Value is the most potent differentiation – Be unique by providing more value

Being unique is desirable, but highly unlikely. I have to admit that “being different” doesn’t necessarily mean doing something that is radically opposed, unique, or in some other way entirely different, and yet has the potential to succeed.

One size doesn’t fit all, and what works in one situation may or may not work in similar circumstances. Industries are ever-changing, and competition is more fearless than ever. One thing is certain, people will go to those that provide better value, and communicate it!

The “unique selling proposition” is more of a theoretical term than one in common use today. The point is that being unique may or may not bring results for you: Being unique doesn’t automatically equate with making money, with positioning, or competitiveness. It is only the raw potential, what matters is sustainability and the longevity of any advantages you have. That is the formula that will work, create breakthroughs, and potentially be monetised.

Somebody is already doing it right now…

The second point is that if your idea is out there, somebody is probably already exploiting it, or, at least, thinking about it, and if it can be copied and translated, transferred or applied, your competitors will do it. You must strike the balance. The question of taking on inventors or early adopters is one that you must come to terms with.

 Pioneers get scalped so that settlers can prosper.

Being second is optional, being first can be costly, and if it can’t be protected, any advantage gained is pointless. I suggest that you need to come up with something original that will work in your situation and something where the value will be connected to you, and position your name and business favourably. If you can protect it, great; but if you can’t, continue searching and working on it. Never stop improving. The moment you stop, you’ll become a follower.

What experience do you create

Numerous businesses have a similar USP as your current one. On paper, and on the wall, they are almost identical. But paper can deceive; it is not how it’s written that’s important, it’s how people experience it. The value proposition and a perception of value are the differentiators to strive for. It is what you do for people and how they feel about it that matters, not what you put on paper or your website. Experience defines businesses and destinies.

When all you were expected to do is accomplished, commit to doing something extra, go well beyond the expectation. Going that extra mile sometimes means that there is no competition out there.

Provide extraordinary guarantees, provide experiences that will be remembered, and eliminate the concerns from decisions. Make it easy (although I know nothing is easy) to transact with you.

Provide exits and escape plans if they want to leave after all the other options and your best efforts are exhausted. Stay committed to improving the outcomes, and make no compromises.

What will you need working for you to take on an already established competitor?

• Extraordinary motivation, above what is reasonably expected, above what is perceived to be required.
• An action orientation, knowing what you want and why, and doing something every day.
• Speed: because it is today’s requirement: speediness in action, thinking and decisions.
• Agility: because movement must be maintained to preserve forward progress.
• A guerrilla mindset: to hit and run, and to intentionally rock the boat by testing.       
• The ability to create a difference by disrupting the established rules.
• Blue oceans where you can shine, this is your game, defined by and based on your strengths and passion.        
• Understanding the critical difference between testing the water vs. making big waves.            
• Powerful stories, where you engage with others and maintain honesty and trustworthiness.
• Flexibility in tactics, and insisting on a rock solid strategy and back-up plans to strengthen your defence.
• The ability to move people, prospects, and clients, from “how to” to “why to”, and then to “why not to”.

So let’s examine it …

Where can you make and sustain an impact?

What must you do to engage in “leveling the playing field” strategies?

How can you position and leverage yourself to confront them where they least expect it?

How can you be reasonably unreasonable in your expectations?

Two important points to remember:

Competitive advantage is true advantage only if you are able to protect it and scale it.

Competitiveness must not be tied to personality or individuals, as once they leave your business,  you will be left with nothing. Number one is, therefore, the worse number in business. When a company depends on one person, it is overly exposed and vulnerable.

The quest for a competitive advantage. What you must know:

How can you win through obtaining and protecting the longevity of competitive advantage?

• By future positioning and anticipating: One can’t create tomorrow’s breakthroughs by working and thinking in the past. The anticipation of where industry, technology and society will go is the first step, and positioning yourself to leverage these trends will be the second.
• By proactively approaching what you must do and where the focus should be:   Your efforts must be concentrated to create better options. You must pick the battles that are worth fighting.
• By creating structured advantages: In this way one produces better options and outcomes and increases the likelihood of success.
• By playing wisely, according to your strengths and inborn talents: This is the safest path to success.
• By challenging both what works and what doesn’t: When you consider breaking and disrupting the established rules of the game, you must ensure that you stay within the legal and ethical boundaries.
• By creating the winning edge: A business wins when it has the advantage over competitors at critical decision points.
• By strengthening what matters:  You must acquire quality and know-how because knowledge when applied, is power.
• By being resourceful: You need to achieve mastery over resource allocation and utilisation because knowledge brings market leadership.
• By becoming a leader:  Market leadership cements your competitive position, advantage, profitability and longevity. It also provides the potential for joint ventures, partnerships, and scalability.