Please use this identifier to cite or link to this item:
|Scopus||Web of Science®||Altmetric|
Full metadata record
|dc.identifier.citation||Journal of Marketing Management, 2015; 31(3-4):409-429||en|
|dc.description.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.||en|
|dc.description.statementofresponsibility||Dean C.H. Wilkie, Lester W. Johnson, Lesley White||en|
|dc.publisher||Taylor & Francis||en|
|dc.rights||© 2014 Westburn Publishers Ltd.||en|
|dc.subject||Order of entry; late entrants; competitive signalling; marketing mix strategies||en|
|dc.title||Overcoming late entry: the importance of entry position, inferences and market leadership||en|
|pubs.library.collection||Business School publications||en|
|dc.identifier.orcid||Wilkie, D. [0000-0001-5969-5669]||en|
|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.