What is the one thing your business or organization has that none of your competitors have?
Over the past five years we have asked a great many people in all types of organizations this simple question; and while the answers initially vary, they all ultimately agree that there is only one true and sustainable differentiator…
It isn’t a product or a unique feature of a product, or even a type of service, because these can be too easily emulated. So while a one-of-a-kind product or service might serve as a short-term differentiator, neither represents the best answer.
The simple answer is: YOU!
An organization’s one true and sustainable differentiator is the people within. Collectively the people make-up an enterprise’s personality; they represent the core values, and they represent not “what” an organization does but rather “how” it is done, which ultimately makes all the difference.
Given these realities, making enterprise engagement a cultural choice within your organization is the ideal way of achieving long-term success.
In a recent newsletter, Conway Management Company shared insightful information about a thing called confirmation bias, which is the tendency to pursue and embrace information that matches our existing beliefs.
Consider that we tend to seek out and enjoy people who write or say exactly what we think, and that we tend to gravitate toward these sources not for information but for confirmation. In other words, we all have a tendency (ourselves as well as our customers!) to “hear what we want to hear.”
The trouble with confirmation bias begins when it gets in the way of seeking out facts. Because we are more likely to seek evidence that the things we believe to be true are, in fact, correct, we may move forward in our sales effort too soon. Doing so usually results in a premature presentation, as explained in our previous post.
If instead we can develop the habit of seeking contrary information — primarily through diligent trial closing — it will enable us to more comprehensively uncover customers’ needs, goals and priorities, as well as potential objections, and to then present a more compelling value proposition.