Marketing Warfare Strategies

Offensive marketing warfare strategies - are used to secure competitive

advantages; market leaders, runner-ups or struggling competitors are usually attacked- Micromax, Moov, DoCoMo

Defensive marketing warfare strategies - are used to defend competitive

advantages; lessen risk of being attacked, decrease effects of attacks, strengthen position

Flanking marketing warfare strategies - Operate in areas of little importance Guerrilla marketing warfare strategies - Attack, retreat, hide, then do it again, Deterrence Strategies - Deterrence is a battle won in the minds of the

to the competitor.

and again, until the competitor moves on to other markets. Bean Bags

enemy. You convince the competitor that it would be prudent to keep out of your markets.

Pre-emptive strike - Attack before you are attacked. (see Defensive Frontal Attack - A direct head-on confrontation. (see Offensive marketing Flanking Attack - Attack the competitors flank. (see Flanking marketing Sequential Strategies - A strategy that consists of a series of subAlliance Strategies - The use of alliances and partnerships to build strength Position Defense - The erection of fortifications. (see Defensive marketing Mobile defense - Constantly changing positions. (see Defensive marketing Encirclement strategy - Envelop the opponents position. (see Offensive Cumulative strategies - A collection of seemingly random operations that,

marketing warfare strategies for a description)

warfare strategies for a description)

warfare strategies for a description)

strategies that must all be successfully carried out in the right order.

and stabilize situations.

warfare strategies for a description)

warfare strategies for a description)

marketing warfare strategies for a description)

when complete, obtain your objective.

Counter-offensive - When you are under attack, launch a counter-offensive

at the attackers weak point. (see Defensive marketing warfare strategies for a description)

Strategic withdrawal - Retreat and regroup so you can live to fight another Flank positioning - Strengthen your flank. (see Defensive marketing Leapfrog strategy - Avoid confrontation by bypassing enemy or competitive

day. (see Defensive marketing warfare strategies for a description)

warfare strategies for a description)

forces. (see Offensive marketing warfare strategies for a description)

THE MARKETING WARFARE STRATEGIES ARE AS FOLLOWS:Principle of Principles Illustrations DEFENSIVE Block strong competitive Strengthen position by NPL, WARFARE moves reach, brand building, grow the (Market Leader) market OFFENSIVE Find weakness in the Make skilled used of what you WARFARE leaders strength and have (# 2 or 3 with attack that point, Moov, Maruti, Hero Honda resources to sustain narrower the better challenge to the leader) FLANKING Good flanking move into In flanking, ability to create and WARFARE an uncontested area, but maintain a separate category is (# 4-6 with resources close to a leaders important as there is no to pursue your position, tactical surprise established market for the new flanking move in that important, pursuit as product or service. market segment) critical as the attack Toyota- Lexus, Intel-Celeron, Leader may also flank to Rolex-Tudor, HUL- Wheel stave off low price competition GUERILLA Hit and run strategy Find a small segment of the WARFARE (Small market that can be defended, players with low/no agility of essence resources) Bean bags, Marketing Warfare strategies Firms use a combination of defensive & offensive strategies to protect/ grow own or attack competitor business. It is a mix of leadership, motivation, intelligence gathering, strategies, logistics, and communications (Defensive, Offensive, Flanking, Guerilla) Defensive marketing protect competitive Nokia with full range, warfare strategy advantages NPL used to defend Pre-emptive strike - Attack Nokia in lowest range competitive advantages; before you are attacked

generally used by leader, major players to reduce risk/effects of attack, and strengthen position

Position Defense - Erect fortifications Mobile defense - Constantly change positions Counter-offensive - When attacked, launch counteroffensive at attackers weak point Strategic withdrawal Retreat and regroup to live & fight another day Flank positioning Strengthen your flank

Offensive marketing warfare strategyused to secure competitive advantage, generally used by challengers to target leader and significant players Flanking marketing warfare strategy

Deterrence strategyconvince competitors to keep out of your markets. Win the battle in the minds of the enemy. Attack competitive advantages Frontal Attack Confront direct head-on Encirclement- Envelop opponents position Leapfrog strategy - Avoid confrontation, bypassing enemy or competitive forces Operate in areas of little importance to competitor, by leader to take on low price players or trade up, or by challenger to take on leader. Introduce new brand in same / similar segment to compete with competitor, to protect main brand and attack competitors flank Use limited resources to attack, then retreat, hide, attack, never face to face and with unusual campaigns)

Nokia range at sensitive price points Nokia psychographic segmentation Nokia set up Indian manufacturing unit to tap economies of scale and compete with all players Smart phones unsuccessful, competing in other segments Nokia E series in smart phones, N series in entertainment phones, 1100 for economy phones Reliance in plastics

Pepsodent v Colgate Pepsi v Coke, Surf/ Rin v Ariel Micromax, Google HTC, Blackberry Intel Celeron, Kingfisher Red

Guerilla marketing warfare strategy

Bean bags,

http://www.wordiq.com/definition/Marketing_strategies Market Scope Strategy How Single market strategy MultiMarket strategy Total Market strategy By Concentrate efforts in a single segment Requirements a) Serve the market wholeheartedly despite initial difficulties (b) Avoid competition with established firms. (a) Carefully select segments to serve (b) Avoid confrontation with companies serving entire market (a) Employ marketing mix in different segments (b) Top management commitment to embrace entire market (c) Strong financial position Titan in watches, Nokia in LG, Samsung

Serve several distinct markets

Serve entire market spectrum by selling differentiated products to different segments in the market

UB Group in Beer & Spirits,

Market Entry strategy Strateg y First In How Enter market before others Requirements (a) Willingness and ability to take risks (b) Technological competence (c) Strive to stay ahead (d) Heavy promotion (e) Create primary demand (f) Carefully evaluate strengths. (a) Superior marketing strategy (b) Ample resources (c) Strong commitment to challenge leader Imitator (a) Market research ability (b) Production capability Initiator (a) Market research ability (b) Ability to generate creative marketing strategies Motoro la, 1st in mobile s Nokia

Early Entry Laggar d Entry

Enter market in quick succession after the leader Enter market during end of growth / maturity phase 2 entry modes (a) Imitator - Enter market with me-too product (b) Initiator - Enter market with

Samsu ng phones

Tata DoCoM

unconventional marketing strategies Product Strategy Strategy Product Positioning Place brand in that part of the market where it will have a favorable reception compared with competing brands. Requirements

(a) Single brand Maintain unique position by creating the aura of a distinctive product. (b) Multiple brands Carefully position multiple brands so that they do not compete with/ cannibalize each other (a) If strategy is directed toward existing customers, repositioning is sought through promotion of more varied uses of the product (b) If SBU wants to reach new users, this strategy requires the product be presented with a different twist to the people who have not been favorably inclined toward it. In doing so, care should be taken to see that, in the process of enticing new customers, current ones are not alienated (c) If this strategy aims at presenting new uses of the product, it requires searching for latent uses of the product, if any. Although all products may not have latent uses, there are products that may be used for purposes not originally intended.

Product Repositionin g

Reviewing current product positioning and marketing mix and seeking a new more appropriate position

Section 3 : Product Strategy Product Positioning Strategy Placing a brand in that part of the market where it will have a favorable reception compared with competing brands. Requirements: (a) Successful management of a single brand requires positioning the brand in the market so that it can stand competition from the toughest rival and maintaining its unique position by creating the aura of a distinctive product. (b) Successful management of multiple brands requires careful positioning in the market so that multiple brands do not compete with nor cannibalize each other. Product Repositioning Strategy Reviewing the current positioning of the product and its marketing mix and seeking a new position for it that seems more appropriate. Requirements: (a) If this strategy is directed toward existing customers, repositioning is sought through promotion of more varied uses of the product (b) If the business unit wants to reach new users, this strategy requires that the product be presented with a different twist to the people who have not been favorably inclined toward it. In doing so, care should be taken to see that, in the process of enticing new customers, current ones are not alienated (c) If this strategy aims at presenting new uses of the product, it requires searching for latent uses of the product, if any. Although all products may not have latent uses, there are products that may be used for purposes not originally intended. Product Scope Strategy The product-scope strategy deals with the perspectives of the product mix of a company. The company may adopt a single-product strategy, a multiple-product strategy, or a system-of-products strategy. Requirements: (a) Single product: company must stay up-to-date on the product and even become the technology leader to avoid obsolescence (b)

Multiple products: products must complement one another in a portfolio of products (c) System of products: company must have a close understanding of customer needs and uses of the products. Product Design Strategy The product-design strategy deals with the degree of standardization of a product. The company has a choice among the following strategic options: standard product, customized product, and standard product with modifications. Objectives: (a) Standard product : to increase economies of scale of the company (b) Customized product : to compete against mass producers of standardized products through product-design flexibility (c) Standard product with modifications : to combine the benefits of the two previous strategies. New Product Strategy A set of operations that introduces (a) within the business, a product new to its previous line of products (b) on the market, a product that provides a new type of satisfaction. Three alternatives emerge from the above: product improvement/modification, product imitation, and product innovation. Requirements: A new-product strategy is difficult to implement if a new product development system does not exist within a company. Five components of this system should be assessed: corporate aspirations toward new products organizational openness to creativity environmental favor toward creativity screening method for new ideas, and evaluation process.

Section 4 : Promotion Strategy Section 5 : Distribution Strategy Section 6 : Pricing Strategy