Journal of Marketing · 1993 · 156 citations · 21 references
BusinessStrategic ManagementStrategyBusiness StrategyCompetitive StrategyMarketing StrategyBarriers To EntryExpansion StrategyMarket EntryMarket ExpansionCompetitive ExpansionCompetitive Market EntryCompetitive PressuresCompetitive Response To EntryEntryMarket Entry AssessmentMarket Entry EffectsMarket Share Expansion
Assessing the impact of a new brand entry is a key issue in competitive strategy, as entrants can either create additional demand or capture market share from incumbents. This study proposes a diffusion‑based model to evaluate how a durable brand entry affects overall market size and incumbent sales. The model is illustrated using the Polaroid–Kodak instant‑photography market from 1976 to 1985. The authors discuss the model’s limitations and suggest possible extensions.
The assessment of the impact of a new brand entry is an important issue for both practitioners and scholars of competitive strategy. A new entrant into a market may create additional demand for the product and/or share the existing market by drawing buyers away from incumbent brands. This paper suggests a diffusion modeling approach for assessing the impact of a new durable brand entry on market size and the sales of incumbent brands. The model is illustrated by applying it to the case involving Polaroid and Kodak in instant photography during the period 1976 to 1985. Limitations and possible extensions of the model are discussed.
21
American Economic Review · 2013 · 15.2K citations
A New Product Growth for Model Consumer Durables
Frank M. Bass · Management Science · 1969 · 5.9K citations
Marvin B. Lieberman, David B. Montgomery · Strategic Management Journal · 1988 · 3.7K citations · Full text
Management, Organizational Behavior, Strategic Management +10
Sidney Schoeffler, Joe S. Bain · Journal of Marketing · 1957 · 2.8K citations