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Introduction
Having a competitive advantage is necessary for a firm to compete in the market But what is more important is whether the competitive advantage is sustainable A firm must identify its position relative to the competition in the market By knowing if it is a leader, challenger,
follower or nicher, it can adopt appropriate strategies to compete
How you compete Basis of competition Where you compete Whom you are competing against
Sun Tzes Offensive Strategies Overt-offensive strategy Overt To knock out a business rival so as to take over
his company To knock out a competing product so as to take over its market share
Finding new users Creating new uses, and Encouraging more usage
Adopting defense strategies (see following slides) Note the relationship between market share and
Defense Strategy
A market leader should generally adopt a defense
strategy Six commonly used defense strategies
Position Defense Mobile Defense Flanking Defense Contraction Defense Pre-emptive Defense Pre Counter-Offensive Defense Counter-
Redefine the business (principle of objective), and Focus efforts on the competition (the principle of
mass)
Legend has announced a joint venture with AOL to broaden its business to provide Internet services in the mainland
segments and redirect resources to those that are more defendable By planned contraction or strategic withdrawal e.g. India s TATA Group sold its soaps and detergents business units to Unilever in 1993
enemies first Let it be known how it will retaliate Product or brand proliferation is a form of prepre-emptive defense e.g. Seiko has over 2,000 models
Responding to competitors
headhead-on attack by identifying the attacker s weakness and then launch a counter attack e.g. Toyota launched the Lexus to respond to Mercedes attack
Frontal attack Flank attack Encirclement attack Bypass attack Guerrilla attack
Frontal Attack
Seldom work unless
The challenger has sufficient fire-power (a 3:1 fireadvantage) and staying power, and The challenger has clear distinctive advantage(s)
frontal attacks in various ASPAC countries through quality, price and low cost
Flank attack
Attack the enemy at its weak points or
blind spots i.e. its flanks Ideal for challenger who does not have sufficient resources e.g. In the 1990s, Yaohan attacked Mitsukoshi and Seibu s flanks by opening numerous stores in overseas markets
Encirclement attack
Attack the enemy at many fronts at the
same time Ideal for challenger having superior resources e.g. Seiko attacked on fashion, features, user preferences and anything that might interest the consumer
Bypass attack
By diversifying into unrelated products
or markets neglected by the leader Could overtake the leader by using new technologies e.g. Pepsi use a bypass attack strategy against Coke in China by locating its bottling plants in the interior provinces
Guerrilla attack
By launching small, intermittent hit-andhit-andrun attacks to harass and destabilize the leader Usually use to precede a stronger attack e.g. airlines use short promotions to attack the national carriers especially when passenger loads in certain routes are low
Counterfeiter (which is illegal) Cloner e.g. the IBM PC clones Imitator e.g. car manufacturers imitate the style of
one another Adapter e.g. many Japanese firms are excellent adapters initially before developing into challengers and eventually leaders
Multiple Niching
[A] firm should `stick to its niching but not necessarily to its niche. That is why multiple niching is preferable to single niching. niching. By developing strength in two or more niches the company increases its chances for survival. Philip Kotler
of computers and accessories It opened its first overseas store in Bangkok at a cost of 90 million baht (S$3.7 million) In October 2000, it closed its Bangkok store after failing to pay rent amounting to about 6 million baht Discussion: Why do you think Challenger failed in Thailand?