Example 2: Market Entry For 20 years, the two giants of the book business - Barnes & Noble and Borders Market Entry Groupengaged in a cutthroat retail battle. In major city after major city, the rivals opened superstores, often within sight of each other. By the mid-1990s, more books were sold via chain stores than by independent stores, and both companies continued to open new stores at dizzying rates. The ongoing competition raises a number of questions: How did either chain assess the profitability of new markets? Where and when should each enter new markets? What if a region's book-buying demand is sufficient to support only one superstore? What measures might be taken by an incumbent to put up entry barriers to a would-be entrant? On what dimensionsnumber of titles, pricing, personal servicedid the companies most vigorously compete? In view of accelerating book sales via the Internet and the emerging e-book market, can mega "bricks and mortar" bookstores survive?