"Five Examples of Offensive Strategy & Defensive Strategy''

Assignment (02)
“Five Examples of Offensive Strategy & Defensive Strategy’’
Prepared for:
Dr. Md. Zahid Hossain
Adjoin Faculty
MBA program
Course Name: Strategic Management
Prepared by:
Md. Foysal Mia
2020-1-91-022
Course Code: MGT 600
Course Name: Strategic Management
East West University

Examples of Offensive Strategy:
• Leapfrog competitors
– be a first adopter of next-generation technologies, or
– be first to market with next-generation products
• Pursue continuous product innovation when rivals are not innovative
• Pursue disruptive product innovation to create new markets
• Adopt and improve on good ideas of other firms (rivals or otherwise)
Examples of Defensive Strategy:
• Participate in technologies that are alternatives to those pursued by rivals
• Introduce new features, add new models, or broaden the product line to close gaps / niches rivals may pursue
• Maintain economy-priced models and options
• Lengthen warranties.
• Preempt rivals by making early announcements about new products or price changes
• Challenge quality or safety of rivals’ products
• Offer volume discounts, financing terms, and exclusive agreements with distributors that are better than rivals’
Here I am comparing to my company Midland Bank ltd.
Offensive Strategies Example

1. End-run offensives:
Seeking unoccupied markets. Example: we are doing increase the number of branches or acquiring or merging with other banks,
insurance companies or building societies. Agencies or satellite branches could also be used.
2. Market Penetration:
This strategy aims at attracting new customers from the market that the firm is already in. It is undoubtedly the most popular
strategy among financial services. A bank that has identified its market and the market's needs, and has set formal marketing
objectives, is able to plan the marketing mix in the best possible way. A well-planned market penetration strategy will also win
new customers through its better understanding of their needs, a situation that allows management to work on important matters
such as image, to emphasize the right segments and services, and to make better sales contacts. Market penetration strategy also
refers to the increase of the 'usage rate' of its branches and services by new or existing customers in existing markets. The
Bradford and Bingley Building Society employed this strategy for over 15 years.
3.New Market Strategy:

This strategy is aimed at widening a firm's appeal in order to attract customers from market segments that the financial
organization has not concentrated on in the past. Such a strategy may either attempt to attract new types of customer.
4. Market-Leader Strategy:
This strategy can only be employed by very large, dominant financial services firms. In addition to having a strong distribution
network, being large the firms enjoy the benefits accruable from economies of scale. These in turn allow the organizations to
protect their market shares, or indeed to expand and become even more dominant. Dominant financial services firms, for example
Halifax Building Society, have an influential role in the industry by virtue of their size. Their promotional activities, based on a
well-established reputation, put them in the position of 'guardians' of the industry, particularly with respect to prices and
promotional intensity. The market leader's objective is to remain in that position. This objective can be broken down into three
sub-objectives: to increase the total market share; to protect current market share; to increase current market share. In order to
achieve a high market share, banks often enter into confrontation, that is, conduct promotional and price wars. Alternatively they
may form strategic alliances.
5. Market-Challenger Strategies:
Market challengers may challenge the market leader by using a 'direct attack ‘strategy, a 'back-door' strategy or a 'guppy'
strategy. The direct attack strategy is usually carried out by major competitors in the same segments, who employ challenging
price policies and service innovations. The 'back-door' strategy refers to the utilization of various market segments, channels of
distribution and so on. 'Guppy' strategy means challenging minor competitors in the industry, for example by accepting banking
or insurance business associated with the higher levels of risk and harassment (legal or other) of smaller financial firms and so
on. Cooperation with other financial advisers or service organizations is another possibility. The major objective of a financial
services organization pursuing this strategy is to capture the major market share. This can obviously be done by challenging the
market leader, other runners-up, or smaller firms. The decision as to which financial services firms to challenge is based on the
discovered weaknesses of these competitors. Overall, this strategy is characterized by aggressiveness of marketing tactics.
Typically, banks or building societies that follow this strategy are those that are ambitiously trying to grow as fast as they can.
They tend to be innovative and opportunistic in their marketing approach and are sensitive to changes and developments in their
market and in the trade.
Defensive Strategy Example
1. Market-Follower Strategy:
Adopting a market-follower strategy means acceptance of the status. The financial services firm does not challenge the market
leader(s), but attempts to maintain its market share by a strategy aimed at retaining customers and winning a share of new ones.
This strategy must be carried out by exploiting a set of target markets to which the firm can bring a distinct advantage, perhaps in
terms of location or the specialist services offered. In general, market followers possess strong management who give priority to
profitability rather than market share.
2. Market-Niche Strategy:
As the name suggests, such a strategy aims to take advantage of various niches that exist in the market. This is done through
specialization. The markets here are relatively small and tend to be beyond the interests of large financial service firms. To
smaller firms, however, such niches can be both safe and profitable. Smaller banks, for example, may adopt market-niche
strategies to avoid clashing with the major banks. These banks attempt to find and occupy market niches that have been either
overlooked or ignored by the bigger banks. Financial services selecting a niche strategy specialize either in a smaller market
segment (for example the Coutts Bank in the UK focuses on the nobility, the Royal family and other very rich customers), or in a
narrow line of products so as to offer greater efficiency to the market. For example there are banks that specialize in providing
corporate services, international financial services and so on. If, for example, a small insurance company depends heavily on
part-time agents for its selling efforts and does not possess sufficient resources, personnel, distribution systems and so on, for
expansion, it is very likely that the company will embark on a niche strategy.
3. Participate in technologies:
Participate in technologies that are alternatives to those pursued by rivals. Example: We are starting Automation Process.
4. Innovation:
Introduce new features, add new models, or broaden the product line to close gaps / niches rivals may pursue. We are starting
new product line sunflower oil with new features.
5. Preemptive competitive strategies:

Preempt rivals by making early announcements about new products or price changes. Example: when our product price change,
we are announcements before 15 days. We are not compromise our service or quality.

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Assignment (02)

“Five Examples of Offensive Strategy & Defensive Strategy’’

Dr. Md. Zahid Hossain

Course Name: Strategic Management

Md. Foysal Mia

Course Code: MGT 600

Course Name: Strategic Management

East West University

Here I am comparing to my company Midland Bank ltd.

Offensive Strategies Example

3.New Market Strategy:

Defensive Strategy Example

5. Preemptive competitive strategies:

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