Sources of Durable Competitive Advantage in New Products

Journal of Product Innovation Management, Volume 7, Issue 1, March 1990, Pages 35-44

University of Alberta School of Business Research Paper No. 2013-389

10 Pages Posted: 26 Aug 2014

See all articles by Michael Lawless

Michael Lawless

INSEAD - Singapore

Robert Fisher

University of Alberta - Department of Marketing, Business Economics & Law

Date Written: 1989

Abstract

In this article, Michael Lawless and Robert Fisher propose a conceptual framework for analyzing durable sources of competitive advantage for new products. They assess various components of new product introduction strategies in terms of their degrees of competitive "imitability" (i.e., the ease with which competitors can imitate). The less imitable the component, the more durable the profits it generates. The authors identify seven strategic components based on bodies of research in strategy and promotion, distribution and firm characteristics. By selectively managing these components, an innovating firm can affect a new product's imitability and the duration of returns. Using a "resource mobility" perspective, the authors develop propositions that should lead to a more systematic focus on long-term profits in new product introductions.

Suggested Citation

Lawless, Michael and Fisher, Robert, Sources of Durable Competitive Advantage in New Products (1989). Journal of Product Innovation Management, Volume 7, Issue 1, March 1990, Pages 35-44; University of Alberta School of Business Research Paper No. 2013-389. Available at SSRN: https://ssrn.com/abstract=2275288

Michael Lawless (Contact Author)

INSEAD - Singapore ( email )

Singapore

Robert Fisher

University of Alberta - Department of Marketing, Business Economics & Law ( email )

Edmonton, Alberta T6G 2R6
Canada

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