Thesis (M. Phil.)--University of Hong Kong, 1987.

published_or_final_version / Economics / Master / Master of Philosophy

This thesis consists of three independent chapters on entry deterrence. The first two chapters consider the use of contracts as a barrier to entry, while the final chapter examines the possibility of firms expanding their product lines to deter entry in a vertical differentiation model. In Chapter 1, the role of exclusive dealing contracts in the liner shipping industry is investigated. It is shown that if the entrant is capacity-constrained, exclusive dealing contracts can be an effective entry barrier, even if the entrant has a lower cost. Chapter 2considers an industry with two stages of production. It is shown that an upstream incumbent is able to deter the entry of a more efficient producer by establishing long-term contractual relations with downstream firms, provided the downstream firms are in direct competition against each other. Chapter 3 considers the question of entry deterrence in a one-dimensional market where goods are differentiated by quality. It is shown that an incumbent firm may decide to produce several products solely for the purpose of deterring entry. Again, it is possible that a lower-cost entrant is deterred. In all three chapters, the welfare consequence is clear: social welfare is lower, since more efficient entrants are excluded from the market.

This study investigates two strategic issues that small pioneering companies should always place emphasis on. Barriers to entry and first mover advantages carry such strategic significance that it should be a priority of any pioneering company, regardless of size. Contemporary studies have questioned the absolute ability of barriers to entry to thwart the entrance of new competitors in an industry, or the sustainability of first mover advantages. The implication being that barriers to entry and first mover advantages should not be high on a strategic agenda, as initiatives in this regard can be overcome by companies with superior resources, or due to the diverse strategies and objectives of companies. This study considers the case of a small pioneering company and analyses the competitive environment of the industry it intends to enter. The analysis utilises Porter's Five Forces Framework in a modified form. The framework was chosen as it considers the structural determinants of an industry, from which competitive pressure elements such as barriers to entry and first mover advantages can be identified and analysed. This modification is necessary as first mover advantages are typically separate considerations for pioneering companies in strategic formulation. This analysis considers the Five Forces of competitive pressure, but replaces first mover advantages with competitive rivalry, due to the particular circumstances encountered by pioneering companies. The relevant determinants of competitive pressure are then identified and ranked, in terms of priority, to give guidance to the strategic planning, formulation and implementation process. The analysis stops short of developing a full strategic plan but is sufficient to highlight the competitive issues that will need to be considered. The case study illustrates how barriers to entry and first mover advantages can still be fundamental to the strategic development process, regardless of the resources and strategy of potential entrants. The case study also proposes a model that spatially depicts the prioritisation of the ensuing strategic issues that are precipitated when analysing Porter's Five Forces Framework. / Thesis (MBA)-University of Natal, Durban, 2003.

Thesis (Ph. D.)--University of California, San Diego, 2000. / Vita. Includes bibliographical references.

Thesis (M.Comm. (Economic and management sciences))-University of Pretoria, 2004. / Abstract in English. Includes bibliographical references (leaves 121-134).

Thesis (doctoral)--Universität, Münster, 2005.

This thesis consists of three independent chapters on entry deterrence. The first two chapters consider the use of contracts as a barrier to entry, while the final chapter examines the possibility of firms expanding their product lines to deter entry in a vertical differentiation model. In Chapter 1, the role of exclusive dealing contracts in the liner shipping industry is investigated. It is shown that if the entrant is capacity-constrained, exclusive dealing contracts can be an effective entry barrier, even if the entrant has a lower cost. Chapter 2considers an industry with two stages of production. It is shown that an upstream incumbent is able to deter the entry of a more efficient producer by establishing long-term contractual relations with downstream firms, provided the downstream firms are in direct competition against each other. Chapter 3 considers the question of entry deterrence in a one-dimensional market where goods are differentiated by quality. It is shown that an incumbent firm may decide to produce several products solely for the purpose of deterring entry. Again, it is possible that a lower-cost entrant is deterred. In all three chapters, the welfare consequence is clear: social welfare is lower, since more efficient entrants are excluded from the market. / Arts, Faculty of / Vancouver School of Economics / Graduate

This thesis aims to explain the evolution and transformation of the microchip industry. It focuses on the changes and prediction of the future state including its causes and consequences. The analysis starts on the general description of the market and continues through its subjects ending on relationships between them. This serves as a source of information to the prediction in the final part of the thesis. In the beginning the products, which are taken into consideration in this work (namely CPUs, GPUs and APUs), are described. Following this, there is an analysis of the competition environment that defines a structure of the market upon which further work is based. (Three levels; the manufacturer of photolithographic machines, makers of the chips and their designers and OEM and aftermarket subjects.) The penultimate part defines the barriers to entry to this market and three categories are drawn up: economic, technical and geoeconomic, which are applied to every level of the market. Thus all prerequisites to a successful prediction are satisfied. In the last part of the thesis the prognosis is made and defined, along with its assumptions and limitations. In the concluding part of this work the consequences and results are summarized.

Background: Sweden and Germany are closely linked with one another, with cultural similarities, long history of trade and close geographic proximity. Germany is an attractive country for Swedish companies to establish in due to its central location in Europe and its position as Europe's biggest economy. The EU also makes Germany more attractive with the benefits that member states gain from their membership. There are cultural differences that can be difficult for Swedish companies to identify during their establishment.   Purpose: The purpose of this thesis is to examine the barriers to entry that Swedish start-ups face when entering the German market. To mitigate the barriers, strategies and preparations for a market entry is examined.  Method: The study was performed as a multiple case study conducted through a qualitative research strategy with an abductive approach. 11 semi-structured interviews were performed for the collection of empirical data.   Conclusion: The results of the study show that Swedish companies are affected by liability of foreignness, competition and culture in several ways. Respondents described the competition on the German market as fierce. They also emphasise the importance of research prior to market entry. Another aspect is the importance of the geographical location of establishment. Germany should not be seen as one big market but as several smaller ones. Knowledge in the German language is also very important for Swedish companies, especially for communicating with domestic German companies. The main cultural aspects are the language barrier, differences in business structure and formalities.