Sears Roebuck in the Twentieth Century: Competition, Complementarities, and the Problem of Wasting Assets
AbstractSears Roebuck and Co. faced similar challenges in the 1920s and the 1980s. On the strength of the early period's strategic investment decisions, the company grew into the nation's largest retailer and a pervasive factor in the economy. In the later period, unanswered challenges nearly destroyed the company. We analyze the elements that contributed to the success in the 1920s and to the near disaster in the 1980s and place them in a broader and more systematic context. We argue that successful innovations combine a focus on an attractive market with an exploitation and even enhancement of a firm's existing competitive strengths.
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Bibliographic InfoPaper provided by National Bureau of Economic Research, Inc in its series NBER Historical Working Papers with number 0102.
Date of creation: Jun 1997
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Publication status: published as Learning by Doing in Markets, Films, and Nations, Lamoreaux, Naomi R., Daniel M.G. Raff, and Peter Temin, eds., Chicago: University of Chicago Press, 1999.
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- Daniel Raff & Peter Temin, 1999. "Sears, Roebuck in the Twentieth Century: Competition, Complementarities, and the Problem of Wasting Assets," NBER Chapters, in: Learning by Doing in Markets, Firms, and Countries, pages 219-252 National Bureau of Economic Research, Inc.
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- L. Hannah, 1997. "Marshall's 'trees' and the global 'forest': were 'giant redwoods different?," LSE Research Online Documents on Economics 20363, London School of Economics and Political Science, LSE Library.
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