“ Don’t fight a difficult battle just to win in the Risky Zone”
When you launch new brand in Big pharma
As with everything in business, it’s imperative that you find the best positioning for your competitive advantage, which means identifying the intersection of what your customer wants, what you do best, and which exceeds the abilities of your competition. This will increase your probability of success and place you in the Winning Zone.
The Winning Zone
You should see where your competitive advantage is best suited for success. As you always want to position your brand to its best advantage, finding the segment where your brand meets the needs of your customers and is also out of reach of your competitors is the “winning spot” where you should apply most of your resources and efforts. It doesn’t make any sense to fight a difficult battle just to win in the Risky Zone. Instead, place your focus where it will do the most good by securing a market foothold so you can later extend your success from there.
Many Marketing Strategists Choose The Dominant Player Strategy
Every market usually has a dominant player, a brand that dominates the market. This brand has been in the market for many years and has built an army of loyal and highly satisfied customers. Overcoming the presence of the dominant player will require a great deal of effort, resources and time to establish enough positive experiences among the customers to become strong enough to challenge the advantages of the dominant player’s position.
Is your brand strong enough to challenge the dominant player and win?
It’s risky to compete head-to-head with the market leader, and you’ll need to pull out all your big guns to gain market share. It can be done but will require enormous resources, and the results are dubious because you’re doing battle in the Risky Zone.
Unfortunately, many marketing strategists like to play the dominant player strategy more often than is necessary, especially with their newly launched brands. I believe this comes from a need to impress their senior executives with their power, courage and presence rather than from thoughtful strategic analysis.
