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The Effect of New Product Announcements and Preannouncements on Stock Price

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Journal of Market-Focused Management

Abstract

Previous event studies which deal with new products do notdistinguish between preannouncements (made in advance of a new productintroduction into the marketplace) and new product announcements (made closeto the time when the new product is introduced). Methodologically, eventstudies implicitly assume that information is homogeneous; that is, they donot consider the amount of information contained in the news release or thetype (e.g., whether detailed or not). This paper argues that new productevent studies should distinguish between announcements and preannouncementsbecause both types of information release events (IRE) are strategicallydistinct and convey different information signals to the marketplace.Methodologically, event studies should allow for informationalheterogeneity. We analyze a large sample of IREs from the 1980–1989period for firms whose stock is publicly traded, distinguishing betweenpreannouncements and announcements. We use content analysis to classify IREsaccording to the type and amount of information provided. The results showthat it is incorrect to jointly analyze announcements and preannouncements.On average, only preannouncements have a significant positive effect onstock prices. However, the signaling effect of preannouncements on stockprice is industry-specific. In particular, the results support Klein andLeffler‘s theory (1981) that preannouncements in the manufacturing industryare effective strategic tools. We also investigate the impact of IREs onthe market risk (i.e., the risk that stockholders cannot diversify away) ofthe announcing and preannouncing firms. The results show that firm-specificand informational variables do not have any effect on market risk,regardless of the type of IRE (i.e., announcement or preannouncement).

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Koku, P.S., Jagpal, H.S. & Viswanath, P.V. The Effect of New Product Announcements and Preannouncements on Stock Price. Journal of Market-Focused Management 2, 183–199 (1997). https://doi.org/10.1023/A:1009735620253

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  • DOI: https://doi.org/10.1023/A:1009735620253

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