Competitive Imitation Strategy for New Product-Market Success

Min, S; Kim, NW

Competitive Imitation Strategy for New Product-Market Success

Min, S Kim, NW

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Publisher:: SAGE Publications
Publication Type:: Journal Article
Citation:: Australasian Marketing Journal, 2023, 31, (2), pp. 112-123
Issue Date:: 2023-05-01

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Field	Value	Language
dc.contributor.author	Min, S
dc.contributor.author	Kim, NW
dc.date.accessioned	2024-02-26T02:53:10Z
dc.date.available	2024-02-26T02:53:10Z
dc.date.issued	2023-05-01
dc.identifier.citation	Australasian Marketing Journal, 2023, 31, (2), pp. 112-123
dc.identifier.issn	1441-3582
dc.identifier.uri	http://hdl.handle.net/10453/175880
dc.description.abstract	Imitation is a viable strategic choice for potential market entrants, but not all imitations help the entrants gain competitive advantages or lead to success in the new product market. This study proposes a competitive imitation strategy for a new product market by which an imitator may achieve superior performance. This imitation strategy is framed in a sequence that links a market entrant’s purposeful imitation of its competitors to its efforts of developing differentiated products and mobilizing entry resources, which should ultimately lead to new product success. We test our conceptual framework with survey data of South Korean enterprises. The empirical results demonstrate that a mere imitation of competitors’ moves for new products doesn’t yield any abnormal returns unless the imitation is mediated by the firm’s development of differentiated new products and mobilization of existing entry resources. A summary managerial implication is that imitation can be a winning strategy when firms actively imitate during new product development and capitalize on the related advantages, for example, offer a differentiated product with the full utilization of their endowed entry resources.
dc.language	en
dc.publisher	SAGE Publications
dc.relation.ispartof	Australasian Marketing Journal
dc.relation.isbasedon	10.1177/18393349211047929
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject	15 Commerce, Management, Tourism and Services
dc.subject.classification	3506 Marketing
dc.title	Competitive Imitation Strategy for New Product-Market Success
dc.type	Journal Article
utslib.citation.volume	31
utslib.for	15 Commerce, Management, Tourism and Services
pubs.organisational-group	University of Technology Sydney
pubs.organisational-group	University of Technology Sydney/Faculty of Business
pubs.organisational-group	University of Technology Sydney/Faculty of Business/Marketing Discipline
utslib.copyright.status	closed_access	*
pubs.consider-herdc	true
dc.date.updated	2024-02-26T02:53:08Z
pubs.issue	2
pubs.publication-status	Published
pubs.volume	31
utslib.citation.issue	2

Abstract:

Imitation is a viable strategic choice for potential market entrants, but not all imitations help the entrants gain competitive advantages or lead to success in the new product market. This study proposes a competitive imitation strategy for a new product market by which an imitator may achieve superior performance. This imitation strategy is framed in a sequence that links a market entrant’s purposeful imitation of its competitors to its efforts of developing differentiated products and mobilizing entry resources, which should ultimately lead to new product success. We test our conceptual framework with survey data of South Korean enterprises. The empirical results demonstrate that a mere imitation of competitors’ moves for new products doesn’t yield any abnormal returns unless the imitation is mediated by the firm’s development of differentiated new products and mobilization of existing entry resources. A summary managerial implication is that imitation can be a winning strategy when firms actively imitate during new product development and capitalize on the related advantages, for example, offer a differentiated product with the full utilization of their endowed entry resources.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/175880