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Attain Strategic Superiority |
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A successful strategy achieves victory before the battle. |
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There is a long history of the successful entry of products where competition was minimal or non-existent: Xerox into copiers, IBM into data analysis, Apple into home computers, and Crest with fluoride toothpaste. With this kind of superiority, the initial competitive battle was quite limited in scope. |
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Milwaukee-based Kohl's has cut a wide swath in soft goods retailing with a leadership dedicated to a carefully crafted strategy. A stock analyst says, "Kohl's combines the cost structure of a discounter and the brands of a department store. It straddles those worlds and takes share from both." The design and merchandising is not too upscale and not too low rent. The shopper finds a clean bright store where everything is easy to find. The service is good and the perceived value is high.
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The introduction of Tide detergent by Proctor & Gamble involved a classic strategy of gaining brand name superiority. When automatic washers first came to market, manufacturers were anxious to educate new purchasers to use detergent instead of soap which would leave a scum in places that could not be cleaned. So P&G provided leading producers with free boxes of Tide to be packed in every automatic washer at the factory. The free trial package convinced many housewives to become repeat customers. And Tide became the leading detergent brand without engaging in a major conflict. |
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Although all conflict cannot be avoided, a well planned strategy will nullify most opposition. Fighting and winning require less strategic skill than winning without fighting. |
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Opportunities for attaining strategic superiority can be found in: |
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| The product or service which is so clearly unique and carefully targeted that it is has no competition. | | The idea which is so completely researched and validated that no other seems viable. | | The fundamental truth which is presented with such moral strength that any other approach appears immoral. |
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The issue is always how one's strategy can win the customer and nullify the opposition. The offensive should never be aimed at the opponent's strengths. Strategies that focus on the customer's needs and consider the opponent's weaknesses have the best odds for winning. |
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