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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product line, weak competitive strategy, outdated plants &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.