000			02098nam a22002777a 4500
003			ZW-GwMSU
005			20210520145913.0
008			210520b |||||||| |||| 00| 0 eng d
022			_a0965-254X
040			_aMSU _cMSU _erda
100	1		_aOtero-Neira, Carmen _eauthor
245	1	0	_aCompetitive reaction to the introduction of a new product: _bAn exploratory market signalling study/ _cCarmen Otero-Neira
264			_aAbingdon: _bRoutledge Taylor and Francis, _c2010.
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aJournal of strategic marketing _vVolume 18 , number 5 ,
520			_aFirms are in constant need of improving their competitive position. To do so, they employ a variety of marketing strategies such as introducing new products, price cutting of existing products and increasing marketing budgets. Reactions from competitors partly determine the success or failure of such marketing strategies and whether or not they result in competitive advantages. To expand upon the signalling theory, this study examines: first, the relationships between product innovativeness, competitive intensity and market signals, and second, the relationships between market signals, rival knowledge and type of competitive reaction. Using a sample of 93 key informants, the research primarily suggests that product innovativeness influences the signals of consequences and commitment, whereas competitive intensity has only a positive impact on the consequences signal. Furthermore the signals of consequences and commitment are negatively related to simple (or similar) reaction. Lastly, the responding firm's knowledge of its rivals also has an influence on simple reaction. The study concludes with the implications of findings on future research and managerial practice.
650	4		_aSignalling theory
650	4		_aRivalry
650	4		_aSimple reaction
700	1		_aGarcia,Teresa _eauthor
700			_aVarela,Jose _eauthor
856			_uhttps://doi.org/10.1080/0965254X.2010.497847
942			_2lcc _cJA
999			_c157310 _d157310