Marketplace Competition Quotes

We are not afraid to entrust the American people with unpleasant facts, foreign ideas, alien philosophies, and competitive values. For a nation that is afraid to let its people judge the truth and falsehood in an open market is a nation that is afraid of its people." [Remarks on the 20th Anniversary of the Voice of America; Department of Health, Education, and Welfare, February 26, 1962]

The competitive advantages the marketplace demands is someone more human, connected, and mature. Someone with passion and energy, capable of seeing things as they are and negotiating multiple priorities as she makes useful decisions without angst. Flexible in the face of change, resilient in the face of confusion. All of these attributes are choices, not talents, and all of them are available to you.

Any attempt to solve the ecological crisis within a bourgeois framework must be dismissed as chimerical. Capitalism is inherently anti-ecological. Competition and accumulation constitute its very law of life, a law … summarised in the phrase, ‘production for the sake of production.’ Anything, however hallowed or rare, ‘has its price’ and is fair game for the marketplace. In a society of this kind, nature is necessarily treated as a mere resource to be plundered and exploited. The destruction of the natural world, far being the result of mere hubristic blunders, follows inexorably from the very logic of capitalist production.

When a company experiences new kinds of competition, it needs to urgently become a new kind of competition.

The most important role of managers is to create an environment in which people are passionately dedicated to winning in the marketplace. Fear plays a major role in creating and maintaining such passion. Fear of competition, fear of bankruptcy, fear of being wrong and fear of losing can all be powerful motivators.

The television commercial has mounted the most serious assault on capitalist ideology since the publication of Das Kapital. To understand why, we must remind ourselves that capitalism, like science and liberal democracy, was an outgrowth of the Enlightenment. Its principal theorists, even its most prosperous practitioners, believed capitalism to be based on the idea that both buyer and seller are sufficiently mature, well informed and reasonable to engage in transactions of mutual self-interest. If greed was taken to be the fuel of the capitalist engine, the surely rationality was the driver. The theory states, in part, that competition in the marketplace requires that the buyer not only knows what is good for him but also what is good. If the seller produces nothing of value, as determined by a rational marketplace, then he loses out. It is the assumption of rationality among buyers that spurs competitors to become winners, and winners to keep on winning. Where it is assumed that a buyer is unable to make rational decisions, laws are passed to invalidate transactions, as, for example, those which prohibit children from making contracts...Of course, the practice of capitalism has its contradictions...But television commercials make hash of it...By substituting images for claims, the pictorial commercial made emotional appeal, not tests of truth, the basis of consumer decisions. The distance between rationality and advertising is now so wide that it is difficult to remember that there once existed a connection between them. Today, on television commercials, propositions are as scarce as unattractive people. The truth or falsity of an advertiser's claim is simply not an issue. A McDonald's commercial, for example, is not a series of testable, logically ordered assertions. It is a drama--a mythology, if you will--of handsome people selling, buying and eating hamburgers, and being driven to near ecstasy by their good fortune. No claim are made, except those the viewer projects onto or infers from the drama. One can like or dislike a television commercial, of course. But one cannot refute it.

Here is a key insight for any startup: You may think yourself a puny midget among giants when you stride out into a marketplace, and suddenly confront such a giant via litigation or direct competition. But the reality is that larger companies often have much more to fear from you than you from them. For starters, their will to fight is less than yours. Their employees are mercenaries who don’t deeply care, and suffer from the diffuse responsibility and weak emotional investment of a larger organization. What’s an existential struggle to you is merely one more set of tasks to a tuned-out engineer bored of his own product, or another legal hassle to an already overworked legal counsel thinking more about her next stock-vesting date than your suit. Also, large companies have valuable public brands they must delicately preserve, and which can be assailed by even small companies such as yours, particularly in a tight-knit, appearances-conscious ecosystem like that of Silicon Valley. America still loves an underdog, and you’ll be surprised at how many allies come out of the woodwork when some obnoxious incumbent is challenged by a scrappy startup with a convincing story. So long as you maintain unit cohesion and a shared sense of purpose, and have the basic rudiments of living, you will outlast, outfight, and out-rage any company that sets out to destroy you. Men with nothing to lose will stop at nothing to win.

As with our earlier worship of saints and facts, there is something silly about grown men and women striving to reduce their vision of themselves and of civilization to bean counting. The message of the competition/efficiency/marketplace Trinity seems to be that we should drop the idea of ourselves developed over two and a half millennia. We are no longer beings distinguished by our ability to think and to act consciously in order to affect our circumstances. Instead we should passively submit ourselves and our whole civilization -- our public structures, social forms and cultural creativity -- to the abstract forces of unregulated commerce. It may be that most citizens have difficulty with the argument and would prefer to continue working on the idea of dignified human intelligence. If they must drop something, they would probably prefer to drop the economists.

3. We believe that people spend their own money more prudently than they spend other people’s money. So goods and services produced in the competitive marketplace are likely to be produced more efficiently and with more regard for real consumer demand than goods produced by government, and thus we should try to keep as many aspects of life as possible outside the control of government.

The ruthless, fickle, and particular users of the World Wide Web have created the most competitive marketplace of ideas the world has ever seen; you either make something people want or people move on.

The mechanisms that have traditionally been suggested for understanding companies can be divided into three broad categories: transaction costs, organizational structure, and competition in the marketplace.

Slower growth and the increasing perception that rewards are handed out by government on the basis of political pull, rather than earned in the competitive marketplace, encourage polarization and social conflict.

The democratization of design has altered the competitive logic of businesses. Companies traditionally have competed on price or quality, or some combination of the two. But today decent quality and reasonable price have become merely table stakes in the business game—the entry ticket for being allowed into the marketplace. Once companies satisfy those requirements, they are left to compete less on functional or financial qualities and more on ineffable qualities such as whimsy, beauty, and meaning.

Leave us alone in the competitive marketplace, and we will tend to you after the winnings are won. The money will be spent more wisely on you than it would be by you. You will have your chance to enjoy our wealth, in the way we think you should enjoy it.

Your competitive advantage is formed by the interplay of three different, ever-changing forces: your assets, your aspirations/values, and the market realities, i.e., the supply and demand for what you offer the marketplace relative to the competition. The

Men are not raised to be intimate, they're raised to be competitive performers. Traditional socialization teaches young boys to filter their sense of self-worth through performance. The paradox for boys is that in order to be worthy of connection they must prove themselves invulnerable, button down warriors in the world's emotional marketplace. In the world of boys and men, you're either a winner or a loser, one up or one down, in control or controlled, man enough or a girl. Where in this set up is the capacity for love?

If you spend too much time working on your weaknesses, all you end up with is a lot of strong weaknesses!” This doesn’t give you a competitive edge in the marketplace or position you to be wealthy. It just keeps you average. In fact, it’s an absolute insult to your integrity to major in

Functionality still matters, of course. But competition has pushed quality so high and prices so low that many manufacturers can no longer distinguish themselves with price and performance, as traditionally defined. In a crowded marketplace, aesthetics is often the only way to make a product stand out.

the competitive advantage the marketplace demands is someone more human, connected, and mature. Someone with passion and energy, capable of seeing things as they are and negotiating multiple priorities as she makes useful decisions without angst. Flexible in the face of change, resilient in the face of confusion.

Shifting customer needs are common in today's marketplace. Businesses must be adaptive and responsive to change while delivering an exceptional customer experience to be competitive. Traditional development and delivery frameworks such as waterfall are often ineffective. In contrast, Scrum is a value-driven agile approach which incorporates adjustments based on regular and repeated customer and stakeholder feedback. And Scrum’s built-in rapid response to change leads to substantial benefits such as fast time-to-market, higher satisfaction, and continuous improvement—which supports innovation and drives competitive advantage.

It is rather pointless to go head to head with strong and entrenched competition. But numerous opportunities can be found in the marketplace for a company to maximize its unique qualities, differentiate its products and services, and go after a specific market segment where its competitors are weak and where you can develop superiority, where you can win battles.

Yet another hypothesis is that the religiosity of America stems paradoxically from the secularism of its constitution. Precisely because America is legally secular, religion has become free enterprise. Rival churches compete for congregations—not least for the fat tithes that they bring—and the competition is waged with all the aggressive hard-sell techniques of the marketplace. What works for soap flakes works for God, and the result is something approaching religious mania among today's less educated classes.

The relationship between the Sophotechs and the men as depicted in that tale made no sense. How could they be hostile to each other?” Diomedes said, “Aren’t men right to fear machines which can perform all tasks men can do, artistic, intellectual, technical, a thousand or a million times better than they can do? Men become redundant.” Phaethon shook his head, a look of distant distaste on his features, as if he were once again confronted with a falsehood that would not die no matter how often it was denounced. In a voice of painstaking patience, he said: “Efficiency does not harm the inefficient. Quite the opposite. That is simply not the way it works. Take me, for example. Look around: I employed partials to do the thought-box junction spotting when I built this ship. My employees were not as skilled as I was in junction spotting. It took them three hours to do the robopsychology checks and hierarchy links I could have done in one hour. But they were in no danger of competition from me. My time is too valuable. In that same hour it would have taken me to spot their thought-box junction, I can earn far more than their three-hour wages by writing supervision architecture thought flows. And it’s the same with me and the Sophotechs. “Any midlevel Sophotech could have written in one second the architecture it takes me, even with my implants, an hour to compose. But if, in that same one second of time, that Sophotech can produce something more valuable—exploring the depth of abstract mathematics, or inventing a new scientific miracle, anything at all (provided that it will earn more in that second than I earn in an hour)—then the competition is not making me redundant. The Sophotech still needs me and receives the benefit of my labor. Since I am going to get the benefit of every new invention and new miracle put out on the market, I want to free up as many of those seconds of Sophotech time as my humble labor can do. “And I get the lion’s share of the benefit from the swap. I only save him a second of time; he creates wonder upon wonder for me. No matter what my fear of or distaste for Sophotechs, the forces in the marketplace, our need for each other, draw us together. “So you see why I say that not a thing the Silent One said about Sophotechs made sense. I do not understand how they could have afforded to hate each other. Machines don’t make us redundant; they increase our efficiency in every way. And the bids of workers eager to compete for Sophotech time creates a market for merely human work, which it would not be efficient for Sophotechs to underbid.

Value innovation places equal emphasis on value and innovation. Value without innovation tends to focus on value creation on an incremental scale, something that improves value but is not sufficient to make you stand out in the marketplace.18 Innovation without value tends to be technology-driven, market pioneering, or futuristic, often shooting beyond what buyers are ready to accept and pay for.19 In this sense, it is important to distinguish between value innovation as opposed to technology innovation and market pioneering.

In marketing terms, a commodity is an undifferentiated product that is just like its competitors. It isn’t usually very innovative, and offers a similar set of features and price point compared to competitive products. In other words, its defining characteristic is its “sameness” compared to other similar products. When a product becomes a commodity, the price that it commands in the marketplace tends to erode. People aren’t willing to pay extra for your product. They consider it and those of your competitors to be interchangeable, so no one company has an edge in sales.

Liberalism offered the individual a modicum of "freedom," to be sure, but one that was constructed by the "invisible hand" of the competitive marketplace, not by the capacity of free individuals to act according to ethical considerations. The "free entrepreneur" on whom liberalism modeled its image of individual autonomy was in fact completely trapped in a market collectivity, however "emancipated" he seemed from the overtly medieval world of guilds and religious obligations. He was the plaything of a "higher law" of market interactions based on competing egos, each of whom canceled out his egoistic interests in the formation of a general social interest.

If we construct an economy where quantities are controlled, based on the belief there is never enough for all, then we must compete to determine the winners. We begin this with grades in the first grade. There is the presumption that competition is essential and so there must be a normal distribution of grades. All students cannot receive high marks. If I get an A, someone in the class must perform poorly. It is an early lesson in how the marketplace ideology works. In a community organized around abundance, competition will occur, but it is not built into the system as a core design element. In a neighborly culture, the abundance of resources becomes the design element

conversation on the left these days, it’s always so competitive, it’s always each person trying to outperform the person before them in terms of their oppression or their lack of privilege or their personal trauma or, like, the fact that actually they’re Jewish or actually they’re bisexual, or guess what, they’re a quarter this or that ethnicity, which gives them the right to speak or the right to take offence or whatever. It’s a marketplace! Yet again! You can dress it up in the language of sensitivity and social justice and blah blah blah, but the point of intersectionality isn’t to learn how to transcend our differences, or eliminate them, the point isn’t solidarity, it’s about shoring up your brand, cornering the market, everyone out for themselves, maximising profit and minimising risk—

This is not just an abstract point. What I mean is that power has a social function. Its role is not just to enforce domination or to create winners and losers: it also organizes communities, societies, marketplaces, and the world. Hobbes explained this well. Because the urge for power is primal, he argued, it follows that humans are inherently conflictual and competitive. Left to express that nature without the presence of power to inhibit and direct them, they would fight until there was nothing left to fight for. But if they obeyed a “common power,” they could put their efforts toward building society, not destroying it. “During the time men live without a common power to keep them all in awe, they are in that condition which is called war,” Hobbes wrote, “and such a war as is of every man against every man.

The second decade of the 21st century has seen the rise of a counter-Enlightenment movement called populism, more accurately, authoritarian populism.24 Populism calls for the direct sovereignty of a country’s “people” (usually an ethnic group, sometimes a class), embodied in a strong leader who directly channels their authentic virtue and experience. Authoritarian populism can be seen as a pushback of elements of human nature—tribalism, authoritarianism, demonization, zero-sum thinking—against the Enlightenment institutions that were designed to circumvent them. By focusing on the tribe rather than the individual, it has no place for the protection of minority rights or the promotion of human welfare worldwide. By failing to acknowledge that hard-won knowledge is the key to societal improvement, it denigrates “elites” and “experts” and downplays the marketplace of ideas, including freedom of speech, diversity of opinion, and the fact-checking of self-serving claims. By valorizing a strong leader, populism overlooks the limitations in human nature, and disdains the rule-governed institutions and constitutional checks that constrain the power of flawed human actors. Populism comes in left-wing and right-wing varieties, which share a folk theory of economics as zero-sum competition: between economic classes in the case of the left, between nations or ethnic groups in the case of the right. Problems are seen not as challenges that are inevitable in an indifferent universe but as the malevolent designs of insidious elites, minorities, or foreigners. As for progress, forget about it: populism looks backward to an age in which the nation was ethnically homogeneous, orthodox cultural and religious values prevailed, and economies were powered by farming and manufacturing, which produced tangible goods for local consumption and for export.

One of the advantages of living in a constitutional federal republic is that we have the ability, if not the duty, as citizens to repair or replace those acts of legislation under which we have agreed to live. We must act when it has become evident that said legislation no longer serves us as a people or advances the principles upon which this nation was founded, one of these being “the pursuit of happiness,” which may only be secured through wealth creation. If it burdens the debt obligation of the government, it cannot be creating wealth. If it does not advance the cause of regaining American competitive dominance in the global marketplace, it is not creating wealth. If legislation and regulation were proposed that taught people how to fish instead of providing fish, then the unemployed would find a way to create jobs for each other. Wealth creation is mankind’s natural objective when given the opportunity and the tools.

Women select short-term sexual relationships when men cannot improve their children’s survival, when there are too few men, or when their upbringing has signaled that men are unreliable investors in their progeny. Short-term relationships for women often amount to serial monogamy in response to a population of males, none of whom can or will provide sustained economic and emotional commitment. And if she can maintain her attractiveness in the face of her increasing age, decreasing looks, and the handicap (from a prospective partner’s viewpoint) of already born children, she can also gain the advantage of genetic diversity and perhaps better genetic quality in her children. But the most secure and stable route is to attract a male who will commit, providing the long-term assistance and resources that she needs to raise multiple offspring simultaneously. Unfortunately that idea has occurred to other women also and she is in a competitive market-place. The currency of the marketplace is what men want in a female partner. To trade successfully, she must advertise her assets by showing that she has more desirable qualities than her female rivals.

The market is the first force that has led to the shriveling of citizenship. The classic case is the Wal-Mart effect. A town has a Main Street of small businesses and mom-and-pop shops. The shopkeepers and their customers have relationships that are not just about economic transactions but are set in a context of family, neighborhood, people, and place. Then Wal-Mart comes to town. It offers lower prices. It offers convenience. Because of its scale and might in the marketplace, it can compensate its workers stingily and drive out competition.   The presence of Wal-Mart leads the townspeople to think of themselves primarily as consumers, and to shed other aspects of their identities, like being neighbors or parishioners or friends. As consumers first, they gravitate to the place with the lowest prices. Wal-Mart thrives. The small businesses struggle and lay off workers. They cut back on their sponsorship of tee ball, their support of the food bank. As the mom-and-pops give way to the big box, and commutes become necessary, lives become more frenetic and stressful. People see each other less often. The sense of mutual obligation that townsfolk once shared starts to evaporate. Microhabits of caring and sociability fall away. In this tableau of libertarian citizenship, market forces triumph and everyone gets better deals—yet everyone is now in many senses poorer.

Authoritarian populism can be seen as a pushback of elements of human nature—tribalism, authoritarianism, demonization, zero-sum thinking—against the Enlightenment institutions that were designed to circumvent them. By focusing on the tribe rather than the individual, it has no place for the protection of minority rights or the promotion of human welfare worldwide. By failing to acknowledge that hard-won knowledge is the key to societal improvement, it denigrates “elites” and “experts” and downplays the marketplace of ideas, including freedom of speech, diversity of opinion, and the fact-checking of self-serving claims. By valorizing a strong leader, populism overlooks the limitations in human nature, and disdains the rule-governed institutions and constitutional checks that constrain the power of flawed human actors. Populism comes in left-wing and right-wing varieties, which share a folk theory of economics as zero-sum competition: between economic classes in the case of the left, between nations or ethnic groups in the case of the right. Problems are seen not as challenges that are inevitable in an indifferent universe but as the malevolent designs of insidious elites, minorities, or foreigners. As for progress, forget about it: populism looks backward to an age in which the nation was ethnically homogeneous, orthodox cultural and religious values prevailed, and economies were powered by farming and manufacturing, which produced tangible goods for local consumption and for export.

Authoritarian populism can be seen as a pushback of elements of human nature—tribalism, authoritarianism, demonization, zero-sum thinking—against the Enlightenment institutions that were designed to circumvent them. By focusing on the tribe rather than the individual, it has no place for the protection of minority rights or the promotion of human welfare worldwide. By failing to acknowledge that hard-won knowledge is the key to societal improvement, it denigrates “elites” and “experts” and downplays the marketplace of ideas, including freedom of speech, diversity of opinion, and the fact-checking of self-serving claims. By valorizing a strong leader, populism overlooks the limitations in human nature, and disdains the rule-governed institutions and constitutional checks that constrain the power of flawed human actors. Populism comes in left-wing and right-wing varieties, which share a folk theory of economics as zero-sum competition: between economic classes in the case of the left, between nations or ethnic groups in the case of the right. Problems are seen not as challenges that are inevitable in an indifferent universe but as the malevolent designs of insidious elites, minorities, or foreigners. As for progress, forget about it: populism looks backward to an age in which the nation was ethnically homogeneous, orthodox cultural and religious values prevailed, and economies were powered by farming and manufacturing, which produced tangible goods for local consumption and for export.

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A very different threat to human progress is a political movement that seeks to undermine its Enlightenment foundations. The second decade of the 21st century has seen the rise of a counter-Enlightenment movement called populism, more accurately, authoritarian populism. Populism calls for the direct sovereignty of a country’s “people” (usually an ethnic group, sometimes a class), embodied in a strong leader who directly channels their authentic virtue and experience. Authoritarian populism can be seen as a pushback of elements of human nature—tribalism, authoritarianism, demonization, zero-sum thinking—against the Enlightenment institutions that were designed to circumvent them. By focusing on the tribe rather than the individual, it has no place for the protection of minority rights or the promotion of human welfare worldwide. By failing to acknowledge that hard-won knowledge is the key to societal improvement, it denigrates “elites” and “experts” and downplays the marketplace of ideas, including freedom of speech, diversity of opinion, and the fact-checking of self-serving claims. By valorizing a strong leader, populism overlooks the limitations in human nature, and disdains the rule-governed institutions and constitutional checks that constrain the power of flawed human actors. Populism comes in left-wing and right-wing varieties, which share a folk theory of economics as zero-sum competition: between economic classes in the case of the left, between nations or ethnic groups in the case of the right. Problems are seen not as challenges that are inevitable in an indifferent universe but as the malevolent designs of insidious elites, minorities, or foreigners. As for progress, forget about it: populism looks backward to an age in which the nation was ethnically homogeneous, orthodox cultural and religious values prevailed, and economies were powered by farming and manufacturing, which produced tangible goods for local consumption and for export.

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Page 141: Group Polarization Patterns Political anger and demands for privileges are, of course, not limited to the less privileged. Indeed, even when demands are made in the name of less privileged racial or ethnic groups, often it is the more privileged members of such groups who make the demands and who benefit from policies designed to meet such demands. These demands may erupt suddenly in the wake of the creation (or sharp enlargement) of a newly educated class which sees its path to coveted middle-class professions blocked by competition of other groups--as in India, French Canada, or Lithuania, for example. * * * A rapid expansion of education is thus a factor in producing inter-group conflict, especially where the education is of a kind which produces diplomas rather than skills that have significant economic value in the marketplace. Education of a sort useful only for being a clerk, bureaucrat, school teacher--jobs whose numbers are relatively fixed in the short run and politically determined in the long run--tend to increase politicized inter-group strife. Yet newly emerging groups, whether in their own countries or abroad, tend to specialize precisely in such undemanding fields. Malay students, for example, have tended to specialize in Malay studies and Islamic studies, which provide them with no skills with which compete with the Chinese in the marketplace, either as businessmen, independent professionals, or technicians. Blacks and Hispanics in the United States follow a very similar pattern of specializing disproportionately in easier fields which offer less in the way of marketable skills. Such groups then have little choice but to turn to the government, not just for jobs but also for group preferences to be imposed in the market place, and for symbolic recognition in various forms. *** While economic interests are sometimes significant in explaining political decisions, they are by no means universally valid explanations. Educated elites from less advanced groups may have ample economic incentives to promote polarization and preferential treatment policies, but the real question is why the uneducated masses from such groups give them the political support without which they would be impotent. Indeed, it is often the less educated masses who unleash the mob violence from which their elite compatriots ultimately benefit--as in Malaysia, Sri Lanka, or parts of India, Africa, or the United States, where such violence has led to group preference policies in employment, educational institutions, and elsewhere. The common denominator in these highly disparate societies seems to be not only resentment of other groups' success but also fear of an inability to compete with them, combined with a painful embarrassment at being so visibly "under-represented"--or missing entirely—in prestigious occupations and institutions. To remedy this within apolitically relevant time horizon requires not simply increased opportunities but earmarked benefits directly given on a racial or ethnic basis.

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First, the Internet has driven the cost of discovery for products and services lower than ever. Unlike in the past, when companies needed to offer goods in retail stores or broadcast advertising in order to be visible to customers, today buyers can find whatever they’re looking for on Amazon or other online marketplaces like Alibaba, in app stores, or, when all else fails, by Googling. Because products and services that are already popular will almost always come up first in search results, companies with a competitive advantage can quickly grow to the point where the increasing returns of network effects produce a winner-take-most or winner-take-all market.

More than ever before, zero-sum scenarios where only one party wins often mean, in the long run, that both parties will lose. Win-win has become a necessary reality in a networked world. In a hyper-connected marketplace, cooperation is gaining ground on competition. The game has changed.

The extraordinary accomplishments of Western science were achieved without regard to the complexions of its creators. Now we are to believe that scientific progress will stall unless we pay close attention to identity and try to engineer proportional representation in schools and laboratories. The truth is exactly the opposite: Lowering standards and diverting scientists’ energy into combating phantom sexism and racism is reckless in a highly competitive, ruthless, and unforgiving global marketplace. Driven by unapologetic meritocracy, China is catching up fast to the United States in science and technology. Identity politics in American science is a political self-indulgence that we cannot afford.

This is the compromise, the truce, distilled: Leave us alone in the competitive marketplace, and we will tend to you after the winnings are won. The money will be spent more wisely on you than it would be by you. You will have your chance to enjoy our wealth, in the way we think you should enjoy it. Here lay the almost constitutional principles that one day would govern MarketWorld giving: the idea that after-the-fact benevolence justifies anything-goes capitalism; that callousness and injustice in the cutthroat souk are excused by later philanthropy; that giving should not only help the underdogs but also, and more important, serve to keep them out of the top dogs’ hair—and, above all, that generosity is a substitute for and a means of avoiding the necessity of a more just and equitable system and a fairer distribution of power.

So the question is not, to cold call or not to cold call. Instead, the question is how to strategically balance prospecting across the various prospecting channels to give you a competitive advantage when interrupting prospects in the crowded, competitive marketplace.

The next time you go to the supermarket, look closely at a can of peas. Think about all the work that went into it—the farmers, truckers, and supermarket employees, the miners and metalworkers who made the can—and think how miraculous it is that you can buy this can for under a dollar. At every step of the way, competition among suppliers rewarded those whose innovations shaved a penny off the cost of getting that can to you. If God is commonly thought to have created the world and then arranged it for our benefit, then the free market (and its invisible hand) is a pretty good candidate for being a god. You can begin to understand why libertarians sometimes have a quasi-religious faith in free markets. Now let’s do the devil’s work and spread chaos throughout the marketplace. Suppose that one day all prices are removed from all products in the supermarket. All labels too, beyond a simple description of the contents, so you can’t compare products from different companies. You just take whatever you want, as much as you want, and you bring it up to the register. The checkout clerk scans in your food insurance card and helps you fill out your itemized claim. You pay a flat fee of $10 and go home with your groceries. A month later you get a bill informing you that your food insurance company will pay the supermarket for most of the remaining cost, but you’ll have to send in a check for an additional $15. It might sound like a bargain to get a cartload of food for $25, but you’re really paying your grocery bill every month when you fork over $2,000 for your food insurance premium. Under such a system, there is little incentive for anyone to find innovative ways to reduce the cost of food or increase its quality. The supermarkets get paid by the insurers, and the insurers get their premiums from you. The cost of food insurance begins to rise as supermarkets stock only the foods that net them the highest insurance payments, not the foods that deliver value to you. As the cost of food insurance rises, many people can no longer afford it. Liberals (motivated by Care) push for a new government program to buy food insurance for the poor and the elderly. But once the government becomes the major purchaser of food, then success in the supermarket and food insurance industries depends primarily on maximizing yield from government payouts. Before you know it, that can of peas costs the government $30, and all of us are paying 25 percent of our paychecks in taxes just to cover the cost of buying groceries for each other at hugely inflated costs. That, says Goldhill, is what we’ve done to ourselves. As long as consumers are spared from taking price into account—that is, as long as someone else is always paying for your choices—things will get worse.

Being competitive in the marketplace will require you to be innovative, creative, and hard-working, but nothing can prepare you if you're not up for the challenge. 

How can you compete when you are inconsequential and the marketplace is completely saturated? ... The sheer volume of artists, and by extension, level of competition, is disorienting in its ferocity. Trying to be a musician is like trying to scream in your dreams - all you want to do is make noise, but no one hears you.

In an ever-changing, hyper-competitive workplace and marketplace, for you to truly be of worth as a leader, you therefore know: you must develop your capacity for empathy.

Fourth is “flatness.” As globalization advances, people perceive the world as one homogeneous, highly competitive marketplace: the world is “flat.” Given that assumption, anyone who might have had the ambition to look for a secret will first ask himself: if it were possible to discover something new, wouldn’t someone from the faceless global talent pool of smarter and more creative people have found it already?

Businesses that were not profitable did not survive for long in a competitive marketplace, because profits are essential to the long-term survival and flourishing of all businesses. Without profits, entrepreneurs cannot make the necessary investments to replace their depreciating buildings and equipment or to adapt to the always-evolving and competitive marketplace. The need for profit is universal for all businesses in a healthy market economy.

The experts of today will not be those of tomorrow unless they continue to learn, grow, and adapt with the changing marketplace and world we live in.

You decide that there is a viable marketplace and that you can create a differentiated and competitive

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.

In an age where competitive advantage requires fast time to market and relentless experimentation, organizations that are unable to replicate these outcomes are destined to lose in the marketplace to more nimble competitors and could potentially go out of business entirely, much like the manufacturing organizations that did not adopt Lean principles.

These four patterns—dispersal and concentration, aggregation, marketplace competition, and genres—enable the formation of sexual minority publics by way of commerce, creating opportunities for sociality by bringing bodies together in city space.

The marketplace competition that takes place between businesses courting sexual minorities in urban centers has many parallels with the competition between media companies that court sexual minority audiences. Cinema distributors and mobile media companies that target sexual minorities imagine overlapping target audiences and angle for broader market reach in the pages of trade publications.

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The war between the centrifuge of knowledge and the centripetal pull of power remains the prime conflict in all economies. Reconciling the two impulses is a new economics, an economics that puts free will and the innovating entrepreneur not on the periphery but at the center of the system. It is an economics of surprise that distributes power as it extends knowledge. It is an economics of disequilibrium and disruption that tests its inventions in the crucible of a competitive marketplace. It is an economics that accords with the constantly surprising fluctuations of our lives.

Campuses are bubbles, artificial environments that insulate students from the life of the competitive marketplace. The more exact truth is that our campuses offer students the privileges of liberty without the corresponding responsibilities.

Here is a key insight for any startup: You may think yourself a puny midget among giants when you stride out into a marketplace, and suddenly confront such a giant via litigation or direct competition. But the reality is that larger companies often have much more to fear from you than you from them. For starters, their will to fight is less than yours. Their employees are mercenaries who don’t deeply care, and suffer from the diffuse responsibility and weak emotional investment of a larger organization. What’s an existential struggle to you is merely one more set of tasks to a tuned-out engineer bored of his own product, or another legal hassle to an already overworked legal counsel thinking more about her next stock-vesting date than your suit.

MARKET DEVELOPMENT Be Your Own Competitor Creating an organization of provocateurs means creating an organization that contains its own competition. You need people who are open to failure and willing to rewrite the industry rules if they feel that the marketplace is moving in a different direction. If those ideas aren’t being generated within your organization, they’re being generated outside of it. I’d rather compete with myself than with someone else in the marketplace. TALENT

Harvard ethicist Laura Nash’s instructive book Believers in Business is filled with stories of Christians living in the real world of the marketplace. In her research for the book, Nash conducted a study of sixty evangelical chief executive officers to discover how they balanced the competing tensions of their work. First, consider the seven tensions she identified as common to Christians in the marketplace: serving God vs. pursuing mammon love vs. competition people needs vs. profit obligations family vs. work keeping personal perspective in the face of success charity vs. wealth being a faithful witness in a pluralistic workplace1 Sound

the path of technological progress and its human consequences are determined not simply by advances in science and engineering but also, and more decisively, by the influence of technology on the costs of producing and consuming goods and services. A competitive marketplace guarantees that more efficient modes of production and consumption will win out over less efficient ones.

Breaking up the industry into a marketplace of interconnected parts introduced competition, which lowered prices. It also increased the system’s vulnerability to cyber intrusion. With

Today, organizations adopting DevOps principles and practices often deploy changes hundreds or even thousands of times per day. In an age where competitive advantage requires fast time to market and relentless experimentation, organizations that are unable to replicate these outcomes are destined to lose in the marketplace to more nimble competitors and could potentially go out of business entirely, much like the manufacturing organizations that did not adopt Lean principles.

Let’s say that a client has asked you to speak to a management team of 50 people. It is a successful high-tech (or health-care or automotive—it really doesn’t matter) organization in a competitive marketplace. The vice president of operations wants to instill formalized techniques that people can use to constantly raise their own standards and outpace the competition. Your speech is the kickoff for the daylong conference. All of the other speakers and activities involve internal people.

The new leaders will not be content to sit back and let the cruise control do the driving. They will be looking forward, scanning the landscape, watching the competition, spotting emerging trends and new opportunities, avoiding impending crises. They will be explorers, adventurers, trailblazers. Advanced technology will give them an interactive, real-time connection with the marketplace; and they will get feedback from sensors at the peripheries of the organization. But they will be led just as much by their own intuition. Sometimes they will decide to ignore the data and drive by the seat of their pants. Tomorrow’s successful leaders will be what Warren Bennis calls ‘leaders of leaders’. They will decentralize power and democratize strategy by involving a rich mixture of different people from inside and outside the organization in the process of inventing the future.

Although much has been written about the decline of American competitiveness, in many ways this new global market plays to our strengths. The constant in the global marketplace is change, and change is what we Americans deal with best. We have always been innovators. Who else would choose as a national motto on our great seal "novus ordo seclorum" - the new order of the ages. This native adaptability is in itself a type of "infrastructural" advantage, an infrastructure of culture that will serve us well as long as we refuse to panic in the face of statisticians and pundits wielding yesterday's numbers and telling us we're washed up if we remain ourselves.

Located on 9th Avenue in New York City, B& H Photo is the largest non-chain photo and video equipment store in the United States and the second largest in the world —only Yodobashi Camera in downtown Tokyo is bigger. The owners, along with many of their employees, are Hasidic Jews who dress just as their eighteenth-century ancestors did in Eastern Europe. On any given day, 8,000 to 9,000 people pass through the front door. Yet 70 percent of their business is online, serviced by a 200,000-square-foot warehouse located nearby in Brooklyn. Even in a competitive marketplace, B& H won’t conduct business on the Sabbath or on about a half-dozen Jewish holidays during the year. They close their doors at 1 p.m. on Fridays and keep them closed all day Saturday, the biggest shopping day of the week. During Sabbath, customers can peruse the B& H website, but they can’t make an online order. Recently a customer asked the B& H director of communications how they could close not just the retail store but also the website on Black Friday, the day after Thanksgiving and the busiest shopping day of the year. The director simply replied, “We respond to a higher authority.” 17

An in-depth, introspective analysis is required. It needs to be objective, candid, and thorough. Good questions, like the following, can help. They may not produce perfectly clear answers, but they are a starting point. (Note that they are from an external perspective to give you some distance from internal biases.) What would our competitors say we do exceptionally well? Where are we dominant in the marketplace? Where do we have high market share? Where have others attempted to compete with us and failed? If we asked members to play “word association” with us, when we say the “XYZ Association” what word or phrase would come immediately to mind? If we asked members to identify the one thing that we do that helps them most, what would they say? What are we not doing that we should be doing that expands on existing strength? Don’t allow your association to operate on “pseudo strength.” Make sure your strength is real.

The difference in cost-efficiency was over a factor of four in favor of the low-end server. When looking for more recent data to update this section we realized that there are no competitive benchmarking entries that represent the high-end server design space. As we observed in 2009, the economics of the server space made that class of machines nearly obsolete in the marketplace today. The more interesting discussions today are between low-end server nodes and extremely low end (so-called Wimpy) servers,

Companies that learn how to incorporate older people as employees could gain a competitive edge in the marketplace

They are the ones who first appreciate the architecture of your product and why it therefore has a competitive advantage over the current crop of products established in the marketplace. They are the ones who will spend hours trying to get products to work that, in all conscience, never should have been shipped in the first place. They will forgive ghastly documentation, horrendously slow performance, ludicrous omissions in functionality, and bizarrely obtuse methods of invoking some needed function—all in the name of moving technology forward. They

Wildly Popular House Buying Strategy In A Competitive Environment It is important for the success of any real estate consulting company to have customers who are happy with their services. Customers who are unhappy with your real estate services business will stop buying your goods and will supply your business with a bad name. To guarantee that your business receives positive reviews, be certain to give your customers the best quality service. We've great ideas about how to create potential customers and keeping current ones satisfied. Each new employee you bring into your real estate services business could have long-lasting repercussions, so choose them carefully. Prior to inviting someone to join you, be certain that he or she's going to be capable of performing the duties the job will require, and that he or she's certified in any way needed. Whenever a new employee joins your business, you should see that they receive thorough training and could complete the tasks assigned to them. Successful companies have happy staff members that need to help you succeed; they tend to be the product of ongoing training. A real estate services business that hopes to be competitive in today's business world should have a professionally designed website. As a responsible business owner, you have to hire a professional website designer to build your site if you don't have the necessary skills to do it yourself. The appearance of your website is vital to its success, so be sure to use visually appealing templates and images that support your content. Never discount the importance of virtual retailing to your real estate consulting company's success; today's business climate requires that all companies establish and maintain a strong and authoritative web presence. Don't give in to complacency, even though your real estate consulting company is doing well. House buying experts universally believe that the very best time to expand your company is when you are gaining momentum. When you have dedication to the project, you could build a successful company. If your company could learn to embrace changes in the marketplace and always strive for something better, you will get through a lot of tough times.

As globalization advances, people perceive the world as one homogeneous, highly competitive marketplace: the world is “flat.” Given that assumption, anyone who might have had the ambition to look for a secret will first ask himself: if it were possible to discover something new, wouldn’t someone from the faceless global talent pool of smarter and more creative people have found it already? This voice of doubt can dissuade people from even starting to look for secrets in a world that seems too big a place for any individual to contribute something unique.

Don't try to think outside the box- get outside the box, then think!

To beat the competition and succeed in today's competitive market, you should be abreast with the change in the marketplace not forgetting about incorporating creativity and innovation as a lifestyle.

The flâneur traverses an economic space where wares are sold – poetry, journalism, knowledge – in the marketplace. If this is acknowledged then the flâneur’s subjectivity is allied with others who sell themselves (albeit existing in competition with them), rather than with all men. He is subservient to the market.

Why Do DevOps? The competitive advantage this capability creates is enormous, enabling faster feature time to market, increased customer satisfaction, market share, employee productivity, and happiness, as well as allowing organizations to win in the marketplace. Why?

We need real health care reform. But it should expand competition and empower patients, and disempower government bureaucrats from getting between us and our doctors. We should allow people to purchase insurance across state lines (which is currently illegal), which will in turn create a fifty-state national marketplace for low-cost catastrophic coverage. If you want more coverage, you want more choices and lower costs. Obamacare gives us fewer choices and higher costs.

If the strategy is designed to attain breakthrough marketplace leadership, it can't merely anticipate and adapt to industry change. Instead, the strategy must be designed to drive and direct the process of change, a bold goal.

This is a massive problem for the entrepreneur because commodities are valued at the point of market efficiency. This means that the marketplace drives the price down through competition until the margins are just enough to keep the lights on:

Finally, the money to pay for an increased minimum wage must come from somewhere, and there are only four places from which it can come: other minimum wage workers, in the form of layoffs and reduced hours; higher wage workers, in the form of static or reduced compensation; investors, in the form of lower profits; or customers, in the form of higher prices. How much each of the groups pays for the minimum wage hike depends on how competitive the various marketplaces are.

The teams of Shell employees learned how to scope out the boundaries of their ideas, identify partnerships, determine the competitive advantage of their ideas, and calculate the financial implications. They were coached in developing hundred-day action plans, which formulated ways to learn fast—devising low-cost, low-risk ways of prototyping and testing their ideas in the marketplace.

Emergent strategy has become the battle cry of many technology firms and start-ups, which do indeed face a rapidly changing marketplace. Unfortunately, such an approach places a company in a reactive mode, making it easy prey for more-strategic rivals. Not only is strategy possible in times of tumultuous change, but it can be a competitive advantage and a source of significant value creation. Is Apple disinclined to think about strategy? Is Google? Is Microsoft?

DeFi is fundamentally a competitive marketplace of decentralized financial applications that function as various financial “primitives” such as exchange, save, lend, and tokenize. These applications benefit from the network effects of combining and recombining DeFi products and attracting increasingly more market share from the traditional financial ecosystem.

Success in today's competitive marketplace favors leaders who are transparent and forward thinking, those who promote and celebrate diversity, and individuals who maintain a commitment to inclusion.

on your target market and marketplace to optimize sales.  Prompt:  If I want to list this ebook on amazon, can you give me a price point that will maximise the number of sales based on my target audience? ChatGPT Response: Pricing your ebook on Amazon can be a tricky task, as it depends on various factors such as your target audience, competition, and the value that your book offers. However, generally speaking, a lower price point is more likely to result in more sales, as it will make your book more accessible to a wider range of readers. For a non-fiction ebook such as "Unplugged: The Ultimate Guide to Digital Detoxing and Finding Peace in the Modern World", a price point of $2.99 to $4.99 is considered competitive and will likely maximize the number of sales. This price range positions your book competitively against similar books while still being affordable for most readers. It's also important to note that you can change the price of your book from time to time, for example, you can offer discounts or promotions to boost sales, or you can raise the price if you feel it's undervalued. Additionally, you can also offer the book for free for a limited

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.

Competition only exists in your head, not in the marketplace.

Core” is what creates differentiation in the marketplace and wins customers. “Context” consists of everything else—things like finance, sales, and marketing. No matter how well you do it or how many resources you put into context, it does not create a competitive advantage. Every company does it. According to Moore: Core is what companies invest their time and resources in that their competitors do not. Core is what allows a business to make more money and/or more margin, and make people more attracted to a business than to its competitors. Core gives a business bargaining power: it is what customers want and cannot get from anyone else.26

The socialist has always believed that the necessary knowledge is at hand, so there is no need for competition in the marketplace. The economy needs only to be directed by a rational planner who will dictate the transactions that are to proceed for everyone’s benefit. The capitalist, on the other hand, has understood this proposal to be nothing but a conceit, a product of human arrogance and folly—because in reality there is no human being, and no group of human beings, that possesses the necessary powers of reason and the necessary knowledge to correctly dictate how an entire economy should proceed for everyone’s benefit. Instead, the capitalist argues, from a skeptical and empirical point of view, that we should permit many independent economic actors and allow them freely to compete in developing and providing economic products and services. It is understood that because each of these competing business enterprises pursues a different set of aims, and is organized in a manner that is different from the others, some will succeed and some will fail. But those that succeed will do so in ways that no rational planner could have predicted in advance, and their discoveries will then be available for the imitation and refinement of others. In this way, the economy as a whole flourishes from this competition.

I’ve seen many small businesses completely misunderstand their marketplace because they didn’t want to believe that their products or services were missing the mark, or they didn’t want to make the necessary investments for course corrections, or they simply didn’t offer the innovation or differentiation that they thought they did.

Quoting page 150-151: Political camouflage, needed by legislators eager to please civil rights and minority organizations while avoiding punishment by voters for supporting racial quotas, was provided by the bureaucratic obscurity of the government’s procurement process. Voters did not understand the complexities of government contracting and agency regulation. … The weaknesses of minority set-asides were chiefly two. First, they were indubitably racial and ethnic quotas, and hence were politically controversial. As government benefits tied to ancestry, they violated the classic liberal creed that Americans possessed equal individual rights. … Nonminority contractors were barred by their ancestry or their skin color from even bidding on contracts paid for by taxpayer dollars, including their own. Second, and less obviously, set-aside programs produced a common set of flaws in implementation. The most severe problem was the concentration of set-aside contracts on a few successful firms. Agency officials, needing to spend a large amount of money on minority procurement contractors every fiscal year, found very few minority contractors able to do the job. Four-fifths of all certified minority firms had no employees, their personnel roster consisting solely of the owner of the enterprise. As a consequence, agency set-aside contracts were typically concentrated on only a few firms large enough and sufficiently experienced to meet the terms of the contracts, providing constructing, street paving, computer services, military uniforms, or other goods and services. In 1990, for example, only fifty firms, representing less than 2 percent of the certified minority firms in the 8(a) program, accounted for 40 percent of the $4 billion awarded. … such firms never seemed to “graduate” from the set-aside program, weaned from the incubator and ready to compete in the normal marketplace of competitive government contracting. … Almost all the contracts were awarded on a no-bid or “sole source” basis; in fiscal 1991, for example, only 1.9 percent of the 4,576 contracts in the 8(a) program were awarded on a competitive basis.

The Apple Ad to IBM when the IBM computer launched. Welcome to the most exciting and important marketplace since the computer revolution began 35 years ago. Read the opening sentence of Apple's Ad. Putting real computer power in the hands of the individual is already improving the way people work, think, learn, communicate, and spend their leisure hours. Ove the course of the next decade the growth of the personal computer will continue in algorithmic leaps. We look forward to responsible competition in the massive effort to distribute this American technology to the world. And we appreciate the magnitude of your commitment, because what we are doing is increasing social capital by enhancing individual productivity. Apple signed the letter to their new rival with the words, Welcome to the task. Apple was trying to advance a just cause and IBM was going to help them. IBM accepted the challenge.

We can now specify the particular elements of Smith’s model for understanding the human social institution of morality according to what I call Smith’s “marketplace of morality.” It has six elements: motivating desire, market, competition, rules developed, resulting “spontaneous order,” and objectivity.