"when leaders think of business as a war with their competitors—and many continue to do just that—they inevitably seek to beat their rivals in ways that don’t meaningfully enhance customer-perceived benefits—such as with product-feature frenzy or predatory pricing. Such moves rarely grow the total market and almost always produce lower margins and losing products.Recordar:
When strategy is about competitors, leaders lose focus on the unlimited opportunities to grow customer value.
Whereas making strategy about competitors can be highly destructive, making it about the customer encourages leaders to find ways to win without having to pay the price for their victories. Does this mean that competitors can be safely ignored when it comes to strategy? No. Understanding competitors’ value propositions is one effective way to generate new thinking on how to improve your own value propositions.
Business is not war or sport. Strategy in business is different than strategy in war and sport. It’s not about competitors. It’s about the customer, your value proposition, and the capabilities you need to deliver it better than anyone else. It’s that simple—and that difficult."
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Trechos retirados de "Strategy Is Not About The Competition"