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Múgica Grijalba, José Miguel

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https://academica-e.unavarra.es/handle/2454/49626

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Múgica Grijalba

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José Miguel

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Gestión de Empresas

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INARBE. Institute for Advanced Research in Business and Economics

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0000-0003-0629-6378

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477

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Now showing 1 - 6 of 6
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    PublicationOpen Access
    La aplicación del marketing a la educación superior
    (Universidad Pública de Navarra / Nafarroako Unibertsitate Publikoa, 2011) Múgica Grijalba, José Miguel; Gestión de Empresas; Enpresen Kudeaketa
    El marketing está formado por visiones, ideas, planes, análisis y actividades integradas en diversas áreas de la organización, en sus procesos internos y externos, y en el entramado de organizaciones e individuos que participan de una u otra forma en la resolución de los intercambios, sean de mercado o no. Pero su visibilidad está en las actividades dirigidas desde la organización a su entorno con la intención explícita de mejorar las opciones y posición de los productos, actividades, ideas o imagen. Son claramente reconocibles actividades de innovación o diferenciación de productos, publicidad, promoción, distribución, o fijación de precios. Pero no todas ellas son normalmente atribuidas a la responsabilidad del marketing. De hecho, solo una parte de estas actividades, fundamentalmente las de comunicación, han sido dirigidas desde departamentos comerciales o de marketing. Estas circunstancias llevan a la creencia de que el marketing es solo comunicación y a otros malentendidos. Además, el marketing se ha identificado con la acción de empresas con ánimo de lucro en mercados competitivos por lo que su aplicación fuera de este ámbito se ve como impropia. En este punto intentaré ofrecer conceptos y argumentos que amplían la visión del marketing tanto en la organización como en su ámbito de aplicación.
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    PublicationOpen Access
    The impact of market environments on marketing relationships
    (Canadian Center of Science and Education, 2014) Betancourt, Roger R.; Chocarro Eguaras, Raquel; Cortiñas Ugalde, Mónica; Elorz Domezain, Margarita; Múgica Grijalba, José Miguel; Gestión de Empresas; Enpresen Kudeaketa
    This paper addresses two issues empirically that have been somewhat neglected in the marketing literature. The first one is whether or not basic marketing relationships at the establishment level are robust or stable to the realization of major events that change the market environm ent. The second one is whether after these events take place the marketing relationships for new establishments are the same or different from those of existing establishments. What allows us to address these issues is a combination of factors af fecting the operation of gas stations in Pamplona, Spain. We conducted a survey of gas stations in 1998 when prices of gasoline products were fixed by the government and a similar survey in 2007 when gas retail prices were set by market participant. This major change in market environment was the result of a price liberalization law. A comparison of the same establishments in the two surveys allows us to address the first issue identified above. A comparison of new establishments and existing ones in the most recent survey allows us to addr ess the second issue identified above. Briefly put, customer satisfaction and its determinants prove to have a robust, stable relationship with respect to the changed market environment during this nine year period. On the other hand, some aspects of the relation between future patronage intentions and its determinants are subs tantially altered by the changed market environment. The aspects that remain the same in both comparisons are, thus, geographically as well as inter-temporally stable. Those that change often can be associated with specific changes in the nature of the market for gas stations in Pamplona during this nine year period.
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    PublicationOpen Access
    The use of a retail store database for brand choice analysis
    (Taylor & Francis, 2004) Berné, Carmen; Cortiñas Ugalde, Mónica; Elorz Domezain, Margarita; Múgica Grijalba, José Miguel; Gestión de Empresas; Enpresen Kudeaketa
    Retailers who wish to make decisions for a single store and have access to the scanner data of all purchases and to the scanner data of customer card-holders may worry about erroneous inferences when using one of the two databases and when using the same models to estimate the effects of their main marketing variables. The questions are: 'do the transactions reflected by the customer cards necessarily reflect the usual purchase behavior of all customers?'; and 'do the same customer response models apply equally to regular customers and for the rest of individuals shopping at the store?'. To answer these questions, a brand choice multinomial logit model choice is applied for the product category chosen (ground coffee). The major findings are that regular price elasticity of all brands in the customer segment is twice what was estimated when studying the total purchases. The effects on brand and type of coffee are greater in the customer card-holders segment than in the total purchases.
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    PublicationOpen Access
    Private sales clubs: a 21st century distribution channel
    (Elsevier, 2017) Betancourt, Roger R.; Cortiñas Ugalde, Mónica; Chocarro Eguaras, Raquel; Elorz Domezain, Margarita; Múgica Grijalba, José Miguel; Gestión de Empresas; Enpresen Kudeaketa
    Private sales clubs are a novel service institution arising out of the Internet’s ability to allow an exclusively online channel to distribute out of season or out of fashion inventories to a large set of customers. They have become a thriving industry in the 21st century. In this paper we enhance understanding of this technology mediated institution as a distribution channel. Furthermore, we show how to measure the impact of the distribution services it provides through the Internet on customer satisfaction and of the latter on economic performance. We rely on the technique of quantile regressions in this endeavor. The latter allows for asymmetries in the response function that have been noted as a major issue to be addressed in the analysis of both customer satisfaction and economic performance variables. Our most important empirical finding is that the distortions introduced by ignoring asymmetries in the response function with respect to customer satisfaction are extremely misleading for managers of private sales clubs.
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    PublicationOpen Access
    Direct and indirect tourism online channels. Do they have a different potential for customer loyalty?
    (MDPI, 2020) Múgica Grijalba, José Miguel; Berné, Carmen; Institute for Advanced Research in Business and Economics - INARBE
    To manage their competitive goals, e-tourism service companies, in direct and in indirect channels respectively, need to know the antecedents of customer loyalty. Customer loyalty, generated by satisfaction in its various forms, is the cornerstone of the company's assets and financial sustainability. Current literature does not provide a comparative analysis on this issue. To fill this gap, this research presents a model that includes customer satisfaction and participation as the main drivers of customer loyalty. The empirical research relies on one survey conducted by a market research company addressed to Internet users in Spain with experience in online purchases of tourism products. The estimation method is 3SLS (Three-Stage Least Squares), a simultaneous equations model applied to the database obtained. The results reveal a different potential of the two types of e-channels in producing higher levels of loyalty through customer participation. Increasing the participation of customers in indirect e-tourism channels results in higher returns on loyalty while the impact is lower in the direct channels. These findings are especially interesting for tourism service providers.
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    PublicationOpen Access
    Marketina goi mailako hezkuntzan aplikatzea
    (Universidad Pública de Navarra / Nafarroako Unibertsitate Publikoa, 2011) Múgica Grijalba, José Miguel; Gestión de Empresas; Enpresen Kudeaketa
    El marketing está formado por visiones, ideas, planes, análisis y actividades integradas en diversas áreas de la organización, en sus procesos internos y externos, y en el entramado de organizaciones e individuos que participan de una u otra forma en la resolución de los intercambios, sean de mercado o no. Pero su visibilidad está en las actividades dirigidas desde la organización a su entorno con la intención explícita de mejorar las opciones y posición de los productos, actividades, ideas o imagen. Son claramente reconocibles actividades de innovación o diferenciación de productos, publicidad, promoción, distribución, o fijación de precios. Pero no todas ellas son normalmente atribuidas a la responsabilidad del marketing. De hecho, solo una parte de estas actividades, fundamentalmente las de comunicación, han sido dirigidas desde departamentos comerciales o de marketing. Estas circunstancias llevan a la creencia de que el marketing es solo comunicación y a otros malentendidos. Además, el marketing se ha identificado con la acción de empresas con ánimo de lucro en mercados competitivos por lo que su aplicación fuera de este ámbito se ve como impropia. En este punto intentaré ofrecer conceptos y argumentos que amplían la visión del marketing tanto en la organización como en su ámbito de aplicación.