"What’s my differentiation? ..
Strategy at one level is about differentiation – meaningful differentiation in the eyes of the target constituencies we’re trying to reach and serve. To be successful, we have to be able to clearly identify who we’re trying to reach and put ourselves in the place of these people. We’ll need not just to understand their needs as they might express them, but their broader context, how it’s evolving and how it shapes needs that may not even be articulated today.
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The ultimate goal of differentiation is to avoid direct confrontation with our competitors...
Too many people still view differentiation as a matter of features and functions in the product or service they are trying to deliver to the market. Sure, that matters. But it’s the most superficial level of differentiation. As many observers have recognized, differentiation is much more about the overall experience that the “customer” has with a vendor – both pre-transaction AND post-transaction. In a world of more and more options competing for scarce attention, being able to increase the return on attention for people is a much more powerful form of differentiation. An extraordinary experience, filled with value that is meaningful to someone in a way that no one else could match, is a much more effective form of differentiation than narrowly defined features and functions.
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In times of exponential change, what matters is dynamic differentiation – the ability to learn and evolve rapidly to continue to offer meaningful differentiation. Static differentiation, no matter how powerful it is today, becomes increasingly vulnerable to competitors. Narratives can provide a powerful context to shape that learning and evolution, both for you and the people you are trying to reach.
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How can I maximize my leverage?...
in a world of exponential, rather than linear, change it becomes increasingly important to maximize flexibility. The same resources that were a source of strength in stable times become an anchor that limit the ability to move in more turbulent times.
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The real power of leverage can only be realized in dynamic ecosystems where the focus is on how to build relationships that help all participants to learn faster by working together. (Moi ici: Além de determinar os clientes-alvo, determinar o ecossistema da procura e quem são os pivôs)
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As we move from a linear to an exponential world, ecosystems become central to harnessing exponential value.
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How will we measure success?...
Many people have moved beyond financial metrics to operating metrics like customer churn rate or lead-times to introduce new products and services to market. These are better because they can be more helpful in anticipating performance and spotting potential problems (and opportunities) earlier.
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But, of course, without a clear answer to that first question above, it’s hard to know which operating metrics really matter.
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Here’s an example. Which customers really matter to us? Without a clear answer to that, it’s hard to evaluate customer churn rates. Are we losing the customers we’re really trying to reach and serve or are we losing customers who might not care about the differentiation we’re offering? If we try to serve all customers without differentiation, we’ll soon find ourselves serving no one effectively."
Trechos retirados de "Strategy Made Simple - The 3 Core Strategy Questions"
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