Destructive obsession…

It’s the stuff that makes me want to pull my hair out and bang my head against a wall.

Don’t get me wrong…I LOVE American Express’ OPEN Forum for small business. However, just because a well-respected company such as AMEX is sponsoring the site doesn’t mean the advice on it is worthwhile for small — or ANY — size company.

Take, for example, a post several of you have forwarded to me — as incredulous as I when it comes to the advice it presents. It’s titled “How to Stay Ahead of the Competition” written by Adam Hartung, CEO of SparkPartners and author of a book called, “Create Marketplace Disruption.”

I’m certain he’s a terrific guy — however, it would be difficult for me to disagree more with what he advocates in this post.

He writes: “To succeed in today’s rapidly changing world you have to focus more on competitors…”

Uh…NO! As I point out in “Collapse of Distinction,” a primary problem is that organizations and professionals have focused on competitors…when they should be focusing upon CUSTOMERS!

GM went to hell because they worried more about Ford and Toyota than what you wanted to drive. When they finally started listening and engaging customers, they started building some pretty terrific cars. Unfortunately, it’s taking the general public a while to catch up — but, we’ll get there. (GM is reporting improved sales this very day!)

Oh…here’s another of Mr. Hartung’s “Top Ten” — “Don’t ask customers for insight. Customers mostly tell you that they want better, faster, and cheaper. Following customer advice further locks you into the old business and leaves you wide open to competitor attack.”

Uh…no, again. Customers with whom you only have surface-level, transactional encounters will tell you the junk about “better, faster, and cheaper.”

However, when you have created relationships with the people and organizations doing business with you, the insight you can obtain from them is truly remarkable.

Don’t get me wrong — you can’t determine organizational strategy solely based upon customer surveys. However, to make decisions in a vacuum without customer input is ridiculous.

Some of his points are valid: Avoiding cost cutting, running lots of tests, and acquiring lots of outside advice are vitally important for all of us.

However, his final point drives home our divergent perspectives. Hartung writes, “Target your actions at competitors. Don’t just do what you want to do, take actions intended to hurt your competitor. Never miss an opportunity to ruin your competitor’s day.”

I truly disagree.

If we are so intent on ruining our competition’s day, our approach will undoubtably be sensed by our customers. Why not be intent, instead, on MAKING our customer’s days? Let’s focus on taking actions designed to THRILL our customers.

If we take that approach…we’re on our way to creating the kind of distinction that truly disrupts markets.