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Entry Strategies and Market Performance Causal Modeling of a Business Simulation
Author(s) -
Green Donna H.,
Ryans Adrian B.
Publication year - 1990
Publication title -
journal of product innovation management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.646
H-Index - 144
eISSN - 1540-5885
pISSN - 0737-6782
DOI - 10.1111/1540-5885.710045
Subject(s) - business , industrial organization , marketing , key (lock) , product (mathematics) , competitive advantage , new product development , market share , investment (military) , barriers to entry , marketing strategy , computer science , market structure , geometry , computer security , mathematics , politics , political science , law
A key decision faced by marketing managers is the development of entry strategies for new markets. In addition to selecting which product market to enter, the manager must make decisions about the entry strategy itself. The entry strategy, whether managed actively or passively, affects the entrant's performance. In this article, Donna Green and Adrian Ryans discuss the three major components of an entry strategy: the timing of entry, the magnitude and areas of investment and the basis for competitive emphasis. They report that very little empirical research has focused on relationships between entry strategy and eventual product performance.