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Marketing Warfare[1]

Marketing Warfare[1]

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Published by jagadishprasad

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Published by: jagadishprasad on Aug 11, 2009
Copyright:Attribution Non-commercial

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05/11/2014

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Marketing warfareAlries and Jack troutanalysed by jagadish I) principles of defensive marketing warfare 1) only market leader should consider playing defense this cannot be true it is so because even a new entrant who enters into the industry alsohas to play defensive role to protect himself from the onslaught of existing players in theindustry in which new entrant is existing into if a new entrant is entering into new industry segment then defensive strategy is notneeded because he is the only player in the new segment . a new entrant would playdefensive strategy when he encounters a competitor in the industry segment he is into everyone in industry plays defensive strategy and not just market leader  2) the best defensive strategy is the courage to attack yourself  this jagadish would agree because if you don't attack yourself someone would come(competitor)to smash your own concept. if you don't have the habit of smashing your own concept. onregular basis your cannot improve your own quality staff. in the process you would loseyour own product. you must have the habit of cannibalizing your own product so that youcan stay ahead in comparison to your competitors. 3) strong competitive moves should always be blocked it is difficult to find what strong competitive moves can be every move can be called aStrong competitive move if looked in perception angle through different people. so beststrategy is cannibalise your own product frequently to stay ahead of your competitioninvest lot in research and development cannibalise your own product in best defensive strategy II) principles of offensive marketing warfare 1) the main consideration is strength of leaders positionwhen you attack a competitor in any industry segment you have to come up with whatyour strength are and what are your weak point once you know your strength it comeseasy for your to attack your competitors based on your strength 
 
eg suppose a company strength is quality start advertising your strength with the help of your employees. that is the easiest way to promote companies product. 2) find a weakness in the leaders strength and attack at that pointit is true for competitors to attack leader at his weakness but on other hand if you startattacking at leaders strength also in near future their is a likelihood of leader strength becoming weal k and a good s entry for competitor to become leader so jagadish advisedthat both strength and weaknesses have to be attacked eg if company strength is quality highlight by comparing competitor leader strength withits quality strength comparison 3) launch the attack on as narrow a front as possible for a new entrant if it wants to compete with leader first attack on those geographicallocations where leader hasn't entered or has least penetration if this policy is adopted bynew entrant it can gauge how comfortable it is to fight against the leader  for a leader it is very simple strengthen those areas first where there is least penetrationhas been done Defensive marketing warfare continued 4) by placing people at right places : the question here arises as to how company board members know where employees fit inthe organization. it can be known only by job enlargement job enlargement : any job taken up by the employee of a company which is done inaddition to the job he has been assigned to is job enlargement 5) by attacking your competitor : it is always said that attack is best defense . how do youattack your competitor go for flank warfare by attacking those areas where companies areweaker . make those areas of market economies strong which in return would benefit inlong run  principles of guerrilla warfare : 1) find a segment of market small enough to defend .jagadish prasad also adds offense how do you defend a small segment by satisfying the demands , needs of consumers .how do you know the needs of people by attacking focus opinion leaders of segmentwhich are dominant in those geographical location in which company is planning toeither enter or new area it is choosing for itself to enter 
 
 how do you go for an offense in company strategy  by targeting opinion leaders in advance and accepting them in company roles and givingthem salary to influence decision of masses opinion leaders take pulse of masses becauseof their regular interaction with masses of their own nature 2) no matter how successful you become never act like a leader  if company doesn't act like a leader company would always be in a defensive mood so if you act like a leader you would always feel like improving standards of your product would you like to promote your product aggressively or would you like to be in defensivemood of facing threatening moves from leader always being in afraid position whichwould at last force you to withdraw the product from the market so jagadish advises thatact like a leader not as a follower either guerrilla or offensive marketing warfare attack is best defense because under defense their is a possibility of product beingwithdrawn even if it is doing very good for defensive mood psychology 3) be prepared to buyout at a moments notice under guerrilla warfare you bug out at a moments notice because under guerrilla you are under defensive strategy . if you change the strategy intooffensive also then logical thinking takes place in your mindset where you exist out notout of fear but out of good logical thinking with both for or against tactic. so bug out not out of fear but with logical thinking 4) under guerrilla warfare you save time and money if you save money and time you get benefit of helping your product , reach masses whichneed the most. you can spread this product later to other areaseg nirma started out with small segments went on to become a big mnc , even ghadidetergent of india  principles of flanking warfare 1) a good flanking move must be made into uncontested area 2) tactical surprise out to be an important element of plan it is true without tactical surprise element product cannot be launched , tactical mover should be their either in cost, quality or in focused area (niches) 

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