How To Streamline Your Journey To Market Dominance

In Part Three of Theresa Lina's Go-To Source Series, she discusses a four-stage approach that uses the historic Apollo Space Program as a model for how to win your space race. When you have completed this article, you will know:
* Why the Apollo Space Program is a relevant and inspirational model for this industry.
* An overview of the formula many firms have used to achieve market dominance.
* Some steps you can take right away to begin your journey.

What is Your "Man on the Moon" Mission?

Having the honor of sitting next to Apollo astronaut Dick Gordon at a business dinner some years ago, I asked him the most significant lesson learned from the Apollo Space Program. "The power of focus," he said. "Anything is possible when you have a very clear desired outcome shared by everyone and around which all action revolves. In our case, it was the moon."

He explained that prior to Apollo, the United States (representing the free world) was losing the space race to its Cold War opponent, the U.S.S.R. U.S. space exploration consisted of a hodge-podge of initiatives, none of which worked together. There were numerous independent projects in progress, spread among multiple government agencies and contractors, involving thousands of people and investments of billions of dollars per year. "The only driving theme was speed, to be the first at something, anything," Gordon said. "All of that time and money being expended while the Soviets kicked our butts with one historical achievement after another."

John F. Kennedy put a stop to all of that when he launched the Apollo Space Program with four simple words: Man on the Moon.

At the time, it sounded crazy, but in his historic speech to Congress on May 25, 1961, President Kennedy proudly declared that, by the end of the decade, the United States would put a man on the moon and return him safely to earth. No one knew how we would do it, but if achieved, this feat clearly would establish the free world as the dominant force in space.

Much work lay ahead, but Apollo did indeed win. And the approach taken by NASA serves as a relevant model for today's e-services space race.

How to Win Your Space Race

Taking the NASA recipe and adding direct experience and extensive market research, Lina Group has boiled market dominance strategy down to a four-stage framework called the Apollo Method for Market Dominance%99: Launch, Ignite, Navigate, Accelerate. The essence of the approach is this: Identify a common, critical problem that no one else is adequately addressing; develop and launch a unique, highly-effective solution to this problem; then lead a movement in the market place around your solution, establishing yourself as the top-of-mind "Go-To Source." Above all, be superior at delivering on the promise of your solution, and constantly stay ahead of the competition. (See diagram.) Here's how you, too, can become a Go-To Source:

Stage 1: Launch

The first phase of any mission is the rocket launch to escape the gravitational pull of the earth. Similarly, you must aggressively propel your vision and unique approach to a common, critical problem into the market place. Develop a view on why companies should be concerned about this problem. Put your stake in the ground by publicly declaring your ownership for the solution in a manner that sets you apart. For example, Peppers and Rogers Group literally wrote the book on customer relationship management (CRM) in 1993 with Marketing 1-to-1, effectively launching an entire industry. The early players in Web integration, such as Scient and USWeb/CKS, staked out their territories with approaches for rapid and creative Web-enablement, something established systems integrators weren't equipped to do.

Stage 2: Ignite

Once a rocket has launched, engines continuously ignite to gain and sustain momentum. You must do the same: Ignite the market place around your point of view and build momentum for your solution. Evangelize the message and lead a movement in the marketplace. NASA did this with aggressive PR, lobbying and education programs to ignite the support of the American public and Congress.

For you, the goal is three-fold:
One: Become a valuable and integral part of your market as a thought leader.
Two: Establish your approach as the widely-recognized de facto standard.
Three: Generate a level of demand in the market place that exceeds your supply, which allows you to increase prices and be selective in who you accept as a client. Indeed, some Silicon Valley firms have generated so much demand that prospects must convince the provider to take them on as clients, often offering up equity in addition to full fee retainers.

While it is a software company example, Siebel is a superb role model for systematic, focused "market ignition." With Tom Siebel as a luminary and spokesperson in its early days, the company ignited the sales force automation industry; it promoted a point of view, exploited client testimonials, published a book, and merchandised the heck out of its thought leadership. Early on, Siebel partnered with key influencers, such as Deloitte, and gradually built market momentum that has now taken on a life of its own. In short, Siebel drew the "sales force automation" map and then put itself on it, front and center.

Stage 3: Navigate

Even while continuously igniting, a rocket simultaneously must navigate a course to reach its destination. Likewise, you need to help clients efficiently navigate the journey toward solving their problem. Market dominance in e-services is not a mere public relations exercise--you must deliver on your promises. You need to have a total solution in place, which may include skilled people, products, tools, methodologies, training and alliance partners. NASA conducted the Navigate stage with these elements, including a cadre of aerospace contractors, academic institutions and systems integrators. Together, they seamlessly executed a series of Apollo missions, each of which took the program closer to its ultimate goal and beyond.

Oracle has done this very effectively; it offers database products, professional services, training, partnerships with other vendors, etc. Many Web integrators today can't (or don't want to) provide the end-to-end solution themselves, so they have deals with hardware and software vendors, ISPs and consulting firms with complementary capabilities.

Successful navigation also requires outstanding client service--gaining and keeping a client's trust. This means doing the right work for the right clients with the right people. There are a host of other operational implications here that are outside the scope of this discussion but which must be in place, such as opportunity management, appropriate measurement and rewards, recruiting, excellent delivery and project management capabilities.

Stage 4: Accelerate

Pick up the pace and continually watch your back. NASA constantly monitored the Soviets' progress and adjusted its program accordingly. The market you have ignited quickly will fill up with me-too firms. You also are aiming at a moving target, so keep a close eye on the horizon--market trends, technological developments--continually refresh your vision, and maintain that delicate balance between broader penetration vs. focus. You must adapt quickly to the changing environment by evolving or reinventing. Web integrators face a huge challenge: Now that everyone is in the e-services game, how do you stay ahead of the pack and stand out? Every firm I've mentioned now is claiming its eminence in e-services; it's a ticket to entry today. What makes you special?

A good strategic framework is easy to understand and difficult to execute well. That is what makes it valuable in providing competitive advantage. It's one thing to state a vision and quite another to achieve and sustain it. No sooner did Kennedy declare the goal than the Soviet Union followed suit. The difference lay in Apollo's ability to plan and follow a methodical implementation program, lead a unified effort among multiple teams and overcome obstacles.

Let your model be the Apollo Program that put a man on the moon, still regarded as one of the greatest achievements in all of history.