Adrian Ryans is a professor emeritus of marketing at the Ivey Business School.
Recent Refereed Articles
Green, D. H.; Barclay, D. W.; Ryans, A. B.,
1995, "Entry Strategy and Long-Term Performance: Conceptualization and Empirical Examination", Journal of Marketing, January 59(4): 1 - 16.
Abstract: A product entry strategy - the timing of entry, the magnitude of investment at entry, and the area of competitive emphasis at entry - affects long-term performance in the marketplace. The Entry Strategy Performance Model is developed and an encompassing framework for product entry strategy research is proposed. A research model that is derived from the performance model is tested through an examination and replication in the microcomputer software market. The findings are that initial competitive positioning and media coverage drive long-term performance.
Ryans, A. B.; More, R. A.; Hulland, J. S.,
1995, "Profitable Multibranding", Journal of Brand Management, January (3): 183 - 196.
Green, D. H.; Ryans, A. B.,
1990, "Entry Strategies and Market Performance Causal Modeling of a Business Simulation", Journal of Product Innovation Management, January 7: 45 - 58.
Abstract: A key decision faced by marketing managers is the development of entry strategies for new markets. In addition to selecting which product market to enter, the manager must make decisions about the entry strategy itself. The entry strategy, whether managed actively or passively, affects the entrant's performance. In this article, Donna Green and Adrian Ryans discuss the three major components of an entry strategy: the timing of entry, the magnitude and areas of investment and the basis for competitive emphasis. They report that very little empirical research has focused on relationships between entry strategy and eventual product performance.brThis study examines the relationship between certain aspects of market performance and various firms' entry strategies into a simulated market environment. The results were generally supportive of hypotheses that were generated from a review of the literature.
Ryans, A. B.,
1990, "Strategic Market Entry Factors and Market Share Achievement in Japan", Journal of International Business Studies, January 19(3): 389 - 409.
Abstract: When developing entry marketing strategies for new product markets, companies should target product markets in which significant market shares are likely to be achieved. Market share literature is reviewed to identify situational and marketing strategy factors linked to market share achievement. The project included an exploratory qualitative phase involving depth interviews with approximately 15 executives, government agencies, representatives of trade associations, and the Japan External Trade Organization. The results are generally supportive of the hypotheses suggested by the literature review. Hypothesis one was supported strongly, indicating that products introduced into a high growth served market are more likely to achieve high market shares. However, hypothesis 3, relating to concentration of end-user demand, was not supported, and hypothesis 4, which dealt with product differentiation, received only limited support. These results are consistent with previous research.
Day, G. S.; Ryans, A. B.,
1988, "Using Price Discounts for a Competitive Advantage", Industrial Marketing Management, January 17(1): 1 - 14.
Abstract: A carefully designed price discount program affords opportunities for strengthening a company's long-run competitive position. This article reviews types of discount programs and how they can be used to strengthen a firm's competitive position. It then develops a series of questions to aid in the evaluation of a strategic price discount program.
Ryans, A. B.; Weinberg, C. B.,
1987, "Territory Sales Response Models: Stability Over Time", Journal of Marketing Research, May 24: 229 - 233.
Abstract: Empirical tests of territory sales response models have involved primarily a cross-sectional analysis of a salesforce at one point in time. Because such models often influence subsequent management decisions, the assumption that such models are stable over time is an important one. The authors consider factors that could influence the stability of such a model and use a five-year data base to explore the stability of a previously reported model of territory sales response. In this data base all the parameters appear to be stable over time.