Crushing The Competition
Shifting Primal Instincts Into Strategic Advantages
In sales and marketing, the concept of competition often conjures images of fierce battles and the relentless pursuit of dominance. The notion that one must crush their competition to succeed is a prevalent mindset, especially observable at industry conferences where companies take defensive stances, avoiding engagement with so-called rivals. However, this approach is not only outdated but also overlooks the strategic advantages of viewing competitors through a more nuanced lens.
Simon Sinek, a thought leader in organizational psychology, introduced the concept of identifying "worthy rivals" instead of viewing competition as adversaries to be vanquished. This perspective draws on the ancient wisdom of Sun Tzu, who emphasized the importance of knowing both oneself and one's opponents. The fixation on crushing the competition is a simplistic reaction rooted in primal instincts—akin to the fervor of sports fans who experience a roller coaster of emotions based on their team's fortunes. While this visceral reaction to competition is natural, it belies a deeper opportunity for strategic engagement and mutual growth.
The Reality of Competition in Sales
The idea of crushing competitors fails to acknowledge the complex realities of market dynamics. True competition is about alignment with customer needs, not merely outmaneuvering rivals. The companies that succeed are those that understand and meet these needs more effectively than others. This means that losses and wins are part of the natural ebb and flow of business, reflecting a better match between a competitor's offering and the customer's requirements rather than a definitive judgment of superiority.
The Myth of Permanence and the Fluidity of Industry Relationships
Another critical oversight of the crush-the-competition mentality is the assumption of permanence. The belief that one's current company or position is the final destination is a fallacy in today's rapidly evolving business landscape. Industries are remarkably fluid, with professionals often moving between companies, including those once deemed competitors. This reality underscores the short-sightedness of viewing competition with hostility rather than recognizing the potential for future collaboration.
Additionally, most industries exhibit a degree of interconnectedness that makes them, for lack of a better term, somewhat incestuous. Today's rival could be tomorrow's colleague, and the relationships fostered, even among competitors, can become valuable assets in one's professional network. This interconnectedness calls for a strategic approach to competition, where understanding and respect replace animosity and short-term victories.
A Strategic Approach to Competition
Adopting a strategic approach to competition involves several key shifts in perspective:
Identify Worthy Rivals: Recognize competitors who push you to improve and innovate. These entities are not threats but catalysts for growth and self-improvement.
Focus on Customer Alignment: Success in sales is about aligning with customer needs more effectively than others. This focus shifts the goal from defeating competitors to serving customers better.
Embrace the Fluidity of Industry Dynamics: Acknowledge the transient nature of business roles and the potential for future collaborations with competitors.
Cultivate Professional Relationships: Build respectful relationships with peers in the industry, including competitors, recognizing the potential for mutual benefit and collaboration.
Openly Embracing Competition
The traditional perspective of competition, often viewed as a fierce battle for supremacy, represents a simplistic approach. Adopting this new perspective shifts the focus from merely striving to overcome rivals to a more sophisticated understanding of market dynamics, the transient nature of business roles, and the value of industry relationships. By acknowledging the importance of aligning with customer needs and the potential for collaboration with those once considered adversaries, we can collectively strengthen our businesses.