Employ a low-cost leadership strategy and pursue a competitive advantage keyed to having lower
costs and selling at lower prices than rivals.
• Employ a differentiation strategy that sets your company’s footwear apart from rival brands based on
such attributes as a higher S/Q rating, more models/styles to select from, and such marketing
attributes as more advertising, greater celebrity appeal, higher mail-in rebates or a bigger network of
retail outlets carrying the company’s brand.
• Employ a more value for the money strategy (providing 7-star footwear at lower prices than other 7-star
brands) where your competitive advantage is an ability to incorporate appealing attributes
(styling/quality and wide selection) at a lower cost than rivals.
• Focus your strategic efforts on being the clear market leader in one or more market segments—
wholesale sales to footwear retailers, Internet sales, or private-label footwear sales to chain retailers.
• Focus your company’s strategic efforts on gaining sales and market share in one or two geographic
regions as compared to the other regions (perhaps because you have highly efficient plants in one or
two regions that give you a cost advantage over rivals in those markets).
• Pursue essentially the same strategy worldwide or else have regional strategies tailored to match the
differing competitive conditions and actions of rivals in North America, Europe-Africa, the Asia-Pacific,
and Latin America.
The Business Strategy Game has no built-in bias that favors any one strategy over all the others.
Most any well-conceived, well-executed competitive approach is capable of succeeding, provided it is not
overpowered or stymied by the strategies and actions of your competitors.