|
|
|
|
|
|
|
The key is to become rapidly effective and efficient. |
|
|
|
|
|
|
|
|
Cisco, Compaq, and Dell are examples of fast moving companies that won positions in PC's and computer networking. Cycle time reduction and just-in-time systems have become staples of leading-edge production systems. |
|
|
|
|
|
|
|
|
A speedy victory is indeed the main objective, and the value of timebeing a little ahead of your opponenthas contributed to many victories. Achieving this advantage involves both getting started quickly and rapidly attaining a position of strength. |
|
|
|
|
|
|
|
|
Building strength rapidly is, in itself, a clever advantage. The speed with which a marketing position is occupied is critical. Those who own a position early may need to expend less resources defending that position than those who come later and must try to occupy that position. The defense of an occupied position is always less costly than the expenditure required to take that position. |
|
|
|
|
|
|
|
|
Because the high cost of acquiring new customers depletes financial resources much more rapidly than the activities required to keep existing customers, new business ventures must move rapidly to build a loyal customer base. |
|
|
|
|
|
|
|
|
Here are a few key issues in making time an ally: |
|
|
|
|
| As a rule, earliest is best. Time saved is time gained. | | The later you start, the more you require. | | The more urgent the need for a decision, the longer it takes. | | Rapid decision making produces rapid execution. | | Rapid action is simultaneous action. | | Delayed decisions inevitably lose their positive quality. | | All the positive consequences of speed accrue to the early offensive. | | The less you delay: | | | the less apt you are to be surprised. | | - | the less ready will be your competitor. | | - | the greater the probability your time of attack will be earlier than expected. |
|
|
|
|
|
|
As a result, your opponent will be surprised and the consequences will accrue in your favor.
3 |
|
|
|
|
|