INTRODUCTION

As a future businessman and woman we must know the flow of business and the
cause and effect of competition on businesss. That’s why the general objective of this
paper is to determine the impact of competition in business, which is the serious problem
of many companies.

A sole proprietorship is a business organization which person owns and run his or
her business alone. A sole proprietor is a person who runs his or her own business and is
responsible for its debts; such a business classification is popular because it is easy to set
up and carries a low cost for a first investment.

The sole proprietorship may be a suitable choice for a one person startup
operation with no employees and little risk of liability exposure. For many sole
proprietors, however, this is a temporary choice, and as the business grows, the owner
may be unable to operate with limited financial and managerial resources. At this point,
the owner may decide to take in one or more partners to ensure that the business
continues to flourish.

Competition in general is a contest or rivalry two or more entities, organisms,

individuals, economic group and social group. Competition occurs naturally between
living organisms which co-exist in the same environment. Competition is a major tenet of
market economies and business. It is also often associated with business competitors at
most companies are in competition with at least one other firm over the same group of
customer. Also competition inside a company is usually stimulated with the larger
purpose of meeting and reaching higher quality of services or improved products that the
company may produce or develop.

2
 BACKGROUND OF THE STUDY

Nowadays, there’s a lot of businessman who build their own business here in our
country. They have different products and services for the customers. And every
businessman has their own strategy for the costumer to buy their product. And to the
mere fact that most of the population of the businessman here in the Philippines, that why
something came to our minds, how those sole proprietor face the competition within there
workplace. And what are the levels of competition in their business.

Another thing, we can’t avoid to have competition in business industry. It can be

one or more competitors a businessman can have. It has a big factor in our country
especially to our Co-Filipinos who are also having their own business. It can have
changes to the profit of a company or a business man, and can also increase or decrease
its profit because of its compete companies will do their best to make the market love
their product.

3
 STATEMENT OF PROBLEM

This study aims to determine if competition can lead a business to a conflict

situation that may cause to the business to be closed.

The problem that the researchers aspire to determine the level of impact of
competition in business and also the researchers wants to give an answer on how to deal
with competition. Competition may seem good as it is but we don’t know if there’s a
good or a bad effect on a business. And the researcher intends to give a solution on how
to face competition in business.

This study wants to determine the level of competition to the sole proprietor in the
barangay Poblacion Pulilan Bulacan specially their strategy and tactics to face their
competitor and also to their future competition.

This study stated the improvements of the business and competitive advantage of
sole proprietor in their business.

4
 SIGNIFICANCE OF THE STUDY

The findings of this research redound to the benefit of society considering that
competition plays an important role in the field off business today. The greater demand
for businessman or woman for the improvements of their strategies and tactics in
positioning their products and service. Thus, company will apply the recommended
approach derived from the results of this study will be able to train the business managers
better. Firms will be guided on what should be done on their business for its development
stage, for the researchers, the study will help them uncover critical areas in the field of
business that many researchers were not able to explore.

5
 OBJECTIVE

This Study the Researcher also aims to identify and understand the impact of
competition in terms of business, researcher analyze what is the negative and positive
effect of competition in business also to establish the discoveries of this research to share
and to acquaint all the readers or entrepreneurs rather to become ready when it comes
competition in their business. specially researchers learn and collect more strategy and
tactics from this research. This study is their guidelines in the future.

This study aims to determine the level of impact of competition in a business and
how to better improve the problem about competition. This research aims to help all the
business man and woman to face the competition in business and make people know
what competition all about is.

6
 SCOPE AND LIMITATION Formatted: Centered

This study will focused on helping the business to counter face the different kinds
of competition that coming to business. The result of this study will help employees,
manager, specially the business man and woman in making decisions in business. Also
the result of the study will help the firms in making their strategies and tactics in
production and distribution of their product and services.

This study also will provide knowledge and facts through the students who want
to learn the flow of the business. The result of the study are applicable to all people in the
world but not all the facts strategies and tactics may apply to other completion problem of
the people because the facts stated on the study is all about business only.

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7
 CHAPTER
2

RELATIVE
LITERATURE

8
Foreign Literature

Articles
Rumelt (2003), stated that strategy discipline for many years has been lacking a
clear definition of competitive advantage and a deep understanding of the influence of
this construct on firm performance. There has been increasing discussion of and
empirical research into competitive advantage in recent years (Ray et al., 2004; Newbert,
2008), however understanding of what is competitive advantage and distinguishing this
concept from organization performance remains a challenge for the discipline (Powell,
2001). Fulfilling the purpose on the findings of appropriate definition on competitive
advantage and distinguish competitive advantage from organization performance has
leads to the development of useful research propositions which help explain the
relationship between perceived environmental uncertainty, firm resources, competitive
advantage and organization performance.

Michael Porter was the first writer to introduce the term competitive advantage to the
vocabulary of the strategy discipline. Initially, the words become confusing for
academics, business executives and consultants (ABCs) (Markides, 2000) because they
have their own message accepted and embraced by the ABC community. Barney (2002 p.
9) makes a useful connection when he says: “a firm experiences competitive advantages
when its actions in an industry or market create economic value and when competing
firms are engaging in similar actions.” Barney (1991) argues competitive advantage is
achieved when a firm is implementing a value creating strategy that is not being
simultaneously implemented by any current or potential competitors. A sustained
competitive advantage occurs where the firm is implementing a value creating strategy
not being implemented simultaneously by rivals and other firms are unable to duplicate
the benefits of this strategy. It is of interest that Barney (1991) does not comment on the
possibility of competitive advantage being eroded by the innovation efforts of rival firms
changing the market space (Tushman and O’Reilly, 2004; Kim and Mauborgne, 2005).

Similar to views expressed by Newbert (2008), in this paper competitive advantage is not
organization performance. This position is a matter of some contention in the literature
with writers such as Porter (1985), using the terms interchangeably but Powell (2001)
making a distinction between the two constructs. The concept of competitive advantage
relates to a firm maintaining a sustainable edge over rivals in a particular industry setting
that cannot be eroded over time. The firm with competitive advantage pursues a strategy
that is not being executed by a rival firm or firms. The strategy implemented by the firm
with competitive advantage provides the opportunity for a reduction in costs (i.e. low
cost) in the provision of a product and/or service with some proximity on product and/or
service attributes to providers of the alternative differentiation strategy in a broad market
segment. Alternately, the firm may have the ability to exploit market opportunities with a
product and/or service with superior attributes (i.e. differentiation) with some proximity
to low cost providers on cost of production or provision of service in a broad market
segment. The achievement of competitive advantage by a firm in an industry is also aided
by the firm being able to neutralize threats from rival firms in the marketplace (Barney,
1991; Newbert, 2008), and establishing and maintaining a clear generic position plays an
important role in this desirable set of circumstances (Porter, 1985).

9
Foreign Studies
The set of interactions between competing companies as well as the structure of
the industry determine the formation and nature of the competitive relationship. Previous
rival or benign interactions may affect the atmosphere of trust and commitment between
competing companies and determine the advantages of the competitive relationship. Even
though the current trend in business life is towards alliances, partnerships and
relationships between competitors the cooperative interactions are still occurring in an
infrequent basis. For the case company the long history of peaceful cooperative
interactions has been a basis for current relationships where the interactions are benign
and aiming for joint benefits. When building a competitive relationship the very first step
is to define the goals and objectives of the relationship. This case study and academic
literature have shown the lack of strategic planning in small companies, which can
prevent the full utilization of the shared value creation. The lack of internal resources and
capabilities are forces driving small and medium sized companies to relationships with
horizontal actors. These relationships may occur between any actor in the value net, and
even simultaneously. The natures of competitive relationships have a tendency of
changing over time due to the changes in the advantages and disadvantages of a certain
position or due to the changes in inter-relationship business connections. In any point of
the relationship the matter of trust and commitment is a basis for the success and
sustainability of the relationship. The findings in the case study support the claim of the
changing nature of competitive relationships and especially the importance of
interorganizational trust.

All competitive relationships are a difficult set of interactions since the logics
behind competitive and cooperative interactions are fundamentally different. In
competition individual firms act to maximize their own profits whereas in cooperation the
companies work together to achieve common goals. Finding the right balance between
these two concepts in inter-firm relationships is a challenging managerial process. The
model of relationship categories utilized in this thesis is based on study conducted by
Bengtsson and Kock (1999) where four basic types of competitive relationships are
recognized (cooperation, co-existence, competition and co-opetition). By engaging into
any of these relationship types a firm faces a risk of losing important knowledge and
control as well as drifting into a conflict. The benefits of competitive relationships can be
seen in form of competitive advantage, economies of scale, reduction of uncertainty and
risk, and in the speed of development processes. The latter is the most emphasized reason
in academic literature on why would small sized firms engage themselves in competitive
relationship. The limited resources of small companies drive them to attempt accessing
external resources through competitive relationships. When analyzing the situation in the
light of the case study it would seem that the underlying reason why to engage in
competitive relationships was based on different grounds: the question of R&D was
irrelevant, whereas the social bonds and mutual interests were enhanced as the driving
forces of the relationship.

10
 Foreign study
Barriers to competition are pervasive and harm innovation, productivity
and growth – in developing countries. Fair competition matters, both for economic
growth and for reducing poverty. Helping markets to work better, by removing
unnecessary distortions to competition, can lead to significant reforms of the business
environment.

These factors make competition policy and law a priority area for reform in
developing countries. There is a need for a wider understanding at policy levels in
government, in the business sector and by consumers, of the beneficial impact of
effective competition and of competition policy on an economy.

Where competition policy is part of an open and well-regulated economy, it can

help encourage both domestic investment and FDI, because it encourages investor
confidence28 by setting a consistent framework within which the business sector
operates. An effective competition policy allows innovative new entrants an important
role in the development process, and promotes growth. More effective competition
reduces opportunities for corruption and rent seeking, and creates more space for
entrepreneurs and small and medium sized-enterprises.

Having a good law is not enough. The introduction of a competition law needs
appropriate supporting policies, and effective enforcement. Governments must show
support for market economies and must recognise adequately the impact of other
legislation and regulations on competition. The design of an appropriate national
competition policy must keep local realities in mind, and give sufficient weight to
governance capabilities and institutions and to political realities that will often include the
presence of small and frequently vulnerable domestic markets.

To be fully effective, a competition policy must be supported by a „culture of

competition‟, where the objectives of competition are widely understood and form a
natural part of the background to decisions by government, firms and consumers. Civil
society and a vigorous consumer movement in particular, can play a constructive and
valuable role in the development of a culture of competition. Vested interests that oppose
reforms and fair competition have to be overcome. An open media and an informed
judiciary are needed if competition policy and law are to be fully effective.

Above all, politicians must be committed to wanting to make markets work well,
to ensuring that the government‟s responsibilities to markets are well understood and to
help build the technical capacity needed for this task.

A productive way of finding where significant barriers to competition exist is by

looking at the situation in key sectors of the economy, the approach taken in DFID‟s
Competition Assessment Framework29. It is an approach that can help policy makers in
developing country governments design a competition policy that meets their needs.

11
Foreign literatures
There are basically five forces to develop basic foundations include competitors,
threat of new entrants substitute products, bargaining power of suppliers and bargaining
power of buyers. Companies are fighting with each other and some of them are defend
itself against these competitive forces (Porter 1998).

The resources and capabilities of a firm are the central consideration in formulating its
strategy. The resource based theory approach to strategy formulated understands the
relationship between resources, capabilities, competitive advantage and profitability.
According to writer there are four factors which are useful for the firm to increase their
depth i.e. strategy, competitive advantage, capabilities and resources (Grant 1991).

According to writer he relates the competitive advantage with a theory of comparative

advantage. According to his theory he say that the comparative advantage theory suffer
from the same weakness as a neoclassical theory of the firm. So according to writer the
idea of competitive advantage gives explanatory power of strategy and organization. The
success of firm in the market depends upon the organisation work of firm, sector and
their interrelationship. They sought where a competitive advantage could be established
by devolving organizational superiority (Bagnoli. et. al; 2003).

There can be a heterogeneity or firm level differences among firms that allow some of
them to sustain competitive advantage. The main concept of theory are based on four
points i.e. valuable, rare imperfectly unite able, without strategically equivalent
substitutes (Barney 1991).

The ability of the firm is stay ahead of competition with the help of their superior
performance and leaderships. So competitive advantage is directly proportional to
competition either it is in different departments or in different firm throughout the world.
Manager could understand the current position of the firm. In short porter argues that
strategy is a race to get an ideal position in the market and differentiate itself for targeting
customer (Porter 1998).

Scholars in the strategy field are concerned fundamentally with explaining differential
firm performance. As strategy scholars have searched for sources of competitive
advantage. Two prominent views have emerged regarding the source of supernormal
returns. Primarily a function of a firm membership in an industry with favourable
structural characteristics and secondly is that differential firm performance is
fundamentally due to firm heterogeneity rather than industry structure (Rumlet et.al;
1994).

Competition in any industry does not stem only for competitors and it also influenced by
the underlying structure of the industry. Additionally author stresses competitive
advantage, which is created and hence can be controlled by individual firms and not
comparative advantage (access to factors of production like cheap or natural resources),
which is mainly inherited (Porter 1985).

The purpose of the industrial organization was the internal competition of the industry.
This aim was inverted to produce models aim at helping firms realize supernormal
returns by surreptitious way of competition (Barney 1986).

The development and implementation of new ideas by people who overtime engage in
transactions with other within an institutional context (Van 1989).

The generation, acceptance and implementations of new ideas, processes, products and
services to create a market and competition against the competitors (Kanter 1983).

12
Different researchers attempt to explain the superior performance of the firm. They
explain how firm can gain their better position in the market. Some of them say, the
leading hypothesis is that sustained superior performance coming from sustained
competitive advantage Barney (1997). But on the other hand Grant (1998) can relate the
superior performance of the firm with competitive advantage. According to them
competitive advantage and superior performance of the firm are different unit to each
other. Theories are different as the source of competitive advantage. Because some time
firm gain their superior performance by using different tactics like monopoly, because
they want to maintain their position or protect their position against the compotators. This
is the best point according to the big firms, because they create monopoly in the market
and try to protect their position (Caves et. al; 1977)

Sometimes the superior performance of the firm depends on the level of the firm,
business unit, corporation or industry. Because in big firms the power of gaining is more
as compare with small firms. So small firms cannot compete the large firms (Powell et.
al; 1997). Better explanation for superior performance may exist, it has specifiable causes
and these causes are tied to perform distributors may be fellow simple heuristics or stem
for a single process such as problem solving Popper (1972).

According to Powell (1996), strategic management has not told us the significant debate
on the competitive advantage. According to writer there are two proportions are
important to increase the performance of the firm. First one is the dependent variable
(superior performance) of the firm and secondly independent variables include
competitive advantage. He separates these two proportions and gives the relationship
between them. On the other hand if we examine this theory with other theories like Porter
(1998) theory. His attention toward the firm and how much firm create competition in the
market and how much effort put by firm to stay ahead against the competitors. But
according to Robert (1999) sustainable competitive advantage is not necessary or
important for the superior performance of the firm. But on the other hand Barney (1996)
can relate sustainable competitive advantage with the performance of the firm.

There is substantial agreement with in the literature on the price, cost and differentiation
definition of competitive advantage. But according to Reed (1990) competitive advantage
does not play a vital role for making the firms strategy. He creates a link between
competitive advantage and competence. He says competitive advantage can be derived
from numerous sources and advantage can come from competence and this competence
can control by firm and can be manipulated with in the strategy to generate advantage for
performance. On the other hand Porter (1998) says superior performance of the firm is
due to the competitive advantage. He relates competitive advantage directly with the
competition, so the ability of the firm to stay ahead of competition with help of their
superior performance. But the major development comes when Hofer (1978) described
competitive advantage “the unique position of an organization developed against the
competitors through its patterns of resources deployments”. He suggesting that
competitive advantage ensues from competencies. They also say that competitive
advantage as something can be used with the firm strategy. As such competencies and
competitive advantage are independent variables while a firm performance is the
dependant variables.

(Mahoney et. al; 1992) suggests in his article about the special issue in his article. He
says firm physical resources and its capabilities interact to create competitive advantage.
He seeks to reconcile the resources and capabilities based theories of competitive
advantage through the theory of invisible assets. This theory was proposed by (Itami et.
al; 1987) holds that experience and constitute the principle source of sustainable
competitive advantage.

If we talk about the competitive advantage then we cannot neglect the overall progress of
the country. Some governments can support their industrial sector because industrial

13
sector is directly proportional to the economy of the country especially we can see in
china and in of United States of America. So according to Porter (1998) specific elements
condition the international success of an enterprise in a certain segments. He figures out
that the enterprises of an inferior cost or differentiated product to assert them worldwide.
According to them through the globalization of the economic game enterprise to improve
their competitive advantage. The same thing can explain by other writers. To create a
competitive advantage, the enterprise is required to progress to innovate and to discover
the best competitive opportunities and exploit them. So create an opportunity against the
competitors Robert (1999).

According too many writers and their theories, why a country is more competitive than
others. The national competitiveness comes from macro-economic phenomena directed
by change rate, interest rate, deficit of the national budget. On the other hand some of
them Robert (1999) says some companies or industrial sector are try to compete with
cheap work force of with cheap raw material. The big example of this point is China. In
china the work force is very cheap and there is no tax on any import and export. Chines
government are support their industrial sector and improve their economy.

According to the writer, the creation and capture of private and social value by firm that
adopt corporate social responsibility strategies. So to achieve a competitive advantage is
a responsibility of a manager to accomplish their objective. He relates this theory with the
economics such as hedonic pricing, contingent valuation and the new literature on the
economics of industrial organization. The same kind of things was discuss by Barney
(1986) in his journal and also by porter (1998) in his book.

Sometime researchers are not depending on the same point. Because in every case they
have a different task and every case of superior performance is unique, extreme and non-
generalization Starbucks (1992). But according to (Bowen et. al; 1999), competitive
advantage has generated a large volume of scholarly output, both theoretical and
empirical. So strategic management researchers has not produced a same effect on the
competitive advantage. Most empirical studies infer the existence of competitive
advantages.

14
 SYNTHESIS

Barney (2002 p. 9) makes a useful connection when he says: “a firm experiences

competitive advantages when its actions in an industry or market create economic value
and when competing firms are engaging in similar actions.”

Barney (1991)argues, the competitive advantage is achieved when a firm is

implementing a value creating strategy that is not being simultaneously implemented by
any current or potential competitors.

Rumelt (2003), He stated that strategy discipline for many years has been lacking
a clear definition of competitive advantage and a deep understanding of the influence of
this construct on firm performance. He shared that There has been increasing discussion
of and empirical research into competitive advantage in recent years (Ray et al., 2004;
Newbert, 2008), however understanding of what is competitive advantage and
distinguishing this concept from organization performance remains a challenge for the
discipline (Powell, 2001).

According to Powell (1996), strategic management has not told us the significant
debate on the competitive advantage. According to writer there are two proportions are
important to increase the performance of the firm. First one is the dependent variable
(superior performance) of the firm and secondly independent variables include
competitive advantage. He separates these two proportions and gives the relationship
between them. On the other hand if we examine this theory with other theories like Porter
(1998) theory.

But according to Reed (1990) competitive advantage does not play a vital role for
making the firms strategy. He creates a link between competitive advantage and
competence. He says competitive advantage can be derived from numerous sources and
advantage can come from competence and this competence can control by firm and can
be manipulated with in the strategy to generate advantage for performance.

15
 CHAPTER 3

RESEARCH
METHODOLOGY

16
 RESEARCH METHODOLOGY

This chapter was conducted in order to assess the impact of competition in

business. The focus of the assessment was on the negative and the positive impact of
competition, in order to gather the necessary data, the researcher utilized the evaluative
method, using the quantitative approach. A total 100 respondents we’re randomly
selected as participants of the survey questionnaire method was the research instrument
used for the data-gathering.

The researchers who have been chosen in this study accomplished a survey
questionnaire to evaluate the impact of competition in business, the result of the survey
were then proceed by computing the data using some formula especially the P/R*B, were
P represent the points gathered, B represent the summation of the points gathered and R
represent the Rate.

The credibility of finding and conclusion extensively depends on the quality of

the research design, data collection, and data analysis. This chapter will be dedicated to
the description of the methods and procedures done in order to obtain the data, how they
will b analyzed, interpreted and how the conclusion will be met. This section justify the
means in which the study was obtained and will help in giving its purpose and
productive.

17
 CHAPTER 4

PRESENTATION
ANALYSIS
AND
INTERPRETATION
OF DATA

18
 TABLES

Presentation Analysis and Interpretation of Data

Table 1

Kinds Of Ownership No: Respondents Percentage Rank

Sole Proprietorship 74 74% 1

Partnership 24 24% 2
Corporation 2 2% 3

Table 1 show that 74% of the respondents are sole proprietor, 24% are partners
and 2% are corporation.

Table 2

Gender No: Respondents Percentage Rank

Female 64 64% 1
Male 36 36% 2

Table 2 shows that majority of the respondents are females gathering the average
score of 64%

Table 3

Do competition is important? No: Respondents Percentage Rank

Yes 68 68% 1
No 9 9% 3
Maybe 23 23% 2

Table 3 shows that 68% of the total respondents agreed that competition are
important in business.

Table 4
What is the main reason why competition appears?

Reasons Points Gathered Percentage Rank

Having same products
449 19.41% 1
Competes to reach a certain goal
382 16.52% 3
To test skills
363 15.69% 5

19
 To prove that your business is strong
396 17.12% 2
Rivalry among others
351 15.18% 6
To find out the weakness and strength
372 16.08% 4
of the business

Table 4 shows that 19.41% of the total respondents agreed that the main reason
why competition appears is because of the reason of having a same product in a certain
business environment.

Table 5

Do competition is important? Reasons Percentage Rank

(9 out of 100 respondents
answers no)
Because others build
their business by their
1 own and has no 100% 1
competitors.
2 No reason. 0% 5.5
3 No reason. 0% 5.5
4 No reason. 0% 5.5
5 No reason. 0% 5.5
6 No reason. 0% 5,5
7 No reason. 0% 5.5
8 No reason. 0% 5.5
9 No reason. 0% 5.5

Table 5 shows that 1 out 9 respondents who answers no, only one gives a reason
why and got the highest rank on it.

Table 6

Positive side Points gathered Percentage Rank

Increase income and demand.
365 13.67% 5
Enhance skills especially in
344 12.88% 7
decision making.
Increase your quality.
389 14.56% 4
Incentive for improvements.
357 13.37% 6
Helps to access your strength
400 14.98% 2.5
and weaknesses.
Helps to manage success and
400 14.98% 2.5
failure.
Makes you creative and alert.
416 15.57% 1

Table 6 shows that 15.57% of the total respondents agreed that the greatest
positive impact of competition is making you creative and alert.

20
 Table 7

Negative side Points gathered Percentage Rank

Bankruptcy. 308 14.50% 3
Decrease sale. 329 15.49% 2
Decrease your quality. 342 16.10% 1
Makes you unproductive. 298 14.03% 5
Leads to exhaustion. 264 12.43% 7
Can be corrupt. 278 13.09% 6
Limited on resources for
305 14.36% 4
producing products.

Table 7 shows that majority of the respondents agreed that the greatest negative
impact of competition is decreasing your quality, gathering an average score of 16.10%.

21
 CHAPTER 5

CONCLUSION
AND
RECOMMENDATION

22
 SUMMARY
The researchers know that competition is very popular and serious problem in Formatted: Justified, Indent: First line: 0.5"

business, especially in the company to market and position their product and services.
Competition has its own cause and, effect which has run as the basis of this research. This
research intends to improve the market and to contribute information on how to deal with
competition.

The study tackles the different effects of competition whether it is positive or

negative as the result of the survey done by the researchers having the same product is the
main reason why competition appears in business and being competitive will end in a
positive nor negative impacts to your business the positive can give a high income and
demands to your business while the negative is can lead to bankruptcy. The researchers
know that competition plays a very important role in the business because we can’t say
that the business is a business if it doesn’t have any competitor. Competition is
challenges to the owner of the business on how will they assessed different challenges
that will come in their business.

23
 CONCLUSION

Most competitor today involving have the same product is the problem of many
businessman and businesswoman. So the focus of the assessment was on the negative and
positive impact of competition in order to gather the necessary data. A total 100
respondents were randomly selected as participants of the survey questionnaire. In fact
the greatest positive impact of competition that the researchers got is makes you creative
and alert, while the greatest negative impact is decrease your quality. And majority of the
researchers respondent agreed that competition is important to business than choosing no
and maybe.

RECOMENDATION
The researchers all see the result of the study and the researchers all recommend
to you that you should have a healthy competition. Being competitive in business is
natural but in a positive way. Competition in business is not bad because competition is
the way to rich the good quality of product that costumer's need , until there is a
competition going on there are still making innovation to their product . Researchers also
recommend to you that being competitors you must need a lot of patience to your
competitors to have a good competition or a healthy competition. Whether the result of
being competitive is failed, do not take it as a failure but take it as a lesson so that in the
others challenge that will come in your business you will know how to make a move or
solution to it.

24