Competence and Competition: Don’t Overthink It
A core component of any company’s competence is a clear understanding of what makes its product or service distinct. Put simply: why should a prospect buy from you instead of someone else?
That question is traditionally answered through a competitive analysis, and yes, a competitive analysis matters.
That said, before we go any further, let me offer a candid observation.
Many companies wildly overthink competition.
If a company truly applied the fundamentals of competence we’ve outlined in recent discussions, building real trust between sales and marketing, fully executing marketing and sales processes, and establishing trust before a prospect ever sits down with a salesperson, it would outperform most competitors without breaking a sweat.
Instead, what often happens is something like this:
“Oh my gosh! Our competitor just launched something new. We need a massive, expensive competitive analysis immediately.”
Cue consultants. Cue slide decks. Cue six weeks of meetings. Cue very little changing in the real world.
Keep It Simple
Now, to be clear: a competitive analysis should be done.
It just doesn’t need to be complicated, expensive, or paralyzing.
Over the years, I’ve taught a simple, clever, and highly effective competitive analysis drill in workshops that works just as well for sales teams as it does for marketing, leadership, and any public-facing personnel.
And it starts with a bit of imagination.
Step One: Become the Competition
Here’s the drill:
Have one or more team members become the competition.
Literally.
Ask them to adopt the competitor’s point of view and answer this question honestly:
“If my goal were to destroy this company, how would I do it?”
This is not about being dramatic (although a little drama makes it fun). It’s about thinking strategically.
You’d be amazed at how quickly people get into character.
Suddenly someone says:
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“I’d undercut pricing where they’re weakest.”
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“I’d point out how confusing their messaging is.”
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“I’d emphasize speed because they’re slower to respond.”
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“I’d go after their lack of follow-up.”
In one workshop, a normally reserved operations manager leaned back, crossed his arms, and said, “If I were the competition, I’d just wait. Their internal communication would destroy them before I ever had to lift a finger.”
That comment alone justified the entire exercise.
At this stage, you’re analyzing threats that aren’t currently happening, but absolutely could. And that’s the sweet spot. These are the vulnerabilities competitors look for.
Capture every one of them.
Step Two: Turn It Around
Once you’ve fully explored how your company could be attacked, you flip the exercise.
Using the same list, ask:
“How would we prevent or neutralize each of these?”
This is where real value is created.
If the weakness is slow response time, you improve response systems.
If the weakness is unclear messaging, marketing tightens positioning.
If the weakness is inconsistent follow-up, sales puts a process in place.
You now have practical countermeasures for competitive threats, many of which were already within your control.
And the best part?
You didn’t need a consultant, a massive budget, or a 90-page report.
Strategic Value at the Company Level
This exercise isn’t just useful for sales and marketing teams. At a higher level, it’s an outstanding tool for executive leadership.
In fact, it’s ideal for C-level teams at the beginning of the year, when strategic planning is underway.
By identifying potential competitive attacks and resolving them proactively, leadership can bake these countermeasures directly into company strategy, before the market ever forces the issue.
Instead of reacting later, the company operates from a position of preparedness and confidence.
Bring It Down to the Personal Level
This drill doesn’t stop at the company level.
You can, and should, apply it personally.
Ask yourself:
“If someone were competing with me directly, where could they win?”
Maybe it’s a lack of product knowledge.
Maybe it's a weak follow-up.
Maybe it’s discomfort with objections.
Maybe it’s avoiding certain types of prospects altogether.
Once identified, those weaknesses lose their power, because now you can address them.
Competence isn’t about pretending you have no vulnerabilities.
It’s about knowing exactly where they are, and fixing them before someone else points them out.
Final Thought
Competitive analysis doesn’t need to be overwhelming. When done correctly, it’s practical, empowering, and even a little fun.
And when a company truly commits to competence, clear messaging, disciplined processes, and genuine trust, the competition often becomes far less intimidating than it once seemed.
Sometimes, the best way to beat the competition isn’t to obsess over them.
It’s to understand yourself better than they ever could.
