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Article
Publication date: 1 August 2002

Nicholas O’Regan

Market share is often used to describe the position and success of a firm in an industrial sector. While the impact of market share is not always reflected in a firm’s…

3974

Abstract

Market share is often used to describe the position and success of a firm in an industrial sector. While the impact of market share is not always reflected in a firm’s profitability or performance, many firms see it as an important organisational goal. Accordingly, it could be argued that market share influences the organisational thinking and strategic planning of small‐ to medium‐sized enterprises. However, it is unclear how and to what extent? The analysis indicates that firms with an increased market share differ significantly from firms with a decreased or static market share on the emphasis given to a number of environmental factors. The analysis shows that firms with increased market share are likely to have higher performance and in particular achieve enhanced financial performance, greater customer retention and customer satisfaction. This applies to all firm sizes. To ensure competitive advantage, firms need to consider market share in conjunction with overall profits.

Details

European Business Review, vol. 14 no. 4
Type: Research Article
ISSN: 0955-534X

Keywords

Article
Publication date: 1 May 1991

Mark J. Chussil

Market share statistics indicate that success breeds success. To learn to take full advantage of your share, see “Do's and Don'ts,” page 34.

Abstract

Market share statistics indicate that success breeds success. To learn to take full advantage of your share, see “Do's and Don'ts,” page 34.

Details

Planning Review, vol. 19 no. 5
Type: Research Article
ISSN: 0094-064X

Article
Publication date: 5 September 2008

David Yerger and Gary David Sawchuk

The paper's aim is to analyze changes in the relative importance of Canada as a supplier for its home markets; and, the rising importance of China versus other Canadian trading…

349

Abstract

Purpose

The paper's aim is to analyze changes in the relative importance of Canada as a supplier for its home markets; and, the rising importance of China versus other Canadian trading partners.

Design/methodology/approach

The market overlap measure (MOM) statistic, developed by Sawchuk and Yerger is used to analyze the Canadian home market shares for Canada and every other nation with sales in the Canadian market for each of 61 different NAIC sectors (56 at the four‐digit NAIC level and five at the three‐digit NAIC level).

Findings

The USA remains the most important foreign supplier to Canadian markets with a weighted average 23.6 percent market share as of 2003 (Canadian‐based production having a 63.0 percent market share). US market share, however, has been declining by nearly a percentage point per year since 2000. Approximately, half of the lost US' market share has been captured by Canadian‐based firms and approximately a quarter has been captured by Chinese production. China's growth in Canadian market share places it second behind only the USA in terms of Canadian‐based firms' home market competitive exposure.

Research limitations/implications

The work does not include an analysis of service sector trade flows due to inadequate data.

Practical implications

The MOM statistic is shown to be a useful diagnostic tool for analyzing the level of, trends in, and industries driving the competitive exposure a nation's firms have on sales in a specified market.

Originality/value

The MOM statistic is shown to yield better insights regarding the actual degree of competitive exposure than does the more commonly used similarity indices such as Finger‐Kreinen.

Details

Competitiveness Review: An International Business Journal, vol. 18 no. 3
Type: Research Article
ISSN: 1059-5422

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Article
Publication date: 1 August 2003

Christie L. Comunale and Thomas R. Sexton

Arthur Andersen’s conviction and its decision not to audit public firms will transform the Big 5 into the Big 4. Meanwhile, other Big 4 firms face investigations that threaten…

1733

Abstract

Arthur Andersen’s conviction and its decision not to audit public firms will transform the Big 5 into the Big 4. Meanwhile, other Big 4 firms face investigations that threaten their future market shares. The article compares the observed post‐scandal shifts in market share with those estimated by a Markov model. It then estimates the year‐by‐year and long‐term market shares that the Big 4 firms would have achieved had they remained untouched by these investigations. The study finds that the absence of Arthur Andersen alone would not have led to excessive market share concentration. It demonstrates how the post‐scandal shifts reveal the impacts of the investigations on the Big 4 firms and provides market share benchmarks against which the firms can evaluate the long‐term effects of the investigations. Finally, the article concludes that a firm’s long‐term gain in market share depends on its ability to retain audit clients.

Details

Managerial Auditing Journal, vol. 18 no. 6/7
Type: Research Article
ISSN: 0268-6902

Keywords

Article
Publication date: 1 February 1986

Birger Wernerfelt

Gaining market share can be a means of obtaining profits. While one cannot develop precise prescriptions for gaining market share in complex and dynamic environments, a stylized…

Abstract

Gaining market share can be a means of obtaining profits. While one cannot develop precise prescriptions for gaining market share in complex and dynamic environments, a stylized model can provide a reference point for evaluating what to do in more complex situations.

Details

Journal of Business Strategy, vol. 6 no. 4
Type: Research Article
ISSN: 0275-6668

Article
Publication date: 1 March 1972

Barrie James

The accepted primary objective of most companies, which is reflected in their marketing strategy, is to maximise profitability.

Abstract

The accepted primary objective of most companies, which is reflected in their marketing strategy, is to maximise profitability.

Details

Management Decision, vol. 10 no. 3
Type: Research Article
ISSN: 0025-1747

Book part
Publication date: 13 November 2017

Robert Kozielski, Michał Dziekoński, Michał Medowski, Jacek Pogorzelski and Marcin Ostachowski

Companies spend millions on training their sales representatives. Thousands of textbooks have been published; thousands of training videos have been recorded. Hundreds of good…

Abstract

Companies spend millions on training their sales representatives. Thousands of textbooks have been published; thousands of training videos have been recorded. Hundreds of good pieces of advice and tips for sales representatives have been presented along with hundreds of sales methods and techniques. Probably the largest number of indicators and measures are applied in sales and distribution. On the one hand, this is a result of the fact that sales provide revenue and profit to a company; on the other hand, the concept of management by objectives turns out to be most effective in regional sales teams with reference to sales representatives and methods of performance evaluation. As a result, a whole array of indices has been created which enable the evaluation of sales representatives’ work and make it possible to manage goods distribution in a better way.

The indices presented in this chapter are rooted in the consumer market and are applied most often to this type of market (particularly in relation to fast-moving consumer goods at the level of retail trade). Nevertheless, many of them can be used on other markets (services, means of production) and at other trade levels (wholesale).

Although the values of many indices presented herein are usually calculated by market research agencies and delivered to companies in the form of synthetic results, we have placed the emphasis on the ability to determine them independently, both in descriptive and exemplifying terms. We consider it important to understand the genesis of indices and build the ability to interpret them on that basis. What is significant is that the indices can be interpreted differently; the same index may provide a different assessment of a product’s, brand or company’s position in the market depending on the parameters taken into account. Therefore, we strive to show a certain way of thinking rather than give ready-made recipes and cite ‘proven’ principles. Sales and distribution are dynamic phenomena, and limiting them within the framework of ‘one proper’ interpretation would be an intellectual abuse.

Article
Publication date: 22 March 2023

Feiyang Guan, Tienan Wang and Linbing Sun

This paper aims to examine how the firm’s global coopetition network position impacts market share and to explore the multiple moderating effects of trade network strength and…

Abstract

Purpose

This paper aims to examine how the firm’s global coopetition network position impacts market share and to explore the multiple moderating effects of trade network strength and structures on the relationship between firm global coopetition network position and market share.

Design/methodology/approach

This paper selects global automobile manufacturing firms as samples whose classification is “Automobile” in the Factiva database from 2014 to 2018 and develops the measurement for global coopetition network and trade network by using Ucinet6. Finally, Stata was used for data analysis.

Findings

This paper finds that structural holes and centrality are beneficial to improve global market share. And the trade network strength and structures have positive multiple moderating effects on the relationship between the firm global coopetition network position and market share.

Originality/value

This paper explores industrial international competitiveness according to the intricate trade relations among countries and the impact of industrial international competitiveness on the relationship between global coopetition network position of brand firms and market share. The results of this paper expand the current literature on the relationship between characteristics of coopetition network and trade network.

Details

Journal of Business & Industrial Marketing, vol. 38 no. 11
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 18 August 2022

Jing Sun, Amanuel Tekleab, Millissa Cheung and Wei-Ping Wu

Prior research on interfirm collaborations has demonstrated that trust and contract are two central governance mechanisms that influence a firm’s knowledge sharing decision and…

Abstract

Purpose

Prior research on interfirm collaborations has demonstrated that trust and contract are two central governance mechanisms that influence a firm’s knowledge sharing decision and the subsequent effect on performance. However, we know little about how effective these mechanisms are in different market conditions and levels of organizational innovativeness. This study aims to advance the literature on interfirm knowledge sharing by exploring these contingencies and by providing an alternative explanation of the contradictory effects of knowledge sharing on firm performance.

Design/methodology/approach

The authors collected 156 firms’ relationships with their suppliers in two batches from 300 firms in the 2017 list of Statistics in the Zhejiang province in China. The authors used unstructured interviews and formal questionnaires to collect data from these firms.

Findings

Market turbulence served as a boundary condition for the effect of interfirm trust and formal contracts on knowledge sharing. Both interfirm trust and formal contracts, as governance mechanisms, are effective in raising interfirm knowledge sharing only when the firms operate in high turbulent markets. On the contrary, knowledge sharing negatively affected firm performance when firms exhibit low organizational innovativeness. Moreover, a three-way interaction among market turbulence, organizational innovativeness and knowledge sharing revealed that when market turbulence and organizational innovativeness were both low, interfirm knowledge sharing was detrimental to firm performance.

Practical implications

Based on the results, this study recommends managers consider external (market turbulence) and internal (organizational innovativeness) when firms decide to share knowledge and benefit from such activities.

Originality/value

This study extends prior research on the determinant of knowledge sharing and clarifies the inconsistent findings of knowledge sharing on firm performance. Thus, strategic organizational leaders need to pay attention to when they need to share information with suppliers to best benefit from those collaborations.

Details

Journal of Knowledge Management, vol. 27 no. 5
Type: Research Article
ISSN: 1367-3270

Keywords

Article
Publication date: 24 June 2022

Martin Klepek and Daniel Kvíčala

The purpose of this paper is to identify how fashion and cosmetics e-stores compete and grow to help e-commerce managers set the corresponding marketing strategy. It describes the…

Abstract

Purpose

The purpose of this paper is to identify how fashion and cosmetics e-stores compete and grow to help e-commerce managers set the corresponding marketing strategy. It describes the relevance of customer acquisition and retention to market share as the essential performance metrics.

Design/methodology/approach

An empirical generalization approach where patterns in data appearing across studies are described by a mathematical or graphical method is used. To do that, the authors observed real transactional data and the effect of how e-stores benefit from new and returning customers and gain a larger market share. The authors have analysed behavioural data from nearly 124,000 e-commerce customers in two highly popular product categories (fashion and cosmetics) in the size of 10,000,000 euros in sales or more.

Findings

Fashion and cosmetics e-stores with more market penetration tend to have a higher market share measured both by the number of total purchases and the number of sales in euro. In other words, market penetration is a solid predictor of market share in all circumstances. Interestingly, no significant difference in loyalty has been observed in relation to market share growth except in the situation where the market partition was excluded from the product category.

Research limitations/implications

The businesses under study derived only from one country and only two product categories were observed. Thus, there is a potential limitation in generalizing the findings to the whole e-commerce market from a geographical and category perspective. The length of the observation period may also play a role as a longer period increases the chance of repeat buying.

Practical implications

E-commerce managers can gain long-term market share growth mainly via higher market penetration (acquisition of new customers) and should avoid misleading overfocus on loyalty tactics (retention of current customers). The study also provides important benchmarks for e-commerce businesses in the fashion and cosmetic categories.

Originality/value

In the market share growth literature, only a handful of studies focus on stores and not on products. Moreover, there is a dominance of fast-moving consumer goods categories. Surprisingly, studies analysing ever-growing e-commerce markets are scarce. Thus, this research is original because it describes, using empirical data, how brands online, at the store level and within the fashion and cosmetics category, grow their market share. It is also one of the few studies that work with real business transactional data.

Details

Marketing Intelligence & Planning, vol. 40 no. 8
Type: Research Article
ISSN: 0263-4503

Keywords

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