Be Different or be dead

December 10, 2012

Why a fast follower is still a copycat and is a big mistake

Source: Pexels

Why a fast follower is still a copycat and is a big mistake.

Some organizations declare a fast follower strategy and claim that it is less risky than being a first mover.

The first mover is first-in the market with a new idea, original technology or revolutionary product.

Risk level can be high as customer response is uncertain while investments can be material.

The fast follower hopes to be in fast with a me-too response to the first mover and capture some of the market success of the innovation.

Risk is believed to be lower as the market response to the first mover can be observed and market entry strategy adjusted based on what is seen.

The fast follower is nothing more than a speedy copycat

Sure, they may tweak what the first mover does, but essentially they are going to market with the same proposition.

The fast follower is another version of emulating best-in-class or best-of-breed. Except in this case, the strategy is to be a fast copycat.

They strive to be the same as the first mover as soon as possible!

Rather than slowly inching themselves further into the competitive herd, they run into it.

Copying, disguised in any way, is risky as it prevents you from achieving a unique and special — vis-a-vis the competition — position in the market.

There can be no more risky position than that.

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 12.10.12 at 10:41 am by Roy Osing
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December 3, 2012

Why constant practice really isn’t the way for perfect results

Source: Unsplash

Why constant practice really isn’t the way for perfect results.

The implication is that if you repeat something often enough, striving for incremental improvements with each iteration, you will eventually get to a point where no further improvements can be made.

And ’perfect’ is achieved.

It might make sense if the outcome is produced from a well understood number of inputs. If a formula can be applied to predict the results.

If you want to consistently win at blackjack you need to understand and play on the basis of probability theory.

If a surgeon wants to successfully remove a tumour they must follow accepted surgical procedures, and the more they accurately conform to the procedures the more ‘perfect’ they become.

But what if you are looking for a creative outcome that is like no other; one that is different from what others are doing?

What if you want to capture the imagination of people?

▪️ A ‘painting’ that makes them cry?

▪️ A serving moment that leaves customers ‘gaspworthy’?

▪️ A policy that is intended to capture the hearts of people and show the humanity of the organization?

▪️ A product that meets the exact needs on a person and blows their mind?

Practice doesn’t make you perfect. It makes you conform to a prescribed set of rules.

Achieving best practices won’t make you noteworthy. Your only claim to fame is that you lead the herd. But still in the herd nevertheless.

Want to be perfect? Don’t try!

Don’t practice. Don’t fit-in.

Ignore what others are doing. Start something. Anything that creates value for people. Non-conform. Step out.

Create a beginning. Be an artist for others to follow.

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 12.3.12 at 10:57 am by Roy Osing
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November 5, 2012

11 simple ways great leaders micromanage ‘the customer moment’

Source: Pexels

11 simple ways great leaders micromanage ‘the customer moment’

Leaders must micromanage the customer moment

I know, leaders are supposed to set the tone and direction for the organization and then let people drive to deliver the results expected. A Leader that micromanages is often scorned and encouraged to “get out of the kitchen” and let the workers do their thing.

There is, however, one area that not only needs leadership hands-on involvement, it demands it if success is the end game.

The customer moment: that special instant when your most precious asset touches your organization. The moment of truth when things will either go brilliantly well or horribly wrong.

The moment when, based on the outcome, your customer will decide to either continue doing business with you or leave you and scream how terrible you are to their friends.

This moment requires an active deep-dive by the leader to ensure that the customer is
▪️ DAZZLED;
▪️ SMITTEN;
▪️ WOW’D;
▪️ BLOWN AWAY;
▪️ LEFT BREATHLESS.

This moment requires the leader’s fingerprints.

Here are 11 things leaders should do to micromanage the customer moment:

✔️ Tell your organization what you are up to and why it is so critically important to have blazing moments with your customers. Make sure everyone understands why you are getting into the engine room and getting your hands dirty. It’s not a trust issue; it’s a strategic one.

✔️ Declare what you expect every moment to look like; the key behaviors you expect.

✔️ Monitor moments. Open up your calendar to get to the frontline and witness how moments are being handled.

✔️ Provide real time feedback and coaching to your people engaging with moments.

✔️ Show ‘em how it’s done. Take some moments yourself and paint your folks a picture of what you expect a moment to be for the customer.

✔️ Catch them doing the right thing. Praise someone who has just handles a moment brilliantly. Recognize them to their peers.

✔️ Take notes of the things that get in the way of people being able to deliver dazzling moments. Rules, procedures and policies that are barriers to WOW!.

Be the champion who goes back inside the organization and removes the Grunge that prevents the frontline from doing what they have to do to achieve the right moment outcome.

✔️ Have fun. It you are seen to be enjoying the moment, they will too.

✔️ Be spontaneous. Show up unannounced. Leave your entourage behind. Make it about you, your folks and the moment.

✔️ Stream your experience to the rest of the organization. Publish what you learn in Roy’s moments for all to see and learn from.

✔️ Be consistent. Don’t let the flame diminish. Keep your fingerprint on the moment. If you let it wane in your personal priority list others will see, and conclude that the moment is simply another flavor-of-the-month.

Leaders: take personal ownership of the activities in your organization that are critical in delivering your business plan.

Do not delegate the stuff that will either make you win or lose. A customer moment is in this bag of stuff — Roy, do-it-yourself

It begs for your attention.

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 11.5.12 at 10:52 am by Roy Osing
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October 22, 2012

Why the ‘ONLY Statement’ is the best way to express your competitive advantage

Source: Pexels

Why the ‘ONLY Statement’ is the best way to express your competitive advantage.

The most challenging task in today’s world of aggressive and hyper competition is to carve out a competitive position for your organization that clearly separates you from the competitive herd.

Something that makes you relevant, compelling and special to the people you choose to serve.

Something that leaves them breathless every time they do business with you. That captures their undying devotion to you forever.

Today, the herd runs rampant over the economic landscape.

Marketing in the herd is lazy and unimaginative. Incremental product feature creep is the main strategy that tries to distinguish one organization from another.

Price is used to create the illusion of separation.

None of these tactics work.

Unclear value is communicated to the market and consumers are left to their own devices to determine who is capable of uniquely satisfying their wants and expectations.

Unfortunately, when value is not clear, people buy on price and everyone in the market ends up on a race to the bottom.

What’s the solution? How does a business create a unique competitive claim?

Stop copying ‘best of breed’ and ‘best in class’.

Decide that you will be the ONLY one who does something and claim your distinctiveness by creating your ONLY Statement.

The ONLY is simple, practical and effective.

It goes like this: “We are the ONLY ones that…”

If you can make this claim, you are well on your way to distinguishing yourself from the malaise of copiers, followers, and invisible herd members in the market today.

The ONLY Statement must follow these rules:

✔️ It must be about value which is relevant to your customers. It’s not about the product or service you provide; it’s about the set of benefits it creates (experiences, happiness, joy, fun, memories) for your fans. Don’t push products; communicate unique and compelling Value.

✔️ It must be specific. Avoid aspirational words like “best”, “greatest”, “premium”, or “number one”. These claims are not only difficult to prove, they also are constantly used by everyone else. A break- away ONLY is needed to distance yourself from this type of positioning.

✔️ It can never use price as an element of the claim. If you have to talk about price, you don’t have a competitive position.

✔️ It must be brief. ONLY is not a narrative. It is a concise expression of what makes you distinctive.

St John Ambulance in Vancouver: “St John Ambulance is the ONLY First Aid Advocate that provides safety solutions anywhere, anytime.” is a good example to consider.

Before proclaiming your ONLY to the world, test it to ensure it is both relevant (it addresses something your fans care about) and believable (it is true). Ask a group of your customers and employees. They will be delighted you asked for their help.

Finally, be patient. You probably won’t nail your ONLY the first time. Get it “just about right”, test it and start executing. Learn how it resonates in the market. Make adjustments as you go.

You will know you are in the right path when your competition notice what you are up to and try the ONLY themselves.

Nothing is forever. If you’re not constantly renewing yourself to be different, you’re dead (or soon will be).

Cheers,
Roy
Check out my BE DiFFERENT or be dead Book Series

• Posted 10.22.12 at 09:50 am by Roy Osing
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