Market Incumbency and Technological Inertia
Marketing Science · 1991 · Volume 10 · Issue 2
Abstract
This paper uses a case study and a simple mathematical model to study the link between the incumbency and incentives to innovate and introduce drastically new products. It identifies the conditions under which fears of self-cannibalization are particularly likely to lead incumbents to soft-pedal such innovations.
Keywords
new products, competitive strategy
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