Bilingual
En/Fa
Geographical Research is Published in both Persian and English Full-text.
Volume 38, Issue 2 (2023)
GeoRes 2023, 38(2): 151-160 |
Back to browse issues page
Article Type:
Subject:
History
Received: 2023/02/13 | Accepted: 2023/04/5 | Published: 2023/05/10
Received: 2023/02/13 | Accepted: 2023/04/5 | Published: 2023/05/10
How to cite this article
Arafei A, Hassani S, Namamiyan F, Ghanizade F. Effect of Guerilla Marketing Using DEMATEL Method on Tourist Attraction with Economic Benefits Attitude. GeoRes 2023; 38 (2) :151-160
URL: http://georesearch.ir/article-1-1440-en.html
URL: http://georesearch.ir/article-1-1440-en.html
Download citation:
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
Rights and permissions
BibTeX | RIS | EndNote | Medlars | ProCite | Reference Manager | RefWorks
Send citation to:
1- Department of Business Management, Kermanshah Branch, Islamic Azad University, Kermanshah, Iran
2- Department of Statistics, Kermanshah Branch, Islamic Azad University, Kermanshah, Iran
2- Department of Statistics, Kermanshah Branch, Islamic Azad University, Kermanshah, Iran
Full-Text (HTML) (58 Views)
Introduction
Guerrilla marketing refers to any activity that employs tools other than traditional media to communicate and position a brand in the minds of target customers [Hatch, 2005]. The concept of guerrilla marketing, first introduced by Levinson, denotes the use of unconventional methods to carry out advertising with very limited budgets [Levinson, 1998; Gökerik et al., 2018]. In recent years, many companies have sought to employ guerrilla marketing as one of their marketing strategies [Ay et al., 2010]. The term “guerrilla marketing” describes unconventional and non-traditional marketing strategies or activities that exert a significant positive impact on organizations while requiring only a fraction of the traditional marketing budget [Nouri Mohamadani, 2015]. More broadly, the term exemplifies the transfer of military and warfare-related terminology into the realm of modern marketing [Mirveysi, 2008]. Historical instances of such “marketing wars” include the so-called burger war between McDonald’s and Burger King, and the cola war between Coca-Cola and Pepsi, both of which relied heavily on words and images as weapons [Gupta & Singh, 2017].
According to the American Marketing Association, guerrilla marketing comprises a set of activities, guidelines, and processes of interaction with customers, partners, and society that ultimately lead to the delivery and reception of valuable offerings [Dinh & Mai, 2016]. With globalization and sweeping changes in industry, businesses are increasingly required to align their products with the values of their audiences. Consequently, many organizations have replaced traditional methods with new marketing approaches in order to enhance the value of their products and expand their market share. Today, global industries adopt diverse methods for marketing, and marketers employ a wide range of ideas and strategies to foster creativity and improve sales across sectors [Sander & Fantapie Altobelli, 2011; Devlin & Billings, 2018; Lee et al., 2017].
Research and studies comparing traditional and guerrilla marketing reveal 16 fundamental differences between the two approaches, which have gained broad consensus. Since no integrated framework has yet been developed to comprehensively and explicitly present the dimensions and components of guerrilla marketing, the purpose of this study is to analyze the causal relationships among the key indicators influencing guerrilla marketing, with the aim of facilitating tourist attraction from an economic benefit perspective.
Methodology
This cross-sectional study, based on a mixed qualitative–quantitative design, was conducted in Kermanshah Province in 2021. Data were collected using documentary reviews and questionnaires. First, qualitative data were obtained through a meta-synthesis (secondary studies). In the second stage, the DEMATEL method was applied to explain the intensity of influence and dependence among the identified components.
The review of prior studies and identification of components followed the meta-synthesis approach using Sandelowski and Barroso’s seven-step model [Sandelowski & Barroso, 2007]. Accordingly, valid articles and theses published between 2000 and 2019 were searched and screened across Emerald, Elsevier, ScienceDirect, Irandoc, Comprehensive Humanities, Jihad Daneshgahi, Civilica, and Elmnet databases. The reliability of the meta-synthesis was confirmed by experts using Cohen’s Kappa coefficient (0.688).
To enrich and refine the proposed framework, a questionnaire comprising four open-ended questions (on the validity of the proposed framework, the accuracy of the selected components, the adequacy of the indicators, and their relevance) and 93 closed-ended questions was distributed among 20 marketing experts. In total, 85 codes were validated. A binomial test was applied to determine the appropriateness of the indicators. Since the questionnaire adopted a five-point Likert scale (from very low to very high), responses above the midpoint value were considered favorable, whereas those below or equal to the midpoint were regarded as unfavorable.
In the second stage, designed for the DEMATEL method [Soti et al., 2010], 10 subject-matter experts, selected through judgmental and purposive sampling, were asked to evaluate the intensity of influence among factors using a matrix-based questionnaire, complemented with explanatory notes and interviews for clarifying the codes. The DEMATEL algorithm was implemented in five steps [Habibi et al., 2013]:
Findings
Based on the inclusion criteria, such as document validity and publication year, a total of 23 documents were fully reviewed and analyzed. Additionally, 14 codes for tourist attraction components and 4 codes for economic benefits were adapted from validated questionnaires. Sub-themes were used to construct the expert opinion matrix, which was subsequently normalized. Following normalization and the creation of differential, inverse, and total-relation matrices, the Network Relation Map (NRM) was generated. Only relationships exceeding the threshold value were displayed, while weaker relationships were excluded from the final analysis. The factors with the highest influence (D) were identified as human resources tools, cultural tools, relational tools, and technology tools. The factors with the highest dependence (R) included economic benefits, customer attraction, advertising weapons, and relational tools. In terms of overall interaction (D+R), human resources tools, cultural tools, and advertising weapons were most prominent. The economic benefits, customer attraction, and advertising weapons indicators were primarily affected by other factors (outcome parameters), whereas the remaining indicators acted as driving factors within the system.
Discussion
The expansion of the tourism industry, which interacts with sectors such as the economy, agriculture, culture, environment, and services, is of significant importance. Experiences from other regions indicate that tourism development in any area promotes economic and social growth, and thus it can be considered one of the primary tools for regional development. However, despite global progress in tourism, Iran has not been able to transform its domestic and international tourism industry in line with this growth, and responsible authorities have given it limited attention [Arfaei et al., 2023].
Undoubtedly, one of the key factors in the success of tourism organizations worldwide is the effective use of marketing. Organizations that leverage marketing strategies have achieved significant progress in attracting and retaining tourists. Numerous studies have highlighted the role of guerrilla marketing in various industries [Haj Safi, 2016; Baltes & Leibing, 2008; Bigat, 2012; Bayani, 2017; Talebpour & Khorsandi Fard, 2018; Zarei et al., 2015; Golshani & Minhaj, 2016; Powrani & Kennedy, 2018; Tam & Khuong, 2015]. Research also shows that the impact and prioritization of each marketing tool vary across industries [Dinh & Mai, 2016]. In this study, guerrilla marketing was examined from a novel perspective using a comprehensive meta-synthesis approach.
Guerrilla marketing was selected for this study because of its unpredictability, ability to remain memorable in the audience's mind, capacity to improve advertising literature, enhance brand credibility and innovation, and reduce costs. Initially, it was predominantly used by smaller companies to compete with larger firms with bigger budgets. However, changing economic conditions have led even large companies to seek marketing techniques that deliver maximum results at minimal costs, prompting them to adopt guerrilla marketing strategies. This approach allows organizations to engage with customers effectively while maintaining social responsibility and achieving strong advertising performance [Arfaei et al., 2023].
Regarding the influence of parameters (D), human resources tools and cultural tools had the highest impact, despite the fact that many previous studies have not even considered these factors as influential [Das et al., 2019]. Relational tools showed a similar level of influence and ranked next, although only one study has highlighted this important factor [Mohammadi Shamsabadi, 2015]. While economic benefits had the lowest influence, they and customer attraction demonstrated the highest dependence (R). Consequently, tourism managers and policymakers should focus primarily on these parameters and their associated codes.
Moreover, factors with higher D+R values had greater interaction with other system components. Accordingly, human resources tools and cultural tools exhibited the most interaction, whereas technology tools showed the least. Contrary to previous studies that identified advertising weapons as a key driver of guerrilla marketing [Bigat, 2012; Bayani, 2017; Durban, 2018], this study found that advertising weapons act as an outcome parameter influenced by the driving factors: human resources tools, cultural tools, technology tools, and relational tools.
Based on the findings, several recommendations are proposed for different stakeholders:
Conclusion
The study indicates that human resources tools, cultural tools, technology tools, and relational tools play a causal role in guerrilla marketing, influencing economic benefits, tourist attraction, and advertising weapons.
Acknowledgments: No acknowledgments are reported by the authors.
Ethical Approval: No ethical approval is reported by the authors.
Conflict of Interest: The authors declare no conflict of interest.
Author Contributions: Arafei A(first author): Introduction Writer/Methodologist, Principal Researcher, Statistical Analyst, Discussion Writer (70%); Hassani SR (second author): Research Assistant (10%); Namamiyan F (third author): Research assistant (10%); Ghanizadeh A (fourth author): Research Assistant, Statistical Analyst (10%)
Funding: This article was derived from the doctoral dissertation of Aziz Arfaei.
Guerrilla marketing refers to any activity that employs tools other than traditional media to communicate and position a brand in the minds of target customers [Hatch, 2005]. The concept of guerrilla marketing, first introduced by Levinson, denotes the use of unconventional methods to carry out advertising with very limited budgets [Levinson, 1998; Gökerik et al., 2018]. In recent years, many companies have sought to employ guerrilla marketing as one of their marketing strategies [Ay et al., 2010]. The term “guerrilla marketing” describes unconventional and non-traditional marketing strategies or activities that exert a significant positive impact on organizations while requiring only a fraction of the traditional marketing budget [Nouri Mohamadani, 2015]. More broadly, the term exemplifies the transfer of military and warfare-related terminology into the realm of modern marketing [Mirveysi, 2008]. Historical instances of such “marketing wars” include the so-called burger war between McDonald’s and Burger King, and the cola war between Coca-Cola and Pepsi, both of which relied heavily on words and images as weapons [Gupta & Singh, 2017].
According to the American Marketing Association, guerrilla marketing comprises a set of activities, guidelines, and processes of interaction with customers, partners, and society that ultimately lead to the delivery and reception of valuable offerings [Dinh & Mai, 2016]. With globalization and sweeping changes in industry, businesses are increasingly required to align their products with the values of their audiences. Consequently, many organizations have replaced traditional methods with new marketing approaches in order to enhance the value of their products and expand their market share. Today, global industries adopt diverse methods for marketing, and marketers employ a wide range of ideas and strategies to foster creativity and improve sales across sectors [Sander & Fantapie Altobelli, 2011; Devlin & Billings, 2018; Lee et al., 2017].
Research and studies comparing traditional and guerrilla marketing reveal 16 fundamental differences between the two approaches, which have gained broad consensus. Since no integrated framework has yet been developed to comprehensively and explicitly present the dimensions and components of guerrilla marketing, the purpose of this study is to analyze the causal relationships among the key indicators influencing guerrilla marketing, with the aim of facilitating tourist attraction from an economic benefit perspective.
Methodology
This cross-sectional study, based on a mixed qualitative–quantitative design, was conducted in Kermanshah Province in 2021. Data were collected using documentary reviews and questionnaires. First, qualitative data were obtained through a meta-synthesis (secondary studies). In the second stage, the DEMATEL method was applied to explain the intensity of influence and dependence among the identified components.
The review of prior studies and identification of components followed the meta-synthesis approach using Sandelowski and Barroso’s seven-step model [Sandelowski & Barroso, 2007]. Accordingly, valid articles and theses published between 2000 and 2019 were searched and screened across Emerald, Elsevier, ScienceDirect, Irandoc, Comprehensive Humanities, Jihad Daneshgahi, Civilica, and Elmnet databases. The reliability of the meta-synthesis was confirmed by experts using Cohen’s Kappa coefficient (0.688).
To enrich and refine the proposed framework, a questionnaire comprising four open-ended questions (on the validity of the proposed framework, the accuracy of the selected components, the adequacy of the indicators, and their relevance) and 93 closed-ended questions was distributed among 20 marketing experts. In total, 85 codes were validated. A binomial test was applied to determine the appropriateness of the indicators. Since the questionnaire adopted a five-point Likert scale (from very low to very high), responses above the midpoint value were considered favorable, whereas those below or equal to the midpoint were regarded as unfavorable.
In the second stage, designed for the DEMATEL method [Soti et al., 2010], 10 subject-matter experts, selected through judgmental and purposive sampling, were asked to evaluate the intensity of influence among factors using a matrix-based questionnaire, complemented with explanatory notes and interviews for clarifying the codes. The DEMATEL algorithm was implemented in five steps [Habibi et al., 2013]:
- Formation of the direct-relation matrix: Experts assessed the degree to which each factor influences others on a scale ranging from no influence to very high influence.
- Normalization of the direct-relation matrix: The scores were adjusted to ensure comparability and consistency.
- Computation of the total-relation matrix: The normalized data were used to capture both direct and indirect effects among the factors.
- Derivation of the internal relation matrix: A threshold value, based on the average intensity of relationships, was calculated to filter out weak or negligible connections. Only stronger causal relationships were retained for further analysis.
- Construction of the causal diagram: The results were visualized in a Cartesian coordinate system, where the horizontal axis represented the overall involvement of each factor in the system and the vertical axis showed its causal power. Factors with positive causal power were identified as drivers, while those with negative values were classified as outcomes.
Findings
Based on the inclusion criteria, such as document validity and publication year, a total of 23 documents were fully reviewed and analyzed. Additionally, 14 codes for tourist attraction components and 4 codes for economic benefits were adapted from validated questionnaires. Sub-themes were used to construct the expert opinion matrix, which was subsequently normalized. Following normalization and the creation of differential, inverse, and total-relation matrices, the Network Relation Map (NRM) was generated. Only relationships exceeding the threshold value were displayed, while weaker relationships were excluded from the final analysis. The factors with the highest influence (D) were identified as human resources tools, cultural tools, relational tools, and technology tools. The factors with the highest dependence (R) included economic benefits, customer attraction, advertising weapons, and relational tools. In terms of overall interaction (D+R), human resources tools, cultural tools, and advertising weapons were most prominent. The economic benefits, customer attraction, and advertising weapons indicators were primarily affected by other factors (outcome parameters), whereas the remaining indicators acted as driving factors within the system.
Discussion
The expansion of the tourism industry, which interacts with sectors such as the economy, agriculture, culture, environment, and services, is of significant importance. Experiences from other regions indicate that tourism development in any area promotes economic and social growth, and thus it can be considered one of the primary tools for regional development. However, despite global progress in tourism, Iran has not been able to transform its domestic and international tourism industry in line with this growth, and responsible authorities have given it limited attention [Arfaei et al., 2023].
Undoubtedly, one of the key factors in the success of tourism organizations worldwide is the effective use of marketing. Organizations that leverage marketing strategies have achieved significant progress in attracting and retaining tourists. Numerous studies have highlighted the role of guerrilla marketing in various industries [Haj Safi, 2016; Baltes & Leibing, 2008; Bigat, 2012; Bayani, 2017; Talebpour & Khorsandi Fard, 2018; Zarei et al., 2015; Golshani & Minhaj, 2016; Powrani & Kennedy, 2018; Tam & Khuong, 2015]. Research also shows that the impact and prioritization of each marketing tool vary across industries [Dinh & Mai, 2016]. In this study, guerrilla marketing was examined from a novel perspective using a comprehensive meta-synthesis approach.
Guerrilla marketing was selected for this study because of its unpredictability, ability to remain memorable in the audience's mind, capacity to improve advertising literature, enhance brand credibility and innovation, and reduce costs. Initially, it was predominantly used by smaller companies to compete with larger firms with bigger budgets. However, changing economic conditions have led even large companies to seek marketing techniques that deliver maximum results at minimal costs, prompting them to adopt guerrilla marketing strategies. This approach allows organizations to engage with customers effectively while maintaining social responsibility and achieving strong advertising performance [Arfaei et al., 2023].
Regarding the influence of parameters (D), human resources tools and cultural tools had the highest impact, despite the fact that many previous studies have not even considered these factors as influential [Das et al., 2019]. Relational tools showed a similar level of influence and ranked next, although only one study has highlighted this important factor [Mohammadi Shamsabadi, 2015]. While economic benefits had the lowest influence, they and customer attraction demonstrated the highest dependence (R). Consequently, tourism managers and policymakers should focus primarily on these parameters and their associated codes.
Moreover, factors with higher D+R values had greater interaction with other system components. Accordingly, human resources tools and cultural tools exhibited the most interaction, whereas technology tools showed the least. Contrary to previous studies that identified advertising weapons as a key driver of guerrilla marketing [Bigat, 2012; Bayani, 2017; Durban, 2018], this study found that advertising weapons act as an outcome parameter influenced by the driving factors: human resources tools, cultural tools, technology tools, and relational tools.
Based on the findings, several recommendations are proposed for different stakeholders:
- For the Tourism and Cultural Heritage Organization: Strengthen response systems in various sectors of the industry and enhance technological support to increase the overall capacity of the tourism sector.
- For tourism offices, agencies, and companies: Conduct training and orientation sessions on guerrilla marketing to foster motivation, commitment, and engagement among managers and staff; prioritize recruitment of skilled and experienced personnel; and provide necessary software resources for operational offices.
- For tour operators, hotels, and accommodations: Enhance relationships with tourists in line with the competitive global tourism environment.
- For government and policymakers: Incorporate tourism marketing indicators, particularly guerrilla marketing, into policy-making, planning, and implementation processes.
Conclusion
The study indicates that human resources tools, cultural tools, technology tools, and relational tools play a causal role in guerrilla marketing, influencing economic benefits, tourist attraction, and advertising weapons.
Acknowledgments: No acknowledgments are reported by the authors.
Ethical Approval: No ethical approval is reported by the authors.
Conflict of Interest: The authors declare no conflict of interest.
Author Contributions: Arafei A(first author): Introduction Writer/Methodologist, Principal Researcher, Statistical Analyst, Discussion Writer (70%); Hassani SR (second author): Research Assistant (10%); Namamiyan F (third author): Research assistant (10%); Ghanizadeh A (fourth author): Research Assistant, Statistical Analyst (10%)
Funding: This article was derived from the doctoral dissertation of Aziz Arfaei.
References
1. Ahmed RR, Qureshi JA, Streimikiene D, Vveinhardt J, Soomro RH (2020). Guerrilla marketing trends for sustainable solutions: Evidence from SEM-based multivariate and conditional process approach. Journal of Business Economics & Management. 21(3):851-871. [Link] [DOI:10.3846/jbem.2020.10730]
2. Arfaei A, Hasani SR, Namamian F, Ghanizadeh A (2023). Designing and presenting a conceptual model of guerilla marketing on facilitating the attraction of tourists with the approach of economic benefits using the ISM model. Quarterly of Geography & Regional Planning. 12(49):449-470. [Persian] [Link]
3. Ay C, Aytekin P, Nardali S (2010). Guerilla marketing communication tools and ethical problems in guerilla advertising. American Journal of Economics and Business Administration. 2(3):280-286. [Link] [DOI:10.3844/ajebasp.2010.280.286]
4. Baltes G, Leibing I (2008). Guerrilla marketing for information service. New Library World. 109(1/2):46-55. [Link] [DOI:10.1108/03074800810845994]
5. Bayani M (2017). Presenting a model for identifying and prioritizing factors affecting guerrilla marketing with a soft approach [dissertation]. Qom: Qom University. [Persian] [Link]
6. Bigat EC (2012). Guerrilla advertisement and marketing. Procedia-Social and Behavioral Sciences. 51:1022-1029. [Link] [DOI:10.1016/j.sbspro.2012.08.281]
7. Das J, Jagga P, Choudhury RR (2019). Guerrilla marketing-small money big reach. Journal of Emerging Technologies and Innovative Research. 6(7):693-701. [Link]
8. Devlin M, Billings AC (2018). Examining confirmation biases: Implications of sponsor congruency. International Journal of Sports Marketing and Sponsorship. 19(1):58-73. [Link] [DOI:10.1108/IJSMS-10-2016-0078]
9. Dinh TD, Mai KN (2016). Guerrilla marketing's effects on Gen Y's word-of-mouth intention-a mediation of credibility. Asia Pacific Journal of Marketing and Logistics. 28(1):4-22. [Link] [DOI:10.1108/APJML-06-2015-0102]
10. Durban E (2018). Investigating the effect of guerrilla advertising on consumer buying behavior of Snowa home appliances products [dissertation]. Mashhad: Payam-e Noor University. [Persian] [Link]
11. Farouk F (2012). The role of guerrilla marketing strategy to enrich the aesthetic and functional values of brand in Egyptian market. International Design Journal. 2(1):21-29. [Link]
12. Ghaemi Dioklaei F (2016). Guerrilla marketing effects on Gen Y's word-of-mouth intention: A mediation of credibility [dissertation]. Karaj: Payam-e Noor University. [Persian] [Link]
13. Ghorbani Y (2017). Investigating the impact of guerilla marketing tactics on innovative performance of the insurance industry [dissertation]. Ilam: Bakhtar Ilam Institute of Higher Education. [Persian] [Link]
14. Gökerik M, Gürbüz A, Erkan I, Mogaji E, Sap S (2018). Surprise me with your ads! The impacts of guerrilla marketing in social media on brand image. Asia Pacific Journal of Marketing and Logistics. 30(5):1222-1238. [Link] [DOI:10.1108/APJML-10-2017-0257]
15. Golshani A, Minhaj AM (2016). Examining guerrilla marketing dimensions in introducing a new product. Proceedings of the 2nd National Conference on Marketing Research; 2016 Feb 9; Tehran, Iran. [Persian] [Link]
16. Gupta H, Singh S (2017). Sustainable practices through green guerrilla marketing-An innovative approach. Journal on Innovation and Sustainability. 8(2):61-78. [Link] [DOI:10.24212/2179-3565.2017v8i2p61-78]
17. Habibi A, Izadiar S, Sarafrazi A (2013). Fuzzy multi-criteria decision making. 1st Edition. Rasht: Katibe Gil Publications. [Persian] [Link]
18. Haj Safi A (2016). Investigating guerrilla marketing components in the insurance industry and its impact on customer attraction strategy (case study of Parsian insurance company in Tehran province). Proceedings of the 2nd International Conference of Management and Economics in Development; 2017 Aug 20; Tehran, Iran. [Persian] [Link]
19. Hatch C (2005). When should you try guerilla marketing? (Communications Q & A). ABA Bank Marketing. 37(2):35-37. [Link]
20. Isaac A (2014). Analysis of guerrilla and traditional marketing interface in improving the productivity of organizational marketing in small and medium size enterprises (SMEs) in Nigeria. Journal of Small Business and Entrepreneurship Development. 2(1):175-190. [Link]
21. Lee DH, Zhang Y, Cottingham M, Park JK, Yu HY (2017). Values and goals of Chinese sport consumers contrary to American counterparts. International Journal of Sports Marketing and Sponsorship. 18(1):11-28. [Link] [DOI:10.1108/IJSMS-05-2016-0027]
22. Levinson JC (1998). Guerrilla marketing: Secrets for making big profits from your small business. Massachusetts: Houghton Mifflin. [Link]
23. Mir Emadi A, Farhang SB, Tasmimghatei M (2017). Investigating guerilla marketing mechanisms and its impact on customers' loyalty in the insurance industry. Proceedings of European Management-UpdateConference; 2017 Mar 9-10; Frankfurt, Germany. [Persian] [Link]
24. Mirveysi M (2008). Guerrilla marketing in the third millennium. Journal of Management Art. 5:1-5. [Persian] [Link]
25. Mohammadi Shamsabadi M (2015). Guerrilla marketing effect on the success of the food industry (a case study of a dairy product company) [dissertation]. Semnan: Institute of Higher Labor Education. [Persian] [Link]
26. Muntsari I, Ebrahimi A (2016). Investigating guerrilla marketing dimensions on the development of tourism industry. Proceedings of the 4th Conference of Scientific Findings of Modern Management Science, Entrepreneurship and Education in Iran; 2017 Jan 28; Tehran, Iran. [Persian] [Link]
27. Muradsoltan M, Mehrmanesh H (2016). Investigating the effect of guerilla marketing on customer brand loyalty (case study: Mobile and digital industry). Proceedings of the International Conference on Management, Business and Accounting; 2017 Oct 19; Tehran, Iran. [Persian] [Link]
28. Najafi Shoa' MR (2017). Investigating the effect of guerilla marketing tactics on consumer irritability (case study: Dana insurance in Ilam city) [dissertation]. Ilam: Bakhtar Ilam Institute of Higher Education. [Persian] [Link]
29. Nouri Mohamadani M (2015). Guerrilla marketing approach for small businesses. Indian Journal of Fundamental and Applied Life Sciences. 5(S4):1047-1051. [Link]
30. Powrani K, Kennedy FB (2018). The effects of guerrilla marketing on Generation Y consumer's purchase intention. Asian Journal of Economics, Business and Accounting. 7(1):1-12. [Link] [DOI:10.9734/AJEBA/2018/39068]
31. Rabipour AA, Asgharzadeh M (2019). Examining the important factors of partisan marketing and its effects on positive word-of-mouth advertising. Proceedings of the National Conference on Management, Accounting and Business Development; 2019 Mar 7; Sari, Iran. [Link]
32. Regina A (2009). Guerilla advocacy: Using aggressive marketing techniques. Health Prompt Pract. 10(3):325-327. [Link] [DOI:10.1177/1524839909334513]
33. Sandelowski M, Barroso J (2007). Handbook of synthesizing qualitative research. New York: Springer. [Link]
34. Sander M, Fantapié Altobelli C (2011). Virtual advertising in sports events: Does it really work? International Journal of Sports Marketing and Sponsorship. 12:28-42. [Link] [DOI:10.1108/IJSMS-12-03-2011-B004]
35. Soti A, Shankar R, Kaushal OP (2010). Modeling the enablers of Six Sigma using interpreting structural modeling. Journal of Modelling in Management. 5(2):124-141. [Link] [DOI:10.1108/17465661011060989]
36. Taghiganji S (2014). Investigating the relationship between guerrilla marketing and attracting customers in automobile industry, Tehran. Proceedings of the International Conference on Economics, Management and Social Sciences; 2015 Apr 14-15; Barcelona, Spain. [Persian] [Link]
37. Talebpour M, Khorsandi Fard M (2018). Comparison of the effectiveness of guerilla marketing and non-guerrilla marketing messages in consumers of sports energy soft drinks (Red Bull and Black Energy). Journal of Brand Management. 5(3):227-260. [Persian] [Link]
38. Tam DD, Khuong MN (2015). The effects of guerrilla marketing on gen Y's purchase intention-A study in Ho Chi Minh City, Vietnam. International Journal of Trade, Economics and Finance. 6(4):191-198. [Link] [DOI:10.7763/IJTEF.2015.V6.468]
39. Tulabi Z, Foruzesh F, Mohammadyari Z, Sharafi V (2012). Guerrilla marketing and its effect on attracting customers in the insurance industry in Ilam. Proceedings of the International Conference on Managing Challenges and Solutions; 2013 Dec 26; Shiraz, Iran. [Link]
40. Yildiz S (2017). Effects of guerrilla marketing on brand awareness and consumers' purchase intention. Global Journal of Economics and Business Studies. 6(12):177-185. [Link]
41. Zarei A, Sharafi V, Zangiyan S (2015). Investigating the effect of guerilla marketing and social responsibility of insurance companies on customer loyalty with an emphasis on the functional benefits of and reliability. Iranian Journal of Insurance Research. 4(4):85-104. [Persian] [Link]