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What can go wrong during the order entry process of a manufacturer? A system solution to many of these problems is discussed that combines hardware, software and networking technology in that solution. The system solution includes the networking of data entered into the new “briefcase” portable micros, personal computers, or terminals at field sales locations. The benefits which accrue to the company implementing the solution are highlighted. In conclusion, the article discusses how a manufacturer can optimise the use of data captured in the order entry process for better sales and marketing control.

This paper aims to examine whether order and scale of market entry influence a new product's market and financial performance, and how marketing and R&D resources strengthen or weaken these effects.

Through a mail survey, data were collected on a sample of 136 product launches by Spanish manufacturing firms. A moderated hierarchical regression analysis enabled the assessment of the relevance of order and scale as well as their interactions with marketing and R&D resources to explain a product's competitive position. Moreover, a mediation analysis allowed us to determine whether market entry strategy (indirectly) affects financial performance.

The analyses show that pioneering firms and those entering the market with a full‐scale launch achieve advantages in terms of competitive position, and that this variable mediates the relationship of order and scale with profitability. The empirical results also reveal that such advantages are conditioned by the availability of marketing and R&D resources.

The decisions regarding order and scale of market entry are contingent. Managers involved in the planning of a new product launch should be knowledgeable about their firm's resources and capabilities before determining when and how to enter the market.

Many papers study the effects of order‐of‐entry on market share, but other dimensions of a new product launch strategy, such as scale, have largely been ignored. The research examines the effects of both variables on competitive position and profitability. This is also one of the first studies that explores the moderating effect exerted by resources and capabilities in the launch strategy‐performance relationship.

After considering the search process and functions of index entries, a classification of entry types is offered, based on index term context, predominant term order, and between‐term function words. Then a multiple entry generation scheme is described, comprising rules for term manipulation, input and output. After discussing access points and cross reference measures, a preliminary linguistic analysis is given, showing links with psycholinguistics. The study forms the basis of a current laboratory investigation (EPSILON) into a number of entry types.

This paper aims to present a new framework that describes the relationship among market entry order and timing, the advantages accruing to first-movers and late-movers, entry timing premium (ETP), marketing strategy and enduring market performance of the firms. The framework, empirically tested using data from 241 business executives, expands extant research into new territory beyond first- and late-mover advantages in an attempt to reconcile a few streams of research in the area and provides an entry related, strategic assessment tool (ETP) for the managers. Contribution to marketing strategy theory and managerial implications are also presented.

Participants included informants in a firm’s strategic business unit who were the most familiar with a new product’s commercial launch, market condition at launch, competitor offerings, marketing activities and capabilities and eventual integration into or withdrawal from the product’s portfolio. Therefore, for the survey, the study targeted chief executive officers, vice presidents of marketing or sales, product or sales managers, general managers and regional managers. Both preference bias (Narus, 1984) and survivor biases among the respondents were addressed.

The research result of this study reveals two very significant aspects of marketing and marketing strategies. First, the importance of financial, pricing and cost strategies further attests to the fiercely competitive nature of the global market today and the tendency for firms to commoditize most products and services. An effective financial and pricing strategy, coupled with a higher level of ETP, is capable of leading a firm to initial market success in the product-market in which it competes. Both ETP (a positional advantage and resource of the firm) and financial and pricing strategies (a deliberate strategic decision of the management) are important to achieve this goal.

This study is limited in several ways. The effects of entry order and timing on market performance could be dependent on the types of industries and types of product categories involved. However, as the hypotheses were well supported, the “industry specific” factors would provide “fine-tuning” in the future study. Second, the nature of the product (goods or services) may also present varying effects on the relationship studied (for differences between manufacturing and service firms in pioneering advantages, see Song et al., 1999). Services’ intangible nature, difficulty in protecting property rights, high involvement of boundary-spanning employees and customers, high reliance on delivery and quality, and ease of imitation may alter the proposed relationships in the model and the moderating effects. Third, although this study used a “retrospective” protocol approach in the data collection by encouraging respondents to recall market, product and business information, this study is not longitudinal. Lack of longitudinal data in any study involving strategic planning, strategy execution and the long-term effects is no doubt a weakness. In addition, due to peculiarity and complexity with regard to regulation and other aspects in pharmaceutical and other industries, the theory might be limited to a certain extent.

In all, the integrated framework contributes to the understanding of the intricate issues surrounding first-mover advantage, late-mover advantage, entry order and timing and the role of marketing strategy. The framework provides practitioners guidance as to when to enter a product-market to gain advantageous positions and how to maintain that advantage. Firms that use a deliberate late-mover strategy could also benefit from the research finding in mapping out their strategic courses of action.

This study believes that the halo effect surrounding first-mover advantage may have obscured the visions of some researchers and managers, and the pursuit of a silver bullet has led to frenzied interests in becoming a “first-mover” or a deliberate “late-mover”. The theoretical framework, which is substantiated by empirical testing, invalidates the long-held claim that entry of a particular kind (first-movers or late-movers) yields any unique competitive advantage. It is a firms’ careful selection of marketing strategies and careful execution of the strategies through effective operational tactics that would lead to enduring competitive advantage, under an adequate level of ETP.

In addition to pioneering, empirical work on entry order increasingly addresses fast followers and laggards and the potential advantages they are able to capture. There is also a growing consensus in the academia, that current measures of firm performance used in the entry order literature to study these advantages are inadequate. This study analyzes the relationship between entry order and customer evaluations, which, depicting the performance of the firm's products in the market, are used as a proxy for firm performance.

The study is set in the digital camera industry, analyzing entries into each new technology level, in terms of the sensor resolution of compact and bridge cameras. The complete dataset consisted of 1,816 digital camera models introduced between January 1996 and December 2017. The data are analyzed using hierarchical multiple linear regression.

The study finds evidence of early-mover advantage for the compact product category. In the compact camera consumer market, both first-movers and fast followers outperform late movers. Furthermore, the difference in performance in comparison to laggards is greater for first-movers than for fast followers. However, in the bridge category which consists of a more heterogeneous set of products, no significant entry-order effects are detected.

The results clearly indicate that there exists an early mover advantage. Furthermore, the results are not consistent across different product categories within an industry; hence, caution needs to be exercised when analyzing industry dynamics and entry order effects. Finally, our novel conceptualization of firm performance measured as online customer evaluation add new opportunities to investigate firm success

The objective of this paper is to determine whether international entry‐order strategies by Korean chaebols affect the exit of their foreign subsidiaries.

The sample consists of a set of 61 parent firms and their 500 foreign subsidiaries. The sample includes 27 Korean business groups, called chaebols, and spans 51 markets, during the period from 1999 to 2004. The study employs resource‐ and knowledge‐based views, and is based on the Cox's proportional hazard model.

This study leads to two main findings: in the context of Korean business groups, latecomers in international markets have greater survival rates than pioneers do because latecomers have stronger resource commitments; and, nonetheless, if chaebol pioneers have greater competitive advantages than chaebol latecomers, the pioneers' subsidiaries have better survival rates than do those of latecomers.

The analysis advances order‐of‐entry research by exploring the international order‐of‐entry strategies of chaebol multinationals and their impact on international exit and the interrelationship between the order‐of‐entry and core competencies of chaebol multinationals.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

One potential source of pioneer brand advantage is retail buyers’ preference for pioneer brands. A model of pioneer brand advantage with retailers developed in the USA was tested in Japan, as a replication and cross‐cultural extension. This provides the first empirical study of Japanese retail buyer beliefs, attitude, and behavior toward new offerings, and the first direct statistical comparison of US and Japanese retail buying behavior in the marketing literature. Similarities and differences in pioneer brand advantage with retailers between Japan and the USA are discussed. Results from a survey of buyers from Japan’s largest supermarket chains suggest that pioneer brand advantage is about as strong for them as for their US counterparts, though for somewhat different reasons. The survey’s results were analyzed in two ways (through a multi‐attribute attitude model and a PLS causal model), with results that complement and corroborate one another. Data were standardized to deal with potential extreme response style bias.

These phone company managers believe they have designed a practical methodology that will allow any company to estimate which reengineering projects have the most potential to add value. Their innovation could provide businesses with the first reliable means of predicting or auditing the return on investment in individual component processes of reengineering projects.

We analyze how entry order in a new field influences the stock market reaction to strategic alliances and acquisitions aimed at expanding firm boundaries. We argue that alliances would be more valued by investors at the early stages of a process of convergence between two markets, whereas acquisitions would be more valued in the later stages. Using a sample of alliances and acquisitions carried out by European telecom firms, our hypotheses have been confirmed.