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Pfizer Advances Biosimilars Leadership with Investment in a New World-Class Global Biotechnology Center in China

Global Experts Convene to Discuss China's Plan for Diabetes Prevention and Rehabilitation in 2016

Synthace Awarded Technology Pioneer by World Economic Forum

GSK Institute for Infectious Diseases and Public Health to Partner with Tsinghua University to Tackle Global Public Health Challenges

Fangyuan Pharmaceutical Invests Heavily in R&D of New Drugs for Treatment of Superbacteria

Research Centers to Boost New Zealand-China Science Collaboration

Dehaier Medical Systems Ltd. Cooperates with China Sciences Group (Holding) Co., Ltd. to Enter China's Elderly Sleep Apnea Market

Yisheng Biopharma and the United States Army Medical Research Institute of Infectious Diseases Announce Positive Animal Results of Vaccine against Ebola Virus

Ally Bridge Group (ABG) Expands Personalized Medicine Portfolio, Invests in LinkDoc Technology Limited, China's Oncology Big Data Company

Infinitus Establishes International Research Center to Promote Research into the Safety of Chinese Herbal Medicines

Local Scientists Invent Novel DNA Testing Technology to Raise Test Accuracy

Butterflies Offer Climate Scientists Ecological Insights

Innovation is widely recognized as a major driver of long-term corporate growth. Successful innovators who manage to dominate new markets enjoy Schumpeterian rents for their inventions. How then can a firm dominate a new market? Two streams of literature have proposed opposite answers to this question.

The First Mover approach indicates that by setting up a strong differentiation strategy, companies are supposed to create a new area where profits abound. This approach is supported especially by Kim and Mauborgne (2004) who coined the term Blue Ocean to describe it.

The Fast Second approach, defended by Markides and Geroski (2005), contends, on the contrary, that companies should not try to become pioneers, but should target the newly created market in second position, and colonize it.

But neither Blue Ocean nor Fast Second are able to convincingly explain successful market domination. Our study of 24 innovation cases suggests that innovation which leads to market domination is instead achieved by using four kinds of breakthroughs, separately of simultaneously.

Innovation is widely recognized as a major driver of long-term corporate growth. Successful innovators who manage to dominate new markets enjoy Schumpeterian rents for their inventions. How then can a firm dominate a new market? Two streams of literature have proposed opposite answers to this question.

The First Mover approach indicates that by setting up a strong differentiation strategy, companies are supposed to create a new area where profits abound. This approach is supported especially by Kim and Mauborgne (2004) who coined the term Blue Ocean to describe it.

The Fast Second approach, defended by Markides and Geroski (2005), contends, on the contrary, that companies should not try to become pioneers, but should target the newly created market in second position, and colonize it.

But neither Blue Ocean nor Fast Second are able to convincingly explain successful market domination. Our study of 24 innovation cases suggests that innovation which leads to market domination is instead achieved by using four kinds of breakthroughs, separately of simultaneously.

Innovation is widely recognized as a major driver of long-term corporate growth. Successful innovators who manage to dominate new markets enjoy Schumpeterian rents for their inventions. How then can a firm dominate a new market? Two streams of literature have proposed opposite answers to this question.

The First Mover approach indicates that by setting up a strong differentiation strategy, companies are supposed to create a new area where profits abound. This approach is supported especially by Kim and Mauborgne (2004) who coined the term Blue Ocean to describe it.

The Fast Second approach, defended by Markides and Geroski (2005), contends, on the contrary, that companies should not try to become pioneers, but should target the newly created market in second position, and colonize it.

But neither Blue Ocean nor Fast Second are able to convincingly explain successful market domination. Our study of 24 innovation cases suggests that innovation which leads to market domination is instead achieved by using four kinds of breakthroughs, separately of simultaneously.

Cosmological expansion on a local scale is usually neglected in part due to its smallness, and in part due to components of bound systems (especially those bound by non-gravitational forces such as atoms and nuclei) not following geodesics in the cosmological metric. However, it is interesting to ask whether or not experimental tests of cosmological expansion on a local scale (well within our own galaxy) might be experimentally accessible in some way. We point out, using the Pioneer satellites as an example, that current satellite technology allows for this possibility within time scales less than one human lifetime.