The authors have tricked up this pedestrian book on how companies
outmaneuver their competition by modeling it on von Clausewitz's
1832 treatise On War. Forget customer surveys and what customers
think they want: go after your competition as though you are
conducting a military campaign. Use defensive warfare if you are on
the "high terrain," i.e., the industry leader, where often "the
best defensive strategy is to attack youself.' What does this mean?
Translated, like IBM, you periodically come out with product
improvements that make your old line obsolete. Second-and
third-ranking companies should use offensive warfare. Here, set
your sights on the industry leader and mass all your resources to
attack at the weakest point. Avis, for instance, went after Hertz
by emphasizing that it provided better service. They once had the
slogan: "Rent from Avis. The line at our counter is shorter."
Companies in the middle should use "flanking warfare." This may
mean creating entirely new products: minicomputers or "Lite" beer,
for example. Sometimes underpricing works (so long as the
competition can't easily meet your lower price). Or you can resort
to gimmickry: try Orville Redenbacher's "Gourmet Popping Corn" at
more than double the cost of the leading brand. Then there's
guerrilla warfare for the companies on the bottom, but this is so
similar to flanking warfare it can be skipped here. Some executives
might be interested in the authors' detailed histories of corporate
wars in the cola, beer, burger and computer industries. Otherwise,
a contrived form of combat. (Kirkus Reviews)
A business book with a difference: clear-cut advice, sharp writing and a minimum of jargon.Newsweek
Revolutionary! Surprising!Business Week
Chock-a-block with examples of successful and failed marketing campaigns, makes for a very interesting and relevant read.USA Today
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