Two fundamental issues of product management are whether to pioneer or follow, and how to manage the product over its life cycle.
Order of market entry is very important. In fact, the forecasted market share relative to the pioneering brand is the pioneering brand's share divided by the square root of the order of entry. For example, the brand that entered third is forecasted to have 1/√3 times the market share of the first entrant (Marketing Science, Vol. 14, No. 3, Part 2 of 2, 1995.) This rule was determined empirically.
The pioneering advantage is obtained from both the supply and demand side. From the supply side, there are raw material advantages, better experience effects to provide a cost advantage, and channel preemption. On the demand side, there is the advantage of familiarity, the chance to set a standard, and the choice of perceptual position.
Once a firm gains a pioneering advantage, it can maintain it by improving the product, creating a standard, advertise that it was the first, and introduce a new product in the market that may cannibalize the first but deter other firms from entering.

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Two fundamental issues of product management are whether to pioneer or follow, and how to manage the product over its life cycle.
Order of market entry is very important. In fact, the forecasted market share relative to the pioneering brand is the pioneering brand's share divided by the square root of the order of entry. For example, the brand that entered third is forecasted to have 1/√3 times the market share of the first entrant (Marketing Science, Vol. 14, No. 3, Part 2 of 2, 1995.) This rule was determined empirically.
The pioneering advantage is obtained from both the supply and demand side. From the supply side, there are raw material advantages, better experience effects to provide a cost advantage, and channel preemption. On the demand side, there is the advantage of familiarity, the chance to set a standard, and the choice of perceptual position

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Consider a firm that owns a fixed capacity of a resource that is consumed in the production or delivery of multiple products. The firm’s problem is to maximize its total expected revenues over a finite horizon either by choosing a dynamic pricing strategy for each product, or, if prices are fixed, by selecting a dynamic rule that controls the allocation of capacity to requests for the different products. This paper shows how these well-studied revenue management problems can be reduced to a common formulation where the firm controls the aggregate rate at which all products jointly consume resource capacity.

Product-level controls are then chosen to maximize the instantaneous revenues subject to the constraint that they jointly consume capacity at the desired rate. This highlights the common structure of these two problems, and in some cases leads to algorithmic simplifications through the reduction in the control dimension of the associated optimization problems.

In addition, we show that this reduction leads to a closed-form solutions of the associated deterministic (fluid) formulation of these problems, which, in turn, suggest several natural static and dynamic pricing heuristics that we analyze asymptotically and through an extensive numerical study. In the context of the former, we show that “resolving” the fluid heuristic achieves asymptotically optimal performance under fluid scaling.

The glossary of the system are role, user, permission, product category, product and product log. The product categories are maintainable enumeration values by administrators that a product has to belong to a category. There are 2 kinds of product properties, hardwired and dynamic properties. The hardwired properties like Name, Number, Description and Manufactory, etc. which cannot be changed at runtime. The dynamic properties are maintained by administrators online. Administrators can define Text, DateTime, Date, Integer, Decimal and Enumeration typed dynamic properties for products at any time.

The system includes:

1. role management with permission setting
2. user management with permission setting
3. product category management
4. product dynamic property management
5. product management with logs, includes:

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The dynamics of strategy and performance concerns the ‘content’ of strategy – initiatives, choices, policies and decisions adopted in an attempt to improve performance, and the results that arise from these managerial behaviors.

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