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This paper reports the results of an exploratory analysis of the actions taken by rivalious firms to create competitive advantage in 13 US product market segments. Twenty-four actions taken by competitors to achieve competitive advantage were identified. These were examined in greater detail through use of a survey that identified the common and un...
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Citations
... First, the firm must compete to obtain approval to market a new drug, and second, the firm must remain competitive after approval to ward off competitors. A first mover at both stages can be expected to gain significant leverage, but in order to remain competitive in the market, the first mover has to improve products continually (e.g., Birnbaum-More, Weiss, & Wright, 1994). ...
This study investigates announcement effects at four points in the Food and Drug Administration (FDA) review process and explores conditions that may impact final approval. We show that investors adjust expectations through the approval process, and most uncertainty is resolved by final approval. While smaller firms reap benefit from the approval, the market penalizes first movers. We do not find additional gain for pioneering research, implying that these firms may be able to reduce R&D spending.
... It is no more necessary to demonstrate that the competitive capacity of a company widely depends on the quality of new technologies development [21]. The performance of a new productive technology is not clearly estimated in terms of marketing and is not directly associated with a market share growth, but its introduction plays a major role in the search of internal performance and competitiveness increase [4]. Furthermore, some important economic risks appear with new technologies: missing or giving up a potentially useful technology as well as misusing or under-using it, or on the opposite, investing too much in an useless technology. ...
... The concept of performance criterion was introduced in order to characterize results of a behavior of a structure under specific use conditions, regardless of the performed functions, before knowing if these results are functional or not, i.e. if they correspond to a real need or not 4 . It was a necessity to characterize a new technology by an intrinsic manner whatever its use can be in the future. ...
This paper presents an approach to functional modeling for the integration process of new productive technologies, based on a FBP5 (Function/Behavior/Process/Structure) representation of the new technological solutions. Our approach (called IfNot, i.e. functional integration of new technologies) includes new data processing based on mapping model that allows the compariso~ of new solutions according to company internal expectations, even if information and knowledge about them are incomplete
... This action refers to the firm's behavior, deliberate or not, which adds value to its products or services. (Birnbaum-More et al., 1994). ...
... Either the potential market shrinks as more and more customers are locked in, thus reducing the remaining advantage to the nth firm (preemption of demand), or the commonality of the innovation reduces the switching costs, and hence the advantage which stems from them. The transition from innovation scarcity to commonality as the basis of competition is discussed at length in Birnbaum-More et al. (1994). They report that innovations, as they are copied by more and more competitors, change from a source of competitive advantage for the innovator to a necessary element which any competitor must offer to remain in competition. ...
First and second mover theory, as developed in industrial organization economics, maintains that firms can gain competitive advantage by using optimal timing in the introduction of innovations. Because the industry is the unit of analysis, the theory does not provide specific guidance for individual firms. We analyze the underlying sources of first and second mover timing advantages and clarify several issues regarding the basic theory. We then identify a variety of factors at the industry, firm and product/service levels and develop propositions showing their relations to individual firms in their efforts to benefit from timing advantages. We discuss the link which these indicator factors provide between economic theory and strategic timing choices. Finally, we suggest directions for research which would assist firms and their managers in selecting and pursuing innovation timing strategies.
This paper is based on a research program which aims to increase our understanding of how companies manage their technology. The research has led to ideas on the ''company technological system''. This is the mechanism by which a company acquires its own technologies, as well as gaining access to those of other companies and by which it applies these technologies to specific or generic customer needs. Central to the idea of the technological system is the function of the firm in combining technological resources from a variety of sources for specific applications. In other words, we recognise the importance of the technological resources that are owned or controlled by other actors. In this way, the firm is characterised not only by the configuration of its own technology, but in addition by its relationships with and linkages to the systems — or discrete technologies — of others. This means that a meaningful technology strategy is inevitably a network strategy. The paper explores the link between technology system, strategy and network dynamics and illustrates this briefly by using illustrations drawn from research into the use of suppliers as sources of distinctive technological competence.
