| Adding irresistible forces and their shifts as factors in | | | | you need to be sure that you don't allow yourself to |
| analyzing potential competitive interaction can help you | | | | be swamped by excess demand for your products |
| to create circumstances in which you have the playing | | | | and services in such circumstances. |
| field to yourself. This happens when competitors are | | | | How do these match-ups of differential effect, |
| unwilling or unable to respond. As a result, you can gain | | | | alignment and misalignment look on an |
| more advantage sooner and for a sustained period of | | | | account-by-account basis? |
| time. | | | | This perspective will not only make you even more |
| Which irresistible forces are affecting each of your | | | | effective, it will make the thinking process more |
| competitors more or less than they are affecting you? | | | | practical and easier to understand. This simplification is |
| Differential effect is a keystone to creating competitive | | | | a great help to those who will be implementing based |
| advantages that last. For example, all those forces | | | | on what you have discovered. This specific way of |
| that have stronger effects on you than on the | | | | thinking will be critical in markets where there are few |
| competitor can be most easily turned into advantages. | | | | customers, but it will become an even larger |
| Where the effect is weaker on you, you have a | | | | advantage in markets where there are many |
| potential vulnerability if the competitor shifts to take | | | | customers. |
| advantage of the irresistible forces. | | | | That is true because your competitors are unlikely to |
| To which irresistible forces are each of your | | | | take their analysis to this individualized level. That |
| competitors most misaligned? | | | | oversight will allow you to easily maneuver around |
| Even better than having a differential effect is to have | | | | them using the irresistible forces to your advantage. |
| a competitor resisting an irresistible force that you are | | | | In considering competitors, don't forget to consider |
| using to your advantage. This circumstance is like | | | | those organizations that might become competitors. |
| being in a sailing race with the wind comfortably from | | | | Often the threat is greater from those sources than |
| the side while the competitor's boat is facing head | | | | from slack, current competitors. In some cases, |
| winds because the boat is being sailed incorrectly. Until | | | | potential competitors may also include customers |
| the competitor tacks in the right way to capture the | | | | taking on your activity for themselves. |
| winds, you can make enormous progress. However, | | | | |