Now, what's interesting about this story is that there was a game being played.
There was rivalry, and ultimately, only one was able to enter into the market.
And, maybe somewhat ironically, Airbus has not turned a profit with the A380.
In some ways, Boeing, maybe by pulling out of that, maybe have done better.
And in fact, they put a lot of their effort into what's called their Dreamliner
airplane, which may have been more profitable than the jumbo-jumbo A380.
The reason I like to bring this story up,
because it highlights one of the important elements of growth through entry,
which is this element of rivalry between various firms.
So let's start with some definitions.
First, when we think about growth through entry, we can think about both
offering new products and services to your existing markets where you compete.
Think of automobile companies, coming out with new model versions of their cars,
every four or five years or so.
You could also think about growth through entry through offering existing products
and services into markets new to the organization.
This could be new customer segments, could be new geographic markets,
going overseas, opening up international facilities or establishments.