"Good ideas alter the power balance in relationships, that is why good ideas are always initially resisted. Good ideas come with a heavy burden. Which is why so few people have them. So few people can handle it."
Hugh Macleod
"Relationships of trust depend on our willingness to look not only to our own interests, but also the interests of others."
Peter Farquharson
It's really tough to work your Magic on a Market, even one with a truly compelling need of some sort. There's typically somebody who stands to lose when you win. In the strange and wonderful world of business writing, we most often call those losers competitors or substitutes. But, to be honest, that's a bit too simple and obvious to deserve any extended commentary. There are, however, other important groups of potential losers that should be considered by innovative entrepreneurs. They are lurking in the bushes waiting to derail your magical train.
Take, for example, suppliers to the competitors. If your entry stands to hurt them, they will work against you. Period.
And what about distributors of the competitors' products? Same story.
And, horror of all horrors, individual customers may be personally wedded to the competitor by a bond forged in the "old" technology. The internal client expert may have bet his or her career on your competitor's product line. To switch to yours may invalidate a lifetime of subject-matter-expertise.
What to do? These impediments to your success cannot simply be overwhelmed by your Moxie.
Build relationships with them. Align with the potential losers. Figure out how to make them winners, too. Use your competitor's supplier. Make a sweet deal with his distributors. Transform the internal technical gatekeeper into an expert in your technology.
In a complex, competitive environment it's well-nigh impossible to make everyone into a winner. But you can quite often prevent some of them from being losers. That frees you to focus your Moxie on your strategic center.
“Entrepreneurs are simply those who understand that there is little difference between obstacle and opportunity and are able to turn both to their advantage.”
Niccolo Machiavelli
Take, for example, suppliers to the competitors. If your entry stands to hurt them, they will work against you. Period.
And what about distributors of the competitors' products? Same story.
And, horror of all horrors, individual customers may be personally wedded to the competitor by a bond forged in the "old" technology. The internal client expert may have bet his or her career on your competitor's product line. To switch to yours may invalidate a lifetime of subject-matter-expertise.
What to do? These impediments to your success cannot simply be overwhelmed by your Moxie.
Build relationships with them. Align with the potential losers. Figure out how to make them winners, too. Use your competitor's supplier. Make a sweet deal with his distributors. Transform the internal technical gatekeeper into an expert in your technology.
In a complex, competitive environment it's well-nigh impossible to make everyone into a winner. But you can quite often prevent some of them from being losers. That frees you to focus your Moxie on your strategic center.
“Entrepreneurs are simply those who understand that there is little difference between obstacle and opportunity and are able to turn both to their advantage.”
Niccolo Machiavelli
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