Know Your Competitor Quotes

The contest is a lion fight. So chin up, put your shoulders back, walk proud, strut a little. Don't lick your wounds. Celebrate them. The scars you bear are the sign of a competitor. You're in a lion's fight. Just because you didn't win doesn't mean you don't know how to roar.

The trouble with competitors' sycophants is they don't know where to put their tongues. Here's a suggestion: Try behind your teeth. With your mouth shut.

You have to spend a lot of time with your customers and competitors to know what’s going on in their lives. You don’t want to be the last one to know that your customers’ needs have changed and now they want to break up with your brand.

When you're Singapore's leader and your existence depends on performance - extraordinary performance, better than your competitors - when that performance disappears because the system on which it's been based becomes eroded, then you've lost everything... I try to tell the younger generation that and they say the old man is playing the same record, we've heard it all before. I happen to know how we got here and I know how we can unscramble it." - On one freak election result ruining Singapore

Know that there are people to whom you are connected who are available to help you find the right job, to solve a puzzling issue that seems irreconcilable, to help you back on your feet, and to resolve financial difficulties. Everyone becomes a compatriot rather than a competitor. This is spiritual awareness as I practice it.

He who fails to know his real and true competitor shall never be able to give a good account of his stewardship in life! Your true and real competitor is your real and true solemn duty to your Maker!

Complainers, like the friend on the phone, who complain endlessly without looking for solutions. Life is a problem that will be hard if not impossible to solve. Cancellers, who take a compliment and spin it: “You look good today” becomes “You mean I looked bad yesterday?” Casualties, who think the world is against them and blame their problems on others. Critics, who judge others for either having a different opinion or not having one, for any choices they’ve made that are different from what the critic would have done. Commanders, who realize their own limits but pressure others to succeed. They’ll say, “You never have time for me,” even though they’re busy as well. Competitors, who compare themselves to others, controlling and manipulating to make themselves or their choices look better. They are in so much pain that they want to bring others down. Often we have to play down our successes around these people because we know they can’t appreciate them. Controllers, who monitor and try to direct how their friends or partners spend time, and with whom, and what choices they make. You can have fun with this list, seeing if you can think of someone to fit each type. But the real point of it is to help you

Ah . . . now there’s the Devin Caldwell I know and love—a competitor to the core.” “Love?” The brown eyes gleamed with mischief. “Don’t toy with my emotions like that, Miss McClare.” “Ha! She toys with mine all the time, so what makes you think you’re any different?

IN YOUR FUCKIN’ face, Pope!” I yell at his back as he walks to the kitchen to grab another pop. “Who doesn’t know that Italy is the second most used setting in Shakespeare? And you call yourself a competitor.”   What? I never claimed to be a gracious winner. #NaNanaNaNa #BamWHAT

Selling ice cream on the beach in the summer is easy. Raising people’s expectations, engaging in their hopes and dreams, helping them see further—that’s the difficult work we signed up for. From now on, your customers know more than you do about your competitors. And so your commodity work, no matter how much effort you put into it, is not enough.

When he came to fear and detest you, it was worse. He ordered three hits on you that I know of.” Roarke continued to stroll. “There were five, actually.” “Why didn’t you ever retaliate?” “I don’t need the blood of my competitors. Or even my enemies. He was, for some years, nothing to me. But he should never have touched my wife. I’d have done him for that, if you’re interested. For putting a mark on her.” “You didn’t, and he lives.” “Because doing so would’ve put another mark on her, as that’s who she is.” “You let him live to protect your wife?” Roarke paused, looked Alex in the face. “If you think the lieutenant needs protection, mine or anyone’s, you’ve severely misjudged her. I let him live out of respect to her. And I became convinced living, as he is condemned to live now, was worse than death.

Once the habit is ingrained and you become the starter, the center of the circle, you will find more and more things to notice, to instigate, and to initiate. Momentum builds and you get better at generating it. If you go to bed at night knowing that people are expecting you to initiate things all day the next day, you’ll wake up with a list. And as you create a culture of people who are always seeking to connect and improve and poke, the bar gets raised. What might be considered a board-level decision at one of your competitors’ companies gets done as a matter of course. What might be reserved for a manager’s intervention gets handled at the customer level, saving you time and money (and generating customer joy). This incredibly prosaic idea, the very simple act of initiating, is actually profoundly transformative. Forward motion is a defensible business asset.

She brought the bite to her mouth and chewed slowly, as if savoring the sweet. But he knew better. She was stalling. Using the tart as an excuse to occupy her mouth so she couldn’t answer his questions. Darius tugged her plate out of reach before she could stab a second bite. “Nicole.” His use of her given name had the desired effect. Her chin jerked up and her eyes widened as she scanned his face. “Your safety is not a trifling matter.” The urge to cover her hand with his speared through him, but he resisted, not knowing how she’d interpret such a gesture. Unsure, as well, how he’d want her to interpret it. “While you are at Oakhaven, you are under my protection. Whatever you are running away from—” “I’m not running away.” Her eyes sparked, and she visibly bristled as if he’d offended her. “I’m simply taking care of an . . . an errand for my father. It requires a bit of secrecy, is all, and there are competitors who wish to . . . interfere.

History determines your hiring policy. Why are tech companies being lectured by media corporations on “diversity”? Is it because those media corporations that are 20-30 points whiter than tech companies actually deeply care about this? Or is it because after the 2009-era collapse of print media revenue, media corporations struggled for a business model, found that certain words drove traffic, and then doubled down on that - boosting their stock price and bashing their competitors in the process?12 After all, if you know a bit more history, you’ll know that the New York Times Company (which originates so many of these jeremiads) is an organization where the controlling Ochs-Sulzberger family literally profited from slavery, blocked women from being publishers, excluded gays from the newsroom for decades, ran a succession process featuring only three cis straight white male cousins, and ended up with a publisher who just happened to be the son of the previous guy.13

So, these competitors . . . What do they hope to gain by interfering with your journey?” The instant the question left his mouth, he knew it was too direct. Nicole dropped her gaze and removed her hand from his arm. “With all due respect, Mr. Thornton . . .” Drat. They were back to Mr. Thornton again. “ . . . the details of the business I’m conducting for my father are not your concern.” “They are if they put you in danger. And what of the rest of my staff?” Darius snatched the napkin from his lap and threw it onto the table before lurching to his feet and pacing behind his chair. “I have a right to know if having you here is putting them at risk.” “No greater risk than they face from your exploding boilers!” Nicole shot from her seat, color running high in her cheeks. The audacity of the chit. “I take every precaution—” “As do I.” She glared at him. “The Wellborns are in no peril, especially if they keep my presence here a secret. It’s doubtful that Jenkins’s sons will find me, anyway. Heaven knows they aren’t the sharpest knives in the drawer.” “As master of this house, it’s my duty to know the business of those under my roof.” He didn’t know what nonsense he was spouting now. He didn’t care. Nicole had let a vital piece of information slip in her anger, and he wasn’t about to let the argument cool long enough for her to notice her lapse. “Well, perhaps it’s time I collect the pay I’ve earned and leave you and your roof to your own devices.” Not on her life. The woman would be unprotected. Vulnerable. Easy prey for that Jenkins scum. But he couldn’t let her know his refusal was out of concern for her. She’d simply assure him she’d be fine and walk out the door. Darius crossed his arms over his chest and looked down his nose at her. “You agreed to accept payment after a term of two weeks. I’ll not pay a cent before then. You owe me ten more days, Miss Greyson. Or do you plan to renege on our agreement?” Her hands fisted at her sides. “I never go back on my word.

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’m pretty sure Brooke is moving to Charlotte.” Vaughn’s expression turned serious. “Charlotte? What brought that on?” “One of Sterling’s competitors offered her some big executive VP position. It sounds like a once-in-a-lifetime opportunity.” “Wow. What did you say when she told you about it?” “I said, ‘Congratulations’ and told her to knock ’em dead in Charlotte.” He saw Vaughn frown. “What was I supposed to say? ‘Don’t go?’ You’ve seen her in action; you know how good she is. If she wants this, she should take it.” Vaughn nodded. “You’re right. She should.” Cade pulled back. That was . . . it? Granted, he was no pro at the heart-to-hearts, but he’d expected maybe a little bit more. “Glad we’re on the same page.” “Absolutely. You and I—we are in total agreement.” Vaughn leaned back in the bar stool. “Now if Huxley were here, he, on the other hand, would probably have an entirely different take on the matter.” When Vaughn said nothing further, Cade took the bait. “And what would Huxley’s take on the matter be?” “Probably something about how you should tell Brooke how you feel, regardless of whether she’s moving to Charlotte. You know how Huxley’s all into being honest and open like that.” Then Vaughn met Cade’s gaze straight on. “And after that, he’d probably tell you that if he ever finds a girl who fits him as perfectly as Brooke fits you, that he hopes you’re a good enough friend to say, ‘Dude, get over your shit, get off your ass, and go talk to her.” Cade blinked. This. . . from Vaughn. “Huxley sure has a lot to say.” “Yeah, he’s always been a know-it-all like that.” That, at least, got a grin out of Cade. “Well, I will take Huxley’s advice into consideration.” A comfortable silence fell between them. “And, Vaughn?” Cade looked at his friend, speaking in all earnestness. “Thanks.” Vaughn tipped his glass in acknowledgement. “Anytime, Morgan

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

When a Single Glance Can Cost a Million Dollars Under conditions of stress, the human body responds in predictable ways: increased heart rate, pupil dilation, perspiration, fine motor tremors, tics. In high-pressure situations, such as negotiating an employment package or being cross-examined under oath, no matter how we might try to play it cool, our bodies give us away. We broadcast our emotional state, just as Marilyn Monroe broadcast her lust for President Kennedy. We each exhibit a unique and consistent pattern of stress signals. For those who know how to read such cues, we’re essentially handing over a dictionary to our body language. Those closest to us probably already recognize a few of our cues, but an expert can take it one step further, and closely predict our actions. Jeff “Happy” Shulman is one such expert. Happy is a world-class poker player. To achieve his impressive winnings, he’s spent much of his life mastering mystique. At the highest level of play, winning depends not merely on skill, experience, statistics, or even luck with the cards, but also on an intimate understanding of human nature. In poker, the truth isn’t written just all over your face. The truth is written all over your body. Drops of Sweat, a Nervous Blink, and Other “Tells” Tournament poker is no longer a game of cards, but a game of interpretation, deception, and self-control. In an interview, Happy says that memorizing and recognizing your opponent’s nuances can be more decisive than luck or skill. Imperceptible gestures can reveal a million dollars’ worth of information. Players call these gestures “tells.” With a tell, a player unintentionally exposes his thoughts and intentions to the rest of the table. The ability to hide one’s tells—and conversely, to read the other players’ tells—offers a distinct advantage. At the amateur level, tells are simpler. Feet and legs are the biggest moving parts of your body, so skittish tapping is a dead giveaway. So is looking at a hand of cards and smiling, or rearranging cards with quivering fingertips. But at the professional level, tells would be almost impossible for you or me to read. Happy spent his career learning how to read these tells. “If you know what the other player is going to do, it’s easier to defend against it.” Like others competing at his level, Happy might prepare for a major tournament by spending hours reviewing tapes of his competitors’ previous games in order to instantly translate their tells during live competition.

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. ==========

At the age of  21 Lincoln failed in business... at age 22 he was defeated in a legislative race... at age 24 he failed again in business... at age 26 he struggled to overcome the death of his fiancé that he was engaged to marry... at age 27 had a total nervous breakdown which lasted for six months... at age 34 he lost a congressional race... at age 36 he lost a congressional race... at age 45 he lost a senatorial race... at age 47 failed in an effort to become vice-president... at age 47 lost a senatorial race... in 1864 at the age of 52, he was elected 16th President of the United States of America, saving the union, and played a vitally important part in the struggle to end slavery. Today Abraham Lincoln is remembered as one of the greatest leaders of the American nation. “Be sure you put your feet in the right place, then stand firm.” Abraham Lincoln

Tell me about your last conversation with the account,” my manager would say. Then he would run through the drill: “Who are we meeting with? Describe each person’s behavioral style. What is important to each person attending this sales call? Why do they think we are here today? What is going on in their business that I need to know about? What is your main objective today? What is a ‘win’ for us walking out of here? Tell me your plan for the call. How are you going to handle introducing our new offering? What role would you like me to play? Where are we vulnerable? What is our Achilles’ heel? Which competitors are involved here? Who is more entrenched? How do you like my tie? I wore it just to help you close this sale today. Don’t forget your breath mints. May the force be with you.

people will either inspire you, or they will drain you - choose who you associate with wisely!

Does your particular field have a trade journal? These magazines are always looking for copy from industry insiders: Write a good article and you will get your name in front of people who would otherwise never have heard of you. Meet your competitors too. Today’s competitor could change jobs and become tomorrow’s customer. Make sure he knows you! It all adds up to making sure your name is the one your customers think of when they have a need you can fill.

people don’t get paid for what they know or for their credentials. They ONLY get paid according to the value they deliver.

No one will ever declare you as the expert, the authority, or number one in your market… this is something you need to choose to do for yourself.

They can sell at that price—and go broke and you can, too! If you base your price on your competitor’s price—and they are going broke—you will, too. Typically, someone among your competition is going broke and usually is cutting prices on the way out. Owen Young, who is credited with having built General Electric, once said, “It’s not the crook we fear in modern business; rather it’s the honest guy who doesn’t know what he is doing.

Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors.

The entrepreneurs who stuck with Silicon Valley learned four big lessons from the dot-com crash that still guide business thinking today: 1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

but with complementary skills and know-how for the core team (absolutely the founders) make certain to climb the ladder on the appropriate wall as you’re starting out—that is, identifying and targeting the right growing market add lots of value to your clients/customers through your product and services differentiate clearly what you do in comparison to your competitors, all the while remembering whom you and your team serve keep innovating Furthermore, if you are entrepreneurial, you need to craft and implement a strong marketing and distribution strategy, be a

1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

Fact: By the time you’ve finished reading CA$HVERTISING, you’ll know more about how to create powerfully effective, money-making advertising than 99 percent of your competitors will know in their entire careers—guaranteed.

Figure 2-3: Correlation Between CXi Scores and Loyalty Metrics Here’s how we know this for a fact. When we field the CXi survey, we ask consumers to tell us three things: How willing they are to make another purchase from each company, how likely they are to switch business to a competitor, and how likely they are to recommend each company to a friend. Their answers let us calculate the relationships between customer experience and three of the most common loyalty metrics used in business today: purchase intent, churn, and word of mouth. The relationships

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

And if you have an area you’re working, talk to customers. Every day. Talk to users of your product, active, inactive, new, and old. Talk to people who don’t want to use your product. Talk to people who are using a competitor’s product. Talk to customers of products in adjacent markets. Now, reread this paragraph and replace talk with listen. Understand how customers see the world. They don’t know the solutions, but they know the problems well. If you haven’t talked to a customer today, you’re doing it wrong. The simple fact is that the majority of great software startups today … required no technical insight to start, and you can always hire experts to help you scale. The driver of these innovations is an uncommon understanding of what the customer (aka humans) wants or how to deliver an understood solution in a better way. —S

Drops of Sweat, a Nervous Blink, and Other “Tells” Tournament poker is no longer a game of cards, but a game of interpretation, deception, and self-control. In an interview, Happy says that memorizing and recognizing your opponent’s nuances can be more decisive than luck or skill. Imperceptible gestures can reveal a million dollars’ worth of information. Players call these gestures “tells.” With a tell, a player unintentionally exposes his thoughts and intentions to the rest of the table. The ability to hide one’s tells—and conversely, to read the other players’ tells—offers a distinct advantage. At the amateur level, tells are simpler. Feet and legs are the biggest moving parts of your body, so skittish tapping is a dead giveaway. So is looking at a hand of cards and smiling, or rearranging cards with quivering fingertips. But at the professional level, tells would be almost impossible for you or me to read. Happy spent his career learning how to read these tells. “If you know what the other player is going to do, it’s easier to defend against it.” Like others competing at his level, Happy might prepare for a major tournament by spending hours reviewing tapes of his competitors’ previous games in order to instantly translate their tells during live competition.

Why are you doing this? Ever find yourself working on something without knowing exactly why? Someone just told you to do it. It’s pretty common, actually. That’s why it’s important to ask why you’re working on____. What is this for? Who benefits? What’s the motivation behind it? Knowing the answers to these questions will help you better understand the work itself. What problem are you solving? What’s the problem? Are customers confused? Are you confused? Is something not clear enough? Was something not possible before that should be possible now? Sometimes when you ask these questions, you’ll find you’re solving an imaginary problem. That’s when it’s time to stop and reevaluate what the hell you’re doing. Is this actually useful? Are you making something useful or just making something? It’s easy to confuse enthusiasm with usefulness. Sometimes it’s fine to play a bit and build something cool. But eventually you’ve got to stop and ask yourself if it’s useful, too. Cool wears off. Useful never does. Are you adding value? Adding something is easy; adding value is hard. Is this thing you’re working on actually making your product more valuable for customers? Can they get more out of it than they did before? Sometimes things you think are adding value actually subtract from it. Too much ketchup can ruin the fries. Value is about balance. Will this change behavior? Is what you’re working on really going to change anything? Don’t add something unless it has a real impact on how people use your product. Is there an easier way? Whenever you’re working on something, ask, “Is there an easier way?” You’ll often find this easy way is more than good enough for now. Problems are usually pretty simple. We just imagine that they require hard solutions. What could you be doing instead? What can’t you do because you’re doing this? This is especially important for small teams with constrained resources. That’s when prioritization is even more important. If you work on A, can you still do B and C before April? If not, would you rather have B and C instead of A? If you’re stuck on something for a long period of time, that means there are other things you’re not getting done. Is it really worth it? Is what you’re doing really worth it? Is this meeting worth pulling six people off their work for an hour? Is it worth pulling an all-nighter tonight, or could you just finish it up tomorrow? Is it worth getting all stressed out over a press release from a competitor? Is it worth spending your money on advertising? Determine the real value of what you’re about to do before taking the plunge.

To know a potential competitor, talk to its customers and ideally become a customer yourself. What customer needs does each competitor and its solutions satisfy, and how well? We

The final lesson: what to do when an active client suddenly stops answering our calls. We used to just give up and move on, but Bob has a better idea. “Give them the ‘No.’ Make them say they are done with you. It’s easy to do: just give them an ultimatum. Send an e-mail, or leave a message, saying that it appears that you, the salesperson, have been unable to come up with a way to move forward. You apologize for this, and then say that you intend to close the file and move on. Just say that, nothing more. If the client wasn’t finished, if they were just toying with you, then they’ll get right back to you. Believe me, this will happen. And if they are truly done and you hear nothing, then you can strike them off your list and move on to greener pastures.” Bob suggests another useful tactic. “Suppose you’re afraid that your client is thinking about going to a competitor, or you’re worried they are going to take your ideas and give them to someone else. Or anything, really, that you think might go wrong. Here’s how you deal with it in a non-threatening way. The technique is called ‘My Biggest Fear.’ You ask the question like this: ‘You know, Mr. Client, my biggest fear is that you are going to . . .’” Bob asks us for a list of ways that a deal can go wrong and starts listing our answers. So many fears: the client might give this job to someone else; might not be able to find enough money for the job; might recommend someone else to the decision makers; and on and on. Bob continues, “Whatever your fear is, that’s what you confess to the client. In a humble way. You aren’t trying to bully them into anything. You are going the other way, making yourself look pathetic. If they are human beings, they’re going to feel some sympathy for you, and you’ll get the difficult issue out in the open so that you can address it.” Brilliant.

But most important are those things we don’t know that we don’t know, pieces of information we’ve never imagined but that would be game changing if uncovered. Maybe our counterpart wants the deal to fail because he’s leaving for a competitor. These unknown unknowns are Black Swans.

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.

Once a year, in the frog kingdom, a race was organized. Every year there was a different goal. This particular year, they had to get to the top of an old tower. All the frogs from the pond gathered to watch the event. The starting gun was fired. When they saw how high the tower was, the frogs in the crowd thought the competitors would never be able to reach the summit. They started saying things like: “‘Impossible! They’ll never make it.’ “‘Frogs can’t climb up something like that!’ “‘They’ll dehydrate before they get up there.’ “The competitors could hear them, and one after another they began to feel discouraged. Only a few went on climbing. The onlookers kept insisting: ‘It’s not worth it! None of them can make it. Look, they’ve nearly all given up!’ “The few remaining frogs admitted defeat, all except one, who simply went on climbing despite everything. And, alone, after a supreme effort, the frog reached the top of the tower. “Stupefied, the others wanted to know how he had done it. One went over to ask what his secret was, only to discover that the winner . . . was deaf!

It is important to know your brand, what you represent, who your competitors are in the marketplace and what makes you different.

To grow and create profits, you need to differentiate based on market needs and your competitive strengths. The entry wedge can take many forms and can include new technologies (Medtronic), new business models (Dell), new locations (Walmart), or better leadership (Jobs, Bezos). The first step is to know where your venture can get an edge over your competitors and then develop marketing, operations, management, and resource strategies that are consistent with that edge.

We have a system we follow every time we get asked to create a product logo. Clients like the work we produce and we’re able to charge a good dollar because clients know a product logo is something they will use for a long time. Once we create one product logo, we have our foot in the door and clients often come back as they launch new products.” Ted considered Alex’s conclusion. “Tell me about the system you follow for creating logos.” “It’s nothing too formal, but we always start off by asking the client to describe their vision for their product and how they differentiate themselves from their competitors.” Ted began to make notes. “That sounds like a good first step. Let’s call it Visioning.” Step 1: Visioning “What’s the next step?” asked Ted. “After we establish the client’s goals, we go through an exercise where we ask the client to personify their product. For example, we’ll ask questions like, ‘If your product was a famous actor, who would it be?’ and ‘If your product was a rock star, who would it be?’ One of our favorite questions is a little goofy: ‘If your product was a cookie, what kind of cookie would it be?’ These questions force the client to think about the personality they want to come through in their logo.” “That sounds unique, Alex. Let’s call that step two and give it a name like Personification.” Step 2: Personification “What’s your next step in designing a logo?” “We then go back to the office and use a pencil and paper to freehand sketch

If you know what your customers want, the other aspect to know is what are your competitors doing?

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.

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?

The more you know of your own line of work, by so much do you set yourself a little apart from a hundred of your competitors who are content to let well enough alone.

In the market you’re analyzing, it’s useful to know if there are a lot of small customers or only one or two big ones. Even if the total spending is the same, the dynamic can be quite different. Once you know how concentrated the customers are, you want to compare this to the concentration of suppliers (your client’s competitors, typically). If an enormous discrepancy in concentration exists between customers and suppliers, then whichever is more concentrated tends to have more power in the industry value chain—the link of relationships between raw-goods provider to manufacturer to retailer to consumer. And quite often the most powerful player in an industry’s value chain will benefit economically at the expense of the weakest participants in the value chain.

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.

As more and more people know what model you’re using to manipulate them, they may decide not to respond to your incentives. As your competitors gain knowledge of the model, they respond in kind by adopting the model themselves, thus flattening the field. The model may have been mostly useful in a factory setting, and not in an office setting, or a technology setting. Human beings are not simple automatons: A more complete model would hone in on other motivations they

Similar to the rebates we discussed earlier, pre-payment creates a strong barrier dissuading a customer from switching to a competitor. I do not think that you will get prepayment 100% of the time, but I think you can successfully obtain this 25–35% of the time if you ask for it all of the time. When you ask, I would encourage you to make it a first concession issue rather than a first offer issue. I will offer a price that I know the other side will react to by saying it is “too high.” In response, I concede to lower my price if they pay me in advance.

While we are conscious of our strengths and acutely cognizant of our weaknesses, we generally know far less about the other side. Typically, we are aware of our counterparty's strengths because they openly share this information with us, telling us how much others want to work with them and how our competitors desire their business. However, we often do not know much about their weaknesses. So while our own weaknesses are very salient to us, we know very little about the vulnerabilities of the other side. This information asymmetry may lead us to fail to establish aggressive goals because our goal should be based on the weakness of the other side's alternatives.

How to get my business on top of google search? Let’s begin with an explanation of why being on top of Google is important. To be precise, what does this mean? What are the advantages and disadvantages of being here? And who should care about it in any case? Being on top of google search means that when users make the search query - the site appears before its competitors. Not only in the row of results, but also among them in the first place. The more often you are there, the better. Being on top of Google search has a significant impact on traffic growth for your business. This is due to two reasons: 1) 80% of people do not click beyond page 1 in search engine results 2) When someone goes down to pages 2-3 they do not stay there, so it's a lost cause When it comes to SEO, there are no secrets or magic formulas that work 100% all the time. There is only a set of rules that helps you determine which actions yield a better result based on research made within a certain period of time. It may not be 100%, but you need to know at least some basics in order to have an idea about why your site doesn't have high rankings yet and what needs to be done to achieve them! Based on our experience with improving the search engine position of numerous fantasy app development websites, we compiled this list of the most important factors that influence Google rankings: 1. The code of your website and its structure (technical part) 2. The relevance of content on your site - how to make it unique and relevant at the same time (on-page factors) 3. Relevance and popularity of backlinks pointing to your site (off-page factors) 4. Quality of traffic coming from search engines to your website (on-page and off-page factors) 5. The overall authority, popularity, and trustworthiness of a domain name as well as quantity and quality of backlinks you have pointing to it (backlink profile). 6. Compatibility with the type and model of used CMS platform, user-friendliness, and a number of bugs or errors that may be present 7. Terms and conditions mentioned on your website as well as its structure, design, and user-friendliness (UX)

And finally, learn more about the business—or your competitors—than you already know. Doing so will make you invaluable—a veritable lynchpin. People will notice that and begin to appreciate your hard-earned merits.

The 5C structure is generic—useful to product, marketing, and more—whereas the way we presented the sections in this chapter is very focused on product management. It’s good to know what the “C”s stand for because you’ll likely hear 5C mentioned. Plus if you need to do a situational analysis on your feet in a meeting or interview, it’s relatively easy to remember. Company: This refers to the company’s experience, technology, culture, goals, and more. It’s similar to the material we covered in the “Why Does the Company Exist?,” “How Do We Know If Our Product’s Good?,” and “What Else Has Been, Is Being, and Will Be Built?” sections. Customers: Who are the people buying this product? What are the market segments? How big are they? What are people’s goals with buying this product? How do they make buying decisions? Where do they buy this type or product? This is similar to what we covered in the “Customers and Personas” and “Use Cases” sections. Collaborators: Who are the external people who make the product possible, including distributors, suppliers, logistical operators, groundwork support personnel, and so on? Competitors: Who is competing for your customers’ money? This includes actual and potential competitors. You should look at how they position their product, the market size they address, their strengths and weaknesses, and more. Climate: These are the macro-environmental factors, like cultural, regulatory, or technological trends and innovations.

The more comfortable you become with your skill set, the less you will be intimidated by competitors. Being comfortable with yourself minimizes insecurities. Know yourself, know your worth.

If you want to become invaluable in a workplace—in any community—just do the useful things no one else is doing. Arrive earlier and leave later than your compatriots (but do not deny yourself your life).1 Organize what you can see is dangerously disorganized. Work, when you are working, instead of looking like you are working. And finally, learn more about the business—or your competitors—than you already know. Doing so will make you invaluable—a veritable lynchpin. People will notice that and begin to appreciate your hard-earned merits.

You can’t improve unless you know what you need to improve. You can’t come from behind in a race against your competitors unless you know the respects in which you have fallen behind.

Know who is your competitor and who is your mentor. Most people fail because they get confused about who is who and they end up getting nowhere.

In the eighties, the fast-food chain Wendy’s effectively asked America, “Where’s the beef?” The implication was that their competitors weren’t using enough meat. So what’s at stake for choosing another brand over Wendy’s? We might get stuck with a wimpy sandwich. Likewise, Whole Foods has built an enormous industry helping customers avoid the consequences of overly processed foods, and more recently Trader Joe’s has come along to help customers avoid the consequences of Whole Foods’ prices. Brands that help customers avoid some kind of negativity in life (and let their customers know what that negativity is) engage customers for the same reason good stories captivate an audience: they define what’s at stake.

Law firms that fail to leverage lawyer SEO to get new cases will experience fewer leads and a higher cost per acquisition than their more savvy competitors. Lawful SEO knows that many law firms struggle with not being ranked in Google and having enough new cases each month to cover their nut. Book a call and speak to a 15-year SEO consultant who has helped hundreds of law firm websites get ranked in Google so we can reduce your stress, increase your ROI, and position yourself for future growth.

2. MIGRATE YOUR PRODUCT LEK had to move away from ‘standard’ strategy towards analysis of competitors. This led to ‘relative cost position’ and ‘acquisition analysis’. Your task is to find a unique product or service, one not offered in that form by anyone else. Your raw material is, of course, what you and the rest of your industry do already. Tweak it in ways that could generate an attractive new product. The ideal product is: ★ close to something you already do very well, or could do very well; ★ something customers are already groping towards or you know they will like; ★ capable of being ‘automated’ or otherwise done at low cost, by using a new process (cutting out costly steps, such as self-service), a new channel (the phone or Internet), new lower-cost employees (LEK’s ‘kids’, highly educated people in India), new raw materials (cheap resins, free data from the Internet), excess capacity from a related industry (especially manufacturing capacity), new technology or simply new ideas; ★ able to be ‘orchestrated’ by your firm while you yourself are doing as little as possible; ★ really valuable or appealing to a clearly defined customer group - therefore commanding fatter margins; ★ difficult for any rival to provide as well or as cheaply - ideally something they cannot or would not want to do. Because you are already in business, you can experiment with new products in a way that someone thinking of starting a venture cannot do. Sometimes the answer is breathtakingly simple. The Filofax system didn’t start to take off until David Collischon provided ‘filled organisers’ - a wallet with a standard set of papers installed. What could you do that is simple, costs you little or nothing and yet is hugely attractive to customers? Ask customers if they would like something different. Mock up a prototype; show it around. Brainstorm new ideas. Evolution needs false starts. If an idea isn’t working, don’t push it uphill. If a possible new product resonates at all, keep tweaking it until you have a winner. At the same time . . .

Yeah, but Marcus, aren’t you afraid you’ve now introduced them to the competition?” If you’re thinking this, let’s be clear about something: If someone wants to know who your competitors are, roughly, how long will it take them to figure it out? Seconds, if they’re slow! The reality is this: Consumer ignorance is no longer a viable sales and marketing strategy.

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.

There’s a time and a place for confidence, but your army (confidence) can’t march too far forward of your supply lines (expertise) or you’ll be caught without what you’ll need in order to win the war. There’s a healthy stretching that always pulls you forward, but you have to know enough about your field of impact. Crafting a positioning should tend toward the honest and boring side of this balance. Start by detailing your successful experience, and you can define that in two ways. As you list these instances, concentrate where you’ve been effective on behalf of a client and also made money yourself. I suppose you could add the element of where you’ve enjoyed the work, too, but the truth is that you’re not likely to even list these instances unless that happens to be true. So concentrate on impact and revenue. Eliminate any where both weren’t true. Don’t worry too much about recency, either. Prospects aren’t going to write you off if a particular demonstration of your expertise is more than three years old, for instance. They don’t look that deeply at the claims you make, and you, the expert, are far tougher on yourself than they will be. As we talked about in Foundation Chapter B, you’re attempting to craft a positioning where you are less interchangeable so that withholding your expertise carries some meaning. Think of the options as a spectrum, with the right side depicting a completely undifferentiated firm (I’m an accountant) and the left side depicting the most focused firm you could imagine (I’m an accountant who works with U.S.-based multi-location casual dining brands). At the beginning of this exercise, you are toward the right, wanting to move toward the left and be more differentiated than you are now. You’re aiming for fewer competitors so that your expertise supports a price premium in your work. As you march from right to left, you want to make a complete journey and make really smart positioning decisions. As you work out the intricacies of the positioning journey, there are two forces that slow your progress: one good and one bad.

These car companies have spent decades crafting their vehicles and their brands, and as a result enjoy some forbidding advantages, but there is a red flag—if they don’t know their drivers by the time autonomy and access-based consumption roll around, they will lose out to a competitor.

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

Your focus should be on intimately understanding your market and your prospects’ deepest desires, pains, fears, hopes, and dreams. You need to know them better than any of your competitors, and then craft marketing messages that effectively communicate how you can solve these problems.

Another Look Here’s another way of looking at the five stages: 1. Engage: Uses language of interest and concern “I’ve been thinking about your competitors, and …” “Your people have been telling me about …” 2. Listen: Uses language of understanding and empathy “Tell me more about …” “What’s behind that?” “Gosh, that must feel …” 3. Frame: Uses language of perspective and candor “I see three key themes emerging here …” “You know, what’s tough to do here is …” 4. Envision: Uses language of possibility “Wouldn’t it be great if …” 5. Commit: Uses language of joint exploration “What would it take, for each of us, to …

The entrepreneurs who stuck with Silicon Valley learned four big lessons from the dot-com crash that still guide business thinking today: 1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

Even with a legitimate MLM and product, the ultimate enemy is math. The structure of an MLM is inherently self-defeating. If, for example, the company starts with just six people, and each level has to recruit six people of their own, in just twelve levels you have over two billion people. Even without complete recruitment, you quickly saturate a population. Further, every person you recruit is now a competitor. They may share your social network, and you’ll both be recruiting from the same pool.

When you have “failed better” enough times, you will surely succeed because you have dialectically honed you skills to the level where you are vastly superior to your competitors. Knowing how to “fail better” is one of the greatest challenges and opportunities in life. As you learn the mistakes of each failure, your knowledge, resilience and talent grow enormously. Eventually you stand transformed, ready to be an astonishing success, tested in the fire, prepared to rise up from the ashes of defeat, to follow the wondrous Phoenix to the highest peaks.

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.

Competitors can know your times and places. They can learn and guess at your race tactics. But your inner strength is where you gain a real advantage. And I felt mine growing.

Options presented Taylor Nursery has requested bids from several competitors. One rival, Eclipse Fertilizers, is submitting a bid of $60,000 on this order. Therefore, our recommendation is to slightly underbid Eclipse with a price of $58,000, representing a markup of approximately 32%. Final recommendation Please let us know if we can be of further assistance in your decision on the bid. Closing builds goodwill by offering further help

And don’t think of networking as a means to an end—as a tit-for-tat exchange where if you do someone a favor they may do you one in return. Nobody wants to feel like they’re being used. You should talk to people and make connections because you’re naturally curious. You want to know how other teams at your company work and what people do. You want to talk to your competitors because you’re all working to solve the same problems and they’re taking a different approach. You want your projects to be successful, so you don’t just talk to your immediate teammates at lunch—you grab lunch with your partners, your customers, their customers, their partners. You talk to everyone: get their ideas and their perspectives. In doing so you may be able to help someone or make a friend or strike up an interesting conversation.

The entrepreneurs who stuck with Silicon Valley learned four big lessons from the dot-com crash that still guide business thinking today: 1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth. These lessons have become dogma in the startup world; those who would ignore them are presumed to invite the justified doom visited upon technology in the great crash of 2000. And yet the opposite principles are probably more correct: 1. It is better to risk boldness than triviality. 2. A bad plan is better than no plan. 3. Competitive markets destroy profits. 4. Sales matters just as much as product.

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.

Legal risks may be daunting, but you may be surprised to learn that the most common objection I have heard over the years to building an MVP is fear of competitors—especially large established companies—stealing a startup’s ideas. If only it were so easy to have a good idea stolen! Part of the special challenge of being a startup is the near impossibility of having your idea, company, or product be noticed by anyone, let alone a competitor. In fact, I have often given entrepreneurs fearful of this issue the following assignment: take one of your ideas (one of your lesser insights, perhaps), find the name of the relevant product manager at an established company who has responsibility for that area, and try to get that company to steal your idea. Call them up, write them a memo, send them a press release—go ahead, try it. The truth is that most managers in most companies are already overwhelmed with good ideas. Their challenge lies in prioritization and execution, and it is those challenges that give a startup hope of surviving.10 If a competitor can outexecute a startup once the idea is known, the startup is doomed anyway. The reason to build a new team to pursue an idea is that you believe you can accelerate through the Build-Measure-Learn feedback loop faster than anyone else can. If that’s true, it makes no difference what the competition knows. If it’s not true, a startup has much bigger problems, and secrecy won’t fix them. Sooner or later, a successful startup will face competition from fast followers. A head start is rarely large enough to matter, and time spent in stealth mode—away from customers—is unlikely to provide a head start. The only way to win is to learn faster than anyone else. Many startups plan to invest

Oddly, Orkut became a sensation in Brazil. “In Brazil, Orkut is the Internet and Google is search,” wrote one local journalist, who added that using Orkut was “like putting sugar in your coffee, watching Globo telenovelas, or heading to the beach from Christmas to Carnival.” On a trip to Brazil in 2006, Sergey Brin was asked why, and he responded, “We don’t know—what do you think?” When pressed, Googlers would refer to stereotypes of Carioca sociability, but that didn’t sufficiently explain why Orkut became the social networking choice of this country over other competitors—or why Orkut was so badly left behind in the rest of the world. Marissa Mayer’s personal analysis was based on the Google yardstick of speed. Brazilians, she says, were used to lousy Internet service and thus more tolerant of the delays. “They would just keep sitting there and waiting,” she says. Orkut was also dominant in India, where it was the number one Google service—ahead of search and Gmail. “There is no second product in India—Orkut is dominant,” said Manu Rekhi, the Orkut India product manager, in 2007. “I’ve seen beggar kids who use their money to get on Orkut.” Mayer also attributed that success to its quick response compared to other services. “Do you know why Orkut took off in India?” she would ask. “Opposite time zone, and no load on the servers at night. Speed matters.” (Why Orkut ruled in Brazil, however, was a mystery never solved.)

At a national level this particularly so when those others seem to have something stronger or better than Japan does. It adopted, adapted and frequently improved, making the strengths of a potential competitor or foe intro own strengths. This is not just a case of "know your enemy": it is a case of knowing what makes thy enemy a threat and then using his own strengths against him. More than a 1000 years ago Japan learned much from China, to the point where it was no longer a vassal nation but considered itself a superior one. It repeated the process some extent in the Tokugawa period, learning the use of firearms from the west. In the Meiji period iit furiously studied western imperial powers till it became one itself. After the war it learned much from America - admittedly with little choice to start with - but went beyond its compulsory lessons to the point where it reversed roles and became widely recognized as the master.

Do You Know How Search Engine Optimization Can Help You? In order to market your website and/or business effectively, you need to have the proper information to guide you along the way. Without the right info, you'll be swinging blindly in the most competitive marketplace in the world. Read the article below and find out about some tips you can use for optimizing your website. You will need to make your website pop up in the google search results. Build a really solid website and use search engine optimization to get it found. If other local businesses in your area don't have this, you will stand out like a shining star from the crowd. When it comes to linking your keywords, whether on your own site or on someone else's, quality beats quantity any day of the week. Make sure that your keywords are linked naturally in quality content. One proper, quality link will earn you much higher placement than 10 garbage links. Since web business is a marathon, it is good to plan around quality so that you last the long haul. To know where you stand with your particular niche market, you should check on your page rank at least once a week. By checking your rank, you will find out varying information about how competitors are finding you and you will also realize what you need to do in order to shoot up in the rankings. Your goal should be a page rank of 1. To search engine optimize your website, don't include more than 150 internal linking hyperlinks on your home page. Too many internal links on one page can dilute a web page's search engine rank. Huge numbers of links also make it hard for visitors to find the information that they need quickly. A great way to get more people to your site is to list your site with Google so that when people search through Google your page will come up. Listing your site in this way, will give you a vast venue where thousands of people will be introduced to your site and to your links. The future development strategy for all companies with a web site should include a strategy for search engine optimization, getting more traffic to their site. One key point is to be aware of the use of appropriate key words. Appropriate key words should be placed strategically throughout your site, the title tag and page header are generally the most important spots for keywords, be careful with your choices. Linking to lists is very popular for website owners and bloggers and can help your search engine optimization. You can find a lot of articles on the internet that are written as a top 10 list or top 100 list of tips or small facts. If possible, present well- written articles with relevant content composed as lists with numbers, not bullets, such as "10 ways to buy a new car." It's all about what the websites want in SEO, and that's what you need to realize. It doesn't matter if you're a simple blog or a legitimate business; you still need the proper optimization if you hope to achieve a high ranking. What you've read here will help you achieve that, but you still need to put the information to good use.

I get excited by the kind of person I know you will become when you give up your excuses and start uncovering what you’ve been capable of all this time. I get excited by the kind of impact you will be able to have when you stop playing small, when you get out of your own way, when you are ready to be done holding back and to become all you were made to be. I get excited by inspiring every individual I meet to access his or her great potential so that the world doesn’t miss what he or she brings to the table. This is what finishing first is about for me. It’s not about proving yourself or beating your competitors but about accessing your deep purpose. What is your unique purpose? Do you know? If you do know, have you taken any time to stop and make sure you’re doing what you were put here to do? My faith tells me that everything is meaningful, that nothing happens by accident. You are here for a reason.

The peer pressure works because we believe that majority or the experts might know more than we do. Peer pressure works not because the majority or experts are always right but because we fear that we are maybe wrong. ... Have you ever had a sales wrap by selling you an office solution, by telling you that 70% of your competitors are using the service so why aren't you?" -"But what if 70% of your competitors are idiots?

learned four big lessons from the dot-com crash that still guide business thinking today: 1. Make incremental advances Grand visions inflated the bubble, so they should not be indulged. Anyone who claims to be able to do something great is suspect, and anyone who wants to change the world should be more humble. Small, incremental steps are the only safe path forward. 2. Stay lean and flexible All companies must be “lean,” which is code for “unplanned.” You should not know what your business will do; planning is arrogant and inflexible. Instead you should try things out, “iterate,” and treat entrepreneurship as agnostic experimentation. 3. Improve on the competition Don’t try to create a new market prematurely. The only way to know you have a real business is to start with an already existing customer, so you should build your company by improving on recognizable products already offered by successful competitors. 4. Focus on product, not sales If your product requires advertising or salespeople to sell it, it’s not good enough: technology is primarily about product development, not distribution. Bubble-era advertising was obviously wasteful, so the only sustainable growth is viral growth.

Who are we meeting with? Describe each person’s behavioral style. What is important to each person attending this sales call? Why do they think we are here today? What is going on in their business that I need to know about? What is your main objective today? What is a ‘win’ for us walking out of here? Tell me your plan for the call. How are you going to handle introducing our new offering? What role would you like me to play? Where are we vulnerable? What is our Achilles’ heel? Which competitors are involved here? Who is more entrenched? How do you like my tie? I wore it just to help you close this sale today. Don’t forget your breath mints. May the force be with you.

If you want to bid on competitors’ names and products, you could end up with a low Quality Score because your site isn’t actually... you know… your competitors’ site! One way to circumvent that is to build a product or service comparison page – i.e. your product vs their product, perhaps with a table that shows why yours is

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.

History determines your hiring policy. Why are tech companies being lectured by media corporations on “diversity”? Is it because those media corporations that are 20-30 points whiter than tech companies actually deeply care about this? Or is it because after the 2009-era collapse of print media revenue, media corporations struggled for a business model, found that certain words drove traffic, and then doubled down on that - boosting their stock price and bashing their competitors in the process?13 After all, if you know a bit more history, you’ll know that the New York Times Company (which originates so many of these jeremiads) is an organization where the controlling Ochs-Sulzberger family literally profited from slavery, blocked women from being publishers, excluded gays from the newsroom