how to determine whether the competition is killing your strategy (productcamp boston 2016)

HOW COMPETITORS KILL YOUR STRATEGYAND WHAT TO DO ABOUT IT

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COMPETITIVE ANALYSIS

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Where it usually beginsWhere it usually ends

WHAT’S ACTUALLY HAPPENING HERE?

Code BloatDeviation From What You Do BestCommoditizationCOPYRIGHT (C) 2016 HALLIDAR CONSULTING LIMITED

COMPETITIVE INNOVATION MODEL

Game-Changer

Revolutionary

Evolutionary

Commodity

Create and establish new product categoriesWrestle with sticky social issues

Attack problems sideways – often by redefining them

Are typically hugely profitable or achieve high valuations,fast

Solve a problem in a new and entirely different way

Differentiation is obvious and

valuable to the buyer

Hard to disrupt

Typically very profitable

Generally attacks problems the same way as the competition

Differentiated only by features and typically not sustainably

Often falls into the trap of competing on price, not value

Typically significantly less profitable than Revolutionary or Game-Changers

Buyers cannot differentiate from competitors

based on value

Sales almost always price-sensitive

Almost impossible to be viewed

as a thought leader

Generally very poor profitability

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THE COMPLETED MODEL

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GREAT – SO NOW WHAT?

The model exists to help you decide how you want to compete, and to see how people are competing with you Begin with a subjective analysis Refine by studying the behaviour of key competitors going back a few years Use it to help assess your strategy, not build your backlog Continue to evolve the model with more objective measures over time

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TO SUMMARIZE

Look at competitive analysis as a way to help determine how you want to compete, not dictate what to build

Where you are on the curve versus your competition can tell you How likely you are to be disrupted Whether you are throwing worse money after bad by engaging in a feature war Playing to your company’s strengths Advancing your company’s mission

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