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La proximité géographique comme stratégie concurrentielle face au leader : le cas des chaînes de restauration rapide à Paris entre 1984 et 2002

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  • Liarte, Sébastien
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    Abstract

    L’objectif de cette communication est de montrer comment les entreprises multi -marchés en situation d’infériorité sur un marché en termes de nombre d’unités, adaptent leur stratégie d’implantation afin de pouvoir assurer leur survie face au leader. La recherche de proximité en tant que stratégie de localisation est proposée comme solution optimale. L’étude des implantations des restaurants McDonald’s et Quick à Paris illustre comment chacune des deux firmes, en fonction de sa position relative sur le marché, a choisi de localiser ses unités à côté de celles de son concurrent afin d’exploiter la proximité géographique du réseau leader.

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    File URL: http://basepub.dauphine.fr/xmlui/bitstream/123456789/3197/3/Liarte1.pdf
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    Paper provided by Université Paris-Dauphine in its series Open Access publications from Université Paris-Dauphine with number urn:hdl:123456789/3197.

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    Length: 26
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    Handle: RePEc:ner:dauphi:urn:hdl:123456789/3197

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    Related research

    Keywords: Etude de cas; Proximité; Localisation; Réseaux de distribution; Chaînes de restauration;

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    1. B. Douglas Bernheim & Michael D. Whinston, 1990. "Multimarket Contact and Collusive Behavior," RAND Journal of Economics, The RAND Corporation, vol. 21(1), pages 1-26, Spring.
    2. Corwin D. Edwards, 1955. "Conglomerate Bigness as a Source of Power," NBER Chapters, in: Business Concentration and Price Policy, pages 331-359 National Bureau of Economic Research, Inc.
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