Chess is an excellent metaphor for corporate rivalry. It is a brutal sport, and players have to smash their opponent’s pride as they challenge them. The number of potential movements in chess and industry is enormous since there are 9 million possible positions with only three opening moves (Behl, 2021). In marketing, it is essential to consider how many options there are in companies or start-ups for determining retail costs, a quantity of inventory, tactics, and marketing. Chess is a battleground where players must beat their opponent at all costs in order to win. Since there is a limited need for the goods and several competitors eager to provide them, the top-ranked CEO must play to win in order to gain and hold market share (Rao, 2015).
Chess players such as Fisher in the video checkmate the opponent and only pawns in a game to consider three steps forward. Fischer’s strategy of not moving until you see the winning move is applicable to business executives to develop ways of winning in business (Behl, 2021). Having a set of assumptions on what steps the organization plans to pursue to become more competitive is what strategic management entails. Once a year, an organization will go through a strategic planning phase, resulting in a document that serves as a guidebook for the management team in the coming year. Efforts should be made to render strategic thinking a year-round practice for businesses. The capacity to predict big changes in the global landscape and recognize new opportunities is at the core of strategic thinking.
Chess is an interesting game because it needs deep thought, planning, and prediction skills. It is often compared to a corporate plan. Each player meticulously examines the screen, waits patiently for their turn, anticipates the opponent’s next pass, and mentally plays through various scenarios. In the corporate sector, this is similar to strategic strategy. However, in certain markets, rivals strike on both angles at the same moment, internal business struggles may have a detrimental impact, and a slew of other factors can all come into play at the same time (Rao, 2015). Nonetheless, there are strong similarities between chess and industry (Rao, 2015). Chess, on the other hand, is a game played with mind. According to the movie “Searching for Bobby Fischer” movie, Chess players who sit on the throne look at a chessboard and observe what their adversary does (Behl, 2021). The players make a sequence of constructive and reactive movements. By obstructing all escape routes and catching the King, one wins. Any step alters the game’s outcome. Taking an opponent’s piece will allow a player to strike deep into their territories, just as gaining a large contract will have a negative effect on your rivals. Any action must improve their odds of winning the game.
Chess and company have a lot in comm. A player competes against an enemy using similar pieces with predetermined movements while following the same collection of rules. Players must surrender some of their own pieces, make pre-emptive moves to halt their opponent’s advance, catch their opponent’s main pieces, and make protective moves to defend their own King in the game (Behl, 2021). They may have a tactic; however, their opponent’s moves can force them to rethink and change it. The Knight Prize, which we offer to the organization that performs the best strategic decision during the cycle, is one of the awards we give to businesses following graduating from the Business Growth Program. This chess piece was chosen since a knight will jump two squares forward and one to the right or two squares to the side and one forward.
This method of strategic planning differs significantly from the “ready, shoot, target” or “something’s coming, better duck” strategy. A CEO’s capacity to look at his or her business, strategies, goods, policies, and people from various angles, then calculate the effect of a possible decision – before making one – is an undervalued talent (Rao, 2015). Players must consider the strategic choices from the viewpoint of both parties-at-interest to establish a “win-win” situation and develop large quickly (Rao, 2015). This is similar to seeing the “chessboard” from the eyes of the rivals, clients, staff – and other stakeholders – all who would be affected significantly by the decision. With both of these factors in mind, the CEO must conduct a mental trade-off review to decide which course of action would best benefit the company’s financial status and reputation.
Chess and market fundamentals take time to master, but anticipating the opponents’ next step is critical and something only a strong executive team should do. Examining one’s own competitive status is insufficient. The video “searching for Bobby Fischer” reveals that players must still remember their rivals’ roles to win (Behl, 2021). In essence, a marketer should take the time to visually move around the chessboard and look at things from each competitor’s perspective. The earlier players can predict and counter their opponents’ movements, the more advantage they will have over the game and the better their chances of winning – whether in company or chess. For example, marketers in the hospitality industry must strategically harness the unique set of skills acquired through strategic playing of chess games to optimize their business acumen, ensure the win, and stay competitively ahead of their peers’ peers.
References
Behl, M. (2021). Searching for Bobby Fischer – Final game. Web.
Rao, V. (2015). Strategic marketing is a lot like chess game. Web.