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After the challenge brand has determined the offensive goal, it must choose the appropriate offensive strategy. Commonly used offensive strategies include frontal attack, flanking attack, encirclement attack, roundabout attack and guerrilla attack.
Positive attack
Frontal attack means that the challenged brand concentrates resources on the target object, and it attacks the opponent's advantage instead of attacking its disadvantage. The main types of frontal offensive strategies are full frontal attack, limited frontal attack, price-based positive offense, and positive offense based on research and technology development.
In a full frontal attack, the challenger can attack the opponent's product, advertising, public relations, price, promotion, packaging, and so on. In order for an attack to work, the challenger must surpass each other in terms of operational advantages and must be backed by strong strength, fierce firepower and tenacity. The Art of War believes that if the offensive forces want to launch a frontal attack and defeat the defenders, they must maintain a 3:1 advantage in combat firepower, and they will have a chance to win, otherwise the risk will be greater. The US SC father and son company has made the Agri brand into the shampoo market a typical example of a complete frontal success.
In 1977, SC's father and son first attacked Colgate and other companies and dug up their experienced supervisors. Then put in 14 million US dollars to carry out promotional activities, so that 30 million bottles of new product Agrippa lotion will enter the market lightning-fast. This promotion fee is equal to the sum of the marketing expenses of the US shampoo at the time. By the end of the year, John and Son had taken 15% of the market share from Gillette's brands such as Toni, Breck and Clairol. The following year, it spent another $30 million on promotional expenses. By 1979, its market share had reached 20%.
A limited frontal attack is to focus on specific customers and try to attract them from their opponents. In the modern business war, it often appears to grasp the terminal and focus on key customers. Tobacco, alcohol, beverages, car wash machinery and other products are often used in the market development, such as Japan Komatsu, rare treasure pure water.
A price-based frontal attack is one of the more common frontal offensive strategies. The other conditions of the challenge brand are comparable to those of the leading brand, but only from the price. This strategy will only work if the leading brand does not counter the price counterattack and the challenge brand can convince consumers that its product quality is not inferior to the leading brand. Helen's company in the United States is good at using this risky strategy to convince customers that its product quality is exactly the same as the high-priced leading brand. The company has imitated the leader's high-priced brand to set a budget, and launched a large-scale, show-off comparative advertising campaign to promote, the slogan is: "We do the same products as theirs, but the price is less than half." 1972 The company's Suave shampoo has a market share of only 1%. In 1973, the company implemented the above offensive strategy. By the end of 1976, the market share of Shuhui brand shampoo had exceeded that of P&G's Haifeisi and SC Johnson's baby shampoos, ranking first in the market.
A front-end attack based on scientific research and technological development is that the attacker invests heavily in reducing production costs and then attacks competitors on a price basis. Many companies in Japan are very focused and good at reducing prices by reducing costs.
2. Flank attack
Flanking offense refers to targeting each other's weaknesses, loopholes, or weaknesses, and then exerting strategic thinking to win in all positive and direct battles. Attackers often pretend to be the stronger side of the offensive defender to contain their forces and launch a real offense on their flank or rear. The flank attack mainly uses the military thoughts of "sounding east hit west", "ming repairing the road, darkly crossing Chencang", "unexpectedly attacking and attacking it", and often makes the defenders unprepared, which is very common in the military history of ancient and modern China and foreign countries.
There are two ways to attack the wing: geostrategy and local strategy. The geostrategy is that the attacker chooses to attack some areas of the country or the world where competitors are underperforming or weak. For example, the US Colgate company avoided the strong areas of P&G, vigorously explored overseas markets, and competed for the leading position in foreign markets. Geostrategy can be used to sell products that are the same or very similar to their competitors.
The local strategy is completely different. This strategy requires clarifying what needs or what needs are undeveloped by competitors within a given geographic area. Thomas Peters, a well-known American management economist, said: "Don't think about sharing the market, but consider creating a market." For example, Merlot has found that many consumers need a "lighter" beer market; Haier Group found Many farmers in Sichuan need washing machines that can wash sweet potatoes. It was developed immediately and sold thousands of units at the moment. Local strategies often have greater potential than geostrategies. Because this strategy is initially based on satisfying demand and differentiated sales.
Flanking offense is important in marketing, especially for attackers who have fewer resources than their opponents. If the challenge brand does not have the means to launch a direct or active attack on the market, then the flanking offense is the better choice. However, before applying this strategy, it is necessary to have the conditions and the time is ripe, and it should not be used blindly.
3. Surround the attack
Surrounding the offense means that the challenge brand surrounds the opponent's position and penetrates into the field while making the opponent "smooth" and comprehensive defense. The main ways to surround the attack are: product enveloping, which is to deliver products with better quality, style, performance and specifications to the market in order to fully defeat the opponents; market encirclement is to expand their own market by occupying adjacent markets on a large scale. Encroaching on the opponent's market, hindering the development of the opponent, and defeating the opponent in the end.
But the encirclement and offense does not always work in reality, and there is a certain risk. In 1963, Hunter's market share in the ketchup market was 19%. The company launched a fierce attack on Heinz and launched two new brands of ketchup (Italian pie and pecan) to disrupt consumer preferences for the Heinz brand while also seeking more retail shelf space. . The company reduced the price of its products to 70% of Heinz products, offering retailers a large discount on sales, and raising the advertising budget to twice that of Heinz. But this strategy of encircling the offense has not been successful, and the Heinz brand continues to be favored by consumers. By the mid-1970s, the Heinz brand's market share rose to 40%.
4. Devious attack
The round-trip offensive is also called detour attack. It refers to the challenge brand avoiding the action of directly engaging the opponent in a certain field. It is an indirect offensive strategy. In the high-tech field, the technical leapfrog attack strategy is often used. There are four types of roundabout attacks: ï‚ direct launch of New products; ï‚‚ development of new products to meet unmet needs;  transfer of existing products to new regions; 4 introduction of new technologies, development of new products to replace existing products.
The American Colgate Company is a typical example of using these two roundabout offensive strategies. In the 1960s, Colgate has been struggling in the shadow of Procter & Gamble. In terms of strong washing powder, P&G's Tide beats Colgate's Fab almost 5:1; in terms of dishwashing liquid, P&G's market share is almost twice that of Colgate; in soap On the other hand, Colgate is far behind. In 1971, although Colgate's sales reached $1.3 billion, it is still an inferior soap and detergent operator in the minds of consumers. In 1979, Colgate has grown into a corporate group with annual sales of $4.3 billion, but it is still unable to launch a positive attack on Procter & Gamble. The former manager of Colgate, David Foster, realized that any positive confrontation with Procter & Gamble was futile.
"They are at a 3:1 advantage at the store level," Foster said. "And in the researchers, they are also three for us." Foster's strategy is simple – to maintain its leading position overseas, diversify in the country, enter the market that P&G has not entered, and bypass P&G. In the textiles, medical drugs, cosmetics, sports equipment and food industries, Colgate has also adopted a series of hunting acquisition strategies.
Through a roundabout offensive strategy, Colgate quickly emerged as a big brand on the market. In 1971, Colgate's strength was about 1/2 of that of P&G, and in 1976 it was 3/4 of P&G. By 1980, Colgate’s strength had been indistinguishable from Procter & Gamble.
5. Guerrilla attack
A guerrilla attack is when a challenge brand launches a small, intermittent attack on a different area of ​​the opponent. The purpose is to harass the other party, to make it exhausted, to cope with it, to be low-lying, to decline in fighting spirit, and to consolidate its longer-term market position. Specific methods of guerrilla attacks include selective price cuts, intensive and intense outbreak-style promotions, and lobbying government agencies to take appropriate legal and regulatory actions against each other.
Small businesses can't launch effective frontal or flanking attacks on big companies, launching short promotions and price attacks in every corner of the powerful rival market, with a view to gradually weakening their market power. Guerrilla warfare Small businesses use more, and large companies also use it because it saves more money than frontal or flank or enveloping attacks.
6. Choose a specific offensive combination
When attacking an opponent, the challenge brand often does not use a single approach, but instead chooses several specific offensive strategies to integrate to develop an overall strategy that can improve its market position and strategy over time. In this way, the various resources of the enterprise can be fully and reasonably utilized, and the better benefits can be obtained with a smaller investment. If only one strategy and means is used, it will be difficult to successfully increase its market share and market share.
Regardless of the target of the attack, the challenger must first understand the strength, product and brand of both the opponent and the opponent, and then make an offensive strategy choice. As stated in the "Sun Tzu's Art of War": "Knowing to know him, there is no war."
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