The paper "Importance of Both Pioneers and Follower Strategies in the Sustainable Success of Firm" is a great example of marketing coursework. As argued by Schnaars (2002) that the choice of market entry either pioneer or followers is one of the major reasons for success or failure of new products or business organization. Indeed, both market strategies (pioneer and follower) have their benefits and different entrepreneurs have different taste on each. While the two market strategies determine the market share of any business, pioneer strategy is mostly on an upper hand compared to followers strategy as pointed out by Kapferer (2012).
As such, pioneer strategy is the act of being the first in the market to innovate a product or a service which if successful have the potential of generating economic, preemptive, technological, and behavioral factors. Indeed a successful innovator according to Kapferer (2012). Can outsell even superior late entrants, build a large market share and also enjoy a sustainable competitive advantage. On the other hand, followers strategy imitate the pioneers’ products and improve them improving on the mistakes the pioneers did make.
Further according to Schnaars (2002) aggressive followers can outdo the pioneers in market share if they are able to give the consumer better products & services than the pioneers. In this case, the followers are able to appeal to a large market segment and as many market niche as possible. As such both pioneer and follower strategies are fundamental and hold tremendous relevance in the market (Kapferer, 2012) In the market share, aggressive pioneers have several benefits over the followers which have high probability in maintaining their competitive advantages ensuring sustainable success in the performance of the business if well utilized and exploited (Verma, 2007).
One of the relevance according to Gupta & et al (2007) is that pioneers have the first choice of market segment and positions. In this case, pioneers have the greatest opportunity to develop a product offering with attributes appealing to the largest segment of customers (Warner, 2010). This can be done through the intensified promotion of the significance of the attributes that favor its brand. Consequently, the brand can become the standard of references customers mostly use to evaluate and measure other products.
This proves to be difficult for the followers with me-too products to convince existing customers that their new brands are superior to the older and the more well-known pioneers. If the pioneers had well understood the needs of the customers and responded to them in the products. If the pioneers have successfully attached its offering to the choice criteria of the largest group of consumers, it becomes more difficult for the followers to distinguish the offering in ways that are attractive to the mass-market segment.
In fact, they may have to target a smaller peripheral segment or niche instead (Warner, 2010; Gupta & et al, 2007) According to Warner (2010). the pioneers have the benefit of defining the rules of the game in a particular business. Indeed, pioneers set such valuables as the quality of the products, price distribution warranties post-sale services and promotional appeals as well as budgets that the subsequent competitors must meet or beat. In fact, the pioneers can set those standards high enough such that cost of entry and perhaps preempts some potential competitors is raised.
In mobile telephony, for instance, the pioneers did sets standards of portability wireless communication and many others. These standards continuously became the bases of future development by the followers. Equally, the pioneers enjoy tremendous distribution advantage where they have most options devising distribution channels to bring the new products to the market (Dahan & et al, 2010). Through their aggressiveness, the pioneers are able to develop the most effective distribution network which can exclude later entrants from the same market. Through this, they are able to distribute products to the market segment constantly exploiting the other market niches.
Though they face enormous challenges because of the uncertainty of the market environment the distribution channels are more intensified when the fist attempts succeed (Kumara & et al, 2000).
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