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How to Not Execute Guerrilla Warfare


By Kevin Wang

The product development team managed to bring out the spectrum analyzer with incremental speed improvements and lower cost hardware than analyzers from the two competitors. However, due to the Company's limited expertise in RF and our system integration challenges, we were experiencing quality and reliability issues that threatened to undermine customer confidence.


How Strategic Marketing Course Concepts Apply
Facing two large entrenched players in the RF Analyzer market, we strived to take a relatively "sneaky" approach to the launch so as not to attract competitor attention. We did not go public with the product launch until we had an initial order and a press release endorsement from the Innovator customer, and shortly thereafter we received an order from the Early Adopting Opinion Leading customer.


Following the principle of finding a small enough market segment to defend, our objective was to execute the product launch using Guerrilla Warfare strategy.


In addition to customer-by-customer targeting, we focused by application - a new standard within wireless called CDMA where the competitors were not as pervasive as they were in the existing alternative standard, GSM. The Company also pursued a geographical focus on China and narrowed account targets to domestic China customers (as opposed to traditional multi-national customers manufacturing cell phones in China) who were ramping up in CDMA and did not have legacy GSM manufacturing systems issues to consider. The Company believed that delivery of an integrated RF test system would be particularly valuable to these domestic customers who were aiming at the local China end market, and were excited to implement their own test system designs and processes for the first time.