Market Share Strategy and the Product Life Cycle

Catry, Bernard; Chevalier, Michel

doi:10.1177/002224297403800405

Cited by 19 publications

(10 citation statements)

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“…The PLC trend is often assumed as a target rather than a descriptive and/or predictive model. For this reason, several authors focused on identifying key variables and related strategies relevant in each stage of PLC (e.g., Levitt, 1966;Catry and Chevalier, 1974;Hofer, 1975;Anderson and Zeithaml, 1984;Parker and Neelamegham, 1997;Narayanan et al, 2005;Moon, 2005). From this point of view, sales data are insufficient, since other information such as cross-elasticity between concurrent products, nature of demand (if first-purchase or replacement purchase), and so on, should be known (Midgley, 1981).…”

Section: 'Product Life Cycle': a Useful (Although Criticised) Tool Fomentioning

confidence: 99%

Managing product life cycle in the auto industry: evaluating carmakers effectiveness

Volpato

Stocchetti

2008

IJATM

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This article analyses the evolution of Product Life Cycle (PLC) policies of main carmakers in the three main European markets (Germany, Italy and France) through sales data regarding 212 models of 13 major carmakers for the period 1970–2006. A subsample including more detailed data (sales and features) of 125 car models along the period 1984–2005 has been investigated with the aim of comparing the effectiveness of product innovation and product line extension. According to our results, PLC is getting dramatically shorter, but the reduction does not apply to maturity and saturation phases. Carmakers tend to support sales with a policy of product line extension, while no evidence of effectiveness of such policies emerges. Product innovation seems related to increase in sales, although the introduction of new models and versions is generally delayed with respect to the optimal Life Cycle (LC) timing

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Section: 'Product Life Cycle': a Useful (Although Criticised) Tool Fomentioning

confidence: 99%

Managing product life cycle in the auto industry: evaluating carmakers effectiveness

Volpato

Stocchetti

2008

IJATM

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“…These included BCG's Growth/Gain Matrix (Abell & Hammond 1979), a Competitive Advantage Matrix (Lockridge 1981), Matrix for Market Definition (Day 1981) and a 27 option Share/Strategy Matrix! (Catry & Chevalier 1974).…”

Section: Developments and Derivativesmentioning

confidence: 99%

“…Other writers have picked on specific features of the matrix, and claimed that the focus was too narrow: on investment decisions (Hewitt 1988), market share (Catry & Chevalier 1974, Day & Wensley 1983, Wind & Claycamp 1976) and supply-side economics (Wensley 1981).…”

Section: An Evaluation Of the Academic Criticisms Of The Boston Boxmentioning

confidence: 99%

Boxing up or Boxed in?: A Short History of the Boston Consulting Group Share/ Growth Matrix

Morrison

Wensley

1991

Journal of Marketing Management

120

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“…Some sophisticated businesses actually develop a market share strategy. Catry and Chevalier (1980) point out that the attractiveness of a market share position can vary with the nature of competition. Sometimes, a decision to increase market share may be of value in the long run.…”

Section: Evaluation Of Existing Activitiesmentioning

confidence: 99%