When entering growth markets, are pioneers better than poachers?

Schnaars, Steven P.

doi:10.1016/0007-6813(86)90066-2

Cited by 72 publications

(22 citation statements)

References 3 publications

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“…Perhaps one of the most important factors in the success of any technological innovation is the marketing thereof [23]. Marketing will play an important role in determining the eventual characteristics of the dominant design in situations where there are a number of significantly different designs on the market, as with electronic initiation systems, and in promoting the use and acceptance of the new technology.…”

Section: Market Factorsmentioning

confidence: 99%

Implications of the Dominant Design in Electronic Initiation Systems in the South African Mining Industry

Smit¹,

Pistorius²

1998

Technological Forecasting and Social Change

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This article analyzes an emerging technological innovation, namely, electronic initiation systems for mining explosives in South Africa. The concept of electronic initiation is presenting itself as a challenge to traditional initiation systems, particularly cap-and-fuse and shock tube technologies. From a technology strategy viewpoint, the challenge is to determine the nature of the managerial decisions that have to be addressed. The UtterbackAbernathy innovation model is used to assess the evolution of the emerging technology; it is found that the technology is still in the fluid phase and that a dominant design has not yet emerged. Since the dominant design is a very important milestone in the evolvement of the product with regard to both the technical and the business aspects, the immediate managerial focus should be on the evaluation factors that may influence the emergence of the dominant design. The emergence of a dominant design is, however, a complex process that depends on the interplay between a myriad of issues, including technological, market, social, economic, and related aspects. The paper anticipates the technological future of the innovation by exploring the factors that may influence the dominant design of electronic initiation systems, and casts the findings in a format that is useful for managerial decision support.

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Section: Market Factorsmentioning

confidence: 99%

Implications of the Dominant Design in Electronic Initiation Systems in the South African Mining Industry

Smit¹,

Pistorius²

1998

Technological Forecasting and Social Change

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“…Yet, it is also known that market pioneers do not always succeed in the long term (Schnaars, 1986). One reason for this is because of competitive entries into the market.…”

Section: Introductionmentioning

confidence: 99%

“…This is especially so if a market pioneer has not undertaken pre-emption strategies against later market entrants (Ghemawat, 1986;Kerin et al, 1992;and Urban et al, 1986). Once a market is invaded, the victor is often the firm that has greater resources, deeper pockets, and possesses a more aggressive marketing strategy (Schnaars, 1986;D'aveni, 1995).…”

Section: Introductionmentioning

confidence: 99%

An integrative framework of pre‐emption strategies

Lee

2007

Journal of Strategic Marketing

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This paper performs a review of the various pre-emption strategies prescribed in the economics literature. These are cost superiority, consumers' switching cost, channel exclusivity, environmental barriers of entry and credible commitment to react aggressively. Through our analysis, we develop an integrative framework of the pre-emption strategies that will result in long-term payoffs to the firm.The framework proposes that there are two key dimensions -strategic advantage and strategic focus --and identify five generic types of pre-emption strategies for market incumbents.These are the switching cost, blockade, credible commitment, tie-up, and cost leadership strategies. The pre-emption strategies and the framework presented can assist managerial decision-making for the successful pre-emption of potential competition to complement their existing efforts.

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“…Again, it is observable that large size is an advantage, especially if the cost degression resulting from large-scale produetion is taken into account [39], [36], [17]. In this context, it is interesting to consider the findings of Schnaars [34], according to whom an imitator has an advantage over the Innovator if he has a high produe tion rate and low per-unit costs.…”

Section: Theoretical Basis: the Imitation Management Modellmentioning

confidence: 99%

“…The Imitator has average costs amounting to 72 % of the innovators's. The results of Schnaars [34] deal with cost advantages which an imitator can achieve by leaming from the errors of the innovator.…”

mentioning

confidence: 99%

How to be successful in imitation management

Schewe

Technology Management : The New International Language

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Standard-Nutzungsbedingungen:Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden.Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich machen, vertreiben oder anderweitig nutzen.Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, gelten abweichend von diesen Nutzungsbedingungen die in der dort genannten Lizenz gewährten Nutzungsrechte. Further more the results show that successful imitation management has at its disposal technology, intelligence, marketing and production potentials for overcoming existing Imi tation barners in which a differential control and coordination of the individual potentials is strictly necessary. Terms of use: Documents in

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When entering growth markets, are pioneers better than poachers?

Cited by 72 publications

References 3 publications

Implications of the Dominant Design in Electronic Initiation Systems in the South African Mining Industry

Implications of the Dominant Design in Electronic Initiation Systems in the South African Mining Industry

An integrative framework of pre‐emption strategies

How to be successful in imitation management

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