• español
  • English
  • français
  • Deutsch
  • português (Brasil)
  • italiano
    • español
    • English
    • français
    • Deutsch
    • português (Brasil)
    • italiano
    • español
    • English
    • français
    • Deutsch
    • português (Brasil)
    • italiano
    JavaScript is disabled for your browser. Some features of this site may not work without it.

    Listar

    Todo UVaDOCComunidadesPor fecha de publicaciónAutoresMateriasTítulos

    Mi cuenta

    Acceder

    Estadísticas

    Ver Estadísticas de uso

    Compartir

    Ver ítem 
    •   UVaDOC Principal
    • PRODUCCIÓN CIENTÍFICA
    • Departamentos
    • Dpto. Economía Aplicada
    • DEP20 - Artículos de revista
    • Ver ítem
    •   UVaDOC Principal
    • PRODUCCIÓN CIENTÍFICA
    • Departamentos
    • Dpto. Economía Aplicada
    • DEP20 - Artículos de revista
    • Ver ítem
    • español
    • English
    • français
    • Deutsch
    • português (Brasil)
    • italiano

    Exportar

    RISMendeleyRefworksZotero
    • edm
    • marc
    • xoai
    • qdc
    • ore
    • ese
    • dim
    • uketd_dc
    • oai_dc
    • etdms
    • rdf
    • mods
    • mets
    • didl
    • premis

    Citas

    Por favor, use este identificador para citar o enlazar este ítem:http://uvadoc.uva.es/handle/10324/37927

    Título
    Offensive and Defensive Marketing in Spatial Competition
    Autor
    Martín Herrán, GuiomarAutoridad UVA Orcid
    Sigué, Simon-Pierre
    Año del Documento
    2019
    Documento Fuente
    Journal of Service Research 22(2), 189-201, 2019
    Resumen
    While it is well-established that travel costs impact on customer preference toward local service providers, research about how this situation affects competitive marketing strategies remains sparse. This paper investigates, in a local market with two competing service providers, whether service providers should undertake defensive marketing, targeted at the nearest customers who typically prefer their offering for convenience and/or offensive marketing, directed to relatively remote customers who favor the rival as the closest alternative. We find that the service providers can exclusively undertake either defensive marketing or offensive marketing or combine the two in a full differentiated strategy at the equilibrium. We compare the outcomes of these three strategic options to identify the conditions under which they are worth implementing. Main findings suggest that service providers are better off undertaking offensive marketing alone when their rival’s retaliatory offensive capacity is weak and customers incur small travel costs. Otherwise, service providers may exclusively undertake defensive marketing or combine it with offensive marketing when travel costs become significant. Also, service providers should not invest in any marketing activity when they have no market power, like in the case of two adjacent outlets in a mall. Finally, the implications of these findings are discussed.
    Revisión por pares
    SI
    DOI
    10.1177/1094670518819853
    Patrocinador
    MEC under projects ECO2014-52343-P and ECO2017-82227-P (AEI) and by Junta de Castilla y León under projects VA024P17 and VA105G18, co-financed by FEDER funds
    Idioma
    spa
    URI
    http://uvadoc.uva.es/handle/10324/37927
    Tipo de versión
    info:eu-repo/semantics/submittedVersion
    Derechos
    openAccess
    Aparece en las colecciones
    • DEP20 - Artículos de revista [181]
    Mostrar el registro completo del ítem
    Ficheros en el ítem
    Nombre:
    MartinHerran_Sigue.pdf
    Tamaño:
    905.6Kb
    Formato:
    Adobe PDF
    Thumbnail
    Visualizar/Abrir

    Universidad de Valladolid

    Powered by MIT's. DSpace software, Version 5.10