I get a bird’s eye view of what some of the most successful companies whether it is , shredding or imaging in the world are doing to differentiate themselves with , and here are the three things I find to be most compelling:

  1. Investing in building acumen, not features and benefits. The most are not just teaching their people how to manage an effective , but also putting rigor to understanding the details behind client decision making. They are throwing the elevator pitches away for client-specific .
  2. Involving in strategic activity. It’s one thing to have a business review and get feedback on how you can service your better, but that’s not different. To dare to be different is to get your best behind the scenes and have them help shape your product development and overall product/. This brings the organization closer to the customer and transforms your role from a record supplier to partner. It also helps your customer articulate the ways you are different from the others.
  3. Getting executive involvement. One thing I see that says an organization is serious about staying ahead on the differentiation curve is when the most are engaged with customers. I’m not talking about reacting to client or sitting in on a couple of business reviews a year. C-Suite execs in these organizations are involved in internal opportunity and account reviews. They can speak the language that their sales managers speak. They view accounts as strategic assets. Client centricity is in the culture because it is a strategic priority at the top, and strategies are focused on understanding customers.

Whether you think my advice is basic and your company is already there or I’ve caused you to think about this topic, I want to leave you with one challenge; a dare, if you will. On your next business reviews with your biggest clients, ask them why they do business with you. I guarantee you will learn something that will take you one step closer to understanding how to differentiate yourself.