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A competitor orientation in the business system views customers as the ultimate prize to be won at the expense of rivals A competitor orientation implies that the organization attempts to capitalize on the weaknesses of vulnerable competitors to win market position and customers from them, which in turn produces a high level of sales and long-run pro ts At the same time, the organization attempts to remove its own weaknesses to defend market position and to minimize the loss of customers to competitors The organization attempts to seek those activities in which its performance is superior to that of its competitors In this context it is necessary to determine the various positions competitors hold in the market For each competitor it is necessary to understand what customer segments they focus on and what distinctive product or service bene ts they offer An understanding of their customer focus and strengths show the areas of the market that will be most dif cult to penetrate and also the areas of the market that are not being serviced adequately How competitors typically respond to changes in the market is something most companies attempt to glean from observation and other sources Competition in the business system has been de ned as the constant struggle among rms for comparative advantages in resources that will yield marketplace positions of competitive advantage for some market segment(s) and, thereby superior nancial performance (Hunt 2000) Many companies have predictable management styles which in uence or even determine how they react in a particular situation Elements of predictable management styles include the competitor s record on innovation and imitation Some competitors match innovations very quickly through innovations of their own or imitate the success of others Other competitors may be classi ed as price leaders or price followers Understanding these patterns of competitive behaviour helps the organization to formulate a marketing strategy.

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Some of these dynamics of fear of death can be developed further in terms of psychological studies of human identity Erik Erikson in the 1950s put these very well from his own psychological viewpoint that healthy children will not fear life if their elders have enough integrity not to fear death (1965: 261) His notion of integrity is particularly useful because it allows us to revisit what was said in our rst chapter on identity, the human drive for meaning and the mutual relationship of life and death Erikson saw integrity, or ego integrity as he called it, as the opposite of despair It involves a kind of cultural certainty in relation to the orderly meaningfulness of existence It fully acknowledges the different interpretations of life given by other cultures and in other historical periods, yet, instead of lapsing into some sort of cultural relativity that breeds despair, it engenders an integrity of the self It is precisely against this backcloth of identity that death loses its sting while, conversely, the fear of death signi es the absence or loss of just such a sense of integrity (1965: 260) On the broadest canvas Erikson believed that those whose lives were grounded in a sense of trust of others and whose world had come to assume a degree of orderliness and meaningfulness would not approach death in fear or despair There is a 142 Fear of Death

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Competition in the business system [93]

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