...First mover vs. late mover theory Carzadean Lawton MGT-680 Strategic Management Dr. Leland Taylor July 14, 2013 Abstract There have been companies that have been successful at being the first to develop a new product and put it out before their competitors have a chance to copy. Some companies have proven that being the first is not always the best and the last sometimes has its perks but being last can also have its failures as well. In this report, we will analysis the advantages and disadvantages of both the first and late mover theory along with the pros and cons of the advantages and disadvantages. After the advantages and disadvantages are provided, an example of real firms who have been successful and those who have failed using each theory. Finally, a definitive and unbiased recommendation of which theory to use will be provided as well as specific attributes which constitute the most advantageous context in which the chosen theory operates. Introduction Companies today are very competitive when it comes to development of new products and putting them out in the limelight for consumer purchase. The number one question that should be asked before a company puts a product out in the market would be is following the first-mover theory an effective way to build new business or would creating a new version of the products with the later-mover theory be a better way to build a new business? First let’s define these specific theories. The first-mover theory is...
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...vantage//~‘L~ FIRST-MOVER ADVANTAGES Marvin B. Lieberman David B. Montgomery’ October 1987 Research Paper No. 969 1The authors are, respectively, Assistant Professor of Business Policy, and Robert A. Magowan Professor of Marketing, at the Stanford Business School. We thank Piet Vanden Abeele, Rajiv Lal, Mark Satterthwaite and Birger Wernerfelt for helpfiul discussions on earlier drafts. The Strategic Management Program at Stanford Business School provided financial support. / ~‘N ~ Abstract This article surveys the theoretical and empirical literature on mechanisms that confer advantages and disadvantages on first-mover firms. Major conceptual issues are addressed, and recommendations are given for future research. Managerial implications are also considered. INTRODUCTION What, exactly, are first-mover advantages? Under what conditions do they arise, and by what specific mechanisms? Do first-movers make aboveaverage profits? And when is it in a firm’s interest to pursue first-mover opportunities, as opposed to allowing rivals to make the pioneering investments? In this paper we examine these and other related questions. We categorize the mechanisms that confer advantages and disadvantages on first-mover firms, and critically assess the relevant theoretical and empirical literature. The recent burgeoning of theoretical work in industrial economics provides a rich set of models that help make our understanding of first-mover advantages more precise. There...
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...FIRST-MOVER ADVANTAGES Marvin B. Lieberman David B. Montgomery’ October 1987 Research Paper No. 969 //~‘L~ 1The authors are, respectively, Assistant Professor of Business Policy, and Robert A. Magowan Professor of Marketing, at the Stanford Business School. We thank Piet Vanden Abeele, Rajiv Lal, Mark Satterthwaite and Birger Wernerfelt for helpfiul discussions on earlier drafts. The Strategic Management Program at Stanford Business School provided financial support. / ~‘N ~ Abstract This article surveys the theoretical and empirical literature on mechanisms that confer advantages and disadvantages on first-mover firms. Major conceptual issues are addressed, and recommendations are given for future research. Managerial implications are also considered. INTRODUCTION What, exactly, are first-mover advantages? Under what conditions do they arise, and by what specific mechanisms? Do first-movers make aboveaverage profits? And when is it in a firm’s interest to pursue first-mover opportunities, as opposed to allowing rivals to make the pioneering investments? In this paper we examine these and other related questions. We categorize the mechanisms that confer advantages and disadvantages on first-mover firms, and critically assess the relevant theoretical and empirical literature. The recent burgeoning of theoretical work in industrial economics provides a rich set of models that help make our understanding of first-mover advantages more precise. There is...
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...The I/O Model of Above-Average Returns: explains the external environment’s dominant influence on a firm’s strategic actions. The model specifies that the industry in which a company chooses to compete has a stronger influence on performance than the choices managers make inside the organizations do. FOUR BASIC ASSUMPTIONS: 1. The external environment is assumed to impose pressures and constraints that determine the strategies that would result in above average returns. 2. Firms competing within an industry or a certain segment of that industry are assumed to control similar strategically relevant resources and to pursue similar strategies in light of those resources. 3. Resources used to implement strategies are assumed to be highly mobile across firms, so that any resource differences that might develop between firms will be short-lived. 4. Organizational decision-makers are assumed to be rational and committed to acting in the firm’s best interests, as shown by their profit-maximizing behaviors. STEPS TAKEN IN THE I/O MODEL: 1. Study the external environment, specifically the industry environment. a. The external environment: general, industry, and competitor environment. 2. Locate an industry with high potential for above average returns. a. An attractive industry: an industry whose structural characteristics suggest above average returns. 3. Identify the strategy called for by the attractive industry to earn above average returns. a. Strategy formulation:...
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...Serv Bus (2012) 6:265–278 DOI 10.1007/s11628-012-0135-0 EMPIRICAL ARTICLE Innovation and imitation effects in the mobile telecommunication service market Sang-Gun Lee • Byeonghwa Park • Si-Hyeon Kim Hong-Hee Lee • Received: 11 February 2011 / Accepted: 26 January 2012 / Published online: 15 May 2012 Ó Springer-Verlag 2012 Abstract This study investigates adoption patterns of the first mover and the followers in the Information and Communication Technology industry. The continuous behavior of adopters over time is difficult to analyze and most previous studies were cross-sectional rather than longitudinal. In order to overcome these limitations, a mathematical diffusion model with verified official time-series data is used to analytically investigate the impact of both innovation and imitation effects on the mobile phone adoption in South Korea. The results showed that the imitation effect of the first mover was larger than those of the followers in the mature mobile telecommunication services market in South Korea. The innovation effect of the follower was larger than that of the first mover, and the innovation effect was larger than the imitation effect in the market. Keywords Innovation effect Á Imitation effect Á Diffusion model Á Mobile telecommunication market S.-G. Lee Department of Business Administration, School of Business Administration, Sogang University, Shinsu-dong #1 Mapo-gu, Seoul 121-742, Korea e-mail: sglee1028@yahoo.com B. Park College of Business Administration...
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...strategies. It focuses on Wal-Mart's entry and expansion strategies into the Emerging Markets of Latin America, and discusses the different entry and expansion decisions being made by the company. Furthermore, the research critically evaluates the dynamic challenges facing developed country firms in their market entry and expansion strategies in emerging markets. Its contribution to the existing literature is its focus on the dynamics of entry modes in emerging markets. The research, based on an inductive approach, has been conducted as a case study by the use of secondary data. Wal-Mart began its internationalization by entering the two geographically nearest markets, namely Mexico and Canada. The entry into Mexico, which occurred 1991, was the first strategic move aiming at reaching the company’s overall goal of becoming the leading player in Latin America. Mexico together with Brazil are the two main emerging markets of Latin America characterized by a high growth potential on one hand, but a risky economic and political environment on the other. However, in the 1990s the economic and political environment became more stabilized, leading to an increased targeting by developed country retailers such as Wal-Mart. Due to the cultural differences, different consumer preference and only recently stabilized economic and political...
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...marketing, ordering payment and support for delivery 3. The electronic provision of services such as after sales support or on-line legal advice. 4. Electronic support for collaboration between companies such as collaborative on-line design and engineering or virtual business consultancy teams Copyright © 2012 Pearson Education 4 Slide 1-4 Facebook: The New Face of E-commerce? Do you use Facebook, and if so, how often? What has the experience been like? Have you purchased anything based on an advertisement on Facebook or by using a link provided by a friend? Are you concerned about the privacy of the information you have posted on Facebook? Copyright © 2012 Pearson Education Slide 1-5 The First 30 Seconds First 16 years of e-commerce Just the beginning Rapid growth and change Technologies continue to evolve at exponential rates...
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...strategies. It focuses on Wal-Mart's entry and expansion strategies into the Emerging Markets of Latin America, and discusses the different entry and expansion decisions being made by the company. Furthermore, the research critically evaluates the dynamic challenges facing developed country firms in their market entry and expansion strategies in emerging markets. Its contribution to the existing literature is its focus on the dynamics of entry modes in emerging markets. The research, based on an inductive approach, has been conducted as a case study by the use of secondary data. Wal-Mart began its internationalization by entering the two geographically nearest markets, namely Mexico and Canada. The entry into Mexico, which occurred 1991, was the first strategic move aiming at reaching the company’s overall goal of becoming the leading player in Latin America. Mexico together with Brazil are the two main emerging markets of Latin America characterized by a high growth potential on one hand, but a risky economic and political environment on the other. However, in the 1990s the economic and political environment became more stabilized, leading to an increased targeting by developed country retailers such as Wal-Mart. Due to the cultural differences, different consumer preference and only recently stabilized economic and political...
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...business model, companies like IBM and Microsoft pushed open protocols and web services to IT customers, witch again could manage a fully integrated system based on open source with “best of breed” suppliers. In that they also recognized that the overall IT knowledge also increased due to younger and better trained IT departments/persons inside companies. It was important that SAP are in the lead of the change, due to the first mover and also that they have a high knowledge regarding IT programing. In the book “The innovator´s solution” by Christensen and Raynor (2003) there is mentioned disruptive innovation, in this context we could say that the new entrants of open based programing is a huge threat and could possibly in the future change the industry. As we can se in figure 1 the new marked disruption is a possible threat for existing industry. If you are trying to be the first mover it is also crucial that “getting it right“ as mentioned in the book are taken care of. The success factors was fore SAP: Key costumers, Costumers vs partners vs internal organization. How to manage the information flow in-between these stakeholders in the ecosystem. The mindset and understanding as Figur 1 Disruptive innovation...
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...Puma use social media to support its business? How does what it does on its Facebook page differ from what it does on its Twitter page and YouTube channel, and vice versa? E-commerce Trends 2013–2014 Expansion of social, local, and mobile e-commerce Mobile platform begins to rival PC platform Continued growth of cloud computing Explosive growth in “Big Data” E-books gain wide acceptance Continued growth of user-generated content Copyright © 2014 Pearson Education Copyright © 2014 Pearson Education 1 The First 30 Seconds First 17 years of e-commerce Just the beginning Rapid growth and change What Is E-commerce? Use of Internet and Web to transact business More formally: Digitally enabled commercial transactions between and among organizations and individuals Technologies continue to evolve at exponential rates Disruptive business change New opportunities Copyright © 2014 Pearson Education Copyright © 2014 Pearson Education E-commerce vs. E-business E-business: Digital enabling of transactions and processes within a firm, involving information systems under firm’s control Does not include commercial transactions involving an exchange of value across organizational boundaries Why Study E-commerce? E-commerce technology is different, more powerful than previous technologies E-commerce brings fundamental changes to commerce Traditional commerce: Consumer as passive targets Mass-marketing driven Sales-force driven Fixed prices Information asymmetry ...
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...The Internet Business Review Issue 1 – October 2004 THE IMPACT OF E-COMMERCE INDUSTRY TURMOIL ON AMAZON.COM: A STRATEGIC PERSPECTIVE Russell Casey - Clayton State University, USA William Carroll - University of Phoenix, USA Edited by Faith W. Smalls Abstract Internet retailers face intense competition in their quest to gain market share due to the large number of competitors, ease of entry, low switching costs and the strength of existing multi-channel retailers. To survive, it is critical that online retailers create a sustainable competitive advantage in their e-commerce strategy and plan for long-term strategic positioning. The article uses a case study analysis of Amazon.com's strategy to develop an understanding of the e-commerce competitive environment and the importance of building a sustainable competitive environment to create value for the firm, its customers, and its shareholders. © 2004 The Internet Business Review The Internet Business Review Issue 1 – October 2004 Introduction Is the Internet a leech that sucks a company’s assets dry? Many investors, entrepreneurs, and managers pondered this billion-dollar question as hundreds of dotcoms collapsed over the last two years. Companies, such as Boo.com, Etoys, Onsale, @home, and Webvan, are extinct and many more cling to existence. The dreams of consumers, shareholders and other stakeholders have been shattered. From their inception, these dotcoms were going to revolutionize the world and...
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...Strategy Formulation Rex C. Mitchell, Ph.D. INTRODUCTION It is useful to consider strategy formulation as part of a strategic management process that comprises three phases: diagnosis, formulation, and implementation. Strategic management is an ongoing process to develop and revise future-oriented strategies that allow an organization to achieve its objectives, considering its capabilities, constraints, and the environment in which it operates. Diagnosis includes: (a) performing a situation analysis (analysis of the internal environment of the organization), including identification and evaluation of current mission, strategic objectives, strategies, and results, plus major strengths and weaknesses; (b) analyzing the organization's external environment, including major opportunities and threats; and (c) identifying the major critical issues, which are a small set, typically two to five, of major problems, threats, weaknesses, and/or opportunities that require particularly high priority attention by management. Formulation, the second phase in the strategic management process, produces a clear set of recommendations, with supporting justification, that revise as necessary the mission and objectives of the organization, and supply the strategies for accomplishing them. In formulation, we are trying to modify the current objectives and strategies in ways to make the organization more successful. This includes trying to create "sustainable" competitive advantages...
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...Strategy Formulation Rex C. Mitchell, Ph.D. INTRODUCTION It is useful to consider strategy formulation as part of a strategic management process that comprises three phases: diagnosis, formulation, and implementation. Strategic management is an ongoing process to develop and revise future-oriented strategies that allow an organization to achieve its objectives, considering its capabilities, constraints, and the environment in which it operates. Diagnosis includes: (a) performing a situation analysis (analysis of the internal environment of the organization), including identification and evaluation of current mission, strategic objectives, strategies, and results, plus major strengths and weaknesses; (b) analyzing the organization's external environment, including major opportunities and threats; and (c) identifying the major critical issues, which are a small set, typically two to five, of major problems, threats, weaknesses, and/or opportunities that require particularly high priority attention by management. Formulation, the second phase in the strategic management process, produces a clear set of recommendations, with supporting justification, that revise as necessary the mission and objectives of the organization, and supply the strategies for accomplishing them. In formulation, we are trying to modify the current objectives and strategies in ways to make the organization more successful. This includes trying to create "sustainable" competitive advantages...
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...Master Thesis, 20 credits “Can strategic analysis through a market and resource based view prevent the founding of companies with an unsustainable business strategy?” Abstract The Resource-based and Market-based views (RBV and MBV) are two theoretical frameworks which try to find an optimal structure for business strategy by focusing on key strategic points to gain the maximum output or return. During the peak and later upheaval of what is often called the “dot.com bubble” – business models, valuations and strategies were questioned with regards to their anchorage to reality and building endurable businesses. Based on a wide investigation of literature and reports within the Resource-based and Market-based view combined with first-hand interviews and second hand research, we have tried to find to what extent these strategies could or would have prevented investments in IT-ventures lacking the prerequisites for long term competitive advantage. The initial indications and rationale was that the information and frameworks would provide a structured strategic analysis that, if correctly used, could have prevented the poor investments and even lessened the impact of the crash. However, our conclusions are that a strategic analysis, using the MBV and RBV frameworks, would not have been able to give a correct strategic recommendation since the analysis would have been largely based on incorrect assumptions. Furthermore the analysis would not in an efficient way make...
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...Through the case study of‘SHANGHAI GENERAL MOTORS:THE RIS OF A LATE –COMER’, we learned that the development of automobile industry in China, and GM opening up a historic challenges and opportunities to firm up China’s cooperation with SAIC. 1. Background Information General Motors (GM) is one of the world's largest car companies. Although GM lost its first-mover advantage to Volkswagen, in 2003, China became the second largest single market for General Motors, selling 201,188 vehicles, an 81.6% percent increase over the previous year. In that year Shanghai GM achieved a 13% market share in mainland China, second only to Volkswagen Group China among foreign carmakers. Sales dropped in 2004 when the company retired the Buick Sail and the release of its replacement, the Chevrolet Sail, was delayed to February, 2005, knocking General Motors Shanghai to seventh place in mainland China market share. 2. Automobile industry history and development Development situation can be divided into sevens stages as follows |Time |market demand |local competitor |foreign competitor |Economy |Technology |Political Social | |1950-1965 |small:only for |state-owned |No |the beginning of |Soviet Union provide |have no reference | | |party officials |company | |economy development|technology | | |1966-1976 ...
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