Thematische Bibliographien / Defensive Marketing Strategies (DMS)

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Auswahl der wissenschaftlichen Literatur zum Thema „Defensive Marketing Strategies (DMS)“

Autor: Grafiati

Veröffentlicht am 24. Juni 2021

Zuletzt aktualisiert am 1. Februar 2022

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Zeitschriftenartikel zum Thema "Defensive Marketing Strategies (DMS)"

Hauser, John R., und Steven M. Shugan. „Defensive Marketing Strategies“. Marketing Science 27, Nr. 1 (Januar 2008): 88–110. http://dx.doi.org/10.1287/mksc.1070.0334.

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Hauser, John R., und Steven M. Shugan. „Commentary—Defensive Marketing Strategies“. Marketing Science 27, Nr. 1 (Januar 2008): 85–87. http://dx.doi.org/10.1287/mksc.1070.0341.

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Calantone, Roger J., und C. Anthony di Benedetto. „Defensive industrial marketing strategies“. Industrial Marketing Management 19, Nr. 3 (August 1990): 267–78. http://dx.doi.org/10.1016/0019-8501(90)90019-r.

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Erickson, Gary M. „Offensive and defensive marketing: Closed-loop duopoly strategies“. Marketing Letters 4, Nr. 4 (Oktober 1993): 285–95. http://dx.doi.org/10.1007/bf00994348.

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Ravi Kumar, K., und George C. Hadjinicola. „Resource allocation to defensive marketing and manufacturing strategies“. European Journal of Operational Research 94, Nr. 3 (November 1996): 453–66. http://dx.doi.org/10.1016/0377-2217(95)00101-8.

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Yannopoulos, Peter. „Perceived Importance of Defensive Marketing Strategies: An Exploratory Study“. World Journal of Management 6, Nr. 1 (März 2015): 24–33. http://dx.doi.org/10.21102/wjm.2015.03.61.03.

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Sigala, Marianna. „Evaluating the performance of destination marketing systems (DMS): stakeholder perspective“. Marketing Intelligence & Planning 32, Nr. 2 (07.04.2014): 208–31. http://dx.doi.org/10.1108/mip-08-2013-0131.

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Purpose – Destination marketing systems (DMS) represent a vital inter-organisational information system (IOIS) for supporting the collaborative e-marketing strategies of tourism firms and the competitiveness of tourism destinations. However, many DMS have failed to deliver the expected outcomes, while the performance measurement of DMS has not been thoroughly investigated in the literature so far. The study synthesises research from the fields of DMS, IOIS and collaborative practices for investigating the perceptions of various tourism DMS stakeholders about the evaluation of DMS performance. The paper aims to discuss these issues. Design/methodology/approach – The study conducted a nation-wide survey for measuring the perceptions of various tourism DMS stakeholders in Greece about the importance of the roles that DMS should serve as well as the items that should be used for measuring the performance of these DMS’ roles. Findings – The findings showed that the public and private stakeholders held different perceptions about the roles of DMS as well as about the metrics that need to be used for evaluating DMS performance. The findings also showed that the perceptions that stakeholders hold about the roles of the DMS influence their perceptions about the performance evaluation of DMS. Research limitations/implications – The findings are based on evaluating a specific type of IOIS and sector/context. Thus, caution is required in generalising the results to other types of IOIS and social/environmental contexts. Practical implications – The study highlighted that the performance and success of DMS, and of IOIS projects in general, require the nurturing of a collaborative culture and the co-ordination of the various stakeholders’ perceptions and interests. Originality/value – The study addresses the gap in DMS performance evaluation and it contributes to the literature about IOIS evaluation by adopting a stakeholders approach.

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Balážiová, Iveta, und Lucia Spálová. „Terminological and Historical Background of Guerilla Marketing as a Marketing Communication Strategy“. Social Communication 6, Nr. 1 (01.01.2020): 81–92. http://dx.doi.org/10.2478/sc-2020-0009.

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AbstractThis article deals with guerilla marketing and/or guerilla marketing strategy on the background of military attack strategies. The aim of this article is to grasp guerrilla marketing in a broader context, starting from the marketing and communication strategy, which is historically and terminology inspired by the military strategy of guerrilla attacks and/or by military strategy in general. The theoretical study is a meta-analysis of five scientific publications dealing with the overlays of military strategies and marketing to identify useful marketing and communication strategies. Guerilla marketing as an offensive-defensive strategy present among the attack strategies and it is described as a way for small and weaker businesses to compete with large corporations in the existing conflict and to act as challengers in the battle. An emphasis will be put on the primary characteristic of guerrilla warfare: it is a typical competitive struggle based on a series of small intermittent attacks and withdrawals.

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Dub�, Laurette, und Manfred F. Maute. „Defensive strategies for managing satisfaction and loyalty in the service industry“. Psychology and Marketing 15, Nr. 8 (Dezember 1998): 775–91. http://dx.doi.org/10.1002/(sici)1520-6793(199812)15:8<775::aid-mar4>3.0.co;2-#.

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Kumar, K. Ravi, und D. Sudharshan. „Defensive Marketing Strategies: An Equilibrium Analysis Based on Decoupled Response Function Models“. Management Science 34, Nr. 7 (Juli 1988): 805–15. http://dx.doi.org/10.1287/mnsc.34.7.805.

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Dissertationen zum Thema "Defensive Marketing Strategies (DMS)"

Elfström, Oskar, und Hans Tam. „"All eCommerce actors will be slaves under Amazon..." : - A study on how Amazon has affected Swedish eCommerce and their defensive marketing strategies“. Thesis, Uppsala universitet, Företagsekonomiska institutionen, 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-446659.

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Increased competition by new market entries has long been studied with defensive marketing strategies (DMS) being identified as one of the ways of combating a new competitor. There is limited research concerning the Swedish eCommerce business landscape and its competitive environment and adding the fact that Amazon, in late 2020, launched in Sweden this study aims to outline what DMS Swedish eCommerce businesses have implemented as a result of Amazon’s entry. Qualitative semi-structured interviews were held with respondents in key positions of firms, where the individual either was working with or consulting eCommerce businesses. The findings suggested that, in its generality, that no new DMS has been implemented as a result of the market entry. Amazon is expressed to have a weak position and lack in several aspects compared to Swedish eCommerce. The biggest fear lies in Amazon’s future with many potential “strong cards” left to play in their sleeve. However, the entry of Amazon increased the focus of some areas, as they were seen to become more important for survival and competing.

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Lotayif, Mansour Salman Mohamad Abdel-Maguid. „GATS impacts on entry modes and defensive marketing strategies in the Egyptian banking sector“. Thesis, University of Plymouth, 2004. http://hdl.handle.net/10026.1/1660.

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This research examines the effects of GATS agreements, both on entry modes and defensive marketing strategies in the Egyptian banking sector. The research population is the Egyptian banking sector, employing a total of 83179, from which a representative sample (equal to 800 responses) was selected. As the research aims are diversified, this sample was divided into two main groups i.e. local banks and foreign branches, investigated using different questionnaires. The latter population includes all the foreign branches working in the Egyptian market; the former includes all banks working in Egypt regardless of their ownership status. Four objectives have been pursued in this research: - (1) Exploring GATS impacts on the Egyptian banking sector as well as identifying variables that affect their perception; (2) Identifying the appropriate defensive marketing strategies for each entry mode and evaluating the marketing practices of the Egyptian banking sector; (3) Identifying pattems of relationships between defensive marketing strategies and four sets of variables (demographics, objectives, rivals, and rivals' competitive advantages); and (4) Determining the factors that affect the selection of each entry mode. Regarding the first research objective, the findings reveal that GATS agreements have positive impacts on the Egyptian banking sector, with significant relationships observed between the perception of GATS impacts and the respondents backgrounds. Secondly, an "Entry Modes- Defensive Marketing Strategies Model" was designed, recommending specific defensive marketing strategies for each bundle of entry modes. Thirdly, strong and significant relationships appear, between selected defensive marketing strategies and four sets of variables i.e. demographics, bank's objectives, perceived competitors, and competitors' competitive advantages. Finally, the selection of entry modes is affected by both bank and target market characteristics. The latter include political stability as well as instability, language differences, religious similarities, values differences, severe competition, and moderate levels of competition; the former include greater as well as less financial resources, and less international experience. The applicability and suitability of these findings for other similar Afiican and Middle East countries are identified.

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Chen, Ting Han, und 陳廷漢. „Offensive or Defensive? Marketing Strategies on the Customer’s Relationship Quality in Chain Convenience Stores in Taiwan“. Thesis, 2015. http://ndltd.ncl.edu.tw/handle/22uew7.

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碩士
長庚大學
工商管理學系
103
Since the first 7-ELEVEN in Taiwan opened in 1980, the new era of retail channel has been launched. After 33-year rapid development, transnational and local brands have participated in one after another. At present, there are over 10,756 chain convenience stores around the island. The density of the stores is almost the top in the world which reveals the incredible operational capacity. For each chain system, with the increase of numbers of store and severe competition, market approaches saturation, each industry needed to think about is what kind of marketing strategy to response. On the one hand, each chain convenience stores must continue developing new customers and markets by “offensive marketing strategies”; on the other hand, it should maintain current customer by “defensive marketing strategies”. However, for customers, The strategy perception degree of chains convenience store have taken are Especially in the face of repurchase or otherwise, Chains convenience store usually will adopt a series of strategies and measures of tangible and intangible additional values and remedy values to try to keep the old customers. However, from the perspective of customers of chain convenience stores, what kind of marketing strategy has positive influence on the relation quality perception of customers and chain convenience stores ? The question becomes the motive of this research. Therefore, through the development of research infrastructure, this research want to reach for research purposes: To investigate the chain of convenience stores have taken “offensive marketing strategies” and, “defensive marketing strategies” when customers face to repurchase, customer relationship quality and repurchase intention.

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LO, YING-SHENG, und 羅盈勝. „The Influence of Franchiser’s Defensive Marketing Strategies on the Franchisee’s Relationship Quality and Loyalty in Chain Convenience Stores Industry“. Thesis, 2004. http://ndltd.ncl.edu.tw/handle/48931644963583343547.

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碩士
實踐大學
企業管理研究所
92
The convenience store industry is fast becoming one of the most competitive industries in the Taiwanese franchise chain store business. Therefore, one of the most important tasks facing the franchise business is the challenge of maintaining a friendly relationship with the franchisees. In theory, the franchisers generally do not want to see the franchisees incurring a penalty charge (for failing to meet certain conditions in the franchise contract) or the franchisees leaving after the contract expires since it is damaging to their relationship. Thus, when the franchise agreement expires, the franchisers employ various direct and indirect value-added and value-recovery strategies and measures to convince the franchisee to renew the contract. This study will be based on the value-added and value-recovery models developed by Dube and Maute in 1998 to investigate the impact on franchisee’s quality relationship and loyalty when the franchisers used value-added and value-recovery strategies. Furthermore, special emphasis was placed on the convenient store franchisees, and their thoughts and feeling about the value-added and value-recovery strategies. The franchisee’s personal characteristics and transfer cost (cost of switching to a different convenience franchiser) are also important influencing factors that were taken into consideration. The primary method used to study the relationship and loyalty issues within the context of convenient store franchises was focus group interviews. The focus group participants were chosen from franchisees belonging to five of the biggest franchise convenience store chains in Taiwan. A total of 398 valid surveys were collected. This study employed the Confirmatory Factor Analysis, Correlation Analysis and LISREL (Linear Structural Relation) Analysis to analyze the impacts various dimensions have on the results. The findings are as followed: 1.Value-added and value-recovery strategies employed by the franchisers does have a positive impact on the franchisee’s relationship with the franchiser. 2.The relationship between franchisee and franchiser has a positive impact on franchisee loyalty. 3.Only some of the franchisee’s personal characteristics become influencing factors to the franchisee’s relationship with the franchiser when value-added and value-recovery strategies were employed. 4.The transfer cost (cost of switching to a different convenient franchise dealer) has no influence on franchisee loyalty and franchisee relationship with the franchiser. This study will present implications and suggestions to the franchisers based on the research findings and results. Lastly, research limitations (if any) will be indicated and suggestions will be made for further study into the subject.

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Bücher zum Thema "Defensive Marketing Strategies (DMS)"

Robinson, William T. Defensive marketing strategies: A comment. West Lafayette, Ind: Institute for Research in the Behavioral, Economic, and Management Sciences, Krannert Graduate School of Management, Purdue University, 1985.

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Kumar, K. Ravi. Supplemental appendices to defensive marketing strategies: An equilibrium analysis based on decoupled response function models. [Urbana, Ill.]: College of Commerce and Business Administration, University of Illinois at Urbana-Champaign, 1987.

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Macbride, Stuart Clarke. Defensive marketing strategies: how and when firms in a variety of markets will react to new product entry. Oxford: Oxford Brookes University, 1999.

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Buchteile zum Thema "Defensive Marketing Strategies (DMS)"

Woeckl, Juergen, und Ulrike Schuster. „Derivation of Stationary Optimal Defensive Strategies Using a Continuous Market Model“. In Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 305–11. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-11845-1_106.

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Choi, S. Chan, und Barbara Stern. „Defensive Strategies Against a Private Label: Price Cut vs. Brand Building“. In Developments in Marketing Science: Proceedings of the Academy of Marketing Science, 318. Cham: Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-11806-2_134.

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Martinelli-Lee, Teresa, und Jeffery Kahan. „Waiting to Exhale“. In Handbook of Research on Global Business Opportunities, 402–15. IGI Global, 2015. http://dx.doi.org/10.4018/978-1-4666-6551-4.ch019.

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Tobacco companies have long been on the defensive, but a new product, digital vapor cigarettes, offers what seems to be a social compromise: smoke-free smoking or “vaping.” This chapter explains and examines how this controversial product, new to the U.S. and European markets as of 2007, has affected the retail tobacco industry, both reinvigorating its sales and reviving some of its best integrative marketing strategies. The only adversaries strong enough to hinder its success are laws and regulatory action.

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