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First-mover advantages from pioneering new markets: A survey of empirical evidence

dc.contributor.authorRobinson, William T.en_US
dc.contributor.authorKalyanaram, Gurumurthyen_US
dc.contributor.authorUrban, Glen L.en_US
dc.date.accessioned2006-09-08T21:35:41Z
dc.date.available2006-09-08T21:35:41Z
dc.date.issued1994-02en_US
dc.identifier.citationRobinson, William T.; Kalyanaram, Gurumurthy; Urban, Glen L.; (1994). "First-mover advantages from pioneering new markets: A survey of empirical evidence." Review of Industrial Organization 9(1): 1-23. <http://hdl.handle.net/2027.42/43581>en_US
dc.identifier.issn0889-938Xen_US
dc.identifier.issn1573-7160en_US
dc.identifier.urihttps://hdl.handle.net/2027.42/43581
dc.description.abstractMarket pioneers can develop first-mover advantages that span decades. The most general first-mover advantage that helps explain higher pioneer market share levels is a broad product line or brand proliferation. In markets for experience goods, pioneers tend to shape consumer tastes and preferences in favor of the pioneering brand. While the preliminary results vary by industry, they indicate that market pioneers do not tend to perish more often than later entrants. Accounting profits for market pioneers generally are lower in the first four years of operation, but higher thereafter. Overall, market pioneers follow innovative strategies that have high initial costs and risks, but yield high potential returns.en_US
dc.format.extent2005158 bytes
dc.format.extent3115 bytes
dc.format.mimetypeapplication/pdf
dc.format.mimetypetext/plain
dc.language.isoen_US
dc.publisherKluwer Academic Publishers; Springer Science+Business Mediaen_US
dc.subject.otherIndustrial Organizationen_US
dc.subject.otherMicroeconomicsen_US
dc.subject.otherFirst-mover Advantagesen_US
dc.subject.otherMarket Pioneersen_US
dc.subject.otherEconomics / Management Scienceen_US
dc.subject.otherMarket Shareen_US
dc.titleFirst-mover advantages from pioneering new markets: A survey of empirical evidenceen_US
dc.typeArticleen_US
dc.subject.hlbsecondlevelEconomicsen_US
dc.subject.hlbtoplevelBusinessen_US
dc.description.peerreviewedPeer Revieweden_US
dc.contributor.affiliationumSchool of Business Administration, University of Michigan, 48109, Ann Arbor, MI, U.S.A.en_US
dc.contributor.affiliationotherSchool of Management, University of Texas at Dallas, 2601 North Floyd, 75083, Richardson, TX, U.S.A.en_US
dc.contributor.affiliationotherSloan School of Management, MIT, 50 Memorial Drive, 02139, Cambridge, MA, U.S.A.en_US
dc.contributor.affiliationumcampusAnn Arboren_US
dc.description.bitstreamurlhttp://deepblue.lib.umich.edu/bitstream/2027.42/43581/1/11151_2005_Article_BF01024216.pdfen_US
dc.identifier.doihttp://dx.doi.org/10.1007/BF01024216en_US
dc.identifier.sourceReview of Industrial Organizationen_US
dc.owningcollnameInterdisciplinary and Peer-Reviewed


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