These forces would attack weak points in enemy defensive lines driving a breach in defenses allowing armored divisions to rapidly penetrate and roam behind enemy lines causing shock and disorganisation among the enemy defenses. Blitzkrieg tactics were based on speed, coordination and maneuver; the major ability of this approach was to force large mobile forces through weak points in the enemy defensive lines causing havoc allowing pincer movements to squeeze disorientated units and damage to static lines.

With large formations cut off from communication and logistics, pressure was then placed on individual units behind the main line. German air power prevented the enemy from adequately resupplying or redeploying forces unable to send reinforcements to seal breaches in the front. Troops would then encircle opposing troops to force surrender or face annihilation.

What I enjoy about military strategy and business strategy is the tactics are somewhat similar in nature. I am not going to be invading Poland or France, the tactics are modified to business situations that require coordination, maneuver and multiple waves of attack to breach weak points in a business. After all, the tactics were born out of the necessity to prevent the loss of resources so prevalent in static lines.

The static line may be good or service a competing business offers and holding a position of market dominance, to launch a frontal attack on that business would result in a loss of financial resources. A prolonged price war may be viewed as similar to the trench warfare of WWI damaging all businesses involved and should be avoided at all costs. Instead, a series of products may be introduced into a market with some products used as loss leaders to gain a market penetration without taking the whole corporation on instead isolating certain products. 

Profits are limited on certain lines only; as such, the market leader may drop prices on competing products to counter such moves but a rational business manager wouldn’t drop prices across the board on all lines. Instead, the rational manager may allow the offensive business to gain market share on certain lines that are less profitable.

The larger business might then attempt to squeeze margins on this particular product using their market dominance to attempt to shut down this business. The offensive business is then targeting a more profitable line after attacking margins on a number of lines with the market leader less likely to engage in a price war on highly profitable lines instead giving up some market share but maintaining profit margins.