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Repeating the Irresistible Profit Growth Process Focuses Competitive Thinking

Apr 12, 2008
Consider your management of irresistible forces as a competitive tool for creating product and service differentiating strategies. Early in the use of this process, your competitive thinking will tend to be pretty primitive. You'll probably only consider the opportunity to arrive first with a better solution to the irresistible force circumstance.

By continually working through the irresistible force management process, you can expand your success through preemptive adaptations. As a result, other organizations delay their response or even take the wrong path, increasing the likelihood that they become confused and misdirected in responding.

What About the Other Guy?

After several turns through the irresistible force management process have helped improve your organization's thinking and approach to irresistible forces, you can turn your attention to analyzing how irresistible forces are affecting your competition. You'll discover that some irresistible forces work better to your advantage than to others, and vice versa.

Consider that today companies in many industries subscribe to the strategy that they should consolidate to achieve cost advantages. In actuality, it's rare that two or more diverse organizations can combine to create one that is more effective. By recognizing this circumstance, you are likely to be able to circumvent such a narrowly preoccupied set of competitors as they grapple with the very significant problems of mismatched organizations consolidating.

For example, in 1998 Compaq, the personal computer industry leader, acquired Digital Equipment, the minicomputer industry leader. Compaq's concept was to use Digital's established relationships with companies and software vendors to add more value through retail channels and through value-added resellers.

Dell meanwhile pursued its focus on direct selling effectiveness and value-added for customers. The irresistible force of consolidation among large companies in all industries favored Dell more than Compaq.

Dell could respond much faster and at a much lower price to the need for creating a uniform computing environment within the constantly consolidating large companies. Compaq only gains an advantage if Dell fails to expand its service and flexibility to the full world scale of these customer organizations.

In addition, when Compaq acquired Digital Equipment, the impact of this consolidation irresistible force directly benefited Dell in another way. Many computer consulting organizations and accounting firms favored working with a personal computer supplier who didn't compete with them in systems solutions as Digital Equipment did. Consequently, Dell used its relationships with these consulting organizations to expand its ability to adapt to the emerging worldwide needs of these consolidating computer customers.
About the Author
Donald Mitchell is an author of seven books including Adventures of an Optimist, The 2,000 Percent Squared Solution, The 2,000 Percent Solution, The 2,000 Percent Solution Workbook, The Irresistible Growth Enterprise, and The Ultimate Competitive Advantage. Read about creating breakthroughs through 2,000 percent solutions and receive tips by e-mail by registering for free at

http://www.2000percentsolution.com .
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