Smart Flanker : local brands are by-default does not have a strong local advantage

Smart Flanker are local brands which by-default does not have a strong local advantage as knowledge and understanding of the local market, which refers to the process of local wisdom, or the use of local ingredients unique. In addition, in terms of finance, human resources, management, and technology brands in this group still can not match the ability global players who are in a position of global best practice.

That is, in terms of company size and the amount of capital, the ability of operations management, marketing, human resources, etc., also in terms of the sophistication of technological mastery of local players in this group are relatively disadvantaged. Scale enterprises SMEs, local players in the region, the region's banks, or the company is still family managed traditionally, have to play the role of the smart flanker.

Due to the limitation of strategic resources, the flanker smart players can not compete with the direct opposite way (head to head) against global players. Inevitably they have to play dodge strategy (flanking) and create a rule of the game itself is difficult to enter and rivaled by global players.

Creative
Because of this disadvantage, the innovation and creativity in developing unique strategies and business models, as well as creating a competitive position (competitive position) is different to win a key factor. When their resources are limited, then the biggest asset the companies in this group is creativity: creativity is the currency of success Flankers smart.

Not surprisingly, the players are smart flanker companies are able to steal market share through creative approaches. Call it smart restaurant DCost the value of his approach; Ranch Market with a blue ocean strategy approach, or MAK with a guerrilla marketing approach.

If local challenger facing a global player in an offensive way (attacking) by utilizing the unique experiences they have (read the Giant Beat, 2013), then the opposite flanker smart players avoid direct clash with global players.

Why is that? Because direct clash will certainly result in an unequal fight (David vs. Goliath games), which is so easy to guess who the winners and losers. Art plays a role as a flanking player is what makes the competition among these players pull observed.

Flanking
Flanking strategy is a marketing strategy which was adopted the concept of military strategy. Bottom line, if you have limited resources and lopsided than the competition, then you have to minimize defeat by avoiding direct confrontation. The basic principle is: rather than take a competitor head-on, you look for an area that is uncontested.

In the marketing world, flanking strategy is generally done using the following three principles:

Avoid Confrontations, ie avoid direct confrontation and clash with pesiang. Flanking movement generally conducted in areas devoid of direct war with the target competitor. Powerful tool for doing this strategy is to perform segmentation approach that is different from the dominant competitor. The art of defining segmentation approach is key to success flanker player.

DCost try to avoid competition with blood (red ocean market) by taking a unique position as a value innovator. With the concept of Five Star Quality, Price Street, DCost offer quality seafood menu (feel good, comfortable place, fast service, etc..) With consumers at an affordable price. DCost also avoid direct confrontation in conducting marketing communications campaign that brought the format out of the box and go against the grain.

Move Quickly and Quietly, that is moving quickly and quietly so that no competitor terendus by elephants. Due to fast and not teredus, then this movement is generally mengasilkan surprise attack by a landslide that could knock down a giant player though. The element of surprise is worth more than a thousand tanks, is believed to be an expression of its value by the great warlord.

In the times of the first operation early 2000s, Lion Air is a tremendous player flanker. He did not move quickly and terendus opponent while starting low fare strategy (low rates), which was launched when he opened the route Jakarta-Medan in 2001. The low price strategy coupled with efficiency in flight (inflight) a no frills service (without food). Shape, replaced rice bread save about Rp 12 thousand / passengers no longer have to use aluminum foil.

Dont Be Threatening, which gave rise to the motion as gently as possible so as not to trigger action big threat to competitors. With the abundant resources of the current dominant competitor made in order to always be in the comfort zone (comfort zone) and that they had never thought to counterattack.

When he knew that the battle would be disproportionate power in 2000, Mega Mainstay Kalasan (MAK), hospital equipment manufacturer based in Yogyakarta Kalasan, deliberately away from Jakarta, as the market is most ripe for diperbutkan. With MAK pretty shy away from the dominant players, Paramaount from Japan, go to the district hospital across the country in order not to be a direct threat.

Being a diminutive player is not a curse. Very limited conditions that would make you think smart and creative style Smart Flanker.