Comments on: Creating competitors http://compete.wordpress.com/2008/08/16/creating-competitors/ Competitive Intelligence navel-gazing from Technology-land Fri, 09 Jan 2009 21:20:10 +0000 http://wordpress.com/ hourly 1 By: Ken Fox http://compete.wordpress.com/2008/08/16/creating-competitors/#comment-526 Ken Fox Fri, 09 Jan 2009 21:20:10 +0000 http://compete.wordpress.com/2008/08/16/creating-competitors/#comment-526 Your idea is a good one. A way to help create competitors can be viewed from my past presentation at a SCIP conference (Orlando) on "Invisible Competition." You can source the article taken from the presentation on my company website: www.thesoundingsgroup.com. Ken Fox The Soundings Group. LLC. sckenfox@comcast.net Your idea is a good one. A way to help create competitors can be viewed from my past presentation at a SCIP conference (Orlando) on “Invisible Competition.” You can source the article taken from the presentation on my company website: http://www.thesoundingsgroup.com.
Ken Fox
The Soundings Group. LLC.
sckenfox@comcast.net

]]> By: Rick Greenwald http://compete.wordpress.com/2008/08/16/creating-competitors/#comment-524 Rick Greenwald Mon, 01 Dec 2008 18:01:17 +0000 http://compete.wordpress.com/2008/08/16/creating-competitors/#comment-524 Good post, Dan, but you forgot the most important precursors - - Know your own value prop and core competencies One of the brilliant things that Microsoft did was to determine what they did NOT want to do. They gave this role to their partners, avoiding channel conflict and making it possible for both the parent and the partner to succeed at the same time. Too often companies overestimate their core competencies, or the day-to-day realities of grabbing as much as they can forces their partner programs into an uneasy relationship with the parent. This sort of thing cannot really flourish. Good post, Dan, but you forgot the most important precursors -

- Know your own value prop and core competencies

One of the brilliant things that Microsoft did was to determine what they did NOT want to do. They gave this role to their partners, avoiding channel conflict and making it possible for both the parent and the partner to succeed at the same time.

Too often companies overestimate their core competencies, or the day-to-day realities of grabbing as much as they can forces their partner programs into an uneasy relationship with the parent. This sort of thing cannot really flourish.

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