The Power of Uniqueness

One of the questions I often post to members of senior leadership teams during strategy sessions is this: “If your organization went out of business today, another one just like it would start up a few days later because somebody has to _________________.” I am typically met with blank stares before they set about the task of crafting an answer, which typically centers around products or capabilities. These answers are not wrong, but they often describe commodities readily available elsewhere. When reminded there are already other businesses that do these things, there is confusion and frustration among team members. I tell them what they need to focus on is this: “your uniqueness.”

Unique, by definition, means one of a kind (a French word from the Latin “unicus” derived from “unus”), that is, no other like it. It is absolute, meaning there are no varying degrees of uniqueness; you either are or you are not.

Uniqueness is what sets you apart from the competition. It’s why customers choose you rather than another provider who offers many of the same products and services as you do. This uniqueness can take many forms, chief among them is an acute awareness of how your best customers benefit from their relationship with you. In other words, the question is best answered from the outside in, from the customer’s point of view. Even for members of the senior leadership team, that view is often misunderstood, incomplete or wildly inaccurate.

When challenged on this, they may refer to customer surveys which show a relatively high level of satisfaction. So far, so good. This feedback is useful but not sufficient. Satisfaction alone is not a predictor of loyalty. It is relative satisfaction; that is, the margin by which customers prefer you over their best alternative. That difference reflects the unique value your customers enjoy by choosing your company. Because customers will pay a premium for unique value, this is referred to as “The Profit Zone” (from the classic book by Slywotzky and Morrison).

Understanding your uniqueness is not just about being different for the sake of it; it's about leveraging distinct strengths and perspectives to create value and drive sustainable success. Once you understand this concept, you can begin to frame your business development activities by identifying organizations who stand to benefit the most from your unique abilities. To say that this changes everything is an understatement.

Successful leaders understand that standing out in a crowded marketplace is essential for attracting and retaining key customers. When organizations replicate what others do, they risk being seen as commodities, where price becomes the primary differentiator. Given this, customers choose the lowest-cost option, leading to shrinking profit margins and stunted growth. Conversely, companies that cultivate a unique value proposition — whether through innovative products, exceptional service, or a compelling brand story — are better positioned to command premium pricing and develop loyal customers.

So, the question stands. If your business did not exist, would another company need to open right away to fill the void? Would there be a void? What would that void look like in specific terms?

For more information on planning your successful future, contact me at joe@ajstrategy.com or visit my website at ajstrategy.com.

The preceding content was provided by a contributor unaffiliated with Printing Impressions. The views expressed within may not directly reflect the thoughts or opinions of the staff of Printing Impressions. Artificial Intelligence may have been used in part to create or edit this content.