Multiple advantages that limit entry of new competitors to its business.
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And although such a fragmentation and disintegration of the value chain offers corporations a number of well publicized advantages, it has an unintended consequence: It makes entry of new competitors to the industry easier, intensifying competition, shortening product cycles, and squeezing return on invested capital.
And although such a fragmentation and disintegration of the value chain offers companies a number of well publicized advantages, it has an unintended consequence: It eases the entry of new competitors to the industry easier, intensifying competition, shortening product cycles, and squeezing return on invested capital.
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Only later, with the entry of dozens of competitors, do drug prices really fall.
Further, the complexity of wafermaking and a constrained supply of silicon provide high barriers of entry to potential competitors.
Crucial elements of companies with lip-smacking growth prospects: quality product, experienced management team, scalable business model, barriers to entry by competitors and of course, a huge, hungry market.
We applied this strategy in founding BlaBlaCar, as the risk of competitors mushrooming and barring our entry into important neighbouring markets was too great.
These include Nokia's tactical decision not to meet certain aggressive pricing of some competitors, as well as overall market competition, including the entry markets, and the temporary impact of a slower ramp-up of a mid-range Nokia device.
The problem with this view is that frictions the costs to customers of switching, say, or the barriers to entry for competitors can allow exploitative firms to escape punishment.
Purely by being so widely used, products such as Windows, with its customer base of 100m people, present a high barrier against competitors' entry.
He told peers that competitors merely had to "wave their accreditation card in front of the entry officer when they arrive".
In monopolistic cases, according to Almunia, the commission must consider barriers to entry to competitors, whether a company can use its dominant position to affect the status of other companies, and the ease of consumers to switch between services.
We think that this concern is overblown because of the large size and fragmentation of the commercial reverse supply chain segment, high barriers to entry for successful penetration into the market, and the incompatibility of an online surplus liquidation business with the aforementioned potential competitors.
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