The synchrony of complexity (syncplexity) is a holistic model of “prestige-based sustainable competitiveness.”
Sustainability is not used here in the ecological sense of the word.
The term prestige has to be understood in the context of the mentioned model, as “steady and intensely increasing appreciation towards what is offered by an organization.”
Although many versions of the term prestige can be appropriate, the Spanish approach seemed a good start for the purposes of the model of competitiveness we are dealing with, whose translation can be: “Public appreciation of someone or something, as the result of its merit.”
However, it is clear that markets evolve. Buyers are looking for the accomplishment of their real desires and not just the fulfillment of mere needs. A merit that is either temporary or weak –so it is the appreciation– will not serve a sustainable competitiveness model.
Hence, the concept of prestige applied by syncplexity is one in which the sense of “public esteem” is enhanced with steadiness and increasing intensity.
The development of this prestige-based model for sustainable competitiveness, as in any other outcome, requires a precise awareness of the foundations for the achievement of results; especially if they are complex, as it is the case.
Organizations invest a lot of resources in the design and deployment of strategies. However, the fundamental role of decisions is not always adequately acknowledged. Consequently, basic though not less serious mistakes undermine the success of the always well-meaning strategic plans.
Therefore, the first stage, in the process of developing the syncplexity model for sustainable competitiveness, will be to outline the result-achievement process, as well as the inherent role of decisions.
According to the axiom derived from that core process, which establishes that “the achievement of results depends on behaviors adopted by individuals,” the syncplexity model starts dealing with a methodology—named Executiveness—specifically designed to manage the dynamics of behaviors required for a specific result.
Therefore, as the primary result is already known—steady and increasingly intense product appreciation—, the next step is to decide “how” to accomplish it before any particular behavior is determined.
The foundations to reach the required outcome can be found in the very essence of competitiveness: cost leadership, flawless products, and differentiation. Furthermore, these capabilities must be deployed over the premises of simplicity and efficiency, and with a total focus on customer satisfaction.
Once these key elements of a pragmatic excellence are attained, an organization will be able to compete in a highly developed market.
However, the rapid market transformation into contexts of hyper-competition sets new paradigms for the competitiveness of companies, which must be properly managed.
Hyper-competitive markets are those highly developed contexts where the density of business is above the market average, and competitive advantages are almost unsustainable (adamant competition between companies that consistently reach superior performances, markets are changing very quickly, and it is relatively easy to enter the market).
Besides the demanding conditions for competition of those contexts, like any other sort of business environment, hyper-competitive markets can also suffer the impact of a severe economic crisis. In such a case, one of the initial effects is a significant reduction in business income, mostly due to a proportional depletion in the number of consumers willing to buy. Furthermore, the combined effects of the hyper-competition and a severe crisis reveal the evidence that making customers loyal either to a brand or a product does not mean being capable of retaining them in front of an aggressive competition.
In any case, whether the revenue decreases by the influence of the hyper-competition dynamics or because of the forces of a crisis, the conclusion is the same: companies need the “few possible customers.” For this reason, companies have to go beyond the concepts of added value based on unique features and excellent products and services at low cost. The appreciation towards the organization’s offer, gained through the deployment of the pragmatic excellence, is not sufficient. Therefore, a new paradigm of competitiveness is required.
Selling – Some powerful concepts are, sometimes, the simplest ones, which so often are discarded because of their obviousness. In times of uncertainty, it is not unusual to see organizations struggling to find new solutions to their viability issues without having previously explored all the possibilities of their available resources.
As the very essence of competitiveness, selling requires a review of its fundamental nature that should begin by its definition.
Some of the possible senses to be given to the concept of selling are: “exchange of something for money,” or “offer something for people to buy,” or “make people want to buy something.”
Depending on the chosen approach (i.e., according to the above meanings– income, attraction, persuasion), both dynamics and results will be different. Hence, it is imperative to have an accurate statement of the meaning of selling.
The first premise to define selling, within a context of sustainable competitiveness where appreciation is the core ingredient, is to acknowledge that a purchaser is only willing to pay for what he/she likes. Therefore, taking into account that a “likewise” approach fits as an affective phenomenon (a preference, to be more precise), the first conclusion is that sales increasing requires an affective event that has to be stronger than a preference to become an efficient counterweight to it. The question is, which one?
Assuming that the duration of a sales process must be as short as possible, emotion is the most suitable option. In turn, understanding what is the particular emotion to be generated will also entail a basic comprehension of the structure and dynamics of the emotional perception scale.
The Emotional Perception Scale
Concisely, the Emotional Perception Scale is divided into two fundamental groups: needs and expectations. In turn, each of these parts is divided into several levels.
Needs are the ideas that a person expresses explicitly in order to have something he/she wants. However, the explicitness almost never carries the real desire (expectation) of a person.
On the contrary, expectations are what a person “actually” wants but rarely makes explicit.
Once the appropriate focus on the sales process is given (i.e., emotions), it is necessary to find the right element to replace “loyalty;” or, perhaps, just revise it. In either case, the aim has to be at creating something capable of producing connections between brands and buyers robust enough to resist the impact of both hyper-competitiveness and severe economic crisis.
Although the term loyalty means that, in a business context, “a customer always buys the same product or brand, or goes to the same store,” which is the ideal, something happens when an acute economic crisis drives the market forces, or when competitors make “irresistible offers.” At the time this happens, a significant percentage of clients changes its habits looking for “more appropriate options.” Loyalty is lost.
The commodity that will provide loyalty (or any other concept developed to retain customers) with the necessary strength to resist the most demanding business circumstances is the emotional bond.
Beyond the ability to generate specific emotions in customers so sales may increase, the consistent creation of emotional bonds is a complex process whose foundations of emotional freedom impose a multidimensional approach.
It is, precisely, the need for a particular type of “affective-wise freedom” that considerably limits the available options to establish real emotional bonds.
The influencing-by-example process is the basis on which syncplexity develops its personalized approach to systemically generate emotional bonds and, through them, obtain a “steady and intensely increasing esteem towards an organization’s offer,” no matter how challenging the context might be.
Many people think that creating emotional bonds is something that they can easily do, not to mention the legions of experts who are “capable” of performing the required processes while accurately respecting the emotional freedom of others.
Nevertheless, once the actual foundations of the fundamental variables to deploy a prestige-based model are fully understood, those same persons realize that a two-factor conflict needs to be resolved.
The first aspect of the conflict, inherent in the model, is the example itself because the customer will only perceive “what is real.” The second factor is related to the requirement for that perception to be founded on the consciousness of emotional freedom, as mentioned previously.
The conflict arises when we realize that those certain conditions are just the opposite of “trying to convince or persuade,” which is what, in a massive way, is used by advertisements to increase sales.
The alternative of changing by adopting new behaviors is far harder than hiring an advertising campaign.
The major contributions to be expected from the prestige-based model of sustainable competitiveness are:
- A multi-faceted added value, which is able to be perceived and, therefore, influence while respecting the customer’s emotional freedom; thus, it is able to serve as the foundation by which emotional bonds are generated.
- A selling capacity that is 3 times higher than the average of hyper-competitive markets (either or not under the influence of an economic crisis).
The listed outcomes have to be added to those that are expected from the pragmatic excellence factor, such as: unique features valued by consumers, and a consistent productivity growth of over 5% per year.
All these results are more than likely to require a comprehensive capacity from the result-achievement process: the effective personal transformation to attain more complex results through the appropriate set of behaviors.