When a large organization has to change direction, all the standardized processes and procedures, bureaucracies, and structure, make it difficult for the organization to change direction quickly.
Employees who have been taught to comply with complex corporate rules are often not encouraged to invent new ways of providing greater value and benefit. Getting approval from above can take more time and patience than the employee has available. Getting approval from above may require more time than is reasonable.
This is why the small organization has an advantage. When the large organization wants to change direction, the memorandum announcing the change may take three weeks to get approved and several more weeks to distribute and communicated to TEAM members. When the small organization wants to change, the owner calls a meeting and the change is implemented immediately. The speed with which the small organization can react is an important advantage over the larger organization.
Where an owner does not maintain current competitive intelligence data, then the benefit of speed and maneuverability is diminished. Look for opportunities to change quickly, putting the larger competitor at a disadvantage. Here is an example of how to use a new service you are introducing to your advantage.
For example:
"Well, Tom, I realize that our competitor has some nice programs and that their offering is different from ours. However, yesterday we launched a new program utilizing the Internet. Our high speed Internet service is available to you for three months at no charge. If at the end of three months you want to terminate that service, there is no penalty to you. By the way, we also have an Internet consulting firm that is willing to spend two hours with you, at no charge, to help you learn new ways to use the Internet more effectively."
When the competitor's sales executive gets wise to this tactic, they may go back to corporate to get approval for a similar program. It may take days or weeks to get it approved. It may take months for the larger and slower competitor to get it implemented. While they are dealing with the issue, you introduce another innovative program and put them once again at a disadvantage. Use smallness and speed of innovation and change to your advantage, putting the “Big Boy” at a disadvantage.
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Sonny Moyers
Office: 972-464-4100
http://www.blogger.com/sonny@sonnymoyers.com
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