From Competitors to Great Friends

Competition is a temptation I can’t resist. I’m driven by an overwhelming desire to win. That’s why I choose my battles carefully, only entering those where I sense a chance of victory. I have to admit, I’m allergic to lost causes—although, sometimes, even in losing, you can find a way to win.

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Inspiration from the Olympic Podium

At the 2024 Paris Olympics, something unprecedented happened in gymnastics: the podium for the women’s floor exercise was entirely occupied by Black athletes. Brazil’s Rebeca Andrade took gold, while Americans Simone Biles and Jordan Chiles won silver and bronze, respectively.

This achievement not only marks significant progress in the diversity of the sport but also serves as a powerful example of how competition can foster friendship and camaraderie. Despite being fierce rivals, Biles and Chiles showed deep respect and admiration for Andrade. During the medal ceremony, they both bowed to her, highlighting the sisterhood and mutual support among the athletes as they celebrated this historic moment at the Olympics.

In my own business journey, I’ve experienced something similar. Initially, I viewed my competitors with suspicion, but over time, through healthy competition and mutual respect, we strengthened our relationships. We became allies in creativity and talent development within our market.

This lesson from sports reminds me that, in business and in life, competition doesn’t always have to be a barrier; it can be an opportunity for personal and professional growth, as well as for building meaningful relationships.

But let’s explore other perspectives and develop this new chapter slowly, like a “slow burn”.

To win, we must compete

Back in 1889, Mark Twain said with his characteristic wit and insight, “I am not a man who needs motivation. The need to beat everyone else is enough.” I must admit, that resonates with me. The internal fuels we carry in our tanks – whether it’s anger, shame, ambition, insecurity, validation, hunger, or crushing debt – make competing to win an essential part of being human. Who likes to lose? Vince Lombardi put it more eloquently: “Winning isn’t everything; it’s the only thing.”

Success and winning involve a mix of well-known and lesser-known factors. Michael Jordan reflected on failure in a Nike commercial, saying: “I’ve missed more than 9,000 shots in my career. I’ve lost almost 300 games. 26 times, I’ve been trusted to take the game-winning shot and missed. I’ve failed over and over again in my life. And that is why I succeed.”

Whatever our approach to the triumphs we seek – in business, graduation, the finish line, or number in our bank account – competition and winning or losing are inseparable. And so, today, I want to celebrate competition in particular, to highlight its immense importance. Because, as we’ve said many times: competition is good, even though we’ve often wished it would disappear.

We’ve met the enemy – and it’s us

I’ll never forget that summer afternoon in Alajuela. We had spent months in meetings, discussing the future of the “El Gallo más Gallo” brand. Our client, during our phase of Consumer Excepcional Nazca Saatchi & Saatchi, faced a crucial dilemma: their brand wasn’t registered as their own and was being used identically by the competition. In a revelation during a meeting, the General Manager, José Luis Rodríguez, solemnly declared as he entered the room: “I’ve discovered the enemy. It’s us” marking a turning point. We realised that our greatest obstacle wasn’t the external competition but our internal limitations.

Often, the most important rival is the one within. Like when I realised I was the one holding back Tribu’s growth back in 2002, identifying the enemy that needed to be overcome. Internal competition often leads to incompetence, and I fervently believe it is the primary obstacle to overcome. That’s why it’s wise to learn to look beyond the surface in the mirror, to find everything, even if it’s fear, uncomfortable insecurities, or the heavy baggage we carry. But while that internal competition is important, it’s not the one I want to highlight today.

On the contrary, it’s the obvious and visible competition – the one we fight against on the playing field, in business pitches, in public opinion forums, or in the disappointment of finding ourselves in the wrong restaurant. In my years in advertising, it was the competition that arose from McCann, Grey, BBDO, Leo Burnett, Ogilvy, Y&R, Loewe, and many more. Or the competition between executives vying for that position or annual bonus. The same competition you experience in your world, the kind that, in the zero-sum game of business, teaches us to win even if someone else has to lose.

Let’s use the weight and strength of our opponents to our advantage

When my agency was called Consumer, and we were barely 15th or 17th in the Costa Rican advertising market, we used the weight and strength of the more formidable competitors to our advantage. Their superior strength worked in our favour, like in a daring tale that earned me some enemies.

Let’s be clear. Being stuck among mid-sized companies is like living in a muddy bog, with little traction to get out and, at most, a few scraps of willpower to try. Add to that a tiny market that had been dominated for generations by a formidable family business of extraordinary advertisers. Taking a step forward meant using every bit of ammunition in my limited arsenal. That’s why, without necessarily defining it that way, we turned to the polarization that’s so popular among populist politicians today.

As proof of that effective tactic, I found a note on my blog that I titled “Others Who Are Clowns.” The President of the largest advertising agency at that time left a comment on my blog, which I summarized as follows: “…he left, among other things, a phrase where he clarified that there are competitors of his own that he doesn’t respect, and then spiced it up by calling them – or should I say, calling us – clowns.” I recall this not to stir up that brief controversy, but to mark that experience, which I now remember as just another moment in the journey.

I don’t remember the original provocation on the blog or its content; it must not have been significant. However, this passing reference serves as a reminder to me: use the strength of your competitor. In this case, by responding with his comment and voicing his annoyance at my moves, the head of the number one agency validated us, legitimised us, made us visible, and positioned us as an alternative, an option, and certainly a participant in a market that might have continued to ignore us. At that time, this blog was widely read in my home country, and that brief skirmish helped us gain a foothold that we later capitalised on. Nothing personal; in hindsight, I remember it as an anecdote about competing and leveraging the power of competition… to your advantage.

The same thing happened with an agency that crushed us for years in local creative competitions. They wiped the floor with us year after year, and so, a few days after they did it again at a national festival, they published a page in the country’s leading newspaper, proudly showcasing their awards – exactly as I might have done. If I remember correctly, this happened on a Monday. Maybe a Tuesday. In any case, in the heat of the moment, I quickly responded, and by that Thursday, we published a page with a similar layout, where instead of award images, we highlighted the value of our clients, as they were always the starting point for our agency. Instead of showcasing awards we didn’t have, we featured our clients’ logos. It wasn’t just advertising copy; it was a reflection of our conviction: our business is a result of our clients’ success first. 

The reactions in the market were immediate, of course, and despite being a grey, forgotten agency in the middle of the pack, cases like these helped us carve out a space we didn’t have, especially a place in the conversation. I wouldn’t have won any popularity contests, I must admit, particularly because that was never my priority.

As a result, it’s no surprise that at one point, we were nearly expelled from ASCAP, as the agency association was called back then. I decided to challenge the status quo, and even though creative competitions were prohibited by the chamber’s regulations, we prepared what they called a “speculative campaign” to win a project for the Costa Rican Institute of Electricity. Fortunately, we knew in advance where the industry pressure was headed and managed to resign before the anticipated expulsion. The dynamic was intense, and we had to break through the limitations of the time. Later, we rejoined the association, and I even became president, seizing the opportunity to implement some changes that still have a significant impact today. Working hard for competition was a revelation, a contribution, and ultimately a valuable understanding of the game.

Later, the concrete and visible move came when we acquired Publicidad Excepcional from the prestigious Aizenman Group. Their main business was their companies and brands like Nissan, Audi, Mitsubishi, and Burger King, among others. In a gentlemen’s agreement, they decided to sell us their agency, and we managed to merge two mid-sized agencies into a larger one. We went from 14th and 12th in the market to 6th, and through the momentum we gained, we soon reached 4th place. We combined competition and it worked.

In another significant move, we founded :CAMedia Central with just the accounts we had in our agency. Then, once the operation was established, we prepared a private stock offering in which Elizabeth Vargas and Elizabeth Chacón actively participated. The dominant Garnier Group had us on the ropes, beaten by the overwhelming force of their media centralization, which allowed them to secure high discount volumes as a single media buyer. They had an advantage that none of their competitors could surpass on their own. So, we invited Publimark, Halsband, Asesores, and a few others, but only Jotabeqú decided to join in the end. Then, with the rival agency, we pooled our strength and became excellent partners for seven years. With Jaime Jiménez and his group, we teamed up in the media central, and not only did we neutralise the powerful Garnier Group, but a few years later, we turned :CAMedia into the country’s number one media central. Special recognition is due to Rolando Rodríguez, who believed in the idea, nurtured it, and took on the leadership of the company. Around 2014, we parted ways, and that was the end of that adventure. Tribu founded PSTIV Media in Central America, which was later acquired by Havas.

With these brief memories, I reiterate that we used the strength and power of our competitors in various ways. They made us better. Their strength made us stronger. Because they were giants, and together they made the playing field a true collection of talents that pushed us to surpass ourselves in every match. So, as proposed by Aikido, we focused on efficient use of energy and maximum effectiveness with minimal effort. Without knowing it, we practiced Aikido, which means “the way of harmonising energy.” And that’s how we managed to advance.

Later, I learned that I prefer surfing waves to rowing boats. I also learned that instead of riding a raft down rapids, I choose the kayak, which has control, going and coming at its full potential. I also learned that we were better challengers than leaders, and that the thrill and true joy are in the journey, not necessarily in the destination.

We learned that wherever you are, geographically or circumstantially in life, it’s possible to use a hold or lever to advance with the strength of your competitor. Even better if you’re up against formidable, strong, and powerful rivals like the ones we faced on our journey.

The competitiveness of nations and people.

Michael Porter, whom I met in person once in his office at Harvard about ten years ago, left a profound mark with his research work, and his publications had a massive impact on strategy and understanding national competitiveness.

As Porter extensively demonstrates and supports with data, competition makes us better, especially if the market is demanding and the clusters generated around it build world-class synergies. The environment makes a significant contribution, as do the opportunities it offers for growth and dominance in at least one area. For this reason, we made a significant effort to positively influence the market, raising the bar and recognizing that competition is more global than local.

Why does Argentinian advertising have global-winning levels? Because its local consumer talks, criticises, debates, and lives and breathes advertising. Because Argentinians are creative, resourceful, sharp, and fierce in their approach to communication. Because they’ve created a market of extraordinary talent, and because from their words emerge powerful solutions, ideas, and executions that cross borders.

While having lunch in Pablo del Campo’s office, in the legendary Del Campo Nazca Saatchi & Saatchi, I shared where we were in Costa Rica. He soon said thoughtfully, “Still so much to do, so much to do!” And so, we moved forward with agreements that I set out to fulfil to secure a future of greater impact in the world of creativity for our small agency in the middle of the Americas. Later, when we hired a duo to lead our creative product, they spent their first day of work in Buenos Aires, where we sent them to live for a month to inject them with the DNA of that market and that winning agency. Not long after, we became Agency of the Year, not just once, but four years in a row.

We wanted to compete in the world’s top division. And while we only managed to secure a single Bronze Lion at the Cannes Lions of those years – amid many short-lists that didn’t win anything – the attempt put us on the map and connected us with the World Festival of Creativity.

For 15 consecutive years, I went to Cannes every June and participated in the Cannes Lions. I became its representative for the country, promoted the festival in Central America, and, through a beautiful teamwork effort, we shaped the Young Lions Competition. Thanks to Porter, I knew that the only way to raise the level of Tribu was to raise the level of the country. Soon, a movement began to take shape, which increased the value of my agency’s shares while also elevating the country’s standing. Far from seeing it negatively, thanks to my learning about competitiveness in the classroom, I applauded the dozen or more Cannes Lions our competition won. This time, without any resentment.

Competition was good, and together we achieved what would never have been possible alone. In Cannes, the global competition gave us year after year indigestible servings of humility, and in some cases, even deep-seated humiliation. But the bar was set high, and global competition demanded excellence and made us better. On a national level, as a company, and as individuals as well. Cannes made us, and continues to make us, grow.

To my direct competitors and those I never knew I had

The three letters of jotabeqú/Grey, Jaime Jiménez, Alberto Quirós, and Marcos Blanco knew we were one of their competitors. David Droga, the most awarded creative in Cannes history, never even knew of our existence, except for a brief conversation in the early hours of the morning at the Martinez in Cannes.

The Garnier Group affiliated with BBDO, now led by Mauricio Garnier, knew we were one of their competitors. Just as Manolo Gavilán from Ogilvy, Dirk Stammes from Leo Burnett, Carlos Fonseca from Publimark Lowe, Enrique Nieto from Y&R, Gustavo Halsband from WPP, and others like Paula and Anny Cubillos, Rodolfo Bazo, Javier Mora, Javier Yglesias, Ernesto Villa from BBDO Guatemala, or Juan Federico Salaverría from Lowe El Salvador, among many others, knew we were direct competitors, fighting for an account, an award, or an opportunity to advance in our local business.

However, Marcelo Serpa in Brazil, Jeff Goodby in the USA, Maurice Levy in France, or Martin Sorrell in the UK were also competitors. What a pretense! How audacious! We weren’t even close to their level in many dimensions, yet today, I remember them as competitors. Because I believe that without competing for the heights, we would never have made Tribu the magnet it eventually became for the world’s multinationals. When we went up for sale, three global groups competed for the acquisition.

Some were direct competitors in the regional market, while others were sources of inspiration. Some to try to poach a creative or an account, always learning from them, and others to extract their example, model, and best ideas. Because competition knows no borders or time constraints, whether past, present, or future.

Competition was fierce in advertising as it was in the market. We fought daily battles for our clients. Their competitors were ours, and the heat of competition often reflected in our creativity. Our clients also demanded that we be competitive and not lower our guard even in the 12th round. Just like the internal competition within each agency.

Competitors later turned out to be people like Larry Page and Sergey Brin, founders of Google, Mark Zuckerberg of Facebook, and companies like Accenture, Infosys, and Nvidia. Because technological disruption knows no boundaries or categories; it invades and redefines any business to its core… at lightning speed. In the blink of an eye, the tech and consulting giants arrived and almost took the whole cake.

Competition makes us better, both direct and distant. It keeps us on the edge of our seats, upright, and ready to fight. Competition elevates our competitiveness, and the more formidable it is, the more it boosts our reach in every direction and sense.

 

To the competitors that became friends

Some years ago, I decided to step out of the ring.

To the dismay of some young people entering the octagon of business, ready to knock my teeth out, I stepped out and chose a third phase of life completely detached from what I had done in the second. Putting down the gloves and hanging up the sneakers, at least in terms of advertising and related businesses, opened up opportunities for new and better relationships.

To summarise and share where I am and where I’m heading, I decided to align my life and time with the priorities of the heart. However, as I browsed through a series of photos, some of which I share here, I can recognize that through competition, we forged friendships and relationships. Whether through a Christmas dinner with the association, experiences in the real mud of the Santa Ana mountains, sailing, or simply taking time for conversations, we grew together as rivals, never as enemies. We worked for the industry, and along the way, we got to know each other, even getting muddied together.

Today, I have no doubt that I’ll be playing dominoes with Manolo, Dirk, Alberto, Mauricio, Enrique, Diego, Rodrigo, José Francisco, and many others. We clashed many times, brushed up against each other, and faced off. We collided, and there was no shortage of complaints about a hard or even unnecessarily rough play. But it was the competition that led us to know each other as well or better than if we had only been collaborators. Because in competition, you see what you’re really made of. With complete sincerity, I enjoy their company and our conversations, which cover everything, including reminiscences.

At one point, I wanted to beat them. It took time to understand that we all gain more if we all win. I moved from the notion that talking about 100% in a business is foolish, as nothing prevents us from talking about 200%, 400%, or 600%, because that’s what you can achieve when a market grows and multiplies several times over. I also learned from you that often you win when you lose. Today, to you, dear friends, and to everyone else I’ve competed with… I want to say thank you.

Thank you for having endured me with such elegance. Thank you for tolerating me; otherwise, we wouldn’t be friends today. And to those who became enemies, took things personally, could never stomach me, or never tried, I can only say what my wife tells me: “You’re an acquired taste.” That is, it takes time, and in some cases, not even time is enough. But that’s a topic for another post.

Our turbines were fuelled with high-octane when I started my career in Costa Rica. We were the smallest, and ahead of us was a collection of powerful giants. It took nine years before we saw a dollar in dividends because everything went back into the agency, which had to be equipped with talent and technology, with those powerful Macs that reflected an apple on the screen when turned on.

Today, I’m not retired. I’ve ARRIVED because I’ve finally reached where I wanted to be.

Competition makes us competitive and leads us to win

Jack Welch, former CEO of General Electric, put it this way: “Competition forces us to improve. If you don’t have a competitive advantage, don’t compete.”

Margaret Thatcher, the former Prime Minister of the United Kingdom, also has a powerful quote in politics: “Competition is a spur to improvement. It makes us work harder and be better.” Long live competition.

Just like on that historic podium in Paris that the world has celebrated so much, where diversity and respect shone, we’ve learned that valuing and supporting those who compete with us can lead to great achievements and lasting friendships.

We all gain more when we all win.

 

P.S.

The included photos of competitors – sharing experiences and creating memories – come from Dirk Stammes’ impressive digital archive.

Thank you so much!