Art of implementing a set of strategy and tactics. Most difficult skill
to master. It is key to deceive your competition as you are in the process
of introducing your product.
What makes this skill so difficult is that you want to implement a straightforward
plan which deceives the competition as it is implemented. You want to exploit
an apparent misfortune to your advantage.
If you can cause the competition to think it is at no risk, it will relax
its efforts, and make it possible for you to move ahead of them in the marketplace.
Development, finance, sales, manufacturing, and marketing must act in
concert. If the development of a product is completed without the manufacturing
being ready to produce it...
In planning any such effort, remember that the life blood of a company is
money. If you mount a effort to penetrate a market and fund it inadequately,
the effort will fail.
The trick is to strike a moving balance. If events require that you move quickly, select a key group of your company to implement a product and introduce to the market; this group can latter be reintegrated into the company.
If you do not know the conditions of the market that you are trying to penetrate, you are unfit to direct such an effort. If you do not seek the advice of individuals that are familiar with local conditions, you will not be able to exploit to your advantage its market condition.
Introduce a product or make a change when it is to your advantage. Create changes in the tactical situation in this manner.
Divide up your sales force to best cover the entire market. As accounts are won, reward them with a share of the profits.
It is important that there be good communications between everyone in
the company, and that actions be taken in coordination. Use newsletters,
meetings, teleconferences, web pages, et cetera, to clearly communicate
what is the direction being taken by the company. Use the appropriate method
for communication, be it local or across the world, but communicate!
In particular, make certain that any intelligence about the market or competitors
are promptly provided to the management of the company.
It is possible to cause a company to lose its spirit, and its CEO of
his courage.
When a campaign starts, spirits are high. As it persists, spirits start
to lower. This is the proper time to attack.
Wait for the competition to become disorderly and clamorous.
When the competition has overcommitted itself, is the time to attack.
Do not threaten a competitor which is well ordered or firmly entrenched
in the market.
In particular, do not engage in introducing a product into a market which
your competitor is clearly superior.
Always leave your competitor a gracefully method for withdrawing from the
market. By letting them withdraw, they will save you the task of competing
with them at a latter date.
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