Offensive & deffense strategies
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The document discusses offensive and defensive business strategies. Offensive strategies are used to build or strengthen market position and competitive advantage, such as direct price attacks, adding new features, or acquiring competitors. Defensive strategies aim to protect competitive advantage by reducing risks of attacks, convincing attackers to change targets, or blunting the impacts of attacks through exclusive contracts, new products, or announcements of willingness to fight back. The document also describes counter-parry strategies where multinationals respond to attacks in one country by attacking the competitor in another country.
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Cost leadership strategy
Cost Leadership / Low-cost Business Strategy:
A cost leadership strategy is an integrated set of actions designed to produce or deliver goods or services at the lowest cost, relative to that of competitors, with features that are acceptable to customers.
Focused cost leadership strategy - strategic management - Manu Melwin Joy
A focused cost leadership strategy requires competing based on price to target a narrow market.
A firm that follows this strategy does not necessarily charge the lowest prices in the industry. Instead, it charges low prices relative to other firms that compete within the target market.
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strategic alliance
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Differentiation strategy
With the differentiation strategy, the unique attributes and characteristics of a firm’s product provide value to customers.
Porter Competitive Advantage Strategy
Competitive advantage comes from low costs or differentiation. Companies pursue cost leadership, differentiation, or focus strategies depending on their scope and basis of advantage. Cost leadership aims to have the lowest costs industry-wide while differentiation makes products unique. Focus involves serving a niche market better than competitors through low costs or differentiation. Sustaining advantage requires continuous improvement, learning, and overcoming inertia to adapt strategies.
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The document outlines different types of attack strategies that can be used against competitors, including frontal attacks, flank attacks, encirclement attacks, bypass attacks, guerrilla attacks, and combinations of different strategies. It discusses when different attack strategies would be most effective based on factors like market homogeneity, brand equity, product differentiation, and customer loyalty.
Marketing warfare
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The corporate level focuses on the overall plan for the organization and strategic business units. Strategy at this level involves conceptual decisions. The business level determines how each business unit will compete and allocates resources. Operational level strategies improve internal functions like manufacturing and marketing.
Effective strategic management requires coordination across all three levels to improve profitability.
Ppt competitive advantage
Hyundai is launching the new Genesis model to target the premium car market and move away from its past strategy of focusing on low cost. To gain a competitive advantage, firms can pursue either a low cost strategy, differentiation strategy, or focused strategy. Michael Porter's model outlines how firms can analyze their value chain activities to lower relative costs or create unique differentiation to deliver extra value for customers.
porter Five force analysis
The document introduces Porter's Five Forces model for analyzing industry competition and attractiveness. It describes the five competitive forces that influence industry competition: threat of new entrants, bargaining power of suppliers, bargaining power of buyers, threat of substitute products, and rivalry among existing competitors. It then provides examples of how each force applies to Coca-Cola's industry and discusses strengths and limitations of the five forces model.
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There are several types of strategic alliances that companies can form, including joint ventures, equity alliances, and non-equity alliances. Successful strategic alliances require factors like trust between partners, senior management support, clear goals, compatibility between partners, and a long-term commitment to achieving mutual benefits. Potential pitfalls include a lack of commitment, poor planning, diverging strategies between partners, inflexibility, and unrealistic expectations.
Porter generic strategies pgp1
Porter's generic strategies include cost leadership, differentiation, and focus. Cost leadership involves having very low production costs, differentiation focuses on making the product unique, and focus involves targeting a narrow customer segment. Firms must choose one strategy to avoid being "stuck in the middle". While generic strategies provide advantages against competitive forces, some critics argue they are too limiting and flexible approaches are also viable.
Methods and techniques of organization appraisal
This document discusses various methods and techniques for organizational appraisal, including value chain analysis, qualitative analysis, quantitative analysis, historical analysis, industry standards, benchmarking, and the balanced scorecard. It provides details on each method, such as how value chain analysis is used to identify a firm's most valuable activities, how quantitative analysis includes financial and non-financial measures, and how the balanced scorecard translates a business's vision into objectives in four key areas: financial, customer, internal processes, and learning and growth. The document aims to outline different approaches for evaluating an organization's internal environment and identifying strengths and weaknesses.
10 strategic advantage profile
The document discusses strategic advantages and disadvantages that firms possess. It notes that while large firms have financial strength, they tend to be less agile than smaller firms. Additionally, no firm excels in all areas of its operations. Strategists should evaluate where a firm's capabilities exceed its competitors. Strengths in key market factors allow firms to launch new products and gain market share. The document outlines five main functional areas for organizations and lists factors related to marketing/distribution and R&D/engineering that can provide strategic advantages.
Diversification strategies
Diversification allows companies to enter new business lines different from current operations. Firms diversify to utilize excess resources, capture synergies, spread risk, and leverage brands. There are four main types of diversification: horizontal involves similar firms; vertical integrates suppliers and customers; concentric pursues synergistic but not identical markets; and conglomerate comprises unrelated industries. Common diversification strategies include acquisition, internal start-ups, joint ventures, and entering new businesses.
Defensive Strategies in Strategic Management - Karim Virani
This document discusses defensive strategies that companies can use to protect themselves from competitors. It outlines two approaches to defensive strategies - active approaches that aim to block competitors through tactics like expanding the company or innovating new products, and passive approaches that focus on reconnecting with old customers. The advantages of defensive strategies are that they typically involve less risk than offensive strategies and can increase marketing to enhance products/services. However, disadvantages are that the business may not understand its target market well and defensive strategies could inhibit innovation and product development. The document stresses that defensive strategies require planning and that focusing on defense is important when the core business is struggling.
GENERIC COMPETITIVE STRATEGIES
Professor Michael Porter suggested three general positioning strategies to achieve competitive advantage :
Low Cost Leadership Strategy
Differentiation Strategy
Focus Strategy
The Generic Competitive Strategy (GCS) is a methodology designed to provide companies with a strategic plan to compete .The GCS is useful when a company is looking to gain an advantage over a competitor
Strategy to fit specific industry and company situations
The document provides an overview of strategies for tailoring strategy to different industry and company situations. It discusses strategies for competing in emerging industries, turbulent markets, maturing industries, stagnant/declining industries, and fragmented industries. It also outlines strategies based on a company's market position as an industry leader, runner-up firm, or weak/crisis-ridden business. The document contains chapter roadmaps and discusses features, options, risks, and definitions for each of these strategic situations.
Chapter 3 grand strategy
Grand strategies are long term plans that guide organizations towards achieving their strategic objectives. They involve decisions about stability, growth, retrenchment, or combinations of these. Stability strategies maintain the status quo, while growth strategies aim to increase profits and market share through expansion or diversification. Retrenchment strategies involve contraction through divestment, turnaround, or liquidation. Combination strategies use different approaches for different business units. Grand strategies are selected based on internal and external analyses and aim to provide long term direction.
Resources based view
The document discusses the development of the resource-based view of the firm and provides a critical appraisal of the theory, outlining both its methodological difficulties and practical insights. It examines the empirical evidence supporting the resource-based view and addresses areas that require further focus, such as resource functionality and combining the theory with other strategic perspectives.
Cost leadership strategy
Cost Leadership / Low-cost Business Strategy:
A cost leadership strategy is an integrated set of actions designed to produce or deliver goods or services at the lowest cost, relative to that of competitors, with features that are acceptable to customers.
Focused cost leadership strategy - strategic management - Manu Melwin Joy
A focused cost leadership strategy requires competing based on price to target a narrow market.
A firm that follows this strategy does not necessarily charge the lowest prices in the industry. Instead, it charges low prices relative to other firms that compete within the target market.
Behavioural implimentations
This document discusses behavioural implementation and the roles and skills of strategic leaders. It describes how strategic leaders guide organizations towards success through their individual behaviors and as part of groups. The document outlines the structure of strategic leaders at the corporate, business, functional, and operational levels. It also identifies key skills of strategic leaders like anticipating, challenging assumptions, interpreting information, deciding, learning, and aligning stakeholders. The roles of the CEO and board of directors in determining strategy and monitoring performance are discussed. Finally, the document covers types of power and how leadership styles impact strategic implementation.
strategic alliance, merger and acquisition strategy
strategic alliance
types of strategic alliance
advantages and disadvantages
merger and acquisition strategy
types of mergers
advantages and disadvantages
Chapter 12: Addressing Competition and Driving Growth
This chapter discusses strategies for addressing competition and driving growth. It outlines strategies for market leaders to expand total demand, protect market share, and increase market share. Market challengers aggressively attack market leaders and other competitors to gain share. Market followers maintain share without being aggressive. Market nichers specialize in small market segments ignored by larger firms. The key takeaways are that growing the core brand, expanding demand, and protecting share are important for market leaders, while market challengers aggressively attack competitors and market nichers specialize in small niches.
Differentiation strategy
With the differentiation strategy, the unique attributes and characteristics of a firm’s product provide value to customers.
Porter Competitive Advantage Strategy
Competitive advantage comes from low costs or differentiation. Companies pursue cost leadership, differentiation, or focus strategies depending on their scope and basis of advantage. Cost leadership aims to have the lowest costs industry-wide while differentiation makes products unique. Focus involves serving a niche market better than competitors through low costs or differentiation. Sustaining advantage requires continuous improvement, learning, and overcoming inertia to adapt strategies.
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strategic alliance, merger and acquisition strategy
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This document outlines competitive strategies for different market positions: market leader, challenger, follower, and nicher.
For market leaders, the strategies discussed are expanding total market demand through new customers, new uses, and more usage. Defensive strategies include positioning defense, flank defense, counteroffensive defense, mobile defense, and contraction defense. Offensive strategies for leaders center around increasing market share through advertising, distribution, pricing, new products, and mergers/acquisitions.
Challengers are advised to directly attack the market leader through price discounts, innovation, distribution changes, and advertising. Specific challenger attacks discussed include flank attacks, encirclement attacks, bypass attacks, frontal attacks, and guerilla attacks
Market Location Tactics
There are four types of market location tactics: market leaders, market challengers, market followers, and market nichers. Market leaders have the largest market share and influence industry developments. They retain their position by expanding the market, defending their share, and enhancing effectiveness. Market challengers aim to challenge or follow the leader by setting objectives, choosing attack strategies like frontal or flank attacks, and usually aiming to increase their share. Market followers imitate leaders without disrupting the industry, using strategies like cloning or adapting. Market nichers carve out a small, unique niche by excelling in attributes, locations, or customization.
Chapter 12_Addressing Competition and Driving Growth_15 Nov 2022.pptx
This document discusses competitive strategies for different types of companies in a market. It begins by describing a market leader as having the largest market share and usually leading in areas like price changes and new product introductions. It then defines market challengers as trying to increase their market share by attacking the leader, market followers as trying to maintain their status quo, and market nichers as specializing in small market segments. Finally, it provides strategies for market leaders to both expand the total market and defend their market share, such as attracting new customers or increasing usage, and strategies for challengers, followers, and nichers.
9 strategic choice ppt
This document discusses strategic management and strategic choice. It outlines several approaches to strategic choice, including Porter's strategies of cost leadership, differentiation, and focus. It also discusses Ansoff's product/market matrix and strategies based on existing and new products and markets. Other approaches mentioned include Glueck's stability, expansion, and retrenchment strategies, as well as Kotler's strategies based on market leader, challenger, follower, and niche positions. The document provides details on common strategies within each approach and factors to consider when selecting strategies.
Dealing with competition 09
This document discusses competitive strategies for different types of companies in a market. It covers strategies for market leaders to defend their position such as expanding the total market, defending market share, and expanding market share. Strategies are provided for market challengers to attack leaders or other competitors through frontal, flank, encirclement, or bypass attacks. The document also discusses strategies for market followers to hold customers and win new ones, and strategies for market nichers to create, expand, and protect niches. Competitive forces and how to analyze competitors is also summarized.
8B Strategic Product Management - Competitors Present & Future Objectives
8B Strategic Product Management - Competitors Present & Future ObjectivesRajesh Satpathy, Regional College of Management (RCM), Bhubaneswar
The document discusses strategies for market challengers to expand their market share. It describes several types of attack strategies challengers can use, including frontal attacks, flank attacks, encirclement attacks, and bypass attacks. It also provides examples of how challengers can specifically attack, such as using price discount strategies, cheaper product strategies, prestige product strategies, product proliferation strategies, product or distribution innovation, and intensive advertising. The overall goal of these strategies is for the challenger to increase its market share by targeting the weaknesses or open areas of the market leader.8A Strategic Product Management - Competitors Present & Future Objectives
8A Strategic Product Management - Competitors Present & Future ObjectivesRajesh Satpathy, Regional College of Management (RCM), Bhubaneswar
This document discusses strategies for different types of competitors based on Philip Kotler's description of military-style marketing strategies. It describes six competitive positions - dominant, strong, favorable, tenable, weak, and nonviable. It also discusses four major types of competitors - market leaders, challengers, followers, and nichers. The document focuses on strategies for market leaders, including expanding the total market through adding new users, discovering new uses, increasing usage, and increasing frequency of use. It also discusses defending the current market share through position defense, flank defense, preemptive defense, counteroffensive defense, mobile defense, and contraction defense.Ppt9
This document discusses strategies for pioneers and followers in growth markets. For pioneers, the primary objective is share maintenance through retaining existing customers and capturing new customers. Strategic options for pioneers include fortress defense, flanker defense, confrontation, market expansion, and contraction. For followers, the objective is to build share faster than market growth by stealing customers from competitors and gaining more new customers. Strategic options for followers include frontal attack, leapfrog, flank attack, encirclement, and guerrilla attacks. The best strategy depends on circumstances and competitors' strengths. Differentiation is important for followers to capture customers.
Industry situation analysis
This document analyzes industry situations, specifically fragmented industries. It defines fragmented industries as having no single dominant player, low barriers to entry, and firms that specialize to satisfy diverse customer needs. Examples given include fashion, restaurants, and professional services. The document discusses strategic options for industry leaders like fortifying their position and staying on the offensive, as well as strategies for runners-up like pursuing vacant niches. Thirteen commandments of successful business strategies are also outlined.
Lesson 6_Addressing competition and driving growth.pdf
This document discusses competitive strategies for different types of companies in an industry based on their market share. It begins by defining competitors and strategic groups. It then discusses strategies for market leaders, challengers, followers, and niche players. For market leaders, the strategies discussed are expanding total market demand, protecting market share, and expanding share. Defensive and offensive approaches are provided. For challengers, different attack strategies are outlined. Followers are discussed as imitators or adapters. Niche players are defined as focusing on small, profitable market segments. The document also covers product life cycles and how marketing objectives and strategies should differ for each phase - introduction, growth, maturity, and decline.
MARKETING STRATEGIES BA4207 MBA ANNA UNIVERSITY
"Marketing Strategy is a long term plan for achieving a company’s goals by understanding the needs of customers and creating a distinct and sustainable competitive advantage.”
Goals indicate what a business unit wants to achieve, strategy is a game plan for getting there.
strategic mngmnt
1. The document defines key terms related to competition including competitors, competitive rivalry, competitive behavior, and competitive dynamics.
2. It explains that competitive rivalry affects firms' ability to gain and sustain competitive advantages through their competitive actions and responses to other firms.
3. Firms engage in competitor analysis to understand their competitive environment and predict competitors' behaviors in order to develop effective strategies.
Module 2.1 Market Dynamics Slide for Class.pptx
1) The document discusses competitive dynamics and strategies for different market positions. It describes strategies for market leaders to expand the total market and defend market share, as well as strategies for challengers, followers, and niche players.
2) Market leaders should expand total demand by finding new customers or increasing usage among existing customers. They must also protect market share through continuous innovation, proactive marketing, and defensive strategies.
3) Market challengers can employ frontal, flank, encirclement, bypass, or guerrilla attacks combined with strategies like lowering prices, improving quality, or innovating products.
Business Ethics
The document summarizes a presentation on marketing that discusses packaging and labelling, launching new products, various pricing strategies used by companies including penetration pricing and price skimming, the role of government regulation in marketing, how brands are managed, and objectives for determining pricing such as competitive pricing and prestige pricing.
Global strategy
This document provides an overview of key concepts in global strategy formulation. It discusses factors that drive industry globalization and unique risks of operating globally. It examines different global strategies like standardized, tailored, and changed approaches. It also analyzes Walmart's transformation into a major global company through international expansion focused initially in Americas, then China. Walmart exploited buying power, domestic competencies, and learned through local adaptations in different market entries.
Demonstrate the defense and attack strategies
This document discusses defense and attack strategies for businesses. It provides examples of strategies used by Dockers brand pants. For defense strategies, it outlines position defense, mobile defense, preemptive defense, counter offensive, flank positioning defense, and hedgehog defense. Examples are given for some strategies. For attack strategies, it lists frontal attack, flanking attack, encirclement, bypass attack, and guerrilla warfare. Again, examples related to Dockers brand are given for some of the strategies.
Session 17 MG 220 MBA - 14 Oct 10
This document contains slides from a marketing management class discussing competitive strategies for market leaders. It covers expanding total market size by finding new customers and uses. It also discusses strategies for protecting current market share, such as continuous innovation and responsive, anticipative, and creative marketing. Finally, it discusses strategies for increasing market share and other competitive approaches for market challengers, followers, and niche players.
Strategy formulation and SOWT analysis
The document discusses various strategic planning concepts including SWOT analysis, TOWS matrix, competitive strategies, cooperative strategies, and competitive tactics. It provides examples of each using Nokia corporation. It defines key terms and analyzes Nokia's internal strengths and weaknesses as well as external opportunities and threats. Strategies are proposed to take advantage of opportunities and address weaknesses and threats. Criticisms of SWOT analysis are outlined. The importance of adjusting strategies based on performance is discussed.
5. competitive dynamics
competitive dynamics, market leader, Challengers, Followers, market Nicher, competitive strategies for market leaders, expand the total market, defend market share, protect market share, increase market share, other competitive strategies
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Chapter 12_Addressing Competition and Driving Growth_15 Nov 2022.pptx
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Offensive & deffense strategies
- 1. Offensive and Defensive Strategies • Offensive Strategies • Used to build new or stronger market position and/or create competitive advantage • Defensive Strategies • Used to protect competitive advantage
- 2. Offensive Strategies • Direct attacks: Price cutting, adding new features, or going after poorly served markets • End-run offensives: Seeking unoccupied markets • Preemptive competitive strategies: Being first to obtain particular advantageous position • Acquisitions: Buying out a competitor
- 3. Defensive Strategies • Attempts to reduce risks of being attacked • Convince an attacking firm to seek other targets • Blunt the impacts of any attack – Exclusive contracts with best suppliers – New models to match competitor’s lower prices – Public announcements about the willingness to fight
- 4. Counter-parry • Popular strategy for multinationals • Respond to attack by attacking competitor in another country – Ex.: Kodak—When Fuji attacked Kodak in the U.S., Kodak retaliated by attacking Fuji in Japan. – Goodyear also attacked Michelin in Europe as response to attack in U.S.