Surviving the Gales of Creative Destruction: The Patterns of Innovative Activity in the Desktop Laser Printer Industry

In this paper, we examine the product life cycle in the desktop laser printer industry, from its inception in 1984 through 1996. During this time, the industry experienced a significant degree of innovation, as well as an enormous amount of product introduction and subsequent exit. The relative roles of market structure, innovation, and firm effects are explored in more detail using a multidimensional product space. We introduce a very detailed product-level dataset on the desktop laser printer industry. We have a number of findings: (1) product portfolios of firms are growing larger on average, as fewer firms offer more products; (2) products on the technological frontier have better survival prospects than printers behind the frontier; (3) product characteristics, such as page description language, speed, and resolution, have the largest effect on product survival rates; (4) awards granted to models and firms by leading PC publications have no effect on hazard rates of the current product portfolios of firms, but lead to much higher entry rates by the firm; and (5) while there are many similarities between dominant and fringe firms, differences in innovative and product life cycle behavior persist which is often overlooked in current studies of economic activity.Center for Innovation in Product Developmen

Competition, Innovation, and Product Exit

Why do products exit markets? This paper integrates rationale for product exit from a number of different literatures and compares the statistical and substantive effect of these explanations. We use a novel dataset covering every product introduced into the desktop laser printer industry since its inception. Using hedonic models, hazard rate models, and count models, this study generates three main findings. First, innovation does not drive products out of market per se. Managers do not pull products off the market when they innovate. Rather they seem to keep the incumbent products on the market and add the newer, more innovative products to the marketplace that have longer expected lives. Second, competition has a large impact on driving products out of markets. These noninnovative products remain in the product portfolios of companies until competition drive the products out of markets, not managerial decisions. Third, holding other factors constant, scale and learning have a marginal statistical and substantive effect on product exit.Center for Innovation in Product Developmen