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Published: September 28, 2012

 
 

The Value of Being Second

Oded Shenkar, author of Copycats: How Smart Companies Use Imitation to Gain a Strategic Edge, introduces an excerpt on the wisdom of entering markets after first movers from The Art of Being Unreasonable: Lessons in Unconventional Thinking, by Eli Broad.

Innovation does not need another advocate. It has acquired divine status, with even politicians promoting its virtues, promising that “we will innovate our way” out of any mess in which we find ourselves.

There is, however, one little problem: evidence. A close scrutiny of the empirical work suggests that the market supremacy of innovators is questionable, often distorted by biased assumptions and inadequate design. Many of the more rigorous studies show that innovators produce lackluster returns. Even those studies that identify a modest first-mover edge find that it has been receding over time.

Who does capture the benefits of new ideas, products, and models? Imitators. They get a free ride, avoid dead ends, capitalize on the shortcomings of early offerings or tweak the originals to better fit shifting consumer tastes. And yet, imitators rarely get the recognition they deserve: When was the last time someone received an Imitator of the Year Award?

Eli Broad, who built not one but two Fortune 500 companies — KB Home and SunAmerica — would be a good nominee for a lifetime achievement award for successful imitation. This excerpt from Broad’s recent book, which collects the insights and lessons he learned during his career, explains why.

Oded Shenkar

 


An excerpt from Chapter 5 of The Art of Being Unreasonable: Lessons in Unconventional Thinking


 

Before you can be number one, sometimes you have to be number two.

For a while during the 1990s, it felt like you had to be first to get anywhere. The beginning of the Internet age seemed to reward innovation above all else. Men and women who could create totally new technologies to serve markets that no one else thought existed became wealthy and successful virtually overnight.

But what you might call the first mover advantage always has been overrated and never more so than in the early years of the new digital economy. Consider the onetime kings of the 1990s and early 2000s: Netscape, Napster, WebCrawler, and Friendster. Netscape’s browser had consumer goodwill and great market share, but Microsoft’s Internet Explorer beat it by matching its features and being bundled free into new personal computers. Napster sunk under the weight of lawsuits, losing customers to its rivals, legal and illegal. WebCrawler could claim to be the first widely used search engine, but it couldn’t keep up with the likes of Lycos or Infoseek. Friendster’s social network couldn’t match Myspace for customization and music integration. Then, a lot of these second movers were beaten out by still later comers like Google and Facebook. Who knows what may come along next?

My first move in business was a second move: building houses without basements. Other homebuilders elsewhere had done it before Kaufman and Broad, and that gave us several advantages. We didn’t need to conduct consumer research to know that people would buy these houses. That made it easier to ignore the condescension of older Detroit builders: “Young man, I’ve been in this business for 20 years and you just don’t understand the market like I do.” Sure, their disapproval gave me a little pause, but I knew we weren’t attempting something completely untried.

Kaufman and Broad was the second mover again when we expanded to France in 1967. Levitt and Sons, the famed builder of the East Coast’s “Levittowns,” had set up shop in Paris three years before. Bill Levitt was the first to recognize that Europe would take longer to recover from World War II but that when it did, the housing market would boom as America’s had right after the war.

Levitt was right about Europe, and I was smart enough to know it. Following him to France was something like following the first hiker on a trail. The guy in front has to break through the brush, get scratched up, and lose his way a few times before making it to the top. The second guy can just charge along the path the first guy has marked, avoiding the rough patches where he stumbled.

 
 
 
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The Reviewer

  1. Oded Shenkar (shenkar.1@osu.edu) is the Ford Motor Company Chair in Global Business Management and professor of management and human resources at Ohio State University’s Fisher College of Business. He is an advisor to companies around the world, governments, international institutions, and universities, as well as a past vice president and fellow of the Academy of International Business. Shenkar’s books include The Chinese Century: The Rising Chinese Economy and Its Impact on the Global Economy, the Balance of Power, and Your Job (Wharton School Publishing, 2005) and Copycats: How Smart Companies Use Imitation to Gain a Strategic Edge (Harvard Business Press, 2010).

This Book

  1. The Art of Being Unreasonable: Lessons in Unconventional Thinking (John Wiley, 2012), by Eli Broad
  2. Eli Broad cofounded and led KB Home, the first homebuilder to be traded on the U.S. and New York stock exchanges, and SunAmerica, which was acquired by AIG for $18 billion in 1999. A noted philanthropist, he established The Broad Foundations, which include the Eli and Edythe Broad Foundation and The Broad Art Foundation, to advance entrepreneurship for the public good in education, science, and the arts. In 2007, Broad received the Carnegie Medal of Philanthropy. The Art of Being Unreasonable: Lessons in Unconventional Thinking is his first book.
 
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