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Marketing Warfare The marketing concept states that a firm's goal should be to identify and profitably satisfy customer needs. In Marketing Warfare Al Ries and Jack Trout argue that marketing is war and that the marketing concept's customer-oriented philosophy is inadequate.
Rather, firms would do better by becoming competitor-oriented. If the key to success were to introduce products closest to those wanted by customers, then the market leader simply would be the firm that performed the best market research.
Clearly, much more is required. To illustrate their point, Ries and Trout compare marketing to a football game.
If a team simply identifies the goal line and moves the ball towards it without regard to the competing team, they most likely will be blocked in their effort.
To win the game, the team must focus its efforts on outwitting, outflanking, or over-powering the other side. This is the case in football, war, and marketing, according to Marketing Warfare.
Because of the importance of the competition faced by the firm, a good marketing plan should include an extensive section on competitors. Ries and Trout tell the story of several famous battles in history that illustrate lessons of warfare.
These battles range from Marathon in B. The lessons from these famous battles illustrate the concepts of planning, maneuvering, and overpowering the opposing side. These principles are relevant not only to warfare, but also to marketing.
The Principle of Force There's a saying that it is easier to get to the top than to stay there. Ries and Trout disagree, arguing that once at the top, a company can use the power of its leadership position to stay there.
All other things equal, an army with a larger number of troops has an advantage over smaller armies. A larger vehicle has an advantage over a smaller vehicle in a collision. When several companies enter a new market, the one with the larger sales force is likely to become the leader.
The larger company has the resources to outnumber smaller competitors. This is not to say that smaller companies do not stand a chance. Rather, smaller companies must recognize the principle of force and attempt to win the battle by means of a superior strategy, not by brute force.
Some managers may believe that they can overcome a larger competitor through superior employees. Ries and Trout maintain that while it may be possible to assemble a small group of star performers, on a larger scale the employee abilities will approach the mean.
Another argument is that a better product will overcome other weaknesses. Again, Ries and Trout disagree.
Once consumers already have in their minds that a product is number one, it is extremely difficult for another product, even if superior, to take over that number one place in the consumer's mind.
The way to win the battle is not to recruit superior employees or to develop a superior product. Rather, Ries and Trout argue that to win the battle, a firm must successfully execute a superior strategy. The Superiority of the Defense An entrenched defense that is expecting an attack has an advantage that can only be overcome by an overwhelmingly larger attacker.
For example, a defensive position that is in a trench or foxhole will be shielded from the attackers, and the attackers will suffer many more casualties than the defenders. For this reason, the attackers require a much larger force to overcome the defensive positions.A summary of Al Ries & Jack Trout 's marketing bestseller: Marketing Warfare.
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