing Challenges
      • C4.5a. Competition
      • C4.5b. Customer Privacy
      • C4.5c. Price Fixing
      • C4.5d. Intellectual Property
      • C4.5e. Supply Chain Management
      • C4.5f. Sustainability
      • C4.5g. Apple’s Impact on Marketing
    • C4.6. The Future of Apple
    • Questions
    • Sources
  • Case 5. Uber: The Opportunities and Challenges of Market Disruption
    • C5.1. Background
    • C5.2. Uber’s Marketing Program
      • C5.2a. Products
      • C5.2b. Distribution
      • C5.2c. Pricing
      • C5.2d. Promotion
    • C5.3. Uber Faces Challenges
      • C5.3a. Controversy
      • C5.3b. Driver Satisfaction
      • C5.3c. Worker Classification
      • C5.3d. Global Expansion
    • C5.4. Conclusion
    • Questions
    • Sources
  • Case 6. Social Responsibility Is the Key Ingredient at New Belgium Brewing
    • C6.1. History of the New Belgium Brewing Company
    • C6.2. New Belgium Embraces Social Responsibility
      • C6.2a. Responsibilities to the Environment
      • C6.2b. Responsibilities to Society
      • C6.2c. Responsibilities to Employees
    • C6.3. Responsibility Breeds Success
    • Questions
    • Sources
  • Case 7. Bayer Grows with Monsanto Acquisition
    • C7.1. History: From Chemicals to Food
    • C7.2. Monsanto’s Emphasis on Biotechnology
      • C7.2a. Safety Concerns
      • C7.2b. Environmental Concerns
    • C7.3. Addressing Ethical and Legal Issues
      • C7.3a. Patent Issues
      • C7.3b. Legal Issues
    • C7.4. Corporate Responsibility at Bayer
      • C7.4a. Sustainable Agriculture
      • C7.4b. Philanthropy
    • C7.5. The Future of Bayer
    • Questions
    • Sources
  • Case 8. Netflix Fights to Stay Ahead of a Rapidly Changing Market
    • C8.1. Netflix’s History
      • C8.1a. Early Strategy
      • C8.1b. Optimizing Distribution
      • C8.1c. Evolving the Business Model
      • C8.1d. Growing Global
    • C8.2. Intense Competition in the Streaming Industry
    • C8.3. Analyzing Netflix’s Marketing Strategy
    • C8.4. Netflix’s Future
    • Questions
    • Sources
  • Case 9. From the Outside In: Corporate Social Responsibility at Patagonia
    • C9.1. History of Patagonia
    • C9.2. Patagonia’s Core Values
    • C9.3. Patagonia’s Leadership and Management Style
    • C9.4. Environmental Initiatives
      • C9.4a. 1% for the Planet
      • C9.4b. Worn Wear Initiative
      • C9.4c. Conservation Alliance
      • C9.4d. The bluesign® System
    • C9.5. Corporate Social Responsibility
    • C9.6. What the Future Holds for Patagonia
    • Questions
    • Sources
  • Case 10. Google Searches for Solution to Privacy Issues
    • C10.1. Company Culture
    • C10.2. Products
      • C10.2a. Search Engine
      • C10.2b. Advertising
      • C10.2c. Web Browser
      • C10.2d. E-mail
      • C10.2e. YouTube
      • C10.2f. Android
      • C10.2g. Web Analytics
      • C10.2h. Expanding the Product Mix
    • C10.3. Google’s Initiatives
      • C10.3a. GV
      • C10.3b. Google Sustainability
      • C10.3c. Google.org
    • C10.4. Privacy
      • C10.4a. Search Queries
      • C10.4b. Tracking Users
      • C10.4c. Privacy Audits
      • C10.4d. From Many Privacy Policies to One
      • C10.4e. “Right to Be Forgotten”
      • C10.4f. Google in China
    • C10.5. Government Response to Privacy Issues
    • C10.6. Conclusion
    • Questions
    • Sources
  • Case 11. IndyCar: Seeking a Return to Motorsports’ Fast Lane
    • C11.1. The Early History of U.S. Open-Wheel Racing
    • C11.2. Motorsports Competition
      • C11.2a. Formula 1
      • C11.2b. NASCAR
    • C11.3. Reunification
    • C11.4. Steps Forward, Backward
    • C11.5. New Business Opportunities
    • C11.6. Fan Engagement
    • C11.7. IRL’s Current Marketing Strategy
    • C11.8. Conclusion
    • Questions
    • Sources
  • Case 12. Mattel Gives Its Marketing Strategy a Makeover
    • C12.1. Leadership at Mattel
    • C12.2. Mattel’s Core Products
      • C12.2a. Barbie
      • C12.2b. American Girl
      • C12.2c. Hot Wheels
      • C12.2d. Fisher-Price
    • C12.3. Mattel’s Commitment to Ethics and Social Responsibility
      • C12.3a. Privacy and Marketing Technology
      • C12.3b. Expectations of Mattel’s Business Partners
      • C12.3c. Legal and Ethical Business Practices
      • C12.3d. Mattel Children’s Foundation
      • C12.3e. Global Manufacturing Principles
    • C12.4. Mattel Faces Product Recalls
    • C12.5. Mattel versus MGA
    • C12.6. Mattel Looks toward the Future
    • Questions
    • Sources
  • Case 13. Starbucks Perfects Its Blend
    • C13.1. Distribution Strategy
    • C13.2.  Product Strategy
    • C13.3. Technology
    • C13.4. Starbucks Culture
    • C13.5. Corporate Social Mission
      • C13.5a. Environment
      • C13.5b. Employees
      • C13.5c. Suppliers
      • C13.5d. Customers
      • C13.5e. Communities
    • C13.6. Success and Challenges
    • C13.7. The Future for Starbucks
    • Questions
    • Sources
  • Case 14. Zappos Finds the Perfect Fit
    • C14.1. The History of Zappos
    • C14.2. Business Model and Operating Philosophy
      • C14.2a. Shopping and Shipping
      • C14.2b. Customer Service
    • C14.3. Corporate Culture and Work Environment
      • C14.3a. Hiring and Training
      • C14.3b. Benefits
      • C14.3c. Work–Life Integration
      • C14.3d. Transparency
    • C14.4. Corporate Social Responsibility
    • C14.5. Zappos’s Structure
    • C14.6. The Future of Zappos
    • Questions
    • Sources
  • Case 15. Gillette’s Razor-Sharp Innovation May Not be Enough
    • C15.1. The History Of Innovation at Gillette
    • C15.2. Razor-Sharp Competition
      • C15.2a. Schick
      • C15.2b. Dollar Shave Club
      • C15.2c. Harry’s
    • C15.3. Marketing Strategies
      • C15.3a. Sports Marketing
      • C15.3b. Taking a Stand
      • C15.3c. Global Expansion
      • C15.3d. Pricing Strategy
    • C15.4. Looking toward the Future
    • Questions
    • Sources
  • Case 16. TOMS Kicks the One for One Model to The Curb
    • C16.1. The History of TOMS
    • C16.2. The TOMS Movement
    • C16.3. Supply Chain
    • C16.4. Product Line
    • C16.5. Corporate Culture
      • C16.5a. Internships
      • C16.5b. One Day Without Shoes
      • C16.5c. Social Media
    • C16.6. Impact
      • C16.6a. Evolving the Mission
      • C16.6b. Changing the Giving Model
    • C16.7. Challenges
    • C16.8. The Future of TOMS
    • Questions
    • Sources
  • Case 17. Herbalife Manages Risks for Long-Term Success
    • C17.1. The Direct Selling Channel
      • C17.1a. Single and Multilevel Direct Selling
      • C17.1b. Pyramid Schemes
      • C17.1c. Self-Regulation of Direct Selling
    • C17.2. Herbalife Nutrition
      • C17.2a. Foundational Products
      • C17.2b. Herbalife’s Implementation of the Direct Selling Model
      • C17.2c. Herbalife Customer Base
    • C17.3. Challenges to Herbalife’s Multilevel Model
      • C17.3a. FTC Investigation and Settlement of Claims
      • C17.3b. Impact of FTC Settlement on Pershing Capital
    • C17.4. New Opportunities: Consumer Megatrends
      • C17.4a. Product Quality Strategy
      • C17.4b. Engagement Strategy
      • C17.4c. Social Responsibility
    • C17.5. Conclusion
    • Questions
    • Sources
  • Case 18. Walmart Dominates With World-Class Supply Chain
    • C18.1. The History of Walmart
    • C18.2. Pricing and Distribution
    • C18.3. Competition with Amazon Heats UP
      • C18.3a. Grocery
      • C18.3b. Subscription Service
      • C18.3c. Third-Party Retailers
    • C18.4. The Walmart Effect
    • C18.5. Reputation Issues
      • C18.5a. Employee Benefits
      • C18.5b. Bribery
      • C18.5c. Safety Issues
    • C18.6. Walmart Today
    • C18.7. The Future of Walmart
    • Questions
    • Sources
  • Case 19. E-commerce Soars With Shopify
    • C19.1. The Product Mix
      • C19.1a. E-commerce Platform
      • C19.1b. Shopify POS
      • C19.1c. Shop App
      • C19.1d. Shopify Email
      • C19.1e. Shopify Fulfillment Network
      • C19.1f. Shopify Payments
      • C19.1g. Shopify Capital
    • C19.2. Pricing Strategy
    • C19.3. Competition
      • C19.3a. Magento
      • C19.3b. BigCommerce
      • C19.3c. WooCommerce
      • C19.3d. Wix
      • C19.3e. Amazon
    • C19.4. Strategic Partnerships
      • C19.4a. Walmart
      • C19.4b. Facebook
      • C19.4c. Pinterest
      • C19.4d. Affirm
    • C19.5. Social Responsibility
      • C19.5a. Economic Impact
      • C19.5b. Supporting Entrepreneurs
      • C19.5c. Community
    • Sources
      • C19.5d. Climate Change
      • C19.5e. Diversity
    • C19.6. The Future for Shopify
    • Questions
    • Sources
  • Case 20. Mini Case: Cutting Edge Quality at Cutco
    • C20.1. Direct Selling
    • C20.2. Customer Relationships
    • C20.3. A Commitment to Quality
    • C20.4. Cutco and Vector Adapt to Change
    • C20.5. Social Responsibility at Cutco
    • C20.6. Looking to the Future
    • Questions
    • Sources
  • Case 21. Mini Case: The Cocoa Exchange Finds a Sweet Spot in the Supply Chain
    • C21.1. Supply Chain
    • C21.2. Direct Selling
    • C21.3. Sustainability
    • C21.4. Social Responsibility
    • C21.5. Conclusion
    • Questions
    • Sources
• Appendix. Marketing Plan Worksheets

UM RAFBÆKUR Á HEIMKAUP.IS

Bókahillan þín er þitt svæði og þar eru bækurnar þínar geymdar. Þú kemst í bókahilluna þína hvar og hvenær sem er í tölvu eða snjalltæki. Einfalt og þægilegt!

Rafbók til eignar
Rafbók til eignar þarf að hlaða niður á þau tæki sem þú vilt nota innan eins árs frá því bókin er keypt.

Þú kemst í bækurnar hvar sem er
Þú getur nálgast allar raf(skóla)bækurnar þínar á einu augabragði, hvar og hvenær sem er í bókahillunni þinni. Engin taska, enginn kyndill og ekkert vesen (hvað þá yfirvigt).

Auðvelt að fletta og leita
Þú getur flakkað milli síðna og kafla eins og þér hentar best og farið beint í ákveðna kafla úr efnisyfirlitinu. Í leitinni finnur þú orð, kafla eða síður í einum smelli.

Glósur og yfirstrikanir
Þú getur auðkennt textabrot með mismunandi litum og skrifað glósur að vild í rafbókina. Þú getur jafnvel séð glósur og yfirstrikanir hjá bekkjarsystkinum og kennara ef þeir leyfa það. Allt á einum stað.

Hvað viltu sjá? / Þú ræður hvernig síðan lítur út
Þú lagar síðuna að þínum þörfum. Stækkaðu eða minnkaðu myndir og texta með multi-level zoom til að sjá síðuna eins og þér hentar best í þínu námi.



Fleiri góðir kostir
- Þú getur prentað síður úr bókinni (innan þeirra marka sem útgefandinn setur)
- Möguleiki á tengingu við annað stafrænt og gagnvirkt efni, svo sem myndbönd eða spurningar úr efninu
- Auðvelt að afrita og líma efni/texta fyrir t.d. heimaverkefni eða ritgerðir
- Styður tækni sem hjálpar nemendum með sjón- eða heyrnarskerðingu