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One fundamental need of business executives: to obtain sufficiently reliable estimates of the likely revenues and profits from making a strategic move.

The article explains how to make more reliable estimates of the real targets for the company’s offering.

What often leads to revenue estimates that are way off is to attempt to identify some average willingness-to-pay.

“‘Competitors’ include those that may be unknown to the company and, in the case of a new-to-the-world offering, providers of substitute solutions.

As well-informed customers today have more choices than ever, careful customer analysis is of paramount importance to minimize the risks that can be managed and, as a result, maximize the chances of making successful strategic choices.

Managers have become wary of launching fighter brands. But they should not give up on a fighter brand strategy altogether: under certain conditions a fighter brand can be effective, if it is correctly positioned.

The authors’ decision-making framework to help managers think through the specific design of a fighter brand is supported by field experience in designing and successfully launching fighter brands. 10; The framework takes managers through four steps. 10;

A fighter brand can be designed to combat, and ideally eliminate, low-price competitors while protecting an organization’s premium-price offerings.

Identifying must-have features “must-haves” is at the core of the fighter brand framework.

If a company’s strategists can identify at least one unique must-have feature for the value segment with high certainty, and remove it from the fighter brand targeted at the price segment, the risk of cannibalization is minimal.