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dc.contributor.authorWilkie, D.en
dc.contributor.authorJohnson, L.en
dc.contributor.authorWhite, L.en
dc.identifier.citationJournal of Marketing Management, 2015; 31(3-4):409-429en
dc.description.abstractThere 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.en
dc.description.statementofresponsibilityDean C.H. Wilkie, Lester W. Johnson, Lesley Whiteen
dc.publisherTaylor & Francisen
dc.rights© 2014 Westburn Publishers Ltd.en
dc.subjectOrder of entry; late entrants; competitive signalling; marketing mix strategiesen
dc.titleOvercoming late entry: the importance of entry position, inferences and market leadershipen
dc.typeJournal articleen
pubs.library.collectionBusiness School publicationsen
dc.identifier.orcidWilkie, D. [0000-0001-5969-5669]en
Appears in Collections:Business School publications

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