Guerilla strategy in Marketing
It is used against a larger, stronger and well entrenched opponent who cannot be attacked directly
without great losses. Surprise, Speed and Stealth are essential prerequisites of a guerilla attack, just like in flanking. It is also industry specific. If you are in the automobile industry and if you want to take on Toyota in some market segment, you will need very much larger resources for launching a guerilla attack. However, if you want to be a guerilla player in the wet shaving
market to fight against Gillette, then you may not require so much of resources. However, all
guerillas will be required to follow the principles of guerilla marketing.
Since low end guerilla marketers generally do not have much resource, it is necessary to defend
the small turf at all costs. It needs concentration and focus. A Guerilla marketer must not try to
get into other established markets dominated by bigger players.
A guerilla marketer must be very frugal and keep the overheads absolutely low. No private jets,
fancy cars and private parking. A guerilla organization must never behave like a big company. A
guerilla marketer must be lean and mean, literally. Most guerilla marketers move into areas
vacated by large companies because the volumes are not economical for the big ones.
Low end guerilla marketing was possible in the past but has become increasingly difficult
because of global economies of scale. China with its vast human resources, low costs and huge
manufacturing base can afford to carryon this strategy in many low cost and mundane products.
Amongst all guerilla options, high end offers maximum opportunities but requires larger
resources. Rolls Royce, Bentley and Ferrari are the high end guerillas in the auto industry. The
Swiss manufacturers like Rolex, Tag Heur, Tissot and Omega are such guerillas in the watch
industry. Every industry has a high end guerilla. The usual positioning is the perceived appeal to
status and vanity in people, especially the ‘nouveau riche’. It is used in a derogatory manner
about people who have become suddenly rich but not rich traditionally. However, it is not
necessary to be dealing with super luxury automobiles or watches to be called a high end guerilla.
There are sufficient people in the world who fall for such gimmicks, out of snob value.
Large food chains like Pizza Hut, Dominos, McDonalds, KFC and Hotel Chains like Quality and
Days Inns generally use local and regional guerillas to expand their markets. It is a win-win
strategy for both the giant as well as the local guerilla. The guerilla gets the marketing support of
a big brand. Guerillas can join together and fight the big ones in some areas by surrounding,
snapping and biting all the time. One advantage most guerillas have is that big players leave them
alone not out of compassion but due to the fear of guerillas hollering blue murder. As a result,
strong arm tactics are never used against the guerillas by the giants. The various options for
guerilla marketing are: Geographical, Demographics, Products both -low end and high end
products and Franchising.
The guerillas do not survive in the long run. They will invariably sell out to larger companies or
get taken over because they have become big guerillas. After a certain stage in size, the small
companies have to think big. Guerilla marketing is suitable only for small niche players.
© May, 2007. www.madgopes.com. All rights reserved.
Guerilla Tactics and Startegy in Marketing - To learn more about this author, visit Madhavan T Gopalachary's Website.
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Madhavan T Gopalachary
(Visit Madhavan's Website)
Madhavan Gopalachary, nick name "madgopes"
(g pronounced as in go) given by IIT
classmates, is a Mechanical Engineer and
an alumnus of Indian Institute of
Technology, Madras having passed out
specializing in IC Engines &
Thermodynamics.
He has nearly 35 years of experience in
the Corporate World. He started off as a
trainee and handled sales, marketing,
manufacturing, product management, profit
center management, strategic planning and
corporate development including R & D in
various organizations and at various
levels before becoming a CEO. His last two
professional assignments were at CEO level
before embarking to start management
consultancy business on January 01, 1998.
He has worked for British, Swedish MNCs as
well as very large Indian business houses.
He has spent a large portion of his time
from June 1998 till date in East African
Countries practicing as an independent
Management Consultant.
More details can be obtained at the
following web sites:
mmg.name
/mtg.html;
mmgconsu
lting.biz/
Madhavan's articles can be accessed at www.madgopes.com
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