By George Whitefield
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Additional resources for A Letter to ... Dr. Durell ... Occasioned by a Late Expulsion of Six Students from Edmund Hall
Competing products are becoming more and more alike. Technology enables competitors to tear apart, reverse engineer, and knock off product features even before you have the chance to establish your uniqueness. Partly, it’s because of speed. Think of a company like Intel, which increases data storage and performance each year at astounding rates. Think of the diaper business, where new products race to market in as little as six months. Most companies don’t have time to rest on their laurels. When you survive by reinventing yourself every other day, it’s tough to differentiate on a product difference alone.
Historically, companies that have taken and stayed resolutely on the commodity path, even when they have driven their costs deeply down, have become extinct. In the chapters ahead, we explore a dozen ways to do it, and we broaden the field to consider services as well as products. But first, a few yellow caution flags. There are some ideas that look appealing, but will rarely differentiate you. C H A P T E R 5 Quality and Customer Orientation Are Rarely Differentiating Ideas I f you live or work in New Jersey, you have your choice of hundreds of banks.
Think only of soap, beer, investment banking, credit cards, steel warehousing, temporary help services, 34 Reinventing the Unique Selling Proposition education. There is no reason for any company to get stuck in the commodity trap, forever confined to competing totally on price alone. Historically, companies that have taken and stayed resolutely on the commodity path, even when they have driven their costs deeply down, have become extinct. In the chapters ahead, we explore a dozen ways to do it, and we broaden the field to consider services as well as products.