Let’s agree you’re better than your competition in some wonderfully unique way, that you have that (apparently necessary) USP.  Let’s say you’re quite the innovator and you’re 20% better in some crucial area, we’ll say systems… everyone needs ‘systems’ (let’s not define it, it’ll spoil the fun).  

But are you innovating where you’re differentiating?

If your positioning in your market focusses on customer experience or on the strength of your value-add relationships, your 20% better systems won’t count for much, and even mentioning it will confuse your message.  There aren’t many companies which can be successful at what they say they are, as well as what they actually are (OK, Amazon manages it pretty well but you’re not Amazon).  

You need to be innovating where you’re differentiating.  Then you’re perfectly aligned, your customers want to hear what you want to talk about, and you amplify your benefits by genuinely standing out in the areas your customers most care about.  

(Let’s just check they do care about it… if your customers are actually interested in talking about your systems then your focus on experience and relationships is out of step with the market… keep reading, we’ll pick that up below).

And is that where your money goes?

OK, your systems are great, 20% better, 20% more efficient, 20% cheaper to run… but so what?  Is your business 20% better?  Are you 20% cheaper?  Of course not, you’ve got people to pay, offices to rent, marketing to cover, distribution to fund.  Maybe you’re 3% better, maybe you’re 3% cheaper.  In other words… who cares?

“Build a better mousetrap…” AND produce it profitably at the same price point, AND get the word out effectively, AND achieve distribution scale… then maybe, the world will beat a path to your door (thanks Ralph).

And is that what your customers buy?

Back to that thought about whether what you’re selling is really what your customers are buying.  We all know the old Feature / Advantage / Benefit model, but let’s take another quick look anyway, it’s so easily overlooked:  

• FEATURE the spoon is curved with a handle.
• ADVANTAGE it reliably holds your soup while being lifted to your mouth.
• BENEFIT you can enjoy dining without embarrassing spillages. 

Or, closer to our example:

• FEATURE we are a team of risk managers with 80 years of industry experience between us.
• ADVANTAGE we can understand, record, manage and report on the risks in your business.
• BENEFIT we let you focus on growth, while we look after everything you’ve built.

People buy the benefit… but, that’s not my point. 

What’s more common is that the Feature / Advantage / Benefit being sold is not the one your customers are interested in buying.

You’re terrifically proud of your team, of course you are, they’re great, but if your customer only wants to talk about price, you’re wasting your time.  Equally, if your customer needs the comfort of building a relationship, they’re not going to appreciate hearing about those 20% better systems.

This isn’t marketing, it’s strategy.

Listen to the language your customers use.  Focus on addressing their questions (preferably in their language) and occasionally test what they really value by just asking them outright, or ask me to have a chat with them, I’d be delighted to, I’m sure they’re fascinating wonderful people!

But remember, this isn’t a marketing point, it’s much wider than that, this is a strategy point.  This thought process needs to drive where you’re innovating, where you’re investing, who you’re recruiting.  It’s a feedback loop which needs to define what kind of business you’re building.