Competitor Best Quotes

The crucial part of running any kind of successful business is to keep an eye on your competitors, watch what they’re doing right and what they’re doing wrong.

I have a very simple rule when it comes to management: hire the best people from your competitors, pay them more than they were earning, and give them bonuses and incentives based on their performance. That’s how you build a first-class operation.

Show me an organization in which employees take ownership, and I will show you one that beats its competitors.

laws of economics. It creates aggressive competition within its own ranks, but does its best to remove all outside competitors. That’s what multi-nationals are all about,

I’m a competitor. I once placed fifth in a bottle of whiskey.

For the most part, the best opportunities now lie where your competitors have yet to establish themselves, not where they're already entrenched. Microsoft is struggling to adapt to that new reality.

You feel ownership over your creation, your invention, and your ideas. But if you don’t legally claim them, you’re donating them to the public—or to competitors. Say you’ve come up with a solution to a problem. Protecting that potentially valuable IP creates a limited monopoly to keep people out. It’s like zone defense in basketball. IP rights help you own your zone—your competitive space where no one else can score. If the best offense is a great defense, then no offense is the worst.

Here, as so often, the best defense is a good offense. If you can develop technology that’s simply too hard for competitors to duplicate, you don’t need to rely on other defenses. Start by picking a hard problem, and then at every decision point, take the harder choice.

Striving to 'be the best' is overrated & not smart. Grow to become only 1% better than your top competitor in your chosen field(s) of expertise.

I just always expect the best because I'm a competitor and if I'm competing, then obviously I'm trying to be better in everything.

And then there was that key point in On the Origin of Species. That crucial point that somehow both David and before him Francis Galton had missed. What does Darwin say is the best way of building a strong species, of allowing it to endure into the future, to withstand the blows of Chaos in all her mighty forms—flood, drought, rising sea levels, fluctuating temperatures, invasions of competitors, predators, pests? Variation. Variation in genes, and hence in behavior and physical traits. Homogeneity is a death sentence. To rid a species of its mutants and outliers is to make that species dangerously vulnerable to the elements.

When the reward is the activity itself—deepening learning, delighting customers, doing one’s best—there are no shortcuts. The only route to the destination is the high road. In some sense, it’s impossible to act unethically because the person who’s disadvantaged isn’t a competitor but yourself.

You are a worthy competitor, the best rival I ever encountered, it is an honour to be your opponent, you are better than me at many things, but you cannot beat me at politeness.

Markets mean patrons, buyers, consumers. There is under capitalism one way to wealth: to serve the consumers better and cheaper than other people do. But in the shop and factory, the owner—or in the corporations, the representative of the shareholders, the president—is the boss. The mastership is merely apparent and conditional. He is subject to the supremacy of the consumer. The consumer is king—the real boss—and the manufacturer is done for if he does not outstrip his competitors in best serving the consumers. It was this great economic transformation that changed the face of the world.

The practice of that which is ethically best—what we call goodness or virtue—involves a course of conduct which, in all respects, is opposed to that which leads to success in the cosmic struggle for existence. In place of ruthless self-assertion it demands self-restraint; in place of thrusting aside, or treading down, all competitors, it requires that the individual shall not merely respect, but shall help his fellows... It repudiates the gladiatorial theory of existence... Laws and moral precepts are directed to the end of curbing the cosmic process.

Six Telltale Signs of a Winning Strategy 1) An activity system that looks different from any competitor's system. It means you are tempting to deliver value in a distinctive way. 2) Customers who absolutely adore you, and noncustomers who can't see why anybody would buy from you. This means you have been choiceful. 3) Competitors who make a good profit doing what they are doing. It means your strategy has left where-to-play and how-to-win choices for competitors, who don't need to attack the heart of your market to survive. 4) More resources to spend on an ongoing basis than competitors have. This means you are winning the value equation and have the biggest margin between price and costs and best capacity to add spending to take advantage of an opportunity to defend your turf. 5) Competitors who attack one another, not you. It means that you look like the hardest target in the (broadly defined) industry to attack. 6) Customers who look first to you for innovations, new products, and service enhancement to make their lives better. This means that your customers believe that you are uniquely positioned to create value for them.

An Incoherent Strategy When a company’s value curve looks like a bowl of spaghetti—a zigzag with no rhyme or reason, where the offering can be described as “low-high-low-low-high-low-high”—it signals that the company doesn’t have a coherent strategy. Its strategy is likely based on independent substrategies. These may individually make sense and keep the business running and everyone busy, but collectively they do little to distinguish the company from the best competitor or to provide a clear strategic vision. This is often a reflection of an organization with divisional or functional silos.

Professional investment may be likened to those newspaper competitions in which the competitors have to pick out the six prettiest faces from a hundred photographs, the prize being awarded to the competitor whose choice most nearly corresponds to the average preferences of the competitors as a whole; so that teach competitor has to pick not those faces which he himself finds prettiest, but those which he thinks likeliest to catch the fancy of the other competitors, all of whom are looking at the problem from the same point of view. It is not a case of choosing those which, to the best of one's judgement are really the prettiest, nor even those which average opinion genuinely thinks the prettiest. We have reached the third degree where we devote our intelligences to anticipating what average opinion expects the average opinion to be. And there are some, I believe, who practice the fourth, fifth and higher degrees.

the brain becomes literal when we do the flip side of empathy.10 It’s painful watching a hated competitor succeed, and we activate the ACC at that time. Conversely, if he fails, we gloat, feel schadenfreude, get pleasure from his pain, and activate dopaminergic reward pathways. Forget “Your pain is my pain.” Your pain is my gain.

Stripped of the kind of judgments that are at the very heart of the idea of "credit", shot through with bad faith, [the mortgage broker's] work is now predicated on irresponsibility, rooted in the absence of community. Whatever lingering fiduciary consciousness he may have has become a liability, given the general rush to irresponsibility by his competitors. The work cannot sustain him as a human being. Rather, it damages the best part of him, and it becomes imperative to partition work off from the rest of life.

What is weak, emphasize as strong. Not sure how to pronounce a word? Then say it loudly with confidence. If technology is outdated, the company board of directors will spend fortunes advertising that their products are the newest and best. To finance the lies, the board will fire a third of the employees, making stock prices go up. Then, before customers disconnect and go to competitors, the company will have made enough money on its lies to buy a startup company with new technology. But, of course, the new technology should not be a backdoor for thieves.

Beautiful women like Neila are not interested in competitors. Without a doubt she would prefer a man with the means to display her beauty to its best advantage over a man whose beauty rivalled hers.

Elite athletes know something that most people don’t—adversity is the best thing that can happen to you. The competitors here at the Games know that humans only improve through adversity by embracing short-term pain.

In a Permacapital Economy, businesses are born and businesses die. When businesses are providing value to customers and society, and doing so with fair prices, better than their competitors - they remain alive. When businesses are unable or unwilling to provide value to customers and society and are overpriced and worse than competitors - they die. The process is determined by what is best for society, naturally, by the various mechanisms at play in the Permacapital Economy.

I want to be the very best competitor I can be. The Bible says, "Whatever your hand finds to do, do it with all your might, for in the grave, where you are going, there is neither working nor planning nor knowledge nor wisdom" (Ecclesiastes 9:10).

The Peacemaker Colt has now been in production, without change in design, for a century. Buy one to-day and it would be indistinguishable from the one Wyatt Earp wore when he was the Marshal of Dodge City. It is the oldest hand-gun in the world, without question the most famous and, if efficiency in its designated task of maiming and killing be taken as criterion of its worth, then it is also probably the best hand-gun ever made. It is no light thing, it is true, to be wounded by some of the Peacemaker’s more highly esteemed competitors, such as the Luger or Mauser: but the high-velocity, narrow-calibre, steel-cased shell from either of those just goes straight through you, leaving a small neat hole in its wake and spending the bulk of its energy on the distant landscape whereas the large and unjacketed soft-nosed lead bullet from the Colt mushrooms on impact, tearing and smashing bone and muscle and tissue as it goes and expending all its energy on you. In short when a Peacemaker’s bullet hits you in, say, the leg, you don’t curse, step into shelter, roll and light a cigarette one-handed then smartly shoot your assailant between the eyes. When a Peacemaker bullet hits your leg you fall to the ground unconscious, and if it hits the thigh-bone and you are lucky enough to survive the torn arteries and shock, then you will never walk again without crutches because a totally disintegrated femur leaves the surgeon with no option but to cut your leg off. And so I stood absolutely motionless, not breathing, for the Peacemaker Colt that had prompted this unpleasant train of thought was pointed directly at my right thigh. Another thing about the Peacemaker: because of the very heavy and varying trigger pressure required to operate the semi-automatic mechanism, it can be wildly inaccurate unless held in a strong and steady hand. There was no such hope here. The hand that held the Colt, the hand that lay so lightly yet purposefully on the radio-operator’s table, was the steadiest hand I’ve ever seen. It was literally motionless. I could see the hand very clearly. The light in the radio cabin was very dim, the rheostat of the angled table lamp had been turned down until only a faint pool of yellow fell on the scratched metal of the table, cutting the arm off at the cuff, but the hand was very clear. Rock-steady, the gun could have lain no quieter in the marbled hand of a statue. Beyond the pool of light I could half sense, half see the dark outline of a figure leaning back against the bulkhead, head slightly tilted to one side, the white gleam of unwinking eyes under the peak of a hat. My eyes went back to the hand. The angle of the Colt hadn’t varied by a fraction of a degree. Unconsciously, almost, I braced my right leg to meet the impending shock. Defensively, this was a very good move, about as useful as holding up a sheet of newspaper in front of me. I wished to God that Colonel Sam Colt had gone in for inventing something else, something useful, like safety-pins.

In the copy he brought to Kathryn Dalzell, he had underlined one particular passage in which Walton described borrowing the best ideas of his competitors. Bezos’s point was that every company in retail stands on the shoulders of the giants that came before it.

At a nearby table, two men in suits were discussing the gymnastics final in booming voices. “She never would have won if the Russians hadn’t boycotted,” the man insisted. “It’s not a victory if the best players aren’t there.” Sam asked his mother whether she thought the man with the loud voice was right. “Hmm.” Anna sipped her iced tea and then she rested her chin in her hands, which Sam had learned to recognize as her philosophizing gesture. Anna was a great talker, and it was one of the most profound pleasures of young Sam’s life to discuss the world and its mysteries with his mother. No one took him, and his queries, more seriously than she did. “Even if what he says is true, I think it’s still a victory,” she said. “Because she won on this day, with this particular set of people. We can never know what else might have happened had other competitors been there. The Russian girls could have won, or they could have gotten jet-lagged and choked.” Anna shrugged. “And this is the truth of any game—it can only exist at the moment that it is being played. It’s the same with being an actor. In the end, all we can ever know is the game that was played, in the only world that we know.

UN-Impressive Acts of Indiscretion • Forwarding other people's emails without getting permission. • Throwing other people under the bus to save yourself. • Talking loudly, being boorish and insensitive to the others around you. • Flagrant cheating. • Burning bridges. • Talking smack. • Dissing your competitor to your customer. • Oversharing and revealing too much personal information about yourself and others. • Breaking trust by sharing someone else’s secrets. • Being passive-aggressive to manipulate a situation or person. • Saying one thing and doing another. • Being two-faced. • Lying by omission. • Dispensing bulls#@%!

Who really is your best competitor? More importantly, what are they doing strategically and operationally that is better than you? Where and how do they outperform you? What could you learn from them and do differently?” Looking at the best competitor, no matter which company it might be, provides helpful insights into the multiple ways to win.

Small-business leaders need all the friends we can get. It’s much better business to develop loyal associates and friends, and even develop exclusive relationships, when possible, so the best performers won’t provide services or supplies to your competitors. Make enemies of them, and they’ll want to help your competitors. They’ll even be driven to do so.

Yet what happens if the greedy shoemaker increases his profits by paying employees less and increasing their work hours? The standard answer is that the free market would protect the employees. If our shoemaker pays too little and demands too much, the best employees would naturally abandon him and go to work for his competitors. The tyrant shoemaker would find himself left with the worst labourers, or with no labourers at all. He would have to mend his ways or go out of business. His own greed would compel him to treat his employees well.

Elite athletes know something that most people don’t—adversity is the best thing that can happen to you. The competitors here at the Games know that humans only improve through adversity by embracing short-term pain. Ensuring there is no struggle, no challenge, and staying in your wheelhouse is a recipe for spinning your wheels without improving. It’s the days when you have to do things that scare you, when you have to take risks, when you have to push against challenge and difficulty—those are the days that make you stronger, faster, and better overall.

THE 12 COMMANDMENTS OF BOSSES’ DIRTY WORK How to Implement Tough Decisions in Effective and Humane Ways Do not delay painful decisions and actions; hoping the problem will go away or that someone else will do your dirty work rarely is an effective path. Assume that you are clueless, or at least have only a dim understanding, of how people judge you and the dirty work that you do. Implement tough decisions as well as you can – even if they strike you as wrong or misguided. Or get out of the way and let someone else do it. Do everything possible to communicate to all who will be affected how distressing events will unfold, so they can predict when bad things will (and will not) happen to them. Explain early and often why the dirty work is necessary. Look for ways to give employees influence over how painful changes happen to them, even when it is impossible to change what will happen to them. Never humiliate, belittle, or bad-mouth people who are the targets of your dirty work. Ask yourself and fellow bosses to seriously consider if the dirty work is really necessary before implementing it. Just because all your competitors do it, or you have always done it in the past, does not mean it is wise right now. Do not bullshit or lie to employees, as doing so can destroy their loyalty and confidence, along with your reputation. Keep your big mouth shut. Divulging sensitive or confidential information can harm employees, your organization, and you, too. Refrain from doing mean-spirited things to exact personal revenge against employees who resist or object to your dirty work. Do not attempt dirty work if you lack the power to do it right, no matter how necessary it may seem.

What happened? Many things. But the overriding problem was this: The auto industry got too comfortable. As Intel cofounder Andy Grove once famously proclaimed, “Only the paranoid survive.” Success, he meant, is fragile—and perfection, fleeting. The moment you begin to take success for granted is the moment a competitor lunges for your jugular. Auto industry executives, to say the least, were not paranoid. Instead of listening to a customer base that wanted smaller, more fuel-efficient cars, the auto executives built bigger and bigger. Instead of taking seriously new competition from Japan, they staunchly insisted (both to themselves and to their customers) that MADE IN THE USA automatically meant “best in the world.” Instead of trying to learn from their competitors’ new methods of “lean manufacturing,” they clung stubbornly to their decades-old practices. Instead of rewarding the best people in the organization and firing the worst, they promoted on the basis of longevity and nepotism. Instead of moving quickly to keep up with the changing market, executives willingly embraced “death by committee.” Ross Perot once quipped that if a man saw a snake on the factory floor at GM, they’d form a committee to analyze whether they should kill it. Easy success had transformed the American auto

Toyota wasn’t really worried that it would give away its “secret sauce.” Toyota’s competitive advantage rested firmly in its proprietary, complex, and often unspoken processes. In hindsight, Ernie Schaefer, a longtime GM manager who toured the Toyota plant, told NPR’s This American Life that he realized that there were no special secrets to see on the manufacturing floors. “You know, they never prohibited us from walking through the plant, understanding, even asking questions of some of their key people,” Schaefer said. “I’ve often puzzled over that, why they did that. And I think they recognized we were asking the wrong questions. We didn’t understand this bigger picture.” It’s no surprise, really. Processes are often hard to see—they’re a combination of both formal, defined, and documented steps and expectations and informal, habitual routines or ways of working that have evolved over time. But they matter profoundly. As MIT’s Edgar Schein has explored and discussed, processes are a critical part of the unspoken culture of an organization. 1 They enforce “this is what matters most to us.” Processes are intangible; they belong to the company. They emerge from hundreds and hundreds of small decisions about how to solve a problem. They’re critical to strategy, but they also can’t easily be copied. Pixar Animation Studios, too, has openly shared its creative process with the world. Pixar’s longtime president Ed Catmull has literally written the book on how the digital film company fosters collective creativity2—there are fixed processes about how a movie idea is generated, critiqued, improved, and perfected. Yet Pixar’s competitors have yet to equal Pixar’s successes. Like Toyota, Southern New Hampshire University has been open with would-be competitors, regularly offering tours and visits to other educational institutions. As President Paul LeBlanc sees it, competition is always possible from well-financed organizations with more powerful brand recognition. But those assets alone aren’t enough to give them a leg up. SNHU has taken years to craft and integrate the right experiences and processes for its students and they would be exceedingly difficult for a would-be competitor to copy. SNHU did not invent all its tactics for recruiting and serving its online students. It borrowed from some of the best practices of the for-profit educational sector. But what it’s done with laser focus is to ensure that all its processes—hundreds and hundreds of individual “this is how we do it” processes—focus specifically on how to best respond to the job students are hiring it for. “We think we have advantages by ‘owning’ these processes internally,” LeBlanc says, “and some of that is tied to our culture and passion for students.

One article on reproductive strategies was titled "Sneaky Fuckers." Kya laughed. As is well known, the article began, in nature, usually the males with the most prominent secondary sexual characteristics, such as the biggest antlers, deepest voices, broadest chests, and superior knowledge secure the best territories because they have fended off weaker males. The females choose to mate with these imposing alphas and are thereby inseminated with the best DNA around, which is passed on to the female's offspring- one of the most powerful phenomena in the adaptation and continuance of life. Plus, the females get the best territory for their young. However, some stunted males, not strong, adorned, or smart enough to hold good territories, possess bags of tricks to fool the females. They parade their smaller forms around in pumped-up postures or shout frequently- even if in shrill voices. By relying on pretense and false signals, they manage to grab a copulation here or there. Pint-sized male bullfrogs, the author wrote, hunker down in the grass and hide near an alpha male who is croaking with great gusto to call in mates. When several females are attracted to his strong vocals at the same time, and the alpha is busy copulating with one, the weaker male leaps in and mates one of the others. The imposter males were referred to as "sneaky fuckers." Kya remembered, those many years ago, Ma warning her older sisters about young men who overrevved their rusted-out pickups or drove jalopies around with radios blaring. "Unworthy boys make a lot of noise," Ma had said. She read a consolation for females. Nature is audacious enough to ensure that the males who send out dishonest signals or go from one female to the next almost always end up alone. Another article delved into the wild rivalries between sperm. Across most life-forms, males compete to inseminate females. Male lions occasionally fight to the death; rival bull elephants lock tusks and demolish the ground beneath their feet as they tear at each other's flesh. Though very ritualized, the conflicts can still end in mutilations. To avoid such injuries, inseminators of some species compete in less violent, more creative methods. Insects, the most imaginative. The penis of the male damselfly is equipped with a small scoop, which removes sperm ejected by a previous opponent before he supplies his own. Kya dropped the journal on her lap, her mind drifting with the clouds. Some female insects eat their mates, overstressed mammal mothers abandon their young, many males design risky or shifty ways to outsperm their competitors. Nothing seemed too indecorous as long as the tick and the tock of life carried on. She knew this was not a dark side to Nature, just inventive ways to endure against all odds. Surely for humans there was more.

In the absence of expert [senior military] advice, we have seen each successive administration fail in the business of strategy - yielding a United States twice as rich as the Soviet Union but much less strong. Only the manner of the failure has changed. In the 1960s, under Robert S. McNamara, we witnessed the wholesale substitution of civilian mathematical analysis for military expertise. The new breed of the "systems analysts" introduced new standards of intellectual discipline and greatly improved bookkeeping methods, but also a trained incapacity to understand the most important aspects of military power, which happens to be nonmeasurable. Because morale is nonmeasurable it was ignored, in large and small ways, with disastrous effects. We have seen how the pursuit of business-type efficiency in the placement of each soldier destroys the cohesion that makes fighting units effective; we may recall how the Pueblo was left virtually disarmed when it encountered the North Koreans (strong armament was judged as not "cost effective" for ships of that kind). Because tactics, the operational art of war, and strategy itself are not reducible to precise numbers, money was allocated to forces and single weapons according to "firepower" scores, computer simulations, and mathematical studies - all of which maximize efficiency - but often at the expense of combat effectiveness. An even greater defect of the McNamara approach to military decisions was its businesslike "linear" logic, which is right for commerce or engineering but almost always fails in the realm of strategy. Because its essence is the clash of antagonistic and outmaneuvering wills, strategy usually proceeds by paradox rather than conventional "linear" logic. That much is clear even from the most shopworn of Latin tags: si vis pacem, para bellum (if you want peace, prepare for war), whose business equivalent would be orders of "if you want sales, add to your purchasing staff," or some other, equally absurd advice. Where paradox rules, straightforward linear logic is self-defeating, sometimes quite literally. Let a general choose the best path for his advance, the shortest and best-roaded, and it then becomes the worst path of all paths, because the enemy will await him there in greatest strength... Linear logic is all very well in commerce and engineering, where there is lively opposition, to be sure, but no open-ended scope for maneuver; a competitor beaten in the marketplace will not bomb our factory instead, and the river duly bridged will not deliberately carve out a new course. But such reactions are merely normal in strategy. Military men are not trained in paradoxical thinking, but they do no have to be. Unlike the business-school expert, who searches for optimal solutions in the abstract and then presents them will all the authority of charts and computer printouts, even the most ordinary military mind can recall the existence of a maneuvering antagonists now and then, and will therefore seek robust solutions rather than "best" solutions - those, in other words, which are not optimal but can remain adequate even when the enemy reacts to outmaneuver the first approach.

Men are preoccupied with a woman's youth. Men want wives who are pretty, attractive, beautiful, gorgeous, comely, lovely, ravishing, and glamorous. Men seek attractive women as mates not simply for their reproductive value but also as signals of status to same sex competitors and to other potential mates. Although most men place a premium on beauty, it is clear that not all men success in satisfying their desires. Men who lack the status and resources that women want, for example, generally have the most difficult time attracting food looking young women and must settle for less than their ideal. Indeed, a man's occupational status seems to be the best predictor of the attractiveness of the woman he marries. Men who are in a position to get what they want often partners up with a young, attractive woman.

After Standard Oil Company founder John D. Rockefeller became the richest man in the world, he offered gardening advice to a group of young men at a Brown University Bible study. He told his admiring audience, “The American Beauty Rose can be produced in the splendor and fragrance which bring cheer to its beholder only by sacrificing the early buds which grow up around it. This is not an evil tendency in business. It is merely the working-out of a law of nature and a law of God.” Rockefeller's audacious winner-take-all metaphor about the American Beauty rose was a description of how Standard Oil had bested its competitors. The clumsy reference to God at the end of the remarks was a meager attempt to morally sanction the ideas of philosopher Herbert Spencer, who had recently seduced the robber baron community by adapting scientific ideas like “survival of the fittest” into a loose form of Social Darwinism that defined Gilded Age business.

I would note how much this universal desire for reputation, honors, and preferences, which consumes us all, exercises and compares talents and strengths, how much it excites and multiplies the passions, and—by making all men competitors, rivals, or rather, enemies—how many reverses, successes, and catastrophes of every type it daily causes this ardor to be talked about, this frenzy to distinguish ourselves that almost always keeps us outside ourselves, to which we owe what is best and worst among men, our virtues and our vices, our sciences and our errors, our conquerors and our philosophers—that is, a multitude of bad things as against a small number of good ones. Finally, I would prove that if one sees a handful of powerful and rich men at the height of glory and fortune while the crowd grovels in obscurity and misery, it is because the former value the things they enjoy only to the extend that the latter are deprived of them, and that, without any change in their status, they would cease to be happy if the people ceased to be miserable.

I've defined myself, privately and abstractly, by my brief, intense years as an athlete, a swimmer. I practiced five or six hours a day, six days a week, eating and sleeping as much as possible in between. Weekends were spent either training or competing. I wasn't the best; I was relatively fast. I trained, ate, traveled, and showered with the best in the country, but wasn't the best; I was pretty good. I liked how hard swimming at that level was- that I could do something difficult and unusual. Liked knowing my discipline would be recognized, respected, that I might not be able to say the right things or fit in, but I could do something well. I wanted to believe that I was talented; being fast was proof. Though I loved racing, the idea of fastest, of number one, of the Olympics, didn't motivate me. I still dream of practice, of races, coaches and blurry competitors. I'm drawn to swimming pools, all swimming pools, no matter how small or murky. When I swim now, I step into the water as though absentmindedly touching a scar. My recreational laps are phantoms of my competitive races

The 8 Play Personalities The Collector loves to gather and organise, enjoying activities like searching for rare plants, or rummaging around in archives or garage sales. The Competitor enjoys games and sports, and takes pleasure in trying their best and winning. The Explorer likes to wander, discovering new places and things they’ve never seen, through hiking, road tripping and other adventures. The Creator finds joy in making things, and can spend hours every day drawing, painting, making music, gardening and more. The Storyteller has an active imagination and uses their imagination to entertain others. They’re drawn to activities like writing, dance, theatre and role-playing games. The Joker endeavours to make people laugh, and may play by performing stand-up, doing improv, or just pulling a lot of pranks to make you smile. The Director likes to plan, organise and lead others, and can fit into many different roles and activities, from directing stage performances to running a company, to working in political or social advocacy. The Kinesthete finds play in physical activities like acrobatics, gymnastics and free running.

per hour. Handbrake knew that he could keep up with the best of them. Ambassadors might look old-fashioned and slow, but the latest models had Japanese engines. But he soon learned to keep it under seventy. Time and again, as his competitors raced up behind him and made their impatience known by the use of their horns and flashing high beams, he grudgingly gave way, pulling into the slow lane among the trucks, tractors and bullock carts. Soon, the lush mustard and sugarcane fields of Haryana gave way to the scrub and desert of Rajasthan. Four hours later, they reached the rocky hills surrounding the Pink City, passing in the shadow of the Amber Fort with its soaring ramparts and towering gatehouse. The road led past the Jal Mahal palace, beached on a sandy lake bed, into Jaipur’s ancient quarter. It was almost noon and the bazaars along the city’s crenellated walls were stirring into life. Beneath faded, dusty awnings, cobblers crouched, sewing sequins and gold thread onto leather slippers with curled-up toes. Spice merchants sat surrounded by heaps of lal mirch, haldi and ground jeera, their colours as clean and sharp as new watercolor paints. Sweets sellers lit the gas under blackened woks of oil and prepared sticky jalebis. Lassi vendors chipped away at great blocks of ice delivered by camel cart. In front of a few of the shops, small boys, who by law should have been at school, swept the pavements, sprinkling them with water to keep down the dust. One dragged a doormat into the road where the wheels of passing vehicles ran over it, doing the job of carpet beaters. Handbrake honked his way through the light traffic as they neared the Ajmeri Gate, watching the faces that passed by his window: skinny bicycle rickshaw drivers, straining against the weight of fat aunties; wild-eyed Rajasthani men with long handlebar moustaches and sun-baked faces almost as bright as their turbans; sinewy peasant women wearing gold nose rings and red glass bangles on their arms; a couple of pink-faced goras straining under their backpacks; a naked sadhu, his body half covered in ash like a caveman. Handbrake turned into the old British Civil Lines, where the roads were wide and straight and the houses and gardens were set well apart. Ajay Kasliwal’s residence was number

Wherever there are right and wrong answers to important questions, there will be better or worse ways to get those answers, and better or worse ways to put them to use. Take child rearing as an example: How can we keep children free from disease? How can we raise them to be happy and responsible members of society? There are undoubtedly both good and bad answers to questions of this sort, and not all belief systems and cultural practices will be equally suited to bringing the good ones to light. This is not to say that there will always be only one right answer to every question, or a single, best way to reach every specific goal. But given the inescapable specificity of our world, the range of optimal solutions to any problem will generally be quite limited. While there might not be one best food to eat, we cannot eat stones—and any culture that would make stone eating a virtue, or a religious precept, will suffer mightily for want of nourishment (and teeth). It is inevitable, therefore, that some approaches to politics, economics, science, and even spirituality and ethics will be objectively better than their competitors (by any measure of “better” we might wish to adopt), and gradations here will translate into very real differences in human happiness.

The evidence for the cognitive interpretation of the above-average effect is that when people are asked about a task they find difficult (for many of us this could be “Are you better than average in starting conversations with strangers?”), they readily rate themselves as below average. The upshot is that people tend to be overly optimistic about their relative standing on any activity in which they do moderately well. I have had several occasions to ask founders and participants in innovative start-ups a question: To what extent will the outcome of your effort depend on what you do in your firm? This is evidently an easy question; the answer comes quickly and in my small sample it has never been less than 80%. Even when they are not sure they will succeed, these bold people think their fate is almost entirely in their own hands. They are surely wrong: the outcome of a start-up depends as much on the achievements of its competitors and on changes in the market as on its own efforts. However, WYSIATI plays its part, and entrepreneurs naturally focus on what they know best—their plans and actions and the most immediate threats and opportunities, such as the availability of funding. They know less about their competitors and therefore find it natural to imagine a future in which the competition plays little part.

I’ve had the best time! The spirit here is incredible. It’s competitive, to be sure, but everyone supports each other. I was getting advice from men I was about to go against right up to the very moment the competitions began.” “That’s wonderful,” Joanna said and handed him a mug of lemonade. “You look absolutely awful.” “I showered,” he replied, a bit defensively. “She means the bruises,” Kassandra said. She thought “awful” was going too far, for the truth was, he looked magnificent. He was a bit battered, however, as was to be expected. All the competitors were the same. “These are nothing,” he insisted, gesturing to the livid black-and-blue splotches with which he was adorned, and with the enthusiasm of a boy, added, “I won two silver bracelets. Here.” He handed one to each of them and beamed as they put them on. “Thank you,” Joanna said sweetly and leaned over to kiss his cheek. Kassandra stared at the bracelet, turning it round and round her wrist. In her quarters, there were chests fitted with silk-lined drawers that held precious jewels given to her because she was a princess. She wore them on occasion and enjoyed them. But never had she received anything so lovely as that simple silver bracelet won by sweat and skill in the Games. “It’s very nice,” she said, and felt his gaze even as she refused to meet it.

The myriad activities that go into creating, producing, selling, and delivering a product or service are the basic units of competitive advantage. Operational effectiveness means performing these activities better—that is, faster, or with fewer inputs and defects—than rivals. Companies can reap enormous advantages from operational effectiveness, as Japanese firms demonstrated in the 1970s and 1980s with such practices as total quality management and continuous improvement. But from a competitive standpoint, the problem with operational effectiveness is that best practices are easily emulated. As all competitors in an industry adopt them, the productivity frontier—the maximum value a company can deliver at a given cost, given the best available technology, skills, and management techniques—shifts outward, lowering costs and improving value at the same time. Such competition produces absolute improvement in operational effectiveness, but relative improvement for no one. And the more benchmarking that companies do, the more competitive convergence you have—that is, the more indistinguishable companies are from one another. Strategic positioning attempts to achieve sustainable competitive advantage by preserving what is distinctive about a company. It means performing different activities from rivals, or performing similar activities in different ways.

While David runs the financial end of the Rockefeller dynasty, Nelson runs the political. Nelson would like to be President of the United States. But, unfortunately for him, he is unacceptable to the vast majority of the grass roots of his own party. The next best thing to being President is controlling a President. Nelson Rockefeller and Richard Nixon are supposed to be bitter political competitors. In a sense they are, but that still does not preclude Rockefeller from asserting dominion over Mr. Nixon. When Mr. Nixon and Mr. Rockefeller competed for the Republican nomination in 1968, Rockefeller naturally would have preferred to win the prize, but regardless of who won, he would control the highest office in the land. You will recall that right in the middle of drawing up the Republican platform in 1960, Mr. Nixon suddenly left Chicago and flew to New York to meet with Nelson Rockefeller in what Barry Goldwater described as the "Munich of the Republican Party." There was no political reason why Mr. Nixon needed to crawl to Mr. Rockefeller. He had the convention all sewed up. The Chicago Tribune cracked that it was like Grant surrendering to Lee. In The Making of the President, 1960, Theodore White noted that Nixon accepted all the Rockefeller terms for this meeting, including provisions "that Nixon telephone Rockefeller personally with his request for a meeting; that they meet at the Rockefeller apartment…that their meeting be secret and later be announced in a press release from the Governor, not Nixon; that the meeting be clearly announced as taking place at the Vice President's request; that the statement of policy issuing from it be long, detailed, inclusive, not a summary communiqué." The meeting produced the infamous "Compact of Fifth Avenue" in which the Republican Platform was scrapped and replaced by Rockefeller's socialist plans. The Wall Street Journal of July 25, 1960, commented: "…a little band of conservatives within the party…are shoved to the sidelines… [T]he fourteen points are very liberal indeed; they comprise a platform akin in many ways to the Democratic platform and they are a far cry from the things that conservative men think the Republican Party ought to stand for…" As Theodore White put it: "Never had the quadrennial liberal swoop of the regulars been more nakedly dramatized than by the open compact of Fifth Avenue. Whatever honor they might have been able to carry from their services on the platform committee had been wiped out. A single night's meeting of the two men in a millionaire's triplex apartment in Babylon-by-the-Hudson, eight hundred and thirty miles away, was about to overrule them; they were exposed as clowns for all the world to see." The whole story behind what happened in Rockefeller's apartment will doubtless never be known. We can only make an educated guess in light of subsequent events. But it is obvious that since that time Mr. Nixon has been in the Rockefeller orbit.

Effective off-sites provide executives an opportunity to regularly step away from the daily, weekly, even monthly issues that occupy their attention, so they can review the business in a more holistic, long-term manner. Topics for reflection and discussion at a productive Quarterly Off-Site Review might include the following: Comprehensive Strategy Review: Executives should reassess their strategic direction, not every day as so many do, but three or four times a year. Industries change and new competitive threats emerge that call for different approaches. Reviewing strategies annually or semiannually is usually not often enough to stay current. Team Review: Executives should regularly assess themselves and their behaviors as a team, identifying trends or tendencies that may not be serving the organization. This often requires a change of scenery so that executives can interact with one another on a more personal level and remind themselves of their collective commitments to the team. Personnel Review: Three or four times a year, executives should talk, across departments, about the key employees within the organization. Every member of an executive team should know whom their peers view as their stars, as well as their poor performers. This allows executives to provide perspectives that might actually alter those perceptions based on different experiences and points of view. More important, it allows them to jointly manage and retain top performers, and work with poor performers similarly. Competitive and Industry Review: Information about competitors and industry trends bleeds into an organization little by little over time. It is useful for executives to step back and look at what is happening around them in a more comprehensive way so they can spot trends that individual nuggets of information might not make clear. Even the best executives can lose sight of the forest for the trees when inundated with daily responsibilities.

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Navy Seals Stress Relief Tactics (As printed in O Online Magazine, Sept. 8, 2014) Prep for Battle: Instead of wasting energy by catastrophizing about stressful situations, SEALs spend hours in mental dress rehearsals before springing into action, says Lu Lastra, director of mentorship for Naval Special Warfare and a former SEAL command master chief.  He calls it mental loading and says you can practice it, too.  When your boss calls you into her office, take a few minutes first to run through a handful of likely scenarios and envision yourself navigating each one in the best possible way.  The extra prep can ease anxiety and give you the confidence to react calmly to whatever situation arises. Talk Yourself Up: Positive self-talk is quite possibly the most important skill these warriors learn during their 15-month training, says Lastra.  The most successful SEALs may not have the biggest biceps or the fastest mile, but they know how to turn their negative thoughts around.  Lastra recommends coming up with your own mantra to remind yourself that you’ve got the grit and talent to persevere during tough times. Embrace the Suck: “When the weather is foul and nothing is going right, that’s when I think, now we’re getting someplace!” says Lastra, who encourages recruits to power through the times when they’re freezing, exhausted or discouraged.  Why?  Lastra says, “The, suckiest moments are when most people give up; the resilient ones spot a golden opportunity to surpass their competitors.  It’s one thing to be an excellent athlete when the conditions are perfect,” he says.  “But when the circumstances aren’t so favorable, those who have stronger wills are more likely to rise to victory.” Take a Deep Breath: “Meditation and deep breathing help slow the cognitive process and open us up to our more intuitive thoughts,” says retired SEAL commander Mark Divine, who developed SEALFit, a demanding training program for civilians that incorporates yoga, mindfulness and breathing techniques.  He says some of his fellow SEALs became so tuned-in, they were able to sense the presence of nearby roadside bombs.  Who doesn’t want that kind of Jedi mind power?  A good place to start: Practice what the SEALs call 4 x 4 x 4 breathing.  Inhale deeply for four counts, then exhale for four counts and repeat the cycle for four minutes several times a day.  You’re guaranteed to feel calmer on any battleground. Learn to value yourself, which means to fight for your happiness. ---Ayn Rand

The Delusion of Lasting Success promises that building an enduring company is not only achievable but a worthwhile objective. Yet companies that have outperformed the market for long periods of time are not just rare, they are statistical artifacts that are observable only in retrospect. Companies that achieved lasting success may be best understood as having strung together many short-term successes. Pursuing a dream of enduring greatness may divert attention from the pressing need to win immediate battles. The Delusion of Absolute Performance diverts our attention from the fact that success and failure always take place in a competitive environment. It may be comforting to believe that our success is entirely up to us, but as the example of Kmart demonstrated, a company can improve in absolute terms and still fall further behind in relative terms. Success in business means doing things better than rivals, not just doing things well. Believing that performance is absolute can cause us to take our eye off rivals and to avoid decisions that, while risky, may be essential for survival given the particular context of our industry and its competitive dynamics. The Delusion of the Wrong End of the Stick lets us confuse causes and effects, actions and outcomes. We may look at a handful of extraordinarily successful companies and imagine that doing what they did can lead to success — when it might in fact lead mainly to higher volatility and a lower overall chance of success. Unless we start with the full population of companies and examine what they all did — and how they all fared — we have an incomplete and indeed biased set of information. The Delusion of Organizational Physics implies that the business world offers predictable results, that it conforms to precise laws. It fuels a belief that a given set of actions can work in all settings and ignores the need to adapt to different conditions: intensity of competition, rate of growth, size of competitors, market concentration, regulation, global dispersion of activities, and much more. Claiming that one approach can work everywhere, at all times, for all companies, has a simplistic appeal but doesn’t do justice to the complexities of business. These points, taken together, expose the principal fiction at the heart of so many business books — that a company can choose to be great, that following a few key steps will predictably lead to greatness, that its success is entirely of its own making and not dependent on factors outside its control.

How Google Works (Schmidt, Eric) - Your Highlight on Location 3124-3150 | Added on Sunday, April 5, 2015 10:35:40 AM In late 1999, John Doerr gave a presentation at Google that changed the company, because it created a simple tool that let the founders institutionalize their “think big” ethos. John sat on our board, and his firm, Kleiner Perkins, had recently invested in the company. The topic was a form of management by objectives called OKRs (to which we referred in the previous chapter), which John had learned from former Intel CEO Andy Grove.173 There are several characteristics that set OKRs apart from their typical underpromise-and-overdeliver corporate-objective brethren. First, a good OKR marries the big-picture objective with a highly measurable key result. It’s easy to set some amorphous strategic goal (make usability better … improve team morale … get in better shape) as an objective and then, at quarter end, declare victory. But when the strategic goal is measured against a concrete goal (increase usage of features by X percent … raise employee satisfaction scores by Y percent … run a half marathon in under two hours), then things get interesting. For example, one of our platform team’s recent OKRs was to have “new WW systems serving significant traffic for XX large services with latency < YY microseconds @ ZZ% on Jupiter.”174 (Jupiter is a code name, not the location of Google’s newest data center.) There is no ambiguity with this OKR; it is very easy to measure whether or not it is accomplished. Other OKRs will call for rolling out a product across a specific number of countries, or set objectives for usage (e.g., one of the Google+ team’s recent OKRs was about the daily number of messages users would post in hangouts) or performance (e.g., median watch latency on YouTube videos). Second—and here is where thinking big comes in—a good OKR should be a stretch to achieve, and hitting 100 percent on all OKRs should be practically unattainable. If your OKRs are all green, you aren’t setting them high enough. The best OKRs are aggressive, but realistic. Under this strange arithmetic, a score of 70 percent on a well-constructed OKR is often better than 100 percent on a lesser one. Third, most everyone does them. Remember, you need everyone thinking in your venture, regardless of their position. Fourth, they are scored, but this scoring isn’t used for anything and isn’t even tracked. This lets people judge their performance honestly. Fifth, OKRs are not comprehensive; they are reserved for areas that need special focus and objectives that won’t be reached without some extra oomph. Business-as-usual stuff doesn’t need OKRs. As your venture grows, the most important OKRs shift from individuals to teams. In a small company, an individual can achieve incredible things on her own, but as the company grows it becomes harder to accomplish stretch goals without teammates. This doesn’t mean that individuals should stop doing OKRs, but rather that team OKRs become the more important means to maintain focus on the big tasks. And there’s one final benefit of an OKR-driven culture: It helps keep people from chasing competitors. Competitors are everywhere in the Internet Century, and chasing them (as we noted earlier) is the fastest path to mediocrity. If employees are focused on a well-conceived set of OKRs, then this isn’t a problem. They know where they need to go and don’t have time to worry about the competition. ==========

The trainers at Uberversity, where new employees underwent a three-day initiation, began schooling everyone on this scenario: a rival company is launching a carpooling service in four weeks. It’s impossible for Uber to beat them to market with a reliable carpool service of its own. What should the company do? The correct answer at Uberversity—and what Uber actually did when it learned about Lyft Line—was “Rig up a makeshift solution that we pretend is totally ready to go so we can beat the competitor to market.” (Andreessen Horowitz, the venture capital firm where I work, invested in Lyft and I am on its board, so I was keenly aware of the dynamic between the companies—and I am decidedly biased.) Those, including the company’s legal team, who proposed taking the time to come up with a workable product, one far better than Uber Pool 1.0, were told “That’s not the Uber way.” The underlying message was clear: if the choice is integrity or winning, at Uber we do whatever we have to do to win. This competitiveness issue also came up when Uber began to challenge Didi Chuxing, the Chinese market leader in ride-sharing. To counter Uber, Didi employed very aggressive techniques including hacking Uber’s app to send it fake riders. The Chinese law on the tactic wasn’t entirely clear. The Chinese branch of Uber countered by hacking Didi right back. Uber then brought those techniques home to the United States by hacking Lyft with a program known as Hell, which inserted fake riders into Lyft’s system while simultaneously funneling Uber the information it needed to recruit Lyft drivers. Did Kalanick instruct his subordinates to employ these measures, which were at best anticompetitive and at worst arguably illegal? It’s difficult to say, but the point is that he didn’t have to—he had already programmed the culture that engendered those measures.

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Thinking about the competition is way too much work.” He smirks at me. “You want to save your mental strength. Priorities, you know?” That’s actually not a bad way to look at it. Okay, so maybe it is lazy when viewed through a certain lens, but he’s also right. I need to prioritize. And that means focusing on doing my personal best rather than freaking myself out wondering what my competitors are doing.

Also, I’ve been meaning to explain this to you. When I show my teeth, it’s not a display of power or dominance. I’m smiling. It means I’m amused or happy.” “Truly?” That astonished him. He never would have made that connection on his own. “Would it trouble you not to clarify this to others? It makes you less imposing.” “Uh, sure. They can keep thinking it’s a scary battle face, I don’t mind.” “Thank you, Terrible One.” “What did I say about working on your endearments?” she snapped. Zylar processed the reaction, but he didn’t understand her outrage. “It is a compliment. You will behold many fearsome competitors in the Choosing, but I do not believe anyone can best you.” “It’s a cultural thing, I get that. But if you want to put a smile on my face, call me sweetheart or baby or…” She stopped talking, likely reading his horror. “Why would I comment on the delectable nature of your organs?” Zylar shuddered delicately. “It’s even worse to infantilize you.” She tilted her head. “Shit, since you put it that way, now I don’t like those options either. Then…just use my name, okay?” “Yes, Beryl. That I will do gladly.” He set off again, pleased with how readily they’d reached a sensible compromise. “What does your name mean?” “It’s a mineral found on Earth. A gemstone, to be precise. The best known types are emerald and aquamarine, but I’m honestly glad my mom didn’t get more specific.” “These gemstones are valuable, yes?” “Some of them. Why?” Ignoring the question, Zylar churred in satisfaction. “You are well named, my unexpected treasure.” “I…thanks.” She ducked her head, and the color of her cheeks shifted, darkening with what looked like it might be an injury. “Are you well enough to compete?” he asked. “We’ll find out.

After reading Hooked, the founders of the Fitbod App targeted a very specific user habit. Unlike competitors who went after vague behaviors like “build a healthy lifestyle,” Fitbod sought to own the internal trigger related to the uncomfortable feeling of uncertainty of not knowing what to do in the gym. Fitbod’s action phase quickly solves the user’s psychological discomfort by providing very specific instructions with a single tap of the app. In Fitbod’s variable rewards phase, discover which exercise to do, how much weight to lift, and how many repetitions to complete to beat their personal best. Finally, the data users enter when they complete an exercise improves the service and loads the next external trigger, thus perpetuating the habit of using the app.

While most of your competitors will run simple text ads, far fewer will invest the time and money into video ads.

Often the Negro business man lacks common sense. The Negro in business, for example, too easily becomes a social “lion.” He sometimes plunges into the leadership in local matters. He becomes popular in restricted circles, and men of less magnetism grow jealous of his inroads. He learns how richer men of other races waste money. He builds a finer home than anybody else in the community, and in his social program he does not provide for much contact with the very people upon whom he must depend for patronage. He has the finest car, the most expensive dress, the best summer home, and so far outdistances his competitors in society that they often set to work in child-like fashion to bring him down to their level.

In fact, there were two key differences between great competitors and good ones: Skill. The best swimmers swim differently than the ones who don’t perform as well. They do their strokes differently; they do their turns differently. These are learned and practiced skills. Attitude. The best swimmers bring a different attitude to their training. They choose to find delight in the parts that other swimmers avoid.

If you only think about products based on what’s hot right now, you’ll eventually be threatened by a mass of competitors, and that’s when profit margins get squeezed. Amazon can be the best place to get started selling products, but if you just look at what’s selling on Amazon and try to sell that, you’ll struggle to build a real business. Why? Well, if someone else sells the same product for $30, you have to sell yours for $28. Then the next person will price his or her product at $26. Now there’s a race to the bottom on profit margin.

One of my mastermind members, Travis Killian, once told me about how he gets products to stand out in a busy, loud marketplace. His answer was simple: “We listen to people. We execute so many split tests, it’s insane. We’ll mock up the product and ask people, Which do you like better? This one or this other one from our competitor? We do that for all the top competitors in the market, all the ones we think have the best products in the niche.” Split testing requires nothing more than asking people which one of two things they like better. That’s it. Show someone two items, and ask for his or her preference. It’s one of those rare things that happens to be simple, easy, and effective. “I remember one time, when we were just starting out,” Travis told me, “we paid one of our friends to go to the mall in Austin, show pictures of our products versus our competitor’s products, and collect survey answers on which one they preferred.” If it sounds like a ton of time and money to pay someone to do inperson surveys and split testing, Travis says that’s not even essential. “When we started out, that’s what we did. Now, we use services online to run constant split tests of our products against our competitors’ products. The most important thing is to get the feedback on why survey respondents have a preference. Why do they like the other guy’s product over mine? That’s the data we really want to collect. We spend our time analyzing that data and applying it to the products—deciding first if the feedback is something we can, and want, to address, and then making changes from there.

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Ripped calluses are manly, but since they make you lose training time, try to avoid them when you do your quick lifts. It is elementary, Watson—you must gradually build up the volume of swings, cleans, and snatches to let your skin adapt. You may want to sandpaper your kettlebell’s handles, as kettlebell sport competitors do. Remove the paint and smooth out the iron. Unlike presses and other grind lifts, swings, cleans, and snatches call for a loose grip. “Hook” the handle with your fingers rather than gripping it. Try to lift in a way that minimally stretches the skin on your palm. Figure it out. Load the calluses at the bases of your fingers as little as possible; let the kettlebell handle glide from the “hook” of the fingers to the heel of the palm and back in a manner that does not pinch the skin at the bases of the fingers. Do not let the calluses get thick and rough. Russian gireviks soak their hands in hot water at night, then thin out and smooth out their calluses with a pumice stone, and finally apply an oily cream or a three-to-one mix of glycerin and ammonia. I hang my head in shame to be giving you metrosexual skin-care advice. Speaks Brett Jones, Senior RKC, who gives his hands the double abuse of kettlebell lifting and extreme gripping feats: “Go out and get Cornhuskers Lotion and use it several times a day. This lotion is unique in that it is not greasy and actually toughens and conditions your skin. At night you may want to use a product that penetrates and moisturizes in a different way. Bag Balm and other heavy (oily) lotions can be used at night and can best be absorbed if you put them on before bed and wear mittens, socks or specially designed gloves available at some health and beauty stores. [Brett, I will take your word for it.]

degrees and teaching positions to the best candidates. If there were a group of better candidates who were being discriminated against, for race or other reasons, then some competitor university would snap them up and reap the benefits. That is how rational actors supposedly behave in a free market: inefficient behavior like racial discrimination is punished by competitors and thus driven out of the marketplace. Therefore, the argument goes, low representation of black, Hispanic, Native American, and other nonwhite students in the profession must be evidence not of discrimination but of differing preferences or abilities among racial groups. (There’s

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It's good to imagine your competitors as strong as possible. It helps you to build yourself as your best version.

It is always best to remember that the people you are dealing with are not competitors, allies, enemies, or friends—they are just people who, like you, have interests, constraints, alternatives, and perspectives (ICAP).

The key is to employ one (or both) strategies; otherwise, you are offering the same thing at the same price as your competitors (and don’t have an advantage). Don’t leave it to chance: have a strategy to offer the price and unique terms or features, so the best renters call you first.

Frankly, I'm a recent convert to the delights of pure plantation chocolate. I adore chocolate in all its many forms, but my current passion is couture chocolates made with the selected beans from single plantations all around the world-- Trinidad, Tobago, Ecuador, Venezuela, New Guinea. Exotic locations, all of them. They are--out and out--the best type of chocolate. In my humble opinion. The Jimmy Choos of the chocolate world. Though truffles are a fierce competitor. (Strictly speaking, truffles are confectionary as opposed to chocolates, but I feel that's making me sound like a chocolate anorak.) Another obsession of mine is Green & Black's chocolate bars. Absolute heaven. I've turned Autumn on to the rich, creamy bars, which she can eat without any guilt, because they're made from organic chocolate and the company practices fair trade with the bean growers. Can't say I'm not a caring, sharing human being, right? When my friend eats the Maya Gold bar, she doesn't have to toss and turn all night thinking about the fate of the poor cocoa bean farmers. I care about Mayan bean pickers, too, but frankly I care more about the blend of dark chocolate with the refreshing twist of orange, perfectly balanced by the warmth of cinnamon, nutmeg and vanilla. Those Mayan blokes certainly know what they're doing. Divine. I hope they have happy lives knowing that so many women depend on them. So as not to appear a chocolate snob, I also shove in Mars Bars, Snickers and Double Deckers as if they're going out of fashion. Like the best, I was brought up on a diet of Cadbury and Nestlé, with Milky Bars and Curly Wurlys being particular favorites---and both of which I'm sure have grown considerably smaller with the passing of the years. Walnut Whips are a bit of a disappointment these days too. They're not like they used to be. Doesn't stop me from eating them, of course---call it product research.

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We have an unshakeable conviction that the long-term interests of shareowners are perfectly aligned with the interests of customers.”2 In other words, while it’s true that shareholder value stems from growth in profit, Amazon believes that long-term growth is best produced by putting the customer first. If you held this conviction, what kind of company would you build? In a talk at the 2018 Air, Space and Cyber Conference, Jeff described Amazon this way: “Our culture is four things: customer obsession instead of competitor obsession; willingness to think long term, with a longer investment horizon than most of our peers; eagerness to invent, which of course goes hand in hand with failure; and then, finally, taking professional pride in operational excellence.” That

Your Competition Has Network Effects, Too To figure out a response, it’s important to acknowledge a common myth about defensibility and moats: that somehow, network effects will magically help you fend off competition. This is a myth repeated again and again in startup pitch presentations to investors and entrepreneurs. It’s a lie that entrepreneurs tell to themselves. It isn’t true—simply having network effects is not enough, because if your product has them, it’s likely that your competitors have them, too. Whether you are a marketplace, social network, workplace collaboration tool, or app store, you are in a “networked category.” It’s intrinsic in these categories that every player is a multi-sided network that connects people, and is governed under the dynamics of Cold Start Theory. Effective competitive strategy is about who scales and leverages their network effects in the best way possible. No wonder we often see smaller players upend larger ones, in an apparent violation of Metcalfe’s Law. If every product in a category can rely on their network, then it’s not about who’s initially the largest. Instead, the question is, who is doing the best job amplifying and scaling their Acquisition, Engagement, and Economic effects. It’s what we see repeatedly over time: MySpace was the biggest social network in the mid-2000s and lost to Facebook, then a smaller, newer entrant with a focus on college networks with stronger product execution. HipChat was ahead in workplace communication, but was upended by Slack. Grubhub created a successful, profitable multibillion-dollar food-ordering company, but has rapidly lost ground to Uber Eats and DoorDash.

Finding the Competitive Levers When there’s a battle between two networks, there are competitive levers that shift users from one into the other—what are they? The best place to focus in the rideshare market was the hard side of the network: drivers. More drivers meant that prices would be lower, attracting valuable high-frequency riders that often comparison shop for fares. Attract more riders, and it more efficiently fills the time of drivers, and vice versa. There was a double benefit to moving drivers from a competitor’s network to yours—it would push their network into surging prices while yours would lower in price. Uber’s competitive levers would combine financial incentives—paying up for more sign-ups, more hours—with product improvements to improve Acquisition, Engagement, and Economic forces. Drawing in more drivers through product improvements is straightforward—the better the experience of picking up riders and routing the car to their destination, the more the app would be used. Building a better product is one of the classic levers in the tech industry, but Uber focused much of its effort on targeted bonuses for drivers. Why bonuses? Because for drivers, that was their primary motivation for using the app, and improving their earnings would make them sticky. But these bonuses weren’t just any bonuses—they were targeted at quickly flipping over the most valuable drivers in the networks of Uber’s rivals, targeting so-called dual apping drivers that were active on multiple networks. They were given large, special bonuses that compelled them to stick to Uber, and every hour they drove was an hour that the other networks couldn’t utilize. There was a sophisticated effort to tag drivers as dual appers. Some of these efforts were just manual—Uber employees who took trips would just ask if the drivers drove for other services, and they could mark them manually in a special UI within the app. There were also behavioral signals when drivers were running two apps—they would often pause their Uber session for a few minutes while they drove for another company, then unpause it. On Android, there were direct APIs that could tell if someone was running Uber and Lyft at the same time. Eventually a large number of these signals were fed into a machine learning model where each driver would receive a score based on how likely they were to be a dual apper. It didn’t have to be perfect, just good enough to aid the targeting.

Keeping up with the trends and developments in your industry is vital. Without knowing the direction of your industry, how your competitors are positioning themselves, or what the demands of your market are, producing a strategy and successful product positioning simply isn’t possible.

During onboarding, a company may hand out a “Sales Playbook” to all new hires. This type of playbook can be a simple PDF document that is stored in the LMS and used to explain the basics of the company and industry, the different buyer personas, and the main competitors.

It happens like this: Something fantastic happens, and you pick up the phone to tell The Competitor. They applaud you momentarily and then they remind you of something they did that was similar, but at a higher level. Every single time. They're so used to doing it that they don't even realize it, and you start telling them your good news less and less. If you tell them that you just got a new job, they'll tell you they've been promoted to Topflight Job Haver of the World. If you say you got an A on your paper, they'll retort that their paper was considered the best in the class. Their superpower is being able to make any good news you have into something about them, and you will eventually realize that they really do not wish you well. Your joy is an ever-present reminder of their failures, and nobody needs that in their life.

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The electronics effort faced even greater challenges. To launch that category, David Risher tapped a Dartmouth alum named Chris Payne who had previously worked on Amazon’s DVD store. Like Miller, Payne had to plead with suppliers—in this case, Asian consumer-electronics companies like Sony, Toshiba, and Samsung. He quickly hit a wall. The Japanese electronics giants viewed Internet sellers like Amazon as sketchy discounters. They also had big-box stores like Best Buy and Circuit City whispering in their ears and asking them to take a pass on Amazon. There were middlemen distributors, like Ingram Electronics, but they offered a limited selection. Bezos deployed Doerr to talk to Howard Stringer at Sony America, but he got nowhere. So Payne had to turn to the secondary distributors—jobbers that exist in an unsanctioned, though not illegal, gray market. Randy Miller, a retail finance director who came to Amazon from Eddie Bauer, equates it to buying from the trunk of someone’s car in a dark alley. “It was not a sustainable inventory model, but if you are desperate to have particular products on your site or in your store, you do what you need to do,” he says. Buying through these murky middlemen got Payne and his fledgling electronics team part of the way toward stocking Amazon’s virtual shelves. But Bezos was unimpressed with the selection and grumpily compared it to shopping in a Russian supermarket during the years of Communist rule. It would take Amazon years to generate enough sales to sway the big Asian brands. For now, the electronics store was sparely furnished. Bezos had asked to see $100 million in electronics sales for the 1999 holiday season; Payne and his crew got about two-thirds of the way there. Amazon officially announced the new toy and electronics stores that summer, and in September, the company held a press event at the Sheraton in midtown Manhattan to promote the new categories. Someone had the idea that the tables in the conference room at the Sheraton should have piles of merchandise representing all the new categories, to reinforce the idea of broad selection. Bezos loved it, but when he walked into the room the night before the event, he threw a tantrum: he didn’t think the piles were large enough. “Do you want to hand this business to our competitors?” he barked into his cell phone at his underlings. “This is pathetic!” Harrison Miller, Chris Payne, and their colleagues fanned out that night across Manhattan to various stores, splurging on random products and stuffing them in the trunks of taxicabs. Miller spent a thousand dollars alone at a Toys “R” Us in Herald Square. Payne maxed out his personal credit card and had to call his wife in Seattle to tell her not to use the card for a few days. The piles of products were eventually large enough to satisfy Bezos, but the episode was an early warning. To satisfy customers and their own demanding boss during the upcoming holiday, Amazon executives were going to have to substitute artifice and improvisation for truly comprehensive selection.

In the past, the states best able to manage events beyond their borders have been those best able to avoid the temptation to overreach. Great powers remain great in large measure because they posses wisdom to temper active involvement in foreign interventions - to remain within the limits of a national strategy that balances ambition with military resources. The first principle of the strategic art states simply that the greatest weight of resources be devoted to safeguarding the most vital interests of the state. If a vital interest is threatened, the survival of the state is threatened. Generally, the most vital interest of a liberal democracy include, first and foremost, preservation of the territorial integrity of the state. The example of the attacks on New York and Washington should send a message to those of similar ambitions that the surest way to focus the wrath of the American people against them would be to strike this country within its borders again. The second strategic priority is the protection of the national economic welfare by ensuring free and open access to markets for vital materials and finished goods. Other important but less vital interests should be defended by the threat of force only as military resources permit. Outside the limits of U.S. territory, the strategic problem defining the geographic limits of U.S. vital interests becomes complex. While the United States may have some interests in every corner of the world, there are certain regions where its strategic interests, both economic and cultural, are concentrated and potentially threatened. These vital strategic "centers of gravity" encompass in the first instance those geographic areas essential to maintaining access to open markets and sources of raw material, principally oil. Fortunately, many of these economically vital centers are secure from serious threat. But a few happen to be located astride regions that have witnessed generations of cultural and ethnic strife. Four regions overshadow all others in being both vital to continued domestic prosperity and continually under the threat of state-supported violence. These regions are defined generally by an arc of territories along the periphery of Eurasia: Europe, the Middle East, South Asia, and north East Asia. For the past several centuries, these regions have been the areanas of the world's most serious and intractable conflicts. Points of collision begin with the intersection of Western and Eastern Christianity and continue southward to mark Islam's incursion into southeastern Europe in the Balkans. The cultural divide countries without interruption across the Levant in an unbroken line of unrest and warring states from the crescent of the Middle East to the subcontinent of South Asia. The fault-line concludes with the divide between China and all the traditional cultural competitors along its land and sea borders. Other countries outside the periphery of Eurasia might, in extreme cases, demand the presence of U.S. forces for peacekeeping or humanitarian operations. But it is unlikely that in the years to come the United States will risk a major conflict that will involve the calculated commitment of forces in a shooting war in regions outside this "periphery of Eurasia," which circumscribes and defines America's global security.

if you share your best ideas with your competitors, it will stimulate you to keep inventing new ones in order to stay on the leading edge of innovation.

It's no accident that marketing professionals often describe it in military language: capturing market share, penetrating the customer base, defeating competitors. It can be declarative, propagandistic, uninvolving. But in its best moments it can also encapsulate a belief, a set of values, even a religion.

Another thing you need to understand is what we now call the “core competencies” of your organization. What are we really good at? What do our customers pay us for? Why do they buy from us? In a competitive, nonmonopolistic market—and that is what the world has become—there is absolutely no reason why a customer should buy from you rather from your competitor. None. He pays you because you give him something that is of value to him. What is it that we get paid for? You may think this is a simple question. It is not. I have been working with some of the world’s biggest manufacturers, producers, and distributors of packaged consumer goods. All of you use their products, even in Slovenia. They have two kinds of customers. One, of course, is the retailer. The other is the housewife. What do they pay for? I have been asking this question for a year now. I do not know how many companies in the world make soap, but there are a great many. And I can’t tell the difference between one kind of soap or the other. And why does the buyer have a preference—and a strong one, by the way? What does it do for her? Why is she willing to buy from one manufacturer when on the same shelves in the United States or in Japan or in Germany they are soaps from other companies? She usually does not even look at them. She reaches out for that one soap. Why? What does she see? What does she want? Try to work on this. Incidentally, the best way to find out is to ask customers not by questionnaire but by sitting down with them and finding out. The most successful retailer I know in the world is not one of the big retail chains. It is somebody in Ireland, a small country about the size of Slovenia. This particular company is next door to Great Britain with its very powerful supermarkets, and all of them are also in Ireland. And yet this little company has maybe 60 percent of the sandwich market. What do they do? Well, the answer is that the boss spends two days each week in one of his stores serving customers, from the meat counter to the checkout counter, and is the one who puts stuff into bags and carries it out to the shoppers’ automobiles. He knows what the customers pay for. But let me go back to the beginning: The place to start managing is not in the plant, and it is not in the office. You start with managing yourself by finding out your own strengths, by placing yourself where your strengths can produce results and making sure that you set the right example (which is basically what ethics is all about), and by placing your people where their strengths can produce results.

Algorithmic profits Algorithmic marketing is allowing companies to do things they couldn’t do before, and some early signs show it can deliver big value, especially in financial or information services. In North America, Amazon.com grew 30 to 40 percent, quarter after quarter, throughout the United States’ 2008-2012 recession, while other major retailers shrank or went out of business. From 2006 to 2010, Amazon spent 5.6 percent of its sales revenue on IT, while rivals Target and Best Buy spent 1.3% and 0.5%, respectively. That investment and focus has yielded increasingly sophisticated recommendation engines that deliver over 35 percent of all sales, an automated e-mail/customer service systems (90 percent are automated, versus 44 percent for the average retailer) that are a key component of its best-in-class customer satisfaction, and dynamic pricing systems that crawl the Web and react to competitor pricing and stock levels by altering prices on Amazon.com, in some cases every 15 seconds.

To the consummate competitor, winning is not the same as beating your opponents. Winning is playing to your absolute best; beating others is a corollary effect, not the primary goal.

Compare net-promoter scores from specific regions, branches, service or sales reps, and customer segments. This often reveals root causes of differences as well as best practices that can be shared. What really counts, of course, is how your company compares with direct competitors. Have your market researchers survey your competitors’ customers using the same method. You can then determine how your company stacks up within your industry and whether your current net-promoter number is a competitive asset or a liability. Improve

These goals are not unique to us. Our best competitors almost certainly have similar, if not identical goals. If we are to outperform them, we don't need a better vision, but a better approach to making it happen.

in studying these systematic aberrations we have to remind ourselves at every turn that their bizarre extravagance covers a discussion, and an offered solution, of the most fundamental of all problems. The nature and origin of evil, of man, of God, the purpose of life and its attainment through living -- these are the problems, theoretical and practical, which the Gnostic interpretation of Christianity claimed to answer. Nor was Gnosticism a mere academic discussion. It offered itself as a religious system. It had its ritual and its observances, its regulations and its officials. It was a formidable competitor to traditional Christianity, and to Gnosticism the Church lost some of its best minds and most energetic spirits. Nor did the influence of the movement end with the second century. That century witnessed a life and death struggle between the Church and the Gnostics which ended in the Gnostics' expulsion from the Church, but the defeated theories survived outside the Church to provide, for centuries yet to come, an undercurrent of influences which never ceased to irritate and disturb the development of Catholic thought.

Google was in the water when the waves of Internet traffic came because it was tinkering with new ideas under the umbrella of Google’s famous “20% Time.” “20% Time” is not Google indigenous. It was borrowed from a company formerly known as Minnesota Mining and Manufacturing, aka 3M, which allowed its employees to spend 15 percent of their work hours experimenting with new ideas, no questions asked. 3M’s “15% Time” brought us, among other things, Post-it Notes. Behind this concept (which is meticulously outlined in an excellent book by Ryan Tate called The 20% Doctrine) is the idea of constantly tinkering with potential trends—having a toe in interesting waters in case waves form. This kind of budgeted experimentation helps businesses avoid being disrupted, by helping them harness waves on which younger competitors might otherwise use to ride past them. It’s helped companies like Google, 3M, Flickr, Condé Nast, and NPR remain innovative even as peer companies plateaued. In contrast, companies that are too focused on defending their current business practice and too fearful to experiment often get overtaken. For example, lack of experimentation in digital media has cost photo brand Kodak nearly $ 30 billion in market capitalization since the digital photography wave overwhelmed it in the late ’90s. The best way to be in the water when the wave comes is to budget time for swimming.

In medicine, prescription before diagnosis is malpractice. Asking the right questions will help you discover a person’s needs and concerns so that you can respond intelligently and appropriately. Yet salespeople, consultants, or managers often try to push their solutions on you before they even know what your needs are. This is a fast way to alienate people and push you toward their competitor, isn’t it?

One thing I have learned as a competitor is that there are clear distinctions between what it takes to be decent, what it takes to be good, what it takes to be great, and what it takes to be among the best. If your goal is to be mediocre, then you have a considerable margin for error. You can get depressed when fired and mope around waiting for someone to call with a new job offer. If you hurt your toe, you can take six weeks watching television and eating potato chips. In line with that mind-set, most people think of injuries as setbacks, something they have to recover from or deal with. From the outside, for fans or spectators, an injured athlete is in purgatory, hovering in an impotent state between competing and sitting on the bench. In my martial arts life, every time I tweak my body, well-intended people like my mother suggest I take a few weeks off training. What they don’t realize is that if I were to stop training whenever something hurt, I would spend my whole year on the couch. Almost without exception, I am back on the mats the next day, figuring out how to use my new situation to heighten elements of my game. If I want to be the best, I have to take risks others would avoid, always optimizing the learning potential of the moment and turning adversity to my advantage. That

Viewing yourself as your toughest competitor is one of the best ways to multiply your results. Go above and beyond when you hit the wall. Another way to multiply your results is pushing past what other people expect of you—doing more than “enough.

DHL covered each package in thermoactive foil. The foil was cooled down below the freezing point, turning the package jet black. So the competitors picked up a large, black package without any reason for alarm. But when temperatures rose, the specialized packaging turned bright yellow, with bold red lettering that read, “DHL IS FASTER.” Before long, competitors were toting around bright packages in DHL’s corporate colors that alerted the public who was the best choice for shipping.

But as Airbnb became huge, with lots of hosts and travelers, it became increasingly common to have to make multiple attempts to nail down a reservation. Meanwhile, Airbnb’s main competitors were no longer other small Internet businesses, but giant hotel corporations such as Hilton, Marriott, and Best Western. And one huge advantage these huge hotel chains offer to travelers is speedy confirmation. Their transactions are fast: by phone or on the Web, you can quickly find out whether rooms are still available and book one for the night you want. That’s because all the rooms in, say, a Hilton are managed by a central computer system, so one call lets you check all the rooms at the same time. Imagine instead if you had to call Hilton to inquire about each room individually. On any given call, the only thing the reservation clerk could tell you was whether, say, room 1226 at the San Francisco Hilton was available for the night you wanted. If not, you had to make another call to find out about room 1227, then another for room 1228. Booking a room with an Airbnb host was a little like that. So Airbnb had to figure out how a market with many hosts offering one room at a time could compete more effectively with hotels. Price was obviously important. But it was the spread of smartphones that helped Airbnb close the speed gap, and that may have mattered even more than price. Today, as hosts manage their reservations on their smartphones, they don’t have to wait until they return home to confirm a booking—they just check their phones. They can also, as soon as the room is booked, immediately update their Airbnb listing to remove its availability. That in turn makes it easier for a traveler searching for a room to find one that’s available, even though he or she still has to query one room at a time. Thus smartphones make the home hosting market work better not just because hosts can respond faster but also because they can update their bookings, which makes them more informative. This, too, reduces congestion (fewer rooms appear to be available, and a room that looks available is more likely to actually be so), and as a result helps travelers search more efficiently, with fewer time-wasting false leads.

Console Wars is a narrative account based on information obtained from hundreds of interviews. Re-creating a story of this nature, which draws from the recollections of a multitude of sources, can often lead to inconsistencies; particularly when dealing with industry competitors and especially when dealing with events that took place more than two decades ago. As such, I have re-created the scenes in this book using the information uncovered from my interviews, facts gathered from supporting documents, and my best judgment as to what version most closely fits the documentary record. In certain situations, details of settings and description have been altered, reconstructed, or imagined. Additionally, most of the dialogue in this book has been re-created based on source recollections of content, premise, and tone. Some of the conversations recounted in this book took place over extended periods of time or in multiple locations, but have been condensed, or reorganized in a slightly different manner, while remaining true to the integrity and spirit of all original discussions.

The status quo is not your friend; in a competitive, down economy, the absence of change means death. Those who coast with current best practices may enjoy a period of time where it works. But if you don’t reinvent yourself, your competitors will do it for you.

kind of forgotten that he was supposed to be my archnemesis. And every time I thought about Brock Benson coming to town, I realized that Drew and I now had something in common. Something big. I did my best to relax and think more clearly about all of this. Why see him as my competitor? Why not just view him as someone who understood my business and had similar goals?

about how quickly they can get a customer off the phone, which in our eyes is not delivering great customer service. Most call centers also have scripts and force their reps to try to upsell customers to generate additional revenue. At Zappos, we don’t measure call times (our longest phone call was almost six hours long!), and we don’t upsell. We just care about whether the rep goes above and beyond for every customer. We don’t have scripts because we trust our employees to use their best judgment when dealing with each and every customer. We want our reps to let their true personalities shine during each phone call so that they can develop a personal emotional connection (internally referred to as PEC) with the customer. Another example of us using the telephone as a branding device is what happens when a customer calls looking for a specific style of shoes in a specific size that we’re out of stock on. In those instances, every rep is trained to research at least three competitors’ Web sites, and if the shoe is found in stock to direct the customer to the competitor.

Meyer summarizes his code of honor as “(1) Show up. (2) Work hard. (3) Be kind. (4) Take the high road.” As he contributed in ways that revealed his skills without spawning jealousy, colleagues began to admire and trust his comedic genius. “People started to see him as somebody who wasn’t just motivated personally,” Tim Long explains. “You don’t think of him as a competitor. He’s someone you can think of on a higher plane, and can trust creatively.” Carolyn Omine adds, “Compared to other writers’ rooms I’ve been in, I would say The Simpsons tends to look longer for jokes. I think it’s because we have writers, like George, who will say, ‘No, that’s not quite right,’ even if it’s late, even if we’re all tired. I think that’s an important quality. We need those people, like George, who aren’t afraid to say, ‘No, this isn’t good enough. We can do better.’” In a classic article, the psychologist Edwin Hollander argued that when people act generously in groups, they earn idiosyncrasy credits—positive impressions that accumulate in the minds of group members. Since many people think like matchers, when they work in groups, it’s very common for them to keep track of each member’s credits and debits. Once a group member earns idiosyncrasy credits through giving, matchers grant that member a license to deviate from a group’s norms or expectations. As Berkeley sociologist Robb Willer summarizes, “Groups reward individual sacrifice.” On The Simpsons, Meyer amassed plenty of idiosyncrasy credits, earning latitude to contribute original ideas and shift the creative direction of the show. “One of the best things about developing that credibility was if I wanted to try something that was fairly strange, people would be willing to at least give it a shot at the table read,” Meyer reflects. “They ended up not rewriting my stuff as much as they had early on, because they knew I had a decent track record. I think people saw that my heart was in the right place—my intentions were good. That goes a long way.

As the Exxon seller said afterward, “Unless you’ve an un-usually good price, you’ve got to have a friend in the account if you want to influence a purchasing agent. And the best friend is the person who’s having the most problems with your competitor.

Suppose that, through legislation (an artificial means) and through a government-run school voucher program (an artificially created market), public schools are privatized. "Natural evolution" will then take place: Schools will have to compete, only the best competitors will survive, and those schools that cannot compete will cease to exist. The surviving schools, by the Folk Theory of the Best Result, will be the best schools. It is an argument entirely based on two metaphors and a folk theory, all of which derive from Strict Father morality. Many people do not notice that Evolution Is Survival Of The Best Competitor is, indeed, a metaphor, much less a Strict Father metaphor. One way to reveal its metaphorical character is to contrast it with a metaphor for evolution that takes the perspective of Nurturant Parent morality: Evolution Is The Survival Of The Best Nurtured. Here "best nurtured" is taken to include both literal nurturing by parents and others and metaphorical nurturing by nature itself. Where fitting an ecological niche is being metaphorized as winning a competition in one case, it is metaphorized as being cared for by nature in the other. Both are metaphors for evolution, but they have very different entailments, especially when combined with the metaphor Natural Change Is Evolution and the folk theory that evolution yields the best result. Putting these together yields a very different composite metaphor for natural change, namely, Natural Change Is The Survival Of The Best Nurtured, which produces the best result. Applied to the issue of whether public schools should be privatized, this metaphor would entail that they should not be. Rather, public schools need to be "better nurtured," that is, given the resources they need to improve: better-trained and better-paid teachers, smaller classes, better facilities, programs for involving parents, community involvement, and so on.

You first compete with yourself before competing against others; if you cannot beat your last best result, do not be surprised if it seems difficult to compete against external competitors.

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Take the value “We treat customers the way we would want to be treated.” That’s pretty tangible, but Bank One had literally identified the ten or twelve behaviors that made that value come to life. Here are some of them: Never let profit center conflicts get in the way of doing what is right for the customer. Give customers a good, fair deal. Great customer relationships take time. Do not try to maximize short-term profits at the expense of building those enduring relationships. Always look for ways to make it easier to do business with us. Communicate daily with your customers. If they are talking to you, they can’t be talking to a competitor. Don’t forget to say thank you. Another value Bank One had was: “We strive to be the low-cost provider through efficient and great operations.” Some of the prescribed behaviors included: Leaner is better. Eliminate bureaucracy. Cut waste relentlessly. Operations should be fast and simple. Value each other’s time. Invest in infrastructure. We should know our business best. We don’t need consultants to tell us what to do.

If you are competitor focused, you tend to slack off when your benchmarks say that you are the best. But if your focus is on customers, you keep improving

It’s all about what your ideal clients really care and you are going to learn how to offer what that true, ideal client really wants and find their unmet needs so that you can offer the very best-in-class product and service out there and meet those needs. You won't be making empty promises or selling what you can’t deliver.

And even if we make good plans based on the best information available at the time and people do exactly what we plan, the effects of our actions may not be the ones we wanted because the environment is nonlinear and hence is fundamentally unpredictable. As time passes the situation will change, chance events will occur, other agents such as customers or competitors will take actions of their own, and we will find that what we do is only one factor among several which create a new situation.

The next great idea for your work will probably not come from watching your competitors, but from taking an insight from an unrelated industry and applying it to your own.

Customer Romance does not just happen; neither is it dependent on just providing product or service for customers, nor is it a puzzling set of practices. Rather, it occurs as a result of a deliberate, thoughtful plan of action. Companies that are known to provide the best customer experiences have philosophies that guide them to take actions their competitors do not even dream of.

He learned early that one of the best things you could do in their business was to know everything you could about your competitors.

Data sources All these components give you feedback and insight into how best to configure your campaigns, although the data sources are often spread around in different places and sometimes difficult to find and interpret. Campaign types Search & Partner Dynamic Search Display Network Remarketing & Dynamic Remarketing Google Shopping for eCommerce Google Merchant Center Data feeds Google Shopping Campaigns Device selection PC / Tablets Mobiles & Smartphones Location Targets & Exclusions Country Metro State City Custom and Radius Daily Budgets Manual CPC Enhanced CPC Flexible Bidding strategies Conversion Optimizer (CPA) Return on Ad Spend (ROAS) Conversion Tracking Setup and configuration Transaction-Specific Conversion Tracking Offline Conversion import Phone call tracking - website call conversions Conversion Rates Conversion Costs Conversion Values Ad Groups Default Bids Keyword Themes Ads Ad Messaging & Demographics Creative Text & Formatting Images* Display Ad Builder* Ad Preview and Diagnosis Account, Campaign and Ad Group Ad Extensions Sitelinks Locations Calls Reviews Apps Callouts Ad Rotation & Frequency Capping Rotate Optimise for Clicks Optimise for Conversions Keywords Bids Broad Modified Broad Phrase Exact Destination urls Keyword Diagnosis User Search Queries Keyword Opportunities Negative Keywords & Match Types Shared Library Shared Budgets* Automated Rules Flexible Bid Strategies Audiences & Exclusions* Campaign Negative Keywords Display Campaign Placement Exclusions* NEW! Business Data and Ad Customizers Advanced Delivery Methods Standard Accelerated Impression Share Lost IS (Budget) Lost IS (Rank) Search Funnels Assisted Impressions & Clicks Assisted Conversions Segmentation Analysis Device performance Network performance Top vs Other position performance Dimension Analysis Days & Times Shopping Geographic User Locations & Distance Search Terms Automatic Placements* Call Details (Call Extensions) Tools Change history Keyword Planner* Display Planner* Opportunities* Scheduling & Day Parting Automated Rules Competitor Ad Auction Insights Reporting* AdWords Campaign Experiments* Browser Languages* *indicates an item not covered in this version of the book

Simple Ways To Harness The Power Of Tiktok For Business Success In 2020, social media has been empowered in the world of digital marketing. TikTok is one of the traditional video-sharing platforms, for all the individual and business accounts use this platform to entertain people. TikTok gives you an amazing way to share your posts with your audience and get more visibility to your website. Make sure you can only post your video through reactions. TikTok allows you to share 15-second videos with a variety of topics. It gives different songs with filters to shoot your video directly from your mobile device. But many also struggle to exactly use TikTok for business purposes. Here are some simple ways to harness the power of TikTok for business success. TikTok On Business TikTok is a great opportunity to start your business, promote your brand, and create a connection with your audience and brand by using engaging videos. It is one of the most popular social media in the world because it connects with a wider audience. Under this updated world, everything is changed into online marketing and purchasing. This is the big advantage to start your business with this social media. TikTok is relative to a younger audience, so you should target teens and promote your brand relevant to their needs and interest to get better positive results. Create Engaging Contents TikTok is only a place to make fun and creativity. TikTok short-form videos easily capture the audience's attention because of the entertaining nature. It gives the big opportunity to create your content that focuses more on the fun and entertaining to connect the wider audience. So, you don’t need to feel the pressure of creating your content. You can simply make your video with an effective background and showing your product. But your main goal is to keep managing your product offers. Get More Influencers There are lots of ways to take advantage of the platform to promote your brand. One easy way to advertise your products on TikTok via influencers. You need to find the right influencer to develop your business. If you grow your TikTok likes, you can improve your brand identity and get more profit. Also, you can analyze which kind of products you offer to get the best and positive results. If you share more videos whether or not they are relevant to your industry, you can change to become a good influencer. But, you need to post your stories frequently. Promote Hashtag Challenges If you add your branded hashtag with your video, you can get more visibility in your audience. A hashtag challenge is one of the effective ways to reach your targeted audience to talk about your business. The main goal of the hashtag challenge is to encourage your audience and create a brand identity. Most of the users love to participate in these challenges. TikTok Growth TikTok is undoubtedly a powerful social media tool with billions of followers sharing their expressions every day. This is a new platform compared to other social media networks, but it contains large competitors. It is worth spending your time developing for the benefit of your business.

FedEx in mid-2019 announced that it would no longer distribute Amazon packages in the U.S. Indeed, it disclosed in its 10-K SEC filing that given the significant capital Amazon has invested over the years in its shipping fleet, it now considers the e-commerce giant to be a competitor.

More desirable women have more bargaining power on the mating market, and they can elevate their standards. They want higher levels of resources, education, and intelligence; higher social status; good parenting skills; and raft of other traits. American men with resources are more likely to marry physically attractive women. Most men can obtain a much more desirable mate if they are willing to commit to a long-term relationship because women typically desire lasting commitment, and highly desirable women are in the best position to get what they want. Men are preoccupied with a woman's youth. Men want wives who are pretty, attractive, beautiful, gorgeous, comely, lovely, ravishing, and glamorous. Men seek attractive women as mates not simply for their reproductive value but also as signals of status to same sex competitors and to other potential mates. Although most men place a premium on beauty, it is clear that not all men success in satisfying their desires. Men who lack the status and resources that women want, for example, generally have the most difficult time attracting good looking young women and must settle for less than their ideal. Indeed, a man's occupational status seems to be the best predictor of the attractiveness of the woman he marries. Men who are in a position to get what they want often partners up with a young, attractive woman. As a man's income goes up, he seeks younger partners.

The reality is we aren’t just in a race to get our products to market; we’re also in a race to communicate why our customers need those products in their lives. Even if we have the best product in the marketplace, we’ll lose to an inferior product if our competitor’s offer is communicated more clearly.

A star business is the leader in its market niche To be the leader simply means that it is bigger intheniche than any other firm. We measure size by sales value (also known as revenues or turnover). If the venture has sales of $1 million and there is nobody whose sales in the same niche reach $1 million, then it is the leader. Note that ‘leadership’ is objectively defined by sales, and has nothing to do with competing claims about ‘being the best’ or being most highly rated by customers, which are difficult to judge and not as important anyway. The thing that matters most is how customers in the niche vote with their money. Has a question just popped up in your mind? ‘Ah,’ you may say, ‘but how do you define what the market niche is?’ That is indeed a profound question, and I will answer it with several examples throughout the book. It is possible to get the definition of the niche wrong - as I sometimes have. But the basic idea is very simple. For a niche to be a separate market, it must have different customers, different products or services and a different way of doing business from the main market or other market niches. Finally, the ranking of competitors is different in a valid market niche - the leader in the niche is different from the leader in the main market. If there is no difference in how competitors fare in the niche versus the main market, the niche is not really different.

Step 6: When Filofax grew enormously in the 1980s as an expensive, aspirational product, the absence of a generic niche description became a problem for the leader. People began to use ‘filofax’ to describe the category, which meant that every competitor could describe their product as a filofax (note the lower case f ). In 1986 David Collischon wisely coined the term ‘personal organiser’ to describe the category and encouraged everyone to use the term. Marketing experts are adamant that it is easier for us to think first about a category generally, and then about the brand. ‘I need a personal organiser to keep all my bits of paper.What brand should I ask for in the shop? Well, Filofax is the best known.’ This is an easier and more natural way of thinking than, ‘I need a Filofax.’ The clear benefit of a personal organiser was that it helped people be better organised . If the term ‘personal organiser’ had not gained widespread currency the benefit of the new category would have been much less clear, and Filofax’s brand name would have become devalued. Contrast the confusion caused in the electronic-organiser niche. When this developed in the 1990s, the leading brand was PalmPilot. But what was the category name? As Al and Laura Ries comment, ‘Some people call the Palm an electronic organiser. Others call the Palm a handheld computer. And still others, a PDA (personal digital assistant). All of these names are too long and complicated. They lack the clarity and simplicity a good category name should possess. If . . . a personal computer that fits on your lap is called a laptop computer, then the logical name for a computer that fits in the palm of your hand is a palm computer . . . Of course, Palm Computer pre-empted Palm as a brand name, leaving a nascent industry struggling to find an appropriate generic name . . . Palm Computer should have been just as concerned with choosing an appropriate generic name as it was in choosing an appropriate brand name.’9

Analysis of valuable stars reveals three golden rules of innovation. 1. Innovation is best based on whatyoualready do best and most distinctively. Innovation is powerful when it suits the new category you have invented rather than the main market, because it makes the new category even more attractive to its target customers. 2. Effective innovation makes it impossible for competitors to catch up. This type of innovation never stops. Rivals can’t get closer because the stars are always widening the gap in value delivered to customers. 3. The best innovation reinforces and extends profitable variation. Innovation is not charity. Real, sustainable innovation kills two birds with one stone - it makes customers happier, and it make your venture more profitable. Innovation is hard. It takes deviant thinking and persistent non-routine action. There is no point, therefore, in wasting precious energy on innovation that does not satisfy all three golden rules. The decision to pursue a major innovation is fateful. Bad innovation drives out good.

They weren’t just using one strategy; they were changing their focus at different times in response to the demands of the event. Fatigue and a rising uncertainty about whether they could finish? Flip the switch and home in. Are those around them starting to make tactical moves? Shift attention to their surroundings and competitors. As I quizzed the athletes, the best performers were directing attention to help cope with the demands of the race, and the strategies were vast and complex. It wasn’t as simple as associate or dissociate

In 2015, scientists from the Center for Space Medicine and Extreme Environments in Berlin followed athletes competing in the Yukon Arctic Ultra. They wanted to know: How does the human body cope in such a brutal context? When the researchers analyzed the hormones in the bloodstreams of the athletes, one hormone, irisin, was wildly elevated. Irisin is best known for its role in metabolism—it helps the body burn fat as fuel. But irisin also has powerful effects on the brain. Irisin stimulates the brain’s reward system, and the hormone may be a natural antidepressant. Lower levels are associated with an increased risk of depression, and elevated levels can boost motivation and enhance learning. Injecting the protein directly into the brains of mice—not something scientists are ready to try with humans—reduces behaviors associated with depression, including learned helplessness and immobility in the face of threats. Higher blood levels of irisin are also associated with superior cognitive functioning, and may even prevent neurodegenerative diseases such as Alzheimer’s. The Yukon Arctic Ultra athletes entered the event with extraordinarily high blood levels of this hormone, far beyond levels seen in most humans. Over the course of the event, their irisin levels climbed higher. Even as their bodies fell victim to hypothermia and exhaustion, the athletes were bathing their brains in a chemical that preserves brain health and prevents depression. Why were their blood levels of irisin so elevated? The answer lies in both the nature of the event and what the athletes had to do to get there. Irisin has been dubbed the “exercise hormone,” and it is the best-known example of a myokine, a protein that is manufactured in your muscles and released into your bloodstream during physical activity. (Myo means muscle, and kine means “set into motion by.”) One of the greatest recent scientific breakthroughs in human biology is the realization that skeletal muscles act as an endocrine organ. Your muscles, like your adrenal and pituitary glands, secrete proteins that affect every system of your body. One of these proteins is irisin. Following a single treadmill workout, blood levels of irisin increase by 35 percent. The Yukon Arctic Ultra required up to fifteen hours a day of exercise. Muscle shivering—a form of muscle contraction—also triggers the release of irisin into the bloodstream. For the Yukon Arctic Ultra competitors, the combination of extreme environment and extreme exertion led to exceptionally high levels of this myokine.

Consider Jerry. His prospecting is inconsistent at best. Several of the deals he was counting on and put into his forecast pushed off decisions to next quarter or were lost to a competitor. Because of this, he has only a handful of viable opportunities left in his pipeline. Now, with the end of the quarter looming, Jerry is under tremendous pressure. He desperately needs one of these deals to close. As Jerry becomes more desperate to close anything, he comes face to face with a cruel reality: Desperation magnifies and

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed.

Amazon’s Leadership Principles6 Customer Obsession. Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership. Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say, “that’s not my job.” Invent and Simplify. Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot. Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious. Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them. Hire and Develop the Best. Leaders raise the performance bar with every hire and promotion. They recognize exceptional talent, and willingly move them throughout the organization. Leaders develop leaders and take seriously their role in coaching others. We work on behalf of our people to invent mechanisms for development like Career Choice. Insist on the Highest Standards. Leaders have relentlessly high standards—many people may think these standards are unreasonably high. Leaders are continually raising the bar and drive their teams to deliver high-quality products, services, and processes. Leaders ensure that defects do not get sent down the line and that problems are fixed so they stay fixed. Think Big. Thinking small is a self-fulfilling prophecy. Leaders create and communicate a bold direction that inspires results. They think differently and look around corners for ways to serve customers. Bias for Action. Speed matters in business. Many decisions and actions are reversible and do not need extensive study. We value calculated risk-taking. Frugality. Accomplish more with less. Constraints breed resourcefulness, self-sufficiency, and invention. There are no extra points for growing headcount, budget size, or fixed expense. Earn Trust. Leaders listen attentively, speak candidly, and treat others respectfully. They are vocally self-critical, even when doing so is awkward or embarrassing. Leaders do not believe their or their team’s body odor smells of perfume. They benchmark themselves and their teams against the best.

consistent with their culture and context. Localizing the principle is an incredibly powerful technique to create ownership, pride, and sticky customer (and employee) experiences. It’s not easy for your competitors to mimic because they can’t just copy a best practice—it requires careful leadership work to align the principles with your strategic goals and then the local creativity from empowered team members to Practice the Principle in ways that are relevant and make sense.

Zach Nies suggests going even further, segmenting customers into three groups. “‘A customers’ are your really big customers who negotiated a big discount and expect the world from you. ‘B customers’ are customers who are fairly low maintenance, didn’t get a big discount, see themselves as partners with you, and provide useful insights. ‘C customers’ cause trouble, are a pain to deal with, and demand things from you that you feel will damage your business,” he explains. “Don’t spend too much time on the A’s—they sound good but aren’t the best for your business. Bring as many Bs on as customers as possible. And try to get your ‘C customers’ to be customers of your competitors.

I have had several occasions to ask founders and participants in innovative start-ups a question: To what extent will the outcome of your effort depend on what you do in your firm? This is evidently an easy question; the answer comes quickly and it has never been less than 80%. Even when they are not sure they will succeed, these bold people think their fate is almost entirely in their own hands. They are surely wrong: the outcome of a start-up depends as much on the achievements of its competitors and on changes in the market as on its own efforts. However, entrepreneurs naturally focus on what they know best—their plans and actions and the most immediate threats and opportunities, such as the availability of funding. They know less about their competitors and therefore find it natural to imagine a future in which the competition plays little part.

This thing, whether rendered crudely or poetically, is the misguided belief that America’s history possesses something better to which we can return. But it is not there. We have not been friends, but competitors. We have not practiced affection—at our absolute best we manage tolerance. We silence our better angels before turning them into familiar devils.

In the globalized era, Hamel and Prahalad wrote, a company would do best by focusing on what they called “core competencies.” They defined these competencies in three ways. “First, a core competence provides potential access to a wide variety of markets. Competence in display systems, for example, enables a company to participate in such diverse businesses as calculators, miniature TV sets, monitors for laptop computers, and automotive dashboards.” Second, “a core competence should make a significant contribution to the perceived customer benefits of the end product.” And finally, “a core competence should be difficult for competitors to imitate. And it will be difficult if it is a complex harmonization of individual technologies and production skills.” Few companies, Hamel and Prahalad wrote, could achieve world leadership in more than five or six competencies.

Amazon Leadership Principles “We use our Leadership Principles every day, whether we’re discussing ideas for new projects or deciding on the best approach to solving a problem. It is just one of the things that makes Amazon peculiar [a word used by Bezos and most Amazonians].”30 Customer Obsession: Leaders start with the customer and work backwards. They work vigorously to earn and keep customer trust. Although leaders pay attention to competitors, they obsess over customers. Ownership: Leaders are owners. They think long term and don’t sacrifice long-term value for short-term results. They act on behalf of the entire company, beyond just their own team. They never say “that’s not my job.” Invent and Simplify: Leaders expect and require innovation and invention from their teams and always find ways to simplify. They are externally aware, look for new ideas from everywhere, and are not limited by “not invented here.” As we do new things, we accept that we may be misunderstood for long periods of time. Are Right, A Lot: Leaders are right a lot. They have strong judgment and good instincts. They seek diverse perspectives and work to disconfirm their beliefs. Learn and Be Curious: Leaders are never done learning and always seek to improve themselves. They are curious about new possibilities and act to explore them.

Walton described borrowing the best ideas of his competitors. Bezos’s point was that every company in retail stands on the shoulders of the giants that came before it.

The USA is seeking to demonstrate to the whole region that it is in their best interests to side with Washington – China is doing the opposite. So when challenged, each side must react, because for each challenge it ducks, its allies’ confidence, and competitors’ fear, slowly drains away until eventually there is an event which persuades a state to switch sides.

Also, never forget that plain old world-class execution is your best protection from competitors and is a profit generator. Very few businesses can really deliver.

In search of that perfection, some type A folks see other people as competitors in everything they do. Others (like me) compete constantly with themselves, always trying to beat their own personal best. Type A people also crave information, so that we can always be ready with the right answer in any scenario.

What’s more, lowering prices, the traditional refuge for second-tier products, is of little benefit for anyone whose quality is not already at or near the world’s best. Digital goods have enormous economies of scale, giving the market leader a huge cost advantage and room to beat the price of any competitor while still making a good profit.14 Once their fixed costs are covered, each marginal unit produced costs very little to deliver.

there are some common signs that a winning strategy is in place. Look for these, for your own business and among your competitors. An activity system that looks different from any competitor’s system. It means you are attempting to deliver value in a distinctive way. Customers who absolutely adore you, and noncustomers who can’t see why anybody would buy from you. This means you have been choiceful. Competitors who make a good profit doing what they are doing. It means your strategy has left where-to-play and how-to-win choices for competitors, who don’t need to attack the heart of your market to survive. More resources to spend on an ongoing basis than competitors have. This means you are winning the value equation and have the biggest margin between price and costs and the best capacity to add spending to take advantage of an opportunity or defend your turf. Competitors who attack one another, not you. It means that you look like the hardest target in the (broadly defined) industry to attack. Customers who look first to you for innovations, new products, and service enhancement to make their lives better. This means that your customers believe that you are uniquely positioned to create value for them.

Men are preoccupied with a woman's youth. Men want wives who are pretty, attractive, beautiful, gorgeous, comely, lovely, ravishing, and glamorous. Men seek attractive women as mates not simply for their reproductive value but also as signals of status to same sex competitors and to other potential mates. Although most men place a premium on beauty, it is clear that not all men succeed in satisfying their desires. Men who lack the status and resources that women want, for example, generally have the most difficult time attracting good looking young women and must settle for less than their ideal. Indeed, a man's occupational status seems to be the best predictor of the attractiveness of the woman he marries. Men who are in a position to get what they want often partners up with a young, attractive woman.

Morty: Hey, gang, come on! Look it, just `cause we're losing doesn't mean it's all over. Phil: Cut the crap, Morty. I mean, the Mohawks have beaten us the last twelve years, they're gonna beat us again. Tripper: That's just the attitude we don't need. Sure, Mohawk has beaten us twelve years in a row. Sure, they're terrific athletes. They've got the best equipment that money can buy. Hell, every team they're sending over here has their own personal masseuse, not masseur, masseuse. But it doesn't matter. Do you know that every Mohawk competitor has an electrocardiogram, blood and urine tests every 48 hours to see if there's any change in his physical condition? Do you know that they use the most sophisticated training methods from the Soviet Union, East and West Germany, and the newest Olympic power Trinidad-Tobago? But it doesn't matter. It just doesn't matter. IT JUST DOESN'T MATTER. I tell you, IT JUST DOESN'T MATTER! IT JUST DOESN'T MATTER! IT JUST DOESN'T MATTER! The group: IT JUST DOESN'T MATTER! IT JUST DOESN'T MATTER... Tripper: And even, and even if we win, if we win, HAH! Even if we win! Even if we play so far over our heads that our noses bleed for a week to ten days. Even if God in Heaven above comes down and points his hand at our side of the field. Even if every man, woman and child held hands together and prayed for us to win, it just wouldn't matter, because all the really good looking girls would still go out with the guys from Mohawk cause they've got all the money! It just doesn't matter if we win or we lose. IT JUST DOESN'T MATTER!

Most human cultures have been overtly polygynous. In hunter-gatherer cultures the men who are the most charming, the most respected, the most intelligent, and the best hunters tend to attract more than their fair share of female sexual attention. They may have two or three times as many offspring as their less attractive competitors. In pastoral cultures the men who have the largest herds of animals attract the most women. In agricultural societies the men who have the most land, wealth, and military power attract the most women. Before the middle ages, in urban civilizations with high population densities, the men at the top of the hierarchy almost always had harems of hundreds of women producing hundreds of babies.

Growth Hacktic A clever way to determine specifically where your avatar spends time is to use a tool called SimilarWeb. Enter your competitor’s URLs into the tool, and scroll down to see exactly where their website traffic is coming from. This is a great way to discover places to “steal” clients away from your competition.

On the value of exclusivity: GoApe!'s 26‐year exclusive deal with the UK Forestry Commission would not have happened without Tristram Mayhew having thought ahead about how best to build a business whose business model could grow and how to maintain attractive profit margins. Keeping prospective competitors from bidding against him for future Forest Commission sites was a stroke of genius. You should try to do likewise whenever you can. It will help you keep competition at bay!

On the other hand, when a company’s value curve lacks focus, its cost structure will tend to be high and its business model complex in implementation and execution. When it lacks divergence, a company’s strategy is a me-too, with no reason to stand apart in the marketplace. When it lacks a compelling tagline that speaks to buyers, it is likely to be internally driven or a classic example of innovation for innovation’s sake with no great commercial potential and no natural take-off capability. A Company Caught in the Red Ocean When a company’s value curve converges with its competitors, it signals that a company is likely caught within the red ocean of bloody competition. A company’s explicit or implicit strategy tends to be trying to outdo its competition on the basis of cost or quality. This signals slow growth unless, by the grace of luck, the company benefits from being in an industry that is growing on its own accord. This growth is not due to a company’s strategy, however, but to luck. Overdelivery without Payback When a company’s value curve on the strategy canvas is shown to deliver high levels across all factors, the question is, Does the company’s market share and profitability reflect these investments? If not, the strategy canvas signals that the company may be oversupplying its customers, offering too much of those elements that add incremental value to buyers. To value-innovate, the company must decide which factors to eliminate and reduce—and not only those to raise and create—to construct a divergent value curve. Strategic Contradictions Are there strategic contradictions? These are areas where a company is offering a high level on one competing factor while ignoring others that support that factor. An example is investing heavily in making a company’s website easy to use but failing to correct the site’s slow speed of operation. Strategic inconsistencies can also be found between the level of your offering and your price. For example, a petroleum station company found that it offered “less for more”: fewer services than the best competitor at a higher price. No wonder it was losing market share fast.

In order to fortify the talent density in your workforce, for all creative roles hire one exceptional employee instead of ten or more average ones. Hire this amazing person at the top of whatever range they are worth on the market. Adjust their salary at least annually in order to continue to offer them more than competitors would. If you can’t afford to pay your best employees top of market, then let go of some of the less fabulous people in order to do so. That way, the talent will become even denser.

When you craft a position statement, you want to answer these four questions: Who is your customer? Question to ask: Who will buy your product or service? Why is your startup the most/best/only . . . ? Questions to ask: What are you? How do you solve the problem? What key benefits does it provide? Questions to ask: Why would a customer choose you versus your competitors? What is your special focus or superpower? How does it realize an ultimate benefit that is important, meaningful, and transcends you as a person? Question to ask: Why are you spending your precious life doing this?

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Sources Of Customers, Best To Worst 1st Your existing customers 2nd Referrals from your happy customers 3rd Your company’s existing customers 4th Your competitor’s existing customers. Follow the salesman. (You’re going to love this!) 5th That great customer with an immediate need. Direct mail...cold calling 6th People who buy from your method of selling… in-home, mail, referral. 7th Pretty much the other 94% of the world.

The desire to compete and win is part of what motivates great athletes to play their best. But the negative thought (fear) of losing also drives them to pursue victory. The same is true concerning the bema. Paul saw himself as a competitor, determined to win. How awesome then must our God be that when we see Him, we will either desperately wish or jubilantly celebrate that our life had been devoted to Him?

Keynes thought that professional money managers were playing an intricate guessing game. He likened picking the best stocks to a common competition in the male-dominated London financial scene in the 1930s: picking out the prettiest faces from a set of photographs: Professional investment may be likened to those newspaper competitions in which the competitors have to pick out the six prettiest faces from a hundred photographs, the prize being awarded to the competitor whose choice most nearly corresponds to the average preferences of the competitors as a whole: so that each competitor has to pick, not those faces which he himself finds prettiest, but those which he thinks likeliest to catch the fancy of the other competitors, all of whom are looking at the problem from the same point of view. It is not a case of choosing those which, to the best of one’s judgment, are really the prettiest, nor even those which average opinion genuinely thinks the prettiest. We have reached the third degree where we devote our intelligences to anticipating what average opinion expects the average opinion to be. And there are some, I believe, who practice the fourth, fifth, and higher degrees.

Even if we have the best product in the marketplace, we’ll lose to an inferior product if our competitor’s offer is communicated more clearly.

the comparison for a moment, though, because it offers a valuable lesson: When strong ideas take root, they can sometimes crowd out competitors so thoroughly that alternatives can’t prosper. So sometimes the best way to spark creativity is by disturbing things just enough to let some light through.

Inspirational dreams stimulate us to explore and inquire. Constructive dreams encourage us to solve intractable problems and defeat our competitors. Working on personal or professional problems throughout a dreamy night assists us surmount personal frustrations, overcome cognitive obstructions, and surmount somatic barriers. Sensual dreams endorse pair bonding; promote the principle of natural selection, the desire of the individual to find the best mate and to achieve the optimum genetic mixing. Carnal dreams stimulate the human reflex to reproduce the species; such dreams oftentimes conflict with human values of fidelity and mating for life. Nightmares act as omens, warning us to beware of dangers. Lurid dreams signal us to exercise caution and personal restraint.

Never Put These Ten Words in Your Pitch Deck Take a close look at your standard pitch deck, the “about us” section on your corporate home page, or your PR material. Highlight every instance of the words “leading,” “unique,” “solution,” or “innovative.” In particular, go find all instances of the phrase “We work to understand our customers’ unique needs and then build custom solutions to meet those needs.” Then hit the delete key. Because every time you use one of those buzzwords, you are telling your customers, “We are exactly the same as everyone else.” Ironically, the more we try to play up our differences, the more things sound the same. Public relations expert Adam Sherk recently analyzed the terms used in company communications, and the results are devastating. Here are the top ten: By definition, there can be only one leader in any industry—and 161,000 companies each think they’re it. More than 75,000 companies think they’re the “best” or the “top”; 30,400 think they’re “unique.” “Solution” also makes an appearance at number seven—so if you think that calling your offering a “solution” differentiates you, think again. If everyone’s saying they offer the “leading solution,” what’s the customer to think? We can tell you what their response will be: “Great—give me 10 percent off.” We don’t mean to be unsympathetic here. You’ll find it’s hard to avoid these terms—heck, we call our own consulting arm “SEC Solutions”! In all of our time at the Council, we have never once met a member who doesn’t think her company’s value proposition beats the socks off the competitors’. And it’s understandable. After all, why would we want to work for a company whose product is second-rate—especially when our job is to sell that product? But what the utter sameness of language here tells us is that, ironically, a strategy of more precisely describing our products’ advantages over the competition’s is destined to have the exact opposite effect—we simply end up sounding like everyone else.

Don’t follow competition We are constantly amazed by how much business leaders obsess about their competition. When you get in a room with a bunch of senior execs from large companies, their attention can often wander as they check smartphones and think about the rest of their day, but bring up the topic of their competition and suddenly you’ll have everyone’s full attention. It’s as if, once you get to a particular level in an organization, you worry as much about what your competition is doing as how your own organization is performing. At the highest echelons of business, the default mentality is, too often, siege. This fixation leads to a never-ending spiral into mediocrity. Business leaders spend much of their time watching and copying the competition, and when they do finally break away and try something new, they are careful risk-takers, developing only incremental, low-impact changes. Being close to your competition offers comfort; it’s like covering tactics in match race sailing, when the lead boat tacks whenever the follower does, to ensure that the follower doesn’t go off in a different direction and find stronger wind. Incumbents clump together so that no one finds a fresher breeze elsewhere. But as Larry Page says, how exciting is it to come to work if the best you can do is trounce some other company that does roughly the same thing?85 If you focus on your competition, you will never deliver anything truly innovative. While you and your competitors

In sharp contrast is the recent failure of a brilliant chairman and chief executive to make effective a new organization structure and new objectives in an old, large, and proud American company. Everyone agreed that the changes were needed. The company, after many years as leader of its industry, showed definite signs of aging; in almost all major fields newer, smaller, and more aggressive competitors were outflanking it. But to gain acceptance for the new ideas, the chairman promoted the most prominent spokesmen of the old school into the most visible and best-paid positions—especially into three new executive vice-presidencies. This meant only one thing to the people in the company: “They don’t really mean it.

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… You must wriggle out from your ‘curse of competence’ the moment you know you can never better the best of your competitors there. …

You can be better or even the best and still not be good.

People hired milk shakes for two very different jobs during the day, in two very different circumstances. Each job has a very different set of competitors—in the morning it was bagels and protein bars and bottles of fresh juice, for example; in the afternoon, milk shakes are competing with a stop at the toy store or rushing home early to shoot a few hoops—and therefore was being evaluated as the best solution according to very different criteria. This implies there is likely not just one solution for the fast-food chain seeking to sell more milk shakes. There are two. A one-size-fits-all solution would work for neither.

M BH: Man’s Best Hospital; a BMS-affiliated hospital founded by WASPs; competitor of the House of God.

Two men have died trying to do this. Outside Magazine declared the Race Across America the toughest endurance event there is, bar none. Cyclists cover three thousand miles in less than twelve days, riding from San Diego to Atlantic City. Some might think Oh, that’s like the Tour de France. They would be wrong. The Tour has stages. Breaks. The Race Across America (RAAM) does not stop. Every minute riders take to sleep, to rest, to do anything other than pedal, is another minute their competitors can use to defeat them. Riders average three hours of sleep per night—reluctantly. Four days into the race and the top riders must debate when to rest. With the competition tightly clustered (within an hour of each other), it is a decision that weighs heavily on them, knowing they will be passed and need to regain their position. And as the race goes on they will grow weaker. There is no respite. The exhaustion, pain, and sleep deprivation only compound as they work their way across the entire United States. But in 2009 this does not affect the man in the number-one spot. He is literally half a day ahead of number two. Jure Robič seems unbeatable. He has won the RAAM five times, more than any other competitor ever, often crossing the finish line in under nine days. In 2004 he bested the number-two rider by eleven hours. Can you imagine watching an event during which after the winner claims victory you need to wait half a day in order to see the runner-up finish? It’s only natural to wonder what made Robič so dominant and successful in such a grueling event. Was he genetically gifted? No. When tested, he seemed physically typical for a top ultra-endurance athlete. Did he have the best trainer? Nope. His friend Uroč Velepec described Robič as “Completely uncoachable.” In a piece for the New York Times, Dan Coyle revealed the edge Robič had over his competition that rendered him the greatest rider ever in the Race Across America: His insanity.

By focusing on your best customer segments, you can target your resources to satisfy their needs better than your competitors, dominate these segments, and sustain your competitive advantage.

For most of its existence, Christianity has been the most intolerant of world faiths, doing its best to eliminate all competitors, with Judaism a qualified exception, for which (thanks to some thoughts from Augustine of Hippo) it found space to serve its own theological and social purposes.

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