| If a customer perceives a competitor to be | | | | places; areas of expertise, quality of support, their |
| superior - they are. | | | | ‘caring' factor when the stuff hits the fan, |
| All the time and effort our experts spend on | | | | that slow delivery that gets slower and slower. |
| competitive analysis doesn't give us market truth. | | | | You'll find out about all these Achilles Heels – |
| Reality comes from what our audiences believe. | | | | as you build trust with your audience. |
| What you learn from your markets, about | | | | 2. Identify their sweet spot. Every competitor has |
| yourselves and your competitors is what matters. | | | | one market that they own. One of the strongest |
| Focus on customer perspective if you want to | | | | competitive strategies is to graciously give them |
| grow. But what do we need to know about our | | | | that market space – especially if it's a |
| competition to be successful? And how do we | | | | complicated market that will keep them busy. If |
| find the right information – and then apply it in | | | | they can win hands down, don't try to beat them. |
| the best ways possible? | | | | Focus on other markets where you can win. Be |
| You ask the right questions of the right people. | | | | gracious as you pigeon hole them into that |
| Don't make things more complex by diving into all | | | | industry segment or customer problem. You can |
| the trivia, examining every minute detail about | | | | claim a very different and larger segment as your |
| your competition. Focus your analysis on two key | | | | own. If there isn't enough market to give them |
| aspects, and leave the rest of the details behind. | | | | their space while retaining a sizable opportunity for |
| 1. Identify their Achilles Heel. Everyone has an | | | | yourself – then you might want to rethink |
| underbelly - including your competition. The trick is | | | | your choice of markets. A limited market isn't |
| to choose the weakness that maps to your | | | | usually the best growth opportunity – unless |
| specific market focus. Picking five competitive | | | | it's a stepping stone to a much larger segment. |
| ‘silver bullets' that aren't important to your | | | | When it comes right down to it, the only that |
| buyers doesn't do you much good. Picking the | | | | really matters is what our buyers think. Focused |
| right point of focus can win the game. | | | | customer assessment is the best way to learn |
| Sometimes you need one focus per market, | | | | the truth about ourselves, our competitors and |
| sometimes there's one weakness that you can | | | | what we really need to enhance our future |
| play across all your audiences. But be sure to | | | | success. |
| focus – attacking multiple potential | | | | Forget the " me too" followers approach. Change |
| weaknesses to find one that sticks is not a good | | | | your view, follow your customers and lead your |
| strategy. Explore beyond product offerings. | | | | market! |
| Underbellies show up in the most unexpected | | | | |