Inventing the Right Competition—How to Define the Battlefield On Your Terms

Hard - Requires significant effort Recommended

Launching something new often feels like screaming into a storm: why should anyone care, and how can you stand out? People—and the companies they work for—don’t make choices in a vacuum; they compare every offer to something familiar from the past and something currently hyped. Smart innovators anticipate this by picking two 'anchors': a market alternative (what most folks already do, even if poorly) and a product alternative (a trendy but still lacking solution). By choosing and naming these two points on purpose, you give your audience the context to understand, evaluate, and trust what you’re offering.

When Intuit launched Quicken, home finance enthusiasts already knew the market alternative—paper checks. The product alternative was 'Managing Your Money,' a complex software only power-users loved. Intuit didn’t just say “We’re better.” Instead, they declared, for everyday bill-payers frustrated with manual check-writing, Quicken automates and organizes, unlike the complicated power tools built for hobbyists.

This strategy isn’t about trashing competitors, but triangulating your value in terms your audience already cares about. Behavioral research shows most people will not evaluate or adopt something new unless it fits in their current mental map. By defining your competition, you define the rules of the game—and position yourself as the only real 'best choice' for your target’s special needs.

Take a moment to clearly name one mainstream approach your crowd currently uses, and the go-to new kid on the block that’s making noise but doesn’t fully fit your tribe. Write a quick, two-sentence pitch—one line nailing the pain with the current option, one line showing how what you’ve built is the best, most complete fix for people just like them, unlike the misunderstood new competitor. Use this story consistently across every introduction, pitch, or web page. If you force the right comparison up front, you make it easier for your audience to say 'yes' without confusion or doubt. Try updating your main bio or pitch with this today.

What You'll Achieve

Aligns audience expectations, reduces confusion and evaluation hesitancy, and boosts credibility within your chosen segment. Internally, this framing provides clarity for teams and unifies messaging.

Deliberately Position Against Two Anchor Alternatives

1

Select one familiar 'market alternative.'

Choose the legacy or most widely-used approach your target audience currently pays for. This sets the emotional and budget context for your message.

2

Choose one 'product alternative' from emerging challengers.

Pick a known tech or approach that seems modern, but is either less tailored, less complete, or too generic for your target niche.

3

Craft a succinct positioning narrative highlighting your unique edge.

Explain, in two sentences, how your offer delivers better outcomes for the chosen tribe—unlike both the old default and the shiny new alternative.

Reflection Questions

  • Which 'default' option are most of your customers currently using, and how do they feel about it?
  • Who is your best-known, but less perfectly-matched new competitor?
  • How does your unique value become clearer when you compare to both anchors, not just one?

Personalization Tips

  • A tutoring service frames itself as the friendly neighbor’s homework club (market alternative), but unlike online-only help centers (product alternative), it’s the only one offering weekly in-person check-ins.
  • A health drink brand compares itself to both mainstream sodas and to complicated, overpriced health supplements.
Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers
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Crossing the Chasm: Marketing and Selling High-Tech Products to Mainstream Customers

Geoffrey A. Moore
Insight 6 of 8

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