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    Offensive Strategies

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    Ashish Negi
    An offensive strategy consists of actively pursuing changes within an industry through heavy investment in technology and research. The basic types of offensive strategies are frontal strategies to match competitors' strengths, flanking strategies to capitalize on weaknesses, encirclement strategies using initiatives on many fronts simultaneously, bypass strategies moving into new uncontested areas, guerrilla strategies taking opportunities to grab sales, and preemptive strikes. When choosing a rival to attack, companies consider rivals' weaknesses, strong challengers suited to exploiting those weaknesses, weakening already struggling rivals, and raiding regional firms with limited capabilities.

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    Offensive Strategies

    Uploaded by

    Ashish Negi
    759 views10 pages
    An offensive strategy consists of actively pursuing changes within an industry through heavy investment in technology and research. The basic types of offensive strategies are frontal strategies to match competitors' strengths, flanking strategies to capitalize on weaknesses, encirclement strategies using initiatives on many fronts simultaneously, bypass strategies moving into new uncontested areas, guerrilla strategies taking opportunities to grab sales, and preemptive strikes. When choosing a rival to attack, companies consider rivals' weaknesses, strong challengers suited to exploiting those weaknesses, weakening already struggling rivals, and raiding regional firms with limited capabilities.

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    An offensive strategy consists of actively pursuing changes within an industry through heavy investment in technology and research. The basic types of offensive strategies are frontal strategies to match competitors' strengths, flanking strategies to capitalize on weaknesses, encirclement strategies using initiatives on many fronts simultaneously, bypass strategies moving into new uncontested areas, guerrilla strategies taking opportunities to grab sales, and preemptive strikes. When choosing a rival to attack, companies consider rivals' weaknesses, strong challengers suited to exploiting those weaknesses, weakening already struggling rivals, and raiding regional firms with limited capabilities.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    759 views10 pages

    Offensive Strategies

    Uploaded by

    Ashish Negi
    An offensive strategy consists of actively pursuing changes within an industry through heavy investment in technology and research. The basic types of offensive strategies are frontal strategies to match competitors' strengths, flanking strategies to capitalize on weaknesses, encirclement strategies using initiatives on many fronts simultaneously, bypass strategies moving into new uncontested areas, guerrilla strategies taking opportunities to grab sales, and preemptive strikes. When choosing a rival to attack, companies consider rivals' weaknesses, strong challengers suited to exploiting those weaknesses, weakening already struggling rivals, and raiding regional firms with limited capabilities.

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    Y 

     
     
    Offensive Strategy
    A type of corporate strategy
    that consists of actively
    trying to pursue changes
    within the industry.
    Companies that are
    managed as offensive
    competitive generally invest
    heavily in technology and
    Research and Development
    (R&D) in an effort to stay
    ahead of the competition.
    Basic types of Offensive Strategies
    . Initiatives to match or exceed competitor
    strengths ( Frontal Strategy )
    2. Initiatives to capitalize on competitors
    weakness ( Flanking Strategy )
    3. Simultaneous initiatives on many fronts
    ( Encirclement strategy )
    4. End Ȃ Run offensives.
    5. Guerrilla offensive.
    6. Preemptive strikes
    Frontal strategy
    hhis is the direct, head on
    attack meeting competitors
    with the same product line,
    price, promotion, etc.
    Because attack is on the
    enemyǯs strengths rather
    than weakness it is
    considered the most risky
    and least advised strategy.
    Flanking strategies
    hhe aim here is to
    engage competitors in
    those products markets
    where they are weak or
    have no presence at all.
    Its overreaching goal is
    to build a position from
    which to launch, an
    attack on the battlefield
    later.
    Encirclement strategy
    On occasion a company may see
    merit in launching a grand
    offensive involving multiple
    initiatives ( price cuts, increased
    advertising, additional
    performance features, new
    models & styles, customer service
    improvements ) launched more or
    less concurrently across a wide
    geographic front. Such all out
    campaigns can force a rival into
    defensive actions to protect
    different pieces of its customer
    base simultaneously & thus divide
    its attention.
    Bypass strategy
    hhis is the most indirect
    form of competitive
    strategy as it avoids
    confrontation by
    moving into new and as
    yet uncontested fields.
    hhree type of bypass are
    possible; develop new
    products, diversify into
    unrelated products or
    diversify into new
    geographical markets.
    Guerrilla offensive
    It is particularly well suited to small challengers who have
    neither the resources nor the market visibility to mount a
    full Ȃ fledged attack on industry leaders. In this strategy
    an underdog tries to grab sales and market share
    wherever & whenever it catches rivals napping or spots an
    opening through which to lure customers anyway.
    Choosing which rival to attack
    v     
      i.e. unhappy buyers, inferior
    product line, weak competitive strategy, outdated plants &
    equipment. ho be judged successful, attacks on leaders donǯt have
    to result in making the aggressor the new leader; a challenger
    may win by simply becoming a stronger runner up.
    v r
    
         
    Ȃ these firms a an attractive target as the challengerǯs resource
    strengths & competitive capabilities are well suited to exploiting
    their weakness.
    v ]
            
    Ȃ
    challenging a hard pressed rival in ways that further sap its
    financial strength and competitive position can weaken its resolve
    & make it to exit the market.
    Choosing which rival to attack ( contd. )
    v ]     Ȃ
    because small firms typically have limited expertise and
    resources, a challenger with broader capability is well positioned
    to raid their biggest and best customers.

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