How to be successful in imitation management

Summary form only given. An empirical investigation of 33 firms serves as the basis of a causal analysis of successful imitation management. Results show that imitation projects are only successful if one succeeds in realizing a high imitation degree and in impeding the market entry of further imitators. Further development or an improvement of the innovation (a low imitation degree) does not affect the imitation success in a positive way. Furthermore, an imitator should be anxious to deteriorate the conditions of market entry for strong latecomers and prevent further imitators from market entry. When an imitator succeeds in building up follower barriers it only has to enter into competition with the innovator and not with further imitators. Furthermore, the results show that successful imitation management has its disposal technology, intelligence, marketing, and production potentials for overcoming existing imitation barriers in which differential control and coordination of the individual potentials are strictly necessary