"not “winning,” “beating,” or “defeating” competitors"

Motards, Dastardlys, ...

“To get ahead of disruption, we need to pay far more attention to customers than we ordinarily do, and commensurately less attention to competitors. We need to discipline ourselves to look at markets from the customer’s perspective, not just the company’s, and to understand customers’ evolving desires and behaviors.
...
At first glance, executives might resist shifting their strategic focus from competitors to customers. In my experience, most executives care about customers, but they are obsessed with competitors—and understandably so. Modern business strategy has focused squarely on the firm, on assessing the competitive landscape, and on responding to competitors.
...
Game theory models, meanwhile, conceptualize games as played with a competitor. Customers are secondary, conceived as the “prize” for which competitors are vying.
...
Focusing on competitors has worked well in the past, and it might still work in some situations, but it has become less applicable for companies competing in markets threatened with disruption. Traditional corporate strategy assumed a situation in which companies faced only one or a few competitors, and in which opponents’ actions were somewhat predictable. Under such conditions, competition really did bear more similarity to a chess match or to warfare. In today’s markets, incumbents across many industries often square off against not one or two large and predictable opponents, but dozens more of small, nimble, and less predictable challengers.
...
For these reasons alone, executives would do better to return to the basics of business—not “winning,” “beating,” or “defeating” competitors, but acquiring and retaining customers. Entrepreneurs at disruptive startups see the world in precisely this way, paying heed to Peter Drucker’s famous dictum “The purpose of a business is to create a customer.” Indeed, entrepreneurs perceive the focus on customers as a defining quality of startups as opposed to incumbents.”

A mesma doença está na base disto:

"I’m a terrified dinosaur. I’ve been living in this cozy world of old brands [and] big volumes. You could just focus on being very efficient and you’d be OK. All of a sudden we are being disrupted in all ways. If you go to a supermarket, you see hundreds of new brands. In beer, we had the new kinds of beer coming in from all over. We are running to adjust."

Trechos iniciais retirados de “Unlocking the Customer Value Chain” de Thales S. Teixeira.