Post on 28-Mar-2018
transcript
The Strategic square
Defensive marketing warfare is for market leaders and involves
courage to attack yourself and block strong competitive moves.
Offensive marketing warfare is for no. 2 companies which involves
finding a weakness in the leaders strength & attack at that point.
The attack should be on as narrow a front as possible.
Flanking marketing warfare is for smaller companies into an
uncontested area. Tactical surprise is an important element.
Guerrilla marketing warfare is for local or regional companies in a
market segment small enough to defend. Important not to act as
a leader and able to bug out at a moments notice.
Introduction
War belongs to the province of business completion, which is
also a conflict of human interest and activities…… Karl von
Clausewitz
Marketing philosophy need to change from the classic
definition which talks about satisfying consumer needs and
wants. In fact in the 1920’s the business was production
oriented.
Today, business must become COMPETITOR ORIENTED.
More & More successful marketing campaigns will have to be
planned like military campaigns.
Understanding Marketing warfare
The true nature of marketing today involves the
conflicts between corporations, not the satisfying
of human needs and wants.
Marketing is the strategy and tactics a company
uses to win the battle of the marketplace.
A study of warfare is not just a study of how to
win. Equally as important is how not to loose.
Chapter 1: 2500 years of war
If marketing is war, then one should study the history of war
itself and apply the military concepts to marketing.
Military Marketing
ARBELA 331 BC: Alexander the Great leading
from the front was able to change tactics almost
instantly.
The ability to shift your forces rapidly is
often the key to marketing victory.
CRECY 1346: Big Technological developments
are revolutionary eg. A longbow used which
fired 6 times faster then a crossbow
Minor technological advantages mistaken
for “longbow” and taking on entrenched
competitor lead to dismal results.
NAPOLEAN BONAPARTE, brilliant strategist
chose battles and arrayed his forces based on
assessment of enemy positions.
Marketing people should also do a
detailed study of the competition as the
first step in developing an effective
marketing strategy.
Chapter 1: 2500 years of war - 2
Military Marketing
WATERLOO 1815: Napolean’s front attack
on British Centre as his last farthing and had
to abandon the crown and battlefield.
Clausewitz’s said that a well-established
defensive position is extremely strong &
very difficult to overcome. Eg. American
Motors for years attacked leaders was sold
to Chrysler including the iconic Jeep brand.
Dumping your losers & focusing on
winning brands is almost always a
good strategy.
The Somme 1916: The introduction of the
machine gun changed the nature of warfare.
Conventional infantry attacks became almost
impossible.
Television and 40 years later the internet
changed the nature of the marketing game.
Chapter 2: The principle of force In marketing, the saying “it’s easier to get to the top rather then to
stay there,” is a myth. In fact it is easier to stay on the top then to get there.
A big company always triumphs over a small company. However smaller companies need to think like field commanders and not forget the principle of force.
Fallacy of “better people”- The difference between winners and losers is seldom people. It is always strategy & therefore a better strategy attracts better people.
Fallacy of “better product”. Misconceptions cannot easily be changed by an advertising or sales effort. The Truth is the perception that is inside the prospects mind and better for a company to accept that and then proceed rather then try to change it.
Chapter 3: The superiority of the
defence The defensive form of war is in itself stronger then the
offense…..Karl von Clausewitz
Throughout military history, defence has proved to be the stronger form of warfare. Eg. In the Korean War America won the South in defence and lost the North in offence. England lost the colonies in offence but won Waterloo on defence.
However one needs to be offensive in the marketing battle to become the leading brand in a product category. This is the paradox in the fruit of victory.
The glamour of offensive war leads marketing manager to charge against competitors with disastrous results.
Defence is stronger then offensive as it is difficult to launch a surprise attack. Also communication of message to millions takes time.
Chapter 4: The new era of competition
Historically military language has only been used in marketing but
not the strategic thinking behind the language.
Marketing promises should be as vague as political ones.
Otherwise, they will erode the effectiveness of your forces.
In the new era of marketing competition is getting brutal and the
name of the game is to take business away from somebody else.
Aggressiveness alone is not the mark of a good military strategy.
More products, more people, more advertisement etc not good
and military history teaches the reverse. It teaches single minded
commitment to win the battle.
Winning is about Thinking smarter, not longer.
Chapter 5: The nature of the
battleground In military battle the terrain is very important and it is the
geographical location. In marketing it is fought on a battleground 6 inches wide, the mind of the prospect. A terrain tricky & difficult to understand.
You don’t win with a better product. You win with a better perception.
Mapping the prospects mind not with the idea to ask what customers want but finding out what positions are held by what companies.
In military, mountains (high grounds) are usually considered strong positions. Similarly when a customer uses a brand name in place of a generic, the mountain in their mind is strong.
Chapter 6: The strategic square There is no one way to fight a marketing war, rather there are 4 ways. The key is
to know which warfare to fight. The type of fight is dependent on your position
in the strategic square.
This can be illustrated with the eg. Of the US Automobile industry, considering
the big four – viz. General Motors, Ford, Chrysler and American Motors.
(Only US brands)
Company Mkt. share Strategy Reason
General Motor 59% Defensive Main competitor Justice department who
would break the company if they wiped
off a competitor.
Ford 26% Offensive Launch offensive attacks on the weak
points of General Motors.
Chrysler 13% Flanking Lee Iacocca did that by launching the first
of many new categories of cars.
American Motors 2% Guerrilla Brand Jeep provided ideal opportunity to
launch Guerrilla tactics
Chapter 7: Principles of defensive warfare
There are 3 basic principles of defensive marketing warfare.
Defensive principle - 1 Defensive principle - 2 Defensive principle - 3
Only the market leader
should consider playing
defence.
The best defensive strategy
is to attack yourself.
Strong competitive moves
should always be blocked.
a. Companies don’t create
leaders but customers do.
a. The defender owns a strong
point in the mind of the
prospect.
a. As the war takes place in
prospects mind, the attacker
will take time to make an
impression.
b. A good marketing leader must
have a clear picture of the actual
situation.
b. Gillette has followed this
strategy relentlessly by attacking
itself.
b. Eg. Chrysler surpassed in
technical innovation but the
credit went to GM.
c. Fool the enemy, never fool
yourself.
c. It is better to take business
from yourself then someone else
do it.
c. Behaviourally people pay
more attention to opinion of
others rather then their own.
d. A company that hesitates to
attack itself ultimately looses
market share.
d. Better to overcover then
undercover. Gillette did not
wait for BIC to succeed in the
disposable razor market.
Chapter 7: Principles of defensive
warfare – 2
1. In case major brands of the company is under a price attack the leader should be emotionally ready to strike back.
2. A live-and-let-live philosophy has no place in warfare.
3. Maintain something in reserve and spend only as much as necessary to “keep the competition in line”.
4. In countries like USA which have strong anti-trust regulations better to exercise power to defend vertically then moving horizontally to extend your power.
5. The goal of defensive strategy is marketing peace.
6. Try to enlarge the pie rather then increasing the size of your slice.
Chapter 8: Principles of offensive
warfare Offensive principle no. 1 Offensive principle no. 2 Offensive principle no. 3
The main consideration is
the strength of the leader’s
position.
Find a weakness in the
leaders strength and
attack at that point.
Launch the attack on as
narrow a front as possible.
a. Most no. 2 or 3 position
companies reaction to marketing
problems is to study their own
strength & weakness. It is imperative
these companies focus on the leader.
a. Need to find a weakness in the
leaders strength and not his
weakness. High product price alone is
not a weakness. Exception Radio v/s
TV as price of both tied together.
a. Offensive warfare should be waged
with narrow lines, as close to single
products as possible. Eg. Dell v/s HP
where Dell has a narrow line of
products selling direct v/s HP having
a wide range selling through multiple
channels.
b. You must take away the leaders
position before you substitute your
own.
b. Company in position 2 or 3 should
become the opposite of the leader.
b. Clausewitz – “Where absolute
superiority is not attainable, you must
produce a relative one”.
c. It is not enough for you to succeed;
the leader must fail.
c. Examples of opposing leader are –
Avis v/s Hertz, Listerine v/s Scope
c. Mistake made by Chrysler and
AMC was attacking on multiple
product lines.
Chapter 8: Principles of offensive
warfare - 2 1. Offensive warfare is not an easy task and odds are in favour of
the defender.
2. There’s weakness in strength. Achilles had a heel that led to his down fall. However good offensive ideas are difficult to sell because they are negative in nature.
3. Federal Express seemed to fail initially when it tried to take on air freight forwarders like Emery and Airborne. Only after they launched the attack on as narrow a front as possible they succeeded. The renewed focus was on small package delivered overnight.
4. Attacking a monopoly. The Wall Street Journal dominated 100% of the market. However it contained both financial and business news. Alternative strategy would be to launch Business Times focussed only on the business aspect and use the 3 offensive principles.
Chapter 9: Principles of flanking warfare
Flanking principle no. 1 Flanking principle no. 2 Flanking principle no. 3
A good flanking move
should be made into an
uncontested area.
Tactical surprise ought to
be an important element of
the plan.
The pursuit is just as
critical as the attack itself.
a. Flanking need not be done by a
new product. However there must
be an element of newness or
exclusivity.
a. Most successful moves are the ones
that are totally unexpected. The
greater the surprise the more time it
takes the leader to react.
a. Clausewitz: “Without pursuit, no
victory can have great effect”. Many
companies quit after they are ahead
which is a big mistake.
b. Flanking skill requires exceptional
foresight as there is no established
market for the product or service.
b. Great flanking moves are under
mined by test marketing, which
expose the strategy to competition.
b. Companies tend to support
products that are losers & not
winners. Shoot the losers & allocate
resources to the winners.
c. It is difficult for the traditional
marketer to market the product with
no market.
c. Always base your strategy on what
the enemy is able to do, not on what
he is likely to do.
c. The objective is to try and win big
and therefore should reinforce
success.
d. Eg. Of flanking are Digital
Equipment created a new category
called “mini computers”
d. Eg. Of successful flanking are Close
Up toothpaste, Lite Beer.
Chapter 9: Principles of flanking
warfare - 2 1. Flanking with low price: The great advantage is that there is already a market there. The
trick is to cut costs where customers wont notice. The no frill approach. Budget flanked both Hertz and Avis in the rent a car market. Day Inns flanked Holiday Inn for low end motel market.
2. Flanking with high price: This is a big benefit as it adds credibility to the product. A classic example was the jewellery store in Arizona which had unsold jewellery. The owned scribbled a note to the sales person saying “Everything in this case, price*1/2”. The salesperson mistook the price as 2 times and all the jewellery was sold.
3. Some of the other forms of flanking and examples are –
Small Size – Sony , Beetle from VW. Subsequently VW made big cars and this led to smaller market share again.
Large size - Prince tennis racquet from Head. They too later made mid size racquets and repeated same mistake like the others.
With Distribution – Dell with direct sales, Avon sold door to door,.
Product Form – Close up took on established Crest with Gel toothpaste.
Chapter 10: Principles of guerrilla
warfare
The key to marketing warfare is to tailor your tactics to your
competition and its size and not to your own company.
Guerrilla principle no. 1 Guerrilla principle no. 2 Guerrilla principle no. 3
Find a segment of the market
small enough to defend.
No matter how successful you
become, never act like the leader.
Be prepared to bug out at a
moment’s notice.
a. Concentrate on a niche or segment of a
market that you can defend against the
business leader. Eg. Computervison focus
on CAD against leader IBM.
a. Leaders of Guerrilla companies do not
go to Harward Business School to learn
how to market.
a. Abandon position the moment the
market turns against you. The guerrilla
does not have resources to waste on a lost
cause.
b. Critical difference from flanking is that
flanking is launched close to the leaders
position to unravel the leader’s share.
b. In large companies, more then half the
employees provide services for other
employees. Guerrillas actually exploit this
weakness as they have maximum line
people and no staff.
b. Flexibility and lean organisation help
guerrilla to take up a new position without
the internal pain and stress that a big
company goes through.
c. Sometimes it is tempting for a guerrilla
to change its strategy to flanking to increase
market share.
c. The small size of guerrilla companies
enables them to take quick decisions.
c. Guerrillas also use their flexibility to
jump into a market quickly when the see
an opportunity.
Chapter 10: Principles of guerrilla
warfare - 2
1. A guerrilla has limited forces and therefore must resist the
temptation to spread them as it would be disastrous.
2. A guerrilla reduces the size of the battleground in order to
achieve a superiority of force.
3. Different types of guerrilla –
Demographic guerrillas – Sometimes combine both geographic
and demographic approaches.
Industry guerrillas – Concentrate on a specific industry and in
the computer industry this is known as vertical marketing.
Product guerrillas
High-end guerrillas
Chapter 11 – The cola war The proper study of war is the study of history. Yet marketing people rarely spend much
time on marketing history.
Coca-Cola v/s. Pepsi – Coca-Cola is over 100 years old and was invented by pharmacist John Styth Pemberton as a exotic patent medicine. It contained cocaine & caffeine. It was one of the most popular brands in 1902 & the subsequent year cocaine was taken out from the formula. It was available in a 6 ½-ounce bottle for a nickel. In the depression Pepsi-cola and Royal Crown emerged as challengers.
Pepsi-cola had launched a classic flanking attack at the low end. They introduced a 12 ounce bottle for a nickel. Coca-cola had heavy investments in the 6 ½ ounce bottle and were unable to cut price (vending machines set up) neither scrap the bottle.
Offensive principle 2 “find a weakness in the leaders strength and attack at that point. The bottle was Coca-Cola’s strength. Coca-cola never used the defensive strategy to have the courage to attack itself instead they let Pepsi attack them. Pepsi also changed its effort from selling through vending machines to supermarket which paid off.
In 1954 sales of Coca-cola dropped and next year & Coca-Cola could not compete for long with the 12 ounce bottle and introduced 10, 12 & 26 ounce bottle. The 6 ½ ounce bottle was history.
Chapter 11 – The cola war 2 The second attack by Pepsi was the “Pepsi generation”. Pepsi found 2 weakness in the
strength of the leader. Coke was the first cola drink and the authenticity was its obvious strength. Older people were more likely to drink Coke and the younger generation Pepsi.
Pepsi’s intent was to reposition competition as out of step, out of touch and out of date. They signed youth icons and youth could express their rebellion's by drinking Pepsi.
In 1970 Coca-Cola found the best defensive strategy for a leader. That is leadership itself . “It’s the real thing.”
Royal Crown which was no. 3 cola tried to attack the two leaders by taking them head to head. It used to outsell Pepsi in 1930’s. The best option was to use guerrilla tactics by finding a small segment and defending it. It also made a very strong flanking move through Diet Rite Cola and enjoyed leadership for 3 years. Then instead of defending this segment it used the profits to attack main-line of the 2 competitors.
7 Up was a successful flanking move and was positioned as the “Uncola” which the company should have never dropped. Further they introduced a decaffeinated cola called Like.
Chapter 12: The beer war After WW II, Schlitz was the no. 1 brand. Budweiser was its nearest
competitor and the leadership changed during the 1950’s. In the crucial years managements put ½ efforts by under spending on advertisements as they were obsessed by ROI. Management never asked what should be the spend to ensure victory.
In 1957 Budweiser grabbed a 1 ½ lead and never looked back & outsold Schlitz 20 to 1. Once you surrender the upper hand and momentum things go from bad to worse.
Hieneken, the first major imported beer in USA, strategy was the flanking principle no. 3: The pursuit is just as critical as the attack itself. They outspent all their imported rivals.
Lowenbrau , Munich campaign compared beer with champagne., thus broadening the market instead of attacking the leader (Hienken) strength. Lowenbrau was imported from Germany a place known for the best beer while Hienken was from Holland not known for beer. Lowenbrau rights were acquired by Miller Brewing & they brewed it in USA. The target was Michelob from Anheuser-Busch.
Chapter 12: The beer war 2 Anseuser attacked back by successfully bringing out the fact that Lowenbrau was
brewed domestically. This missed opportunity was picked up by Beck. However Beck is a weak German name. Further Anseuser counter attacked Hienken with Michelob, as a high priced beer
In 1970 Philip Morris bought Miller Brewing and Miller beer was placed 7th. However with Philip Morris’s money and consistent strategy Miller attacked Budweiser with the slogan “Welcome to Miller Time”by targeting the blue collar people. The results became visible after 3 yes. This made it the no. 2 brand after Budweiser.
The launch of Lite Beer: Lite was a classic flanking move introduced by Miller Brewing in 1975. It followed the principals of flanking – 1. An uncontested area 2. Tactical surprise 3. The pursuit. 22 other light brands were launched. All major beer brands did a line extension with light like Schlitz Light Coors (a successful regional guerrilla) etc.
Chapter 12: The beer war 3 Lessons from Light beer
Nobody has built 2 big brands on one big beer name.
In the long term, line extension is a losers strategy though it appears as a success in the short term. It is like alcohol which makes one euphoric in the short term but long term is a depressant on the central nervous system.
In 1976 Schlitz sold 24 million barrels. The Schlitz Light was launched and now they sell 3 million barrels. A successful flanking move killed both the brands. Similarly when Corrs Light was launched Coors regular sales kept going down. Miller Lite impacted the sales of Miller High Life brand.
No beer company seems to have learnt a lesson.
THOSE WHO CANNOT REMEMBER THE PAST ARE DOOMED TO REPEAT IT.
Chapter 13: The burger war Historically USA had coffee shops in every hamlet. They were the mom-pop institution
with 6-7 tables. These outlets sold a range of food and it had no relevance with its name. All these regional outlets had their specialities and were guerrillas who protected their own turf.
McDonald struck in the middle with the most popular food item viz. hamburger and cheese burger. The chain followed strict standards and procedures, strict devotion to cleanliness and intense training. They were the first mover and expanded rapidly. In the 1970’s Burger King seemed to have a better quality burger. However You cant become a leader by cooking better burgers. In marketing wars product is to drive home the strategy. Shouldn’t think in betterness but differentness.
Burger King found weakness in the assembly-line system of McDonalds where the latter delivers inexpensive burgers quickly. Customers had to wait in a separate line if they wanted anything special. Burger King ‘s advertisement promised that people wanting something special would not be treated as outcasts.
Chapter 13: The burger war 2 Burger King sales responded to “Have it your Way”. A strength is also a weakness
provided one finds the seam that holds the strength together.
McDonalds first 2 line extensions McChicken and McRib failed. They succeeded with Chicken McNuggets as KFC wasted 8 years to respond. However Chicken McNuggets will take part of the volume from hamburgers. Important to understand the difference between product to advertise, product to sell and product to make profit on. Conceptually, a burger chain advertises the burger, sells the french fries and makes money on soft drinks. Many chains confuse the 3 types of products.
McDonalds which started by attacking the coffee shops is increasingly resembling these chains by pushing for business on the periphery. Burger King seemed obsessed with McDonalds and copied them including Ronald. However Burger King did a course correction and focused on hamburgers with effective campaign. This boosted Burger King sales.
Chapter 13: The burger war 3 Wendys chain used a different flanking attack on the hamburger chains which
were pitched to grownups with adult size portions. There famous
advertisement line “Where’s the beef?”boosted sales in 1984 by 26%. The profit
margins were twice as that of Burger King.
White Castle founded in 1921 is a 170-unit chain which does business exactly
the same way it did when it was founded. They follow the Guerrilla principle no.
2 – No matter how successful you become, never act like the leader. This chain
does not sell other products. Each outlet sell more volume then McDonalds on
a per-establishment basis. While Castle chain peacefully co-exists with their
aggressive neighbours.
Chapter 14 – The computer war Sperry Rand delivered the first commercially sold computer in 1951. A few years later
IBM joined the battle. The former had technological leadership while the latter had an established position in the office market
IBM took the lead over Sperry Rand and consolidated its gain. Many competitors joined the fray but IBM went on to capture 60-70% share. RCA launched the first all-out assault by hiring ex-IBM executives. They tried to emulate IBM instead of flanking or guerrilla & you cant win by emulating the leader.
Digital Equipment Corp. (DEC) flanked IBM at the low end by making small computers against IBM’s big computers. IBM made a rare mistake by not covering DEC’s as stated in Defensive principle no. 3: Strong competitive moves should always be blocked. IBM took 11 years to respond by which time DEC market share was 40%. Ken Olsen, President of DEC had the opportunity to put IBM on the mat with a 16-bit processor, but he felt later was better. In a battle between first & better; first usually wins.
The personal computers were also being used as a business computer. DEC squandered this opportunity while IBM was preparing to introduce the PC.
Chapter 14 – The computer war 2 In 1981, the IBM PC was launched and it did not have much resistance in taking over the
business side of the personal computers. IBM rapidly took over the market as there was
no one to defend the market because nobody owned the position. 16 years earlier, DEC
had successfully flanked IBM with the mini computer. Now IBM used the same strategy
to flank DEC with the personal computers.
Offensive principle no 3: Launch the attack on as narrow a front as possible. DEC
introduced not 1 but 3 personal computers. By 1984 IBM was outselling DEC 10 to 1.
It may be possible that one strategic mistake by DEC of not launching personal computer
early in the game led to its destruction. In marketing battle, managers perception is that
better products win. There were various players who attacked IBM unsuccessfully.
Once IBM had a strong hold in the PC market they used the classic defensive strategy.
“Attack Yourself”. However they made a mistake of opening retail stores. It is not the size
that counts, its your position.
Chapter 14 – The computer war 3 Apple is a home computer which tried to take over the no. 2 position from
DEC. It also used aggressive marketing and the name of Macintosh to make
inroads in office computers. Though efforts were made to keep the Apple brand
name and Macintosh name separate the publicity continued to link the two
together. Mr. Steve Wozniak warned against straying from home computer
segment & resigned from Apple.
IBM was the clear leader and who would become 2nd. DEC had the best chance
but they blew it. Compaq took great strides with 2 brilliant flanking strategies.
One by introducing the portable computer and secondly with 16-Mhz Intel
80386 PC. Dell found a way of becoming a leader in PC as the 1st company to
sell computers directly. This was a distribution flank.
Many companies tried to attack IBM but nobody was able to replace IBM.
Chapter 15 – Strategy and tactics Find a tactic that will work, and then build it into a strategy. Warfare teaches us
TACTICS SHOULD DRIVE STRATEGY.
Strategy should evolve out of the mud of the market place, not in some ivory tower. The objective of a grand strategy is to make operation work on a tactical level.
Marketing strategies should be judged for their effectiveness only as the point they come in contact with the customer and the competition.
Napolean Bonaparte & George S. Patton, Jr. were people whose mastery of tactics enabled them to become great strategists.
Advertisement – If one does not know how to use it at a tactical level, one is at a disadvantage as a marketing strategist. It is a critical weapon which must be handled superbly if company is going to win a big marketing victory.
The essence of a sound strategy is to be able to win the marketing war without tactical brilliance. Eg. IBM strategy oto be the first company to introduce personal computers.
Chapter 15 – Strategy and tactics 2 If superb tactics are needed to win the battle, then the strategy is not sound. In other
words, the company that relies on tactical brilliance is also relying on unsound strategy.
If a strategy is soundly conceived from a tactical point of view, then the strategy will direct the tactics.
At any given point of time one objective should dominate a companies strategic plans. This is referred to as SINGLE POINT OF ATTACK. However companies in the name of diversification have failed to adhere to this principle of concentration of force. INFACT some companies have shifted resources from a winning battle to a losing battle.
To every action, there is an equal and opposite reaction. A good marketing strategy is one that anticipates the competitor’s counter attack as they will make more sacrifices to protect their position.
Action implies strategy and strategy implies tactics. Good strategist living in reality do not let their egos cloud their judgement. They recognise the seamless quality about this continuum.
Chapter 16 – The marketing general Many corporate chiefs hide behind diversification & decentralisation. In fact
decentralisation has dulled the risk taking spirit of business people and companies have wound up with a collection of fiefdoms, none powerful enough to launch a big marketing programme on their own.
ATTRIBUTES OF A MARKETING GENERAL:
1. Flexible: A general must be flexible enough to adjust the strategy to the situation and not vice versa. He must not have any built in biases so all alternatives are considered before making a decision.
2. Courage: Unlimited supply of mental courage is integral. Lee Iacocca summed it in one word “decisiveness”. This is opposed to the macho types who are drawn to a lost cause. It is not the morale which will create marketing victories but vice versa.
3. Bold: This quality becomes rarer as one goes up the ranks. Typically higher caution is showed as one goes higher up the rank.
Chapter 16 – The marketing general 2
4. Know the facts: A good marketing strategy is built from the ground up, starting with the
facts.
5. Luck: Luck plays a very important role. When luck runs out, one ought to be prepared
to quickly cut the losses. “Capitulation is not a disgrace”- Clausewitz. A good marketing
leader must know when it is time to quit. No purpose is served by wasting resources to
conserve ego.
6. Know the rules: Vital to learn the rules or principles of the game. Then one must be
able to play the game without thinking of the rules. Like good habits, rules are learned
to be forgotten. One must examine history of marketing and formulate the strategic
principles that govern the outcome of corporate battles.
STRATEGY & TIMING ARE THE HIMALAYAS OF MARKETING.