This is the fourth and final part in a 4-part Guest Blog post series by Sarah Polk, Chief Marketing Officer at Chief Outsiders.
Embracing Your Competitive Advantage
Ask any sports athlete what gives them the fire to take their field of play, and they will likely cite the prospect of beating their rival. Indeed, without the subplot of competition, sports would be exceedingly boring – for both the players and the viewers.
As CEOs, competition, too, represents our drive, our passion, our reason for being. Though we might actually prefer owning the playing field and having it all to ourselves, we can be relatively assured that we will have company as we pursue excellence and strive for the only true tangible measure of success – revenue growth.
As you know, this blog series has been keenly focused on helping you achieve this drive for excellence. In previous blogs, we have looked inward – talking about how being more engaged with your team and how focusing on the way consumers are embracing (or eschewing) your product or service, are critical keys to growth-oriented success.
Now, it’s time to take a look beyond our walls – at the competitive forces that we must manage in order to ensure survival. Understanding how our rivals are nipping at our heels is the essential insight to positioning our product or service appropriately in the marketplace. To be a successful leader, you must be able to identify where your company advantages are really resonating — whether it is product quality, customer service, uniqueness, corporate structure, or some other characteristic — and use those attributes in your promotional efforts.
In my work with companies, I have noticed that a surprising number have not considered these competitive essentials. Even more companies have stuck with antiquated methods to promote their competitive advantage – only to watch that advantage evaporate due to technology.
In these situations, there are some fundamentals that I recommend CEOs follow immediately to get their competitive efforts on track:
Review Your Positioning: With the world changing so rapidly, this is something I recommend doing on an annual basis. What may have been a competitive advantage five years ago may not even raise the consumer’s eyebrow today. This may require some internal restructuring – particularly with marketing – to ensure that the company can keep pace with market dynamics.
Take the Pulse of the Market: Now is the time to invest in robust qualitative and quantitative research that gets to the heart of changing consumer tastes. I often see companies that come up with a great idea for a new product and accelerate its launch, while skipping critical steps. Gauging consumer demand, surprisingly, generally is the step that is overlooked.
Understand the Essence of Sales Pressures: It has been easy for any company to blame flagging demand on the effects of the COVID-19 pandemic – which has been a smokescreen for some companies who were already experiencing the effects of competitive pressure. The ability to see the big picture through a regular, and in-depth, competitive analysis, is a critical part of sifting through the superficial and getting to the heart of matters.
Call in an Expert: Sometimes, putting the competitive landscape into perspective is a bigger job than your existing go-to-market team is able to manage. Even people who go to a doctor for regular checkups will, at times, need a specialist – or a surgeon! That’s why it can be wise to call upon a specialist in market analysis to make a true, objective, third-party examination of the forces that are impacting your standing in the marketplace. They can also help you assemble a library of resources so you can consistently be updating your competitive research and ensure that you don’t fall behind on this important strategy again.
As a CEO, it’s critical that you use the tools in your arsenal to earn – and keep – your competitive advantage. Rather than viewing competitive research as an expense item, consider it a priority to help you break through the clutter that has only been amplified due to the onslaught of digital tools.
In case you missed the previous articles in the series:
- Positioning for Explosive Growth: A CEO’s Guide To Enthusiastic Leadership – Part Three
- Positioning for Explosive Growth: A CEO’s Guide To Enthusiastic Leadership – Part Two
- Positioning for Explosive Growth: A CEO’s Guide To Enthusiastic Leadership
With deep senior level management and marketing expertise, Sarah leads businesses through international expansion initiatives, difficult transitions, mergers, acquisitions, and turnarounds. Adept at recognizing growth opportunities, strategic positioning, creative conceptualization, new product launches, and brand management, she builds and expands extensive marketing departments to maximize ROI and shareholder value. Also skilled at product marketing, she works with engineering teams to craft products that meet the market’s needs. With an ability to inspire and lead cross-functional global teams, Sarah builds productive, long-lasting business relationships.