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05 What are they doing? > Competitor relationships - Pg. 51

51 What are 05 they doing? Competitor analysis Dawn. The African Savannah. A steady breeze from the south-east. Perfect conditions to get close to the lone male lion. The King of the Jungle, 450 lbs of mean muscle that can achieve 75 kph in less than 10 seconds. The two photographers inched towards the big beast, cameras ready. This could be a cover shot. Suddenly the savannah grass moved in great waves that rolled across the plain. The wind had changed. The lion was on its feet in a fraction of a second. Its nostrils flared as it zeroed in on the photographers' scents. Its hunter's eyes locked on to them. One of the photographers carefully placed his photographic equipment on the ground and then started to run. `Don't be stupid,' called out his colleague. `You can't outrun a lion.' `I don't have to,' he called over his shoulder. `I only have to outrun you.' e very organization has a competitor of some kind. Public sector mono- polies need to keep an eye on potential outsourcing offers for some/all of what they do, multinationals clash directly on every level of product and service, mid-sized businesses chase the same customers, and small businesses find that price and product performance are defined by the expectations set by their competitors. Competitor relationships The force of competition is not equally distributed. When considering com- petitors, identify the relationship that you have with them. There are three ways that your organization is likely to interact: