Adrian B. Ryans

• 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.
  Abstract: Multibranding strategies represent firms' attempts to sell products or services under multiple brand names. This paper explores some of the strategic and tactical issues involved in developing a profitable multibranding strategy, including whether or not to multibrand, how to choose a multibranding strategy, and how to develop a profitable multibranding strategy. The paper also discusses how several basic trends in today's business environment are likely to shape firms' multibranding activities.

  Link(s) to publication:

  http://dx.doi.org/10.1057/bm.1995.45

• 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.
• Ryans, A. B.; Weinberg, C. B., 1981, "Sales Force Management: Integrating Research Advances", California Management Review, January 24(1): 75 - 89.
  Abstract: Recently, much research attention has been focused on personal selling and sales management issues and this research has followed a variety of approaches. In this article, the authors propose a three stage model to help managers organize and interrelate these approaches. © 1981, The Regents of the University of California. All rights reserved.

  Link(s) to publication:

  http://dx.doi.org/10.2307/41164945

• Day, G. S.; Ryans, A. B.; Deutscher, T. H., 1976, "Data Quality, Level of Aggregation, and Nonmetric Multidimensional Scaling Solutions", Journal of Marketing Research, February 13(1): 92 - 97.
  Abstract: As the relative emphasis in nonmetric multidimensional scaling research shifts from techniques to applications, increasing attention in being paid to the quality of the input data and the extent of aggregation of individual data for analysis purposes. The overall objective of this article is to explore the effect on the scaling solution of quality of input data as measured by the reliability of the individual respondent's similarity judgements and the extent of aggregation across respondents. A conceptual structure for understanding these issues is developed first. Data from five separate monmetric multidimensional scaling studies are used to illustrate the concepts. In conclusion some analysis procedures are suggested for coping with various combinations of stress and reliability in the data.

  Link(s) to publication:

  http://dx.doi.org/10.1177/002224377601300114

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