Are market pioneers intrinsically stronger than later entrants?

Article Abstract:

Order of market entry is examined as a function of firms' skill and resource endowments via a cross-sectional study using data from the Strategic Planning Institute. The results indicate that of the functional skills involved, increasing research and development, manufacturing and marketing capabilities encourage pioneering, early following and late entry, respectively. From the resource point of view, first entrants generally utilize new brands and have a good financial base. Early followers on the other hand, enter via manufacturing resource leveraging and most often by acquisitions. Late entry is inversely related to relative parent firm size. These results are in accord with D.F. Abell's (1978) comparative advantage theory. They also show that market pioneering skills and resources differ from, and are not necessarily superior to, those of late entrants.

Analysis, Competition (Economics), Market share

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The role of firm resources and organizational attributes in determining entry timing: a cross-industry study

Article Abstract:

A study was conducted to identify the factors that influence a company's decision in choosing the time when it will enter a new market. It tested the hypotheses that the decision to enter a market early is encouraged by a company's larger research and development intensity, a direct sales force, greater internal financial resources and greater commitment to threatened markets, while the decision to enter a market later is influenced by a company's larger size and increased diversity. It was also hypothesized that early entry will occur in markets where considerable first mover advantages can be gained and that entry timing and resources position will have no systematic relationship in markets without first mover advantages. The findings indicate that the early entry decision is influenced by a company's greater size and commitment to a threatened market.

Scheduling (Management), Time management, Calendar

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