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competitive strategy

Competitive Strategy: How To Get Better Than Your Opponents

We have seen a lot of organizations who mull and watch as their business transforms into a zero-profit condition while their competitors appear to flourish.

Why is this so? Just take a look at your business and try to answer these questions:

✅ What does my company do better than anyone else?
✅ What unique value do I provide to my customers?
✅ How will I increase that value next year?

Companies that neglect to answer these questions and don’t accept that they are of fundamental significance, consign themselves to minor productivity at best and disappointment at worst.  Yet, organizations that can respond to these queries can raise the value bar for their clients and receive the rewards of success.

Addressing these 3 simple questions doesn’t guarantee a positive outcome, yet it is a significant step in creating a strategic and focused operation which prompts for a business to succeed.. With today’s business environment being so competitive, businesses need to re-design the principles on which they contend to be successful.

A few organizations have sorted this out and have reclassified competition in their market by conveying a remarkable value to a selected customer group. By keeping focus and discipline, they make it hard for other businesses to contend under old competitive terms.

Basically, competitive strategy has never been more critical to success in today’s business environment. It doesn’t make any difference what sort of business you are in or whether you are small, large or simply beginning, an organization can not survive without an adequate and focused strategic plan to best the competition. However numerous organizations neglect to execute a successful strategy; it is these organizations that mull in the zero benefit zone.

For any organization to make progress and enter the benefit zone it should initially choose where it will stake its claim in the marketplace and what sort of significant value it will offer its clients.

A company needs a clear marketing push, an exact knowledge on its client base, and a product or service with a niche or some competitive advantage to be successful.

Sadly, numerous business owners and entrepreneurs stall out in the process of defining their competitive strategy. They frequently have the idea and the product, however being the technician they don’t know how to define its market. Far more worse, a lot of entrepreneurs assume their target market and often glaze over a competitive strategy usually to the drawback of the business.

So what are the means to lay out a competitive business strategy?

1st Step: Monetary Perspective. This may not appear to have a lot to do with strategy, yet it is essential to decide the value of your success. Why? Simple. If the venture can’t convey huge returns, it may not merit the risk, and you need to evaluate whether it is worth continuing with your business.

Start defining how much profit you need to see toward the end of a specific time-frame, and afterward decide the amount of income expected to produce that profit and the costs to deliver it. Do the numbers add up and bode well? If the revenue isn’t adequate to generate the necessary profit at the end based on an estimate of costs, don’t just fudge the numbers and expect you can reduce expenses or increment revenue. Be determined in your evaluation.

2nd Step: Understand The Industry and Competition. You need to assess your industry and the competition based on 5 factors:

Understanding your competition include components like competitor strengths and weaknesses, market position, pricing, new product development, advertising, marketing and branding. You ought to decide how you compare to your competitors.
Assess the threat of new competitors into the business and any potential reactions from existing organizations. There are fundamentally 6 barriers to entry you can assess: economies of scale, product differentiation, capital prerequisites, cost detriments, access to distribution channels, government policy.
Assess the threat of existing products that can place a ceiling on pricing.
Assessing the bargaining power of suppliers who can increase prices, lower the quality of products or limit the quantity of supplies one can purchase. This all has an impact on profitability.
Assessing the bargaining power of customers who can drive down costs or request better quality, more services and play you off versus a competitor.

3rd Step: Have A Better Understanding Of Your Clients. In this step, you evaluate your customer. This is a key step. In fact, the customer value proposition and how it translates into growth and profitability for the company is the foundation of strategy.

In order for you to accomplish your vision, how should your clients look? Who are the target clients that will generate growth and a profitable mix of products/services? What is the value proposition that will define how your company separates itself to attract, retain and deepen relationships with your targeted customers?

Can’t decide which value propositions you need to take? Work through this value chain:

✅ Determine your customer priorities
✅ Determine the channels needed to satisfy those priorities
✅ Determine the offering products) that are best suited to flow through those channels
✅ Determine the inputs (materials/knowledge etc) required to create the product
✅ Determine the assets/core competencies essential to the inputs (ask yourself, in order to satisfy my customer at which processes must I excel?)

4th Step: Finish The Business Model. Creating a flow chart will show how every one of the components and activities of a business are linked together as whole. It lays out how the business generates income, how cash flows through the business and how the product flows through the business. This is likewise a good step to check whether something is missing in your analysis.

5th Step: Construct The Business Plan. When you get to this step, the majority of your work is finished. In the event that you are searching for financing, a formalized plan should be completed. On the off chance that you needn’t financing, ensure that the preceding tasks are documented so that they can be looked into and changed as time progresses (strategy is a continuous cycle, not a one time task).

6th Step: Learning and Growth Perspective. In this last step, analyze how and where the organization must learn and improve in order to become and remain successful. Determine the skills, capabilities and knowledge of employees needed, the technology needed and the climate and culture in which they work.

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