Le rôle des restrictions de vente sur l’évaluation de l’offre et l’intention d’achat reste controversé. La littérature marketing est divisée à ce sujet et met en avant différents cadres conceptuels et théories susceptibles d’expliquer les effets de ces restrictions. Face à ce manque d’unanimité dans la littérature et dans un contexte où la rentabilité des promotions de vente n’est pas établie, cette thèse vise une meilleure compréhension de l’impact des limites temporelles sur l’évaluation d’une offre promotionnelle de vente et l’intention d’achat du consommateur. Cette étude a été réalisée à l’aide d’une méthodologie mixte, basée sur une étude exploratoire, et une étude quantitative conduite selon la méthode des vignettes. Les résultats soulignent un comportement ambivalent des consommateurs face aux restrictions temporelles et mettent en évidence un rôle modérateur de la marque pouvant atténuer la perception des inconvénients dans le cadre d’une restriction temporelle de vente. / The role of the sales restrictions on the evaluation of the offer and the intention of purchase still stays controversial. The marketing literature is divided over the subject and sets up different conceptual frames and theories explaining the effects of these restrictions. Facing the lack of unanimity in literature, in a context where the rentability of sales promotions is not established, this thesis aims to a better comprehension of the impact of the temporal limits on the evaluation of a promotional sales offer and the intention of the consumer's purchase. This survey was made through a mixed methodology made by an exploratoring study lead by focus groups and by a quantitative study lead by the scanario method. The results of our explorating survey underline an ambivalent behaviour versus the temporal restriction of sales. Our empiric study reveals a moderating role of the brand able to limit the perception of the drawbacks in the space of the time restrictions of sales.

Submitted by Eliene Soares da Silva (eliene.silva@fgv.br) on 2012-12-19T21:09:42Z No. of bitstreams: 1 Charleyne Biondi_FGV Thesis.pdf: 1367662 bytes, checksum: d28f77f22cfa2df9c598cf0409aae2c6 (MD5) / Approved for entry into archive by Eliene Soares da Silva (eliene.silva@fgv.br) on 2012-12-19T21:10:32Z (GMT) No. of bitstreams: 1 Charleyne Biondi_FGV Thesis.pdf: 1367662 bytes, checksum: d28f77f22cfa2df9c598cf0409aae2c6 (MD5) / Made available in DSpace on 2012-12-20T10:40:56Z (GMT). No. of bitstreams: 1 Charleyne Biondi_FGV Thesis.pdf: 1367662 bytes, checksum: d28f77f22cfa2df9c598cf0409aae2c6 (MD5) Previous issue date: 2012-04-24 / The e-business market is one of the fastest growing markets in Brazil, with e-business sales accounting for BRL 14.8 billion in 2010 and a growth of 40% per year (+1000% over the past 7 years). Sales-event clubs and collective bargaining websites are one of the most dynamic segments of the e-business market: the number of new players is increasing rapidly, with over 1200 collective bargaining websites currently operating in Brazil. In that context, growth and differentiation seem to be two key success factors for Coquelux. According to webshopper (23rd Edition, e-bit), growth can be achieved by targeting middle and low-income consumers from class C, who represent 50% of the total e-commerce sales. But Coquelux, which is specialized in desire and luxury brands, has built its reputation and competitive advantage through its 'exclusivity', by targeting wealthier consumers from classes A and B who are attracted by its fashionable and high-end positioning. The evolution (growth?) of this market and the development of its competition naturally raise a strategic question for Coquelux’s managers: can Coquelux grow and still maintain its competitive advantage? Should it grow by expanding its consumer base to class C? If so, how? Consumers from classes A, B or C must be targeted through the same online communication channels. Recent studies from the ABEP/ABIPEME emphasized the importance of social networks as a tool for converting new clients and gaining their loyalty, regardless of their social class. However, high-income and low-income e-consumers do not have the same consumption habits, do not respond to the same type of marketing strategies, and most importantly, do not share the same values. Thus, it seems difficult to expand Coquelux’s consumer base to class C without changing its marketing strategies and altering its image Three options were identified for Coquelux: reinforcing its leadership on the luxury segment and focusing on a small niche market (1), which would threaten its survival in the long run; completely changing its strategy and competing for a mass market through commercial brands (2), which requires major financial investments that managers don’t have access to; or finding an intermediary solution (3). This thesis’ recommendation for the third option consists in focusing on premium brands (rather than luxury) in order to increase sales volume (Coquelux’s most profitable sales happened with local desire brands) with products that appeal to class B but also attract the emerging class C which is looking for brand recognition. It could thus implement a slow entry strategy towards the mass market without damaging its main competitive advantage.