| In the marketplace, different firms take
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| | presently the leader, but aspires to
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| different strategy stances. This is but
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| | leadership position in the industry,
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| natural. As long as their situational
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| | usually employs an offensive strategy.
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| designs and consequently their specific
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| | The crux is that the firm adopting an
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| requirements of strategy differ from each
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| | offensive strategy automatically assumes
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| other, they will evidently follow
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| | the position of the challenger; the
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| different strategy stances. One firm may
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| | leader, mostly, is its target of attack.
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| find it appropriate to have a direct
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| | A defensive strategy is usually employed
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| confrontation with the market leader;
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| | by the leader who has the compulsion to
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| another may find it appropriate to keep
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| | defend his position against the
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| aloof for some time from the heat of
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| | confrontation of powerful existing
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| competition; the third may find it
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| | competitors or strong new entrants trying
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| relevant to chalk out a strategy of sheer
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| | to dislodge the leader from his topmost
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| survival. It is essential to understand
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| | position. The leader's concern is, how
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| that there is no universally valid
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| | best can I defend my position? The leader
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| strategy stance. It is so because the
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| | cannot assume that its position in the
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| various firms do not share the same
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| | industry is safe and its job easy. It has
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| situational design.
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| | to maintain constant vigilance and defend
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| Companies draw relevant elements and
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| | its position against the attack of the
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| forge unique strategies to suit their
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| | challengers, because in any industry
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| unique situational design and relative
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| | challengers keep appearing.
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| position in the industry. Broadly, these
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| | A firm practicing the niche strategy
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| strategy stances can be classified under
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| | neither confronts others nor defends
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| three heads- offensive/ confrontation
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| | itself. It cultivates a small market
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| strategy, defensive strategy and niche
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| | segment for itself with unique products
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| strategy.
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| | services supported by a unique marketing
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| Offensive strategy, also known as
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| | mix. These segments will be too small to
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| confrontation strategy, is as the name
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| | attract big competitors. Normally,
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| indicates a strategy of aggression
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| | smaller firms with distinctive
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| confrontation. A firm that is not
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| | capabilities adopt a niche strategy.
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