Strategies for Gaining Market Share in a Product Business Requiring High Learning Cost
Case study of a domestic gastrointestinal endoscope business in the medical device industry
DOI:
https://doi.org/10.51094/jxiv.689Keywords:
Gastrointestinal Endoscopy, Learning costs, technical proficiency, mature industriesAbstract
To investigate strategies for acquiring market share in a product business that requires a high level of learning costs, this report presents a survey of gastrointestinal endoscopy specialists. Gastrointestinal endoscopes were considered appropriate for this survey because they require a high level of technical proficiency and are a business in which domestic firms have an oligopoly.
Olympus holds the top share in this business, but it has a particularly strong relationship with universities, which are educational institutions, and its presence as an educational tool for endoscopes is thought to have contributed to its oligopoly in this field. On the other hand, Fujifilm, which was following Olympus, was pursuing the exact opposite strategy, focusing on general practitioners, and combining this with a pricing strategy.
However, the market share of Olympus remained higher, suggesting that in a business that requires high learning costs, there is a decision-making mechanism that does not depend on price strategies, and that the essence of this mechanism is to occupy the process.
Conflicts of Interest Disclosure
The authors declare that they have no conflict of interest.Downloads *Displays the aggregated results up to the previous day.
References
Ishibashi, H. (2012). Korekarao ninau shokaki semmoni no ikusei [Fostering future gastroenterology specialists]. Nihon Shokakibyo Gakkai Zasshi [Journal of Japanese Society of Gastroenterology], 109, 19-29 (in Japanese). https://doi.org/10.11405/nisshoshi.109.19
Kato, M. (2007). Kenshui ni yoru naishikyo kensa [Endoscopic Training for Vesident doctor]. Nihon Shokaki Naishikyo Gakkai Zasshi [Gastroenterological Endoscopy], 49(8), 1869-1872 (in Japanese).https://doi.org/10.11280/gee1973b.49.1869
Matsuo, M. (2014). Gyokai kozo kara mita iryokiki bijinesu no keiei kadai no taio no arikata [Management issues in the medical device business from the viewpoint of the industry structure and how to respond to them]. Chiteki shisan souzou, 7, 18-35 (in Japanese).
Nosato, H. (2021). Jinko chino ni yoru naishikyo gazo shindan shiem puratto fuomu [A platform for AI-Based Image Diagnostic Support in Endoscopy]. Nihon Reza Igakukai Shi [The Journal of Japan Society for Laser Surgery and Medicine], 42(4), 237-245 (in Japanese). https://doi.org/10.2530/jslsm.jslsm-42_0023
Onuma, M., Kubota, T., & Tsumita, A. (2022). Ishi ni yoru iryokiki no soshutsu katsudo heno kanyo - shitsumon hyo chosa ni motozuku bunseki- [Doctors’ engagement in Medical Device Innovation: An Analysis Based on a Questionnaire Survey]. Regyuratori Saiensu Gakkai Shi [Regulatory Science of Medical Products], 12(2), 111-123 (in Japanese). https://doi.org/10.14982/rsmp.12.111
Praharad, C. K., Rawaswamy, V. (2004). Ko・inobeshon keiei‐kachi kyoso no mirai he mukete‐ [The future of competition]. (Y. Ariga, Trans.). Toyo Keizai Shinbun sha. (Original work published 2004)
Sato, A., & Matsuo, M. (2014) Koureika suru sekai to iryou kiki sammgyou he no kitai [An Aging World and Expectations for the Medical Device Industry]. Chiteki shisan souzou, 7, 4-17 (in Japanese).
Shimizu, H. (2022). inobeshon [innovation]. Yuhikaku (in Japanese).
Downloads
Posted
Submitted: 2024-04-27 12:20:42 UTC
Published: 2024-05-07 10:59:06 UTC
License
Copyright (c) 2024
Katsumasa Nagano
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
