Please use this identifier to cite or link to this item:
|Scopus||Web of Science®||Altmetric|
|Title:||Overcoming late entry: the importance of entry position, inferences and market leadership|
|Citation:||Journal of Marketing Management, 2015; 31(3-4):409-429|
|Publisher:||Taylor & Francis|
|Dean C.H. Wilkie, Lester W. Johnson, Lesley White|
|Abstract:||There are two key unresolved questions that need to be addressed in order to understand the challenge of a late entry. Do late entrants that achieve market share leadership actually incur a market share penalty associated with their entry position? Is their specific entry position a contributing factor or irrelevant to their success? To address these questions, this article uses a consumer scanner data-set containing 360 late entrants, 38 of which achieved market share leadership, to inform a regression analysis examining late entrant performance. As a result of our investigation exploring how late entrants can use marketing mix instruments to challenge incumbents, we propose that although late entry generally leads to a market share disadvantage, several opportunities remain for late entrants to excel.|
|Keywords:||Order of entry; late entrants; competitive signalling; marketing mix strategies|
|Rights:||© 2014 Westburn Publishers Ltd.|
|Appears in Collections:||Business School publications|
Files in This Item:
There are no files associated with this item.
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.