Selective demarketing : when customers destroy value

Show simple item record Farquhar, Jillian Dawes Robson, Julie 2017-07-27T06:34:01Z 2017-07-27T06:34:01Z 2017-06
dc.description.abstract Selective demarketing is a strategic option for a firm to manage customers who are or are likely to be a poor fit with its offering. Research has investigated related areas such as customer profitability and relationship dissolution but, as yet, studies have not offered a robust conceptualization of selective demarketing. Based on research into value co-destruction, this study argues that these customers effectively destroy value by misusing or misunderstanding how to integrate their operant resources with those of the firm. As firms exist within a wider service system, this failure to integrate resonates throughout the system. To demarket selectively, firms should develop and deploy higher order operant resources to disengage with or discourage these customers. This study develops a conceptualization of selective demarketing through adopting a firm and systems perspective derived from value destruction. en_ZA
dc.description.department Gordon Institute of Business Science (GIBS) en_ZA
dc.description.librarian hj2017 en_ZA
dc.description.uri en_ZA
dc.identifier.citation Farquhar, J.D. & Robson, J. 2017, 'Selective demarketing : when customers destroy value', Marketing Theory, vol. 17, no. 2, pp. 165-182. en_ZA
dc.identifier.issn 1741-301X (online)
dc.identifier.issn 1470-5931 (print)
dc.identifier.other 10.1177/1470593116679872
dc.language.iso en en_ZA
dc.publisher Sage en_ZA
dc.rights © The Author(s) 2016 en_ZA
dc.subject Operant resources en_ZA
dc.subject Resource integration en_ZA
dc.subject Selective demarketing en_ZA
dc.subject Service systems en_ZA
dc.subject Value destruction en_ZA
dc.title Selective demarketing : when customers destroy value en_ZA
dc.type Postprint Article en_ZA

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