The Standard Chartered Singapore Marathon 2009 came around last Sunday. I eventually ticked another item off my New Year’s Resolutions list by completing the 21km half-marathon, my first ever, but not without pains and frustration. Despite being able to run continuously for 90 minutes and feeling strong and tireless at the 14km mark, I had to switch to brisk walking because of a prior niggling injury to my right ankle. That meant shifting my weight to the left leg, and soon I was cramping out on that leg. One thing led to another and soon both legs were developing muscle pains.

Thinking is a Painkiller

I began writing this blog post in my head for the next 5km. That somewhat took away the troubling thoughts that I will not reach the Finish Line in 2.5 hours (my goal on the outset). In any case, many of my blog posts had been written while on my daily runs. The experts do say that running makes you smarter. I certainly like the tone of that.

As I have been reading Chris Anderson’s The Long Tail lately, naturally my mind drifted there. Observing the massive throng of people (well, mostly folks speeding past me), a theoretical connection clicked, from which more thoughts poured in.

Here’s the result of killing pain with brain juicing.

The Marathon is A Long Tail Business

In his book, Chris Anderson generally explains the concept of The Long Tail as the explosion of niche products and customers. With the digital revolution and easy access to choices, consumers are buying extensively from a range of “non-hit” products and non-traditional retail sources. We were too smitten with buying branded products, undoubtedly shaped by popular culture in the ‘70s-‘90s, but now we are buying deep into catalogues of obscure products. Amazon.com and iTunes are examples of The Long Tail business, retailers who offer unlimited product choices. Many other small- and medium-sized businesses are also thriving in the Long Tail economy, catering to an extended range of niche market segments.

In marathon running, The Long Tail theory holds water too. At the front of the pack are the well-oiled professional runners whom we can imagine as the corporations and big businesses of the world. These are the runners who will lead far ahead of the competition, dominate the race, first to the Drinks Stations and eventually winning the money prizes. But what about the rest of the competition? (Imagine sole proprietors, small- and mid-sized businesses as runners that make up the rest of the competitive field)

This is where the Long Tail kicks in. There are enough opportunities for everyone else at the back. Everyone gets an opportunity at the Drinks Stations or a banana treat. Everyone gets a path ahead to run along. Even the last competitor in the field gets a medal eventually.

To illustrate, earlier on in my career, then-girlfriend (now wife) and myself started a music label business together. Fruit Records, the label we own, was too small to compete with the bigwigs of music distribution, such as Warner Music or Sony BMG. We were also a wee player in a network of thousands of independent music labels around the world. Getting prominently ahead of competition is a tough proposition.

We decided that we needed a niche business strategy to complement our niche product genre (in this case, independent guitar pop bands) and we were very successful with it (view my Fruit Records’ portfolio.) We found customers and distribution all over the world, in Poland, Japan, Hong Kong, Indonesia, Peru, Finland, New Zealand and many other exotic locales. Our bands travelled the region to perform and, to our surprise, the long-tail fans appeared in huge numbers! When we put on concerts in Singapore featuring foreign artistes, we were equally-bewildered at the breadth and demographic make up of our audiences. It was certainly an unforgettable experience in the Long Tail economy.

In essence, just as in marathon running, as long as a business attempts to stay in competition, the Long Tail will bring its niche rewards and satisfaction, personal or commercial. Businesses must be willing to develop its own niches and audience in spite of fierce and numerous competition. Perhaps winning or dominating the marketplace is out of the question for most businesses but if they stay focused and strategise for the long-run, there are enough opportunities to grow from strength to strength into a sustainable enterprise.

Personal Learning and Business Lessons in Marathon Running

Before the 14km mark, I was pretty sure of a good finish. I felt good and my aggregate time would have put me in good stead for a sub-2.5 hour finish. Then the pains started and all plans went awry. So a new strategy was required: a run-walk trot and my goal was adjusted to a sub-3 hours finish.

If you look at my official running stats’ analysis, 1541 runners passed by me in the last 7.2km alone. Blah. Every metre of that last stretch was frustrating. I kept trying to increase my ‘trot’ speed to a jog but every 10 metres or so, I had to abruptly stop because either the right or the left leg was on the verge of cramping. After a while, I decided to listen intently to what my body was trying to tell me. I assessed the situation and managed my expectations. I told myself that if I were to get cramps, I might slow myself further and derail any hope of a sub-3 hours finish. I stopped pushing myself too hard. Gratefully, I managed to jog the last 500 metres. Sweet.

When I acknowledged the fact that I was not going to meet my original goal (sub-2.5 hours), I decided to look at the bigger picture. What is my end-objective? To complete the run. Timing became secondary and, in my head, I was already planning ahead to 2010’s Singapore Marathon in my head. Learn from the mistakes of this maiden experience and come back stronger next year.

Before the marathon on Sunday, I was frequently asked “So is this a precursor to next year’s full marathon?” Of course, the egocentric, competitive maniac in me proclaimed “Yes!” to every one of those questions. How humbled have I been since.

I have reassessed and realised that I do not have all the strengths of a marathon runner. My bulky size means I am not built for long-distance running and, because of my age, the impact of constant running may actually be detrimental to my knees and joints in the long run and limit further physical activities. That is a big consideration.

I am also not equipped with the mental confidence and conviction that I am able to finish a full marathon. Yet. Expectation #fail.

But what I have got going for me is the experience of a first half-marathon and the belief that I can perfectly manage the 21km distance. Knowing my body, I am also convinced that I can do exceptionally well in this category with better preparation and training. Therefore, with all these understanding, I choose the option to excel. So it will be the half-marathon again next year (rather than being mentally-defeated in the full marathon.)

In Summary…

As I have illustrated above, marathon running-style, there are many business lessons to be learned while distance running. In the course of doing business, I believe organisations must be willing to pause and consider the following:

• Listen internally and intently to the business and the marketplace
• Look at the bigger picture and plan sustainable long-term objectives
• Assess situation and re-strategise, if necessary
• Manage expectations and adjust goals, if required
• Understand strengths and weaknesses and use this knowledge to excel in the field, rather than being an also-ran or overrun by competitors

Oh, and by the way, I managed to achieve my sub-3 hours goal. My official finish time for the 21km half-marathon was 2hrs 58mins. Next year’s personal benchmark has been set. Doubly sweet.

So now, who’s taking up the challenge for next year’s Singapore Marathon? If you’re inspired by this post and signing up for next year’s run or you simply have views on this post, would love to hear from you in the comments.