| Being from a generation that inspired harmless | | | | away. |
| children's games like Tic, Tac, Toe, | | | | That was it. |
| Ring-around-the-rosy and later Battleship, it became | | | | Let me ask you - if you were a CEO or Senior |
| clear later on in life that these games had applicability | | | | Manager in this situation - how comfortable would you |
| to business. Of course, they took on different meaning | | | | be that your primary people that interface directly with |
| and had more serious implications. The game of Tic, | | | | the target prospects and customers everyday |
| Tac, Toe has an interesting and predictable outcome, | | | | (representing your firm) were prepared to do battle |
| once you play it often and have an equal adversary - | | | | and end-up the Winner? If anything, it would seem that |
| it is called stalemate. No matter how you initiate the | | | | you would be Victim not Victor - providing the |
| game, the outcome is the same - both players end-up | | | | Competitor put more energy and brainpower into |
| in a draw. Just like real-world business, right? Not | | | | developing a campaign (professionally) to exploit you. |
| exactly, however the desire in a business setting is to | | | | There are a few quick questions to ask, at this point: |
| have an opponent that is less capable and possibly | | | | How much do your people really know about the |
| weak and vulnerable. That way the GAME - would be | | | | Competition? |
| predictable and the Victor could walk away with all the | | | | (That includes fundamentals: Company history, |
| rewards. | | | | financials, useful stats, value proposition, product mix, |
| No pressure, little effort. | | | | sales tactics, make-up of the distribution channel and |
| Only if today's volatile Market Jungle worked that way. | | | | key Alliances, unique capabilities, breadth of customer |
| The challenge is that Competitors are not a roll-over | | | | base, product roadmap, technology directions - futures, |
| and most companies approach the Game, with either | | | | etc.) |
| arrogance or fear. | | | | How does your firm respond when a Prospect refers |
| Either approach does not get the Win. | | | | to the Competition? |
| There are many articles, books and seminars that | | | | (Especially, if they ask you just to list three areas |
| profess the new wave approach to business - | | | | where your firm outshines them) |
| minimize the focus on the competition -avoid being | | | | A useful exercise is to walk in unnanounced into your |
| preoccupied with them -rather concentrate on your | | | | Sales Bullpen and pose these questions to your key |
| own strengths, unique capabilities and provide | | | | people - you will probably go into cardiac arrest, when |
| something distinguishable, which will stimulate | | | | you recover from their responses. |
| Customers to beat a path to your door. | | | | It's not their fault - they are mature and proven |
| The Market will be yours. | | | | professionals - it is likely that there has not been |
| Great promise and it has become fashionable. | | | | enough attention put on these areas. Does your |
| Certainly, there are examples where this has worked - | | | | company invest in some level of training (consistently) |
| even examples where natural enemies collaborated, | | | | to allow your Team to keep pace and stay on top of |
| which is commonplace in the Defense and Military | | | | Competitors' movements? |
| Market. | | | | Incidentally - having a Product Manager or Director of |
| However, show me a successful company (that | | | | Marketing get up at an annual Sales Meeting and have |
| means sustainable, not a one-trick pony ride) that | | | | a pre-wired, template that shows "worthless data" |
| ignored Competitive influences and tactics and I'll show | | | | about the competition that is probably a year old and |
| you (consistently) a train wreck. | | | | flawed - is a tragedy. |
| How much attention should a company put on the | | | | Has your Company ever put a program or campaign |
| competition? | | | | in-place, which was designed to generate new |
| It depends on the dynamics of your Target segment | | | | business at your competitors' expense? |
| or niche and your company's appetite? | | | | If so, what was the outcome? |
| Do you seek leadership/dominance or are you | | | | If not, why not? |
| satisfied being a participant or an also-ran? The | | | | This should be an element of your standard marketing |
| sentiments of your Senior Management Team or Top | | | | mix. |
| Dog (CEO) are also critical to defining and shaping | | | | Children's games are harmless or that is what we are |
| molding how the rest of the organization views the | | | | made to believe, however what happens when they |
| Competition (and what they do about it). | | | | are carried into our mature business life? |
| Years ago, most organizations that we interfaced with | | | | Let's hope that Tic, Tac Toe does not turn into |
| would confirm that they were on-top of their | | | | Hangman in your Competitive circle. |
| competitors - meaning they were savvy and | | | | In today's financial meltdown and tough Market |
| conversant about the competition. | | | | Economy, it is critical that there is a resurgence and |
| When we dug-in, we discovered that their Marketing, | | | | focus on the Competitive element. |
| Sales and Distribution Network had a few soundbites | | | | Define the customer's problem in your terms and you |
| about the Competitor, but were not equipped to | | | | have a chance to Win. |
| outpoint and outmaneuver them. | | | | Allow the Competition to define the problem in their |
| There were soft indications that the Competition had | | | | terms and "shame on you." What is your Company's |
| some feature set advantages or that they were using | | | | scorecard on how well you are doing? |
| price tactics or unethical practices to take the business | | | | |