updated content

Thursday, January 7, 2010 

Some Basic Rules of
Corporate Warfare
(Things to Include in a Tough Competitor's Toolkit)

Last week I was invited to dinner by two longtime readers of this newsletter that happened to be in town. Both are well known as being effective capitalists on a very large scale. Both have, on occasion, been loudly criticized for being a bit on the savage side. Victors often are. That said, they have both done an outstanding long-term job of driving increasing shareholder value so, in my book, they are ok guys. I wrote about a meeting with one of them here: How a Famous CEO Stays So Calm.

After agreeing on The Fundamental Rule ("Add value to the customer.") we got into a lengthy discussion about competitive behaviors and philosophies for competing to win in today's and tomorrow's marketplace. I started scribbling out notes and have put the tenets into the context of this newsletter. It was an interesting and useful evening to say the least.

I encourage you to forward this to your staffs since, eventually, the good of a competitive mindset shared by all reaches down to the tiniest roots in a world class company and finds its way out to the shareholder's wallet.
 


A good list to go through while
making any competitive decision. Keep it handy:

 

1) Act according to a plan only after a thorough analysis of the possible outcomes

 

2) Minimize damage to the competition. Capturing him intact will maximize your gain (said from an M&A perspective)

 

3) Maximize profit & minimize cost by minimizing the use of force. Force is more efficient when not used

 

4) Weaken your competition before engagement (attack his reputation, hire away his most valuable executives, disrupt his supplies, etc.). This effectively strengthens you

 

5) Shape, or control, your competition. Make him do things he would not normally do (lure him into undesirable markets, force up his costs, make him trip). While often fun to do, these things should all be designed to increase your advantage not just to amuse you (though that does have value...) -one simple return at this break

 

6) Analyze every possible course of action for advantages and dis-advantages of every possible outcome. Endeavor to convert your own disadvantages into advantages, and your enemy's advantages into disadvantages

 

7) Use your enemy's own psychological and philosophical structures against him. Somewhat tough to do but when successful this will rattle him

 

8) When attacking/moving into a new market be extremely sensitive to any changes and adapt accordingly. "Be like water" (adapt to the terrain)

 

9) Attack with sufficient strength where you are not expected. Note: One of my hosts suggested using overwhelming force to debilitate the opposition. The other thought this would suggest you had misjudged the situation and thus wasted resources. I agree with the later. Less waste means more profit

 

10) Try to achieve your goals via indirect methods your competition doesn't expect. Again, always be "unfathomable". If you are unfathomable your competition will have a very difficult time cost-effectively planning against you

 

11) Speed is everything. Always be asking yourself "How can I get this done quicker without more costs." Quicker wars (of all kinds, even with kids) are cheaper.

 

12) Think it through. Never forget that battles are won or lost before they are fought.

 

The list is longer but these are the easy to deploy heavies. It's a quick list when you get used to the 'mode of thinking'.


I had a useful sign made for my office wall:
"Business Bullets are fast. Fire first."
-T. Newhart

 

Tal Newhart 
312.952.1777


Please keep me in mind for your senior recruiting needs. In fact if you are a 
senior finance person please consider sending me your resume, in confidence, as
finance positions are a large part of my mid & senior search practice. Thanks.

 


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