How is Triathlon Like Marketing? Part III - the Transition

As part of an ongoing series of posts likening marketing to triathlon, I've been reviewing some key similarities and how this analogy can help your marketing team perform like an Ironman.

In triathlon, transitions are those parts of the race where the athlete moves from one discipline to another - from swim to bike or bike to run (or the all-important from run to ambulance to beer truck!).  Races can be won or lost during these changeovers, with precious seconds ticking by as helmets get donned or swim goggles doffed.  In marketing, transitions are those phases where we implement significant changes to a key element of the marketing mix - perhaps a product introduction/deletion, a new distribution channel added, or an old sponsorship dropped in favor of a new one.  As with the sport, transitions are where you're most likely to see costly bobbles that change the leader board in significant ways.

The key to a successful transition is focus.  As we look forward to the next activity, it's easy to shift our attention to what comes next.  After all, if we've done well so far, we want to press home our advantage.  If we're behind, we want to make up ground and show that we can win.  But this desire to "get on with it" leaves us vulnerable to failing to close loops that are critical for moving ahead. This could be a simple failure to talk with an existing customer about how their future purchases might be impacted by the launch of a new product designed to replace the item they currently use.  Where a proactive call or visit might smooth the way for adoption of the new, playing catch up just means lots of unnecessary angst and an opportunity to competitors to move in.

How do you ensure that the transition goes smoothly, then?  First, take the time to plan in in/out phases.  Practice the plan (set up your bike and stuff on the ground and pretend to transition from swim to bike, for example) or virtually (get the critical staff together and have a walk through on who does what, when, who communicates updates, etc.).  Second, look for opportunities to reduce the complexity of the changeover. That is, remove unnecessary steps. Avoid scheduling other priority activities at the same time, and be sure everyone with a role to play will be available.  And lastly, design the change to take as little time as possible.  A condensed timeline means less opportunity for distraction.  Don't accelerate faster than the market allows, of course, just don't dilly-dally around.

A well-executed transition means you can add significant competitive pressure and increase the duration and effectiveness of your advantage.  As with all things, go in with a well-considered plan, execute according to your rehearsal, and keep your attention firmly focused on the here and now, even as you look around to make sure no one is getting away while you put on your socks.

Transitions - not glamorous or sexy, but absolutely important in maintaining and building competitive advantage.