Product Differentiation Quotes

Racism, specifically, is the state-sanctioned or extralegal production and exploitation of group-differentiated vulnerability to premature death.

CREATIVE MONOPOLY means new products that benefit everybody and sustainable profits for the creator. Competition means no profits for anybody, no meaningful differentiation, and a struggle for survival.

Launching a similar product still needs some kind of differentiation.

Put bluntly, the struggle that so many companies have to differentiate or communicate their true value to the outside world is not a business problem, it's a biology problem. And just like a person struggling to put her emotions into words, we rely on metaphors, imagery and analogies in an attempt to communicate how we feel. Absent the proper language to share our deep emotions, our purpose, cause or belief, we tell stories. We use symbols. We create tangible things for those who believe what we believe to point to and say, "That's why I'm inspired." If done properly, that's what marketing, branding and products and services become; a way for organizations to communicate to the outside world. Communicate clearly and you shall be understood.

Superior sales and distribution by itself can create a monopoly, even with no product differentiation.

Here’s Ohga: “At Sony, we assume that all products of our competitors have basically the same technology, price, performance, and features. Design is the only thing that differentiates one product from another in the marketplace.

As Dalla Costa put it, women's unpaid labor in the home has been the pillar upon which the exploitation of the waged workers, "wage slavery," has been built, and the secret of ies productivity (1972:31). Thus, the power differential between women and men in capitalist societry cannot be attributed to the irrelevance of housework for capitalist accumulation - an irrelevance belied by the strict rules that have governed women's lives - nor CO the survival of timeless cultural schemes. Rather, it should be interpreted as the effect of a social system of production that does not recognize the production and reproduction of the worker as a social-economic activity. and a source of capital accumulation, but mystifies it instead as a natural resource or a personal service, willie profiting from the wageless conclition of the labor involved.

If you have a “commodity” offer, you will compete on price (having a price-driven purchase versus a value-driven purchase). Your Grand Slam Offer, however, forces a prospect to stop and think differently to assess the value of your differentiated product. Doing this establishes you as your own category, which means it’s too difficult to compare prices, which means you re-calibrate the prospect’s value-meter.

Products with a clear sense of WHY give people a way to tell the outside world who they are and what they believe. Remember, people don’t buy WHAT you do, they buy WHY you do it. If a company does not have a clear sense of WHY then it is impossible for the outside world to perceive anything more than WHAT the company does. And when that happens, manipulations that rely on pushing price, features, service or quality become the primary currency of differentiation.

It is a mistake to think of the expatriate as someone who abdicates, who withdraws and humbles himself, resigned to his miseries, his outcast state. On a closer look, he turns out to be ambitious, aggressive in his disappointments, his very acrimony qualified by his belligerence. The more we are dispossessed, the more intense our appetites and illusions become. I even discern some relation between misfortune and megalomania. The man who has lost everything preserves as a last resort the hope of glory, or of literary scandal. He consents to abandon everything, except his name. [ . . . ] Let us say a man writes a novel which makes him, overnight, a celebrity. In it he recounts his sufferings. His compatriots in exile envy him: they too have suffered, perhaps more. And the man without a country becomes—or aspires to become—a novelist. The consequence: an accumulation of confusions, an inflation of horrors, of frissons that date. One cannot keep renewing Hell, whose very characteristic is monotony, or the face of exile either. Nothing in literature exasperates a reader so much as The Terrible; in life, it too is tainted with the obvious to rouse our interest. But our author persists; for the time being he buries his novel in a drawer and awaits his hour. The illusion of surprise, of a renown which eludes his grasp but on which he reckons, sustains him; he lives on unreality. Such, however, is the power of this illusion that if, for instance, he works in some factory, it is with the notion of being freed from it one day or another by a fame as sudden as it is inconceivable. * Equally tragic is the case of the poet. Walled up in his own language, he writes for his friends—for ten, for twenty persons at the most. His longing to be read is no less imperious than that of the impoverished novelist. At least he has the advantage over the latter of being able to get his verses published in the little émigré reviews which appear at the cost of almost indecent sacrifices and renunciations. Let us say such a man becomes—transforms himself—into an editor of such a review; to keep his publication alive he risks hunger, abstains from women, buries himself in a windowless room, imposes privations which confound and appall. Tuberculosis and masturbation, that is his fate. No matter how scanty the number of émigrés, they form groups, not to protect their interests but to get up subscriptions, to bleed each other white in order to publish their regrets, their cries, their echoless appeals. One cannot conceive of a more heart rending form of the gratuitous. That they are as good poets as they are bad prose writers is to be accounted for readily enough. Consider the literary production of any "minor" nation which has not been so childish as to make up a past for itself: the abundance of poetry is its most striking characteristic. Prose requires, for its development, a certain rigor, a differentiated social status, and a tradition: it is deliberate, constructed; poetry wells up: it is direct or else totally fabricated; the prerogative of cave men or aesthetes, it flourishes only on the near or far side of civilization, never at the center. Whereas prose demands a premeditated genius and a crystallized language, poetry is perfectly compatible with a barbarous genius and a formless language. To create a literature is to create a prose.

It's just a product of our evolution the way we experience reality and time from moment to moment. How we differentiate between past, present and future. But we're intelligent enough to be aware of the illusion, even as we live by it, and so, in moments like this-when I can imagine you sitting exactly where I am, listening to me, loving me, missing me-it tortures us. Because I'm locked in my moment, and you're locked in yours.

The reality is, strengths can be copied. It’s true for your company, and also for you. Products can be replicated. Benefits can be improved upon, secret formulas uncovered, winning systems beaten. People can outdo your strengths. But nobody can outdo who you are. Your personality is the only aspect of your work that nobody can copy. People can copy your product, your pricing, your actions, your recipe or program or formula. But they can never replicate who you are. Who you are is the greatest differentiator you’ve ever had.

Next, name your scalable product or service. Naming your offering gives you ownership of it and helps you differentiate it from those of potential competitors.

In his book, Jüdisches Erwerbsleben, Georg Ratzinger, Pope Benedict XVI’s great uncle, wrote: “Jewish commerce can be characterized by two manifestations: 1) it is based on the exploitation of the work of others without any productive activity of its own and 2) it is characterized by gambling and speculation on the differential in values as the way to achieve riches.

mental activity such as directing attention, actually shape the structure of the brain?” As we’ve seen, experience means neural firing. When neurons fire together, the genes in their nuclei—their master control centers—become activated and “express” themselves. Gene expression means that certain proteins are produced. These proteins then enable the synaptic linkages to be constructed anew or to be strengthened. Experience also stimulates the production of myelin, the fatty sheath around axons, resulting in as much as a hundredfold increase in the speed of conduction down the neuron’s length. And as we now know, experience can also stimulate neural stem cells to differentiate into wholly new neurons in the brain. This neurogenesis, along with synapse formation and myelin growth, can take place in response to experience throughout our lives. As discussed before, the capacity of the brain to change is called neuroplasticity We are now discovering how the careful focus of attention amplifies neuroplasticity by stimulating the release of neurochemicals that enhance the structural growth of synaptic linkages among the activated neurons.

Having a Grand Slam offer makes it almost impossible to lose. But why? What gives it such an impact? In short, having a Grand Slam Offer helps with all three of the requirements for growth: getting more customers, getting them to pay more, and getting them to do so more times. How? It allows you to differentiate yourself from the marketplace. In other words, it allows you to sell your product based on VALUE not on PRICE. Commoditized = Price Driven Purchases (race to the bottom) Differentiated = Value Driven Purchases (sell in a category of one with no comparison. Yes, market matters, which I will expound on in the next chapter) A commodity, as I define it, is a product available from many places. For that reason, it’s prone to purchases based on “price” instead of “value.” If all products are “equal,” then the cheapest one is the most valuable by default. In other words, if a prospect compares your product to another and thinks “these are pretty much the same, I’ll buy the cheaper one,” then they commoditized you. How embarrassing! But

Ritual abuse diagnosis research – excerpt from a chapter in: Lacter, E. & Lehman, K. (2008).Guidelines to Differential Diagnosis between Schizophrenia and Ritual Abuse/Mind Control Traumatic Stress. In J.R. Noblitt & P. Perskin(Eds.), Ritual Abuse in the Twenty-first Century: Psychological, Forensic, Social and Political Considerations, pp. 85-154. Bandon, Oregon: Robert D. Reed Publishers. quotes: A second study revealed that these results were unrelated to patients’ degree of media and hospital milieu exposure to the subject of Satanic ritual abuse. “In fact, less media exposure was associated with production of more Satanic content in patients reporting ritual abuse, evidence that reports of ritual abuse are not primarily the product of exposure contagion.” Responses are consistent with the devastating and pervasive abuse these victims have experienced, so often including immediate family members.

The “quality revolution” in the latter half of the 20th century has taken us to a point where all products that reach a supermarket shelf work. The competitive differentiators of the future will be products which are the most innovative, even though they may not be the best

Is my product compelling to our target customer? Have we made this product as easy to use as humanly possible? Will this product succeed against the competition? Not today’s competition, but the competition that will be in the market when we ship? Do I know customers who will really buy this product? Not the product I wish we were going to build, but what we’re really going to build? Is my product truly differentiated? Can I explain the differentiation to a company executive in two minutes? To a smart customer in one minute? To an industry analyst in 30 seconds?

When {Born and Heisenberg and the Göttingen theoretical physicists} first discovered matrix mechanics they were having, of course, the same kind of trouble that everybody else had in trying to solve problems and to manipulate and to really do things with matrices. So they had gone to Hilbert for help and Hilbert said the only time he had ever had anything to do with matrices was when they came up as a sort of by-product of the eigenvalues of the boundary-value problem of a differential equation. So if you look for the differential equation which has these matrices you can probably do more with that. They had thought it was a goofy idea and that Hilbert didn't know what he was talking about. So he was having a lot of fun pointing out to them that they could have discovered Schrödinger’s wave mechanics six month earlier if they had paid a little more attention to him.

the course of time, all of Apple’s competitors lost their WHY. Now all those companies define themselves by WHAT they do: we make computers. They turned from companies with a cause into companies that sold products. And when that happens, price, quality, service and features become the primary currency to motivate a purchase decision. At that point a company and its products have ostensibly become commodities. As any company forced to compete on price, quality, service or features alone can attest, it is very hard to differentiate for any period of time or build loyalty on those factors alone.

How does Kiran Mazumdar-Shaw choose one idea over another? She asks herself seven questions. Do I have a basic understanding of the area? Do I know something about what is happening in the larger space of that idea? How will I build differentiation, particularly if the idea is a common product? How do I make it affordable and at the same time, deliver high value? Wherever there is a collaborator involved in the ideation process, how do I create larger leverage through the relationship beyond just that one idea? Do I know upfront who will be a paying customer and how I will go about marketing my idea? Finally, do I have conviction about the idea?

Product considerations in Luxury marketing   Ultra luxury products are differentiated from ordinary products through unique aesthetics. An explanation of the quality is best described through omission of words followed by physical evidence and presentation. The brand’s identity should be easily confirmed through a unique sensory experience. A visit

It is rather pointless to go head to head with strong and entrenched competition. But numerous opportunities can be found in the marketplace for a company to maximize its unique qualities, differentiate its products and services, and go after a specific market segment where its competitors are weak and where you can develop superiority, where you can win battles.

As long as the productivity of labor remains at a level where one man can only produce enough for his own subsistence, social division does not take place and any social differentiation within society is impossible. Under these conditions, all men are producers and they are all on the same economic level. Every increase in the productivity of labor beyond this low point makes a small surplus possible, and once there is a surplus of products, once man’s two hands can produce more than is needed for his own subsistence, then the conditions have been set for a struggle over how this surplus will be shared.

Such are the incalculable effects of that negative passion of indifference, that hysterical and speculative resurrection of the other. Racism, for example. Logically, it should have declined with the advance of Enlightenment and democracy. Yet the more hybrid our cultures become, and the more the theoretical and genetic bases of racism crumble away, the stronger it grows. But this is because we are dealing here with a mental object, an artificial construct, based on an erosion of the singularity of cultures and entry into the fetishistic system of difference. So long as there is otherness, strangeness and the (possibly violent) dual relation -- as we see in anthropological accounts up to the eighteenth century and into the colonial phase -- there is no racism properly so-called. Once that `natural' relation is lost, we enter into a phobic relationship with an artificial other, idealized by hatred. And because it is an ideal other, this relationship is an exponential one: nothing can stop it, since the whole trend of our culture is towards a fanatically pursued differential construction, a perpetual extrapolation of the same from the other. Autistic culture by dint of fake altruism. All forms of sexist, racist, ethnic or cultural discrimination arise out of the same profound disaffection and out of a collective mourning, a mourning for a dead otherness, set against a background of general indifference -- a logical product of our marvellous planet-wide conviviality. The same indifference can give rise to exactly opposite behaviour. Racism is desperately seeking the other in the form of an evil to be combated. The humanitarian seeks the other just as desperately in the form of victims to aid. Idealization plays for better or for worse. The scapegoat is no longer the person you hound, but the one whose lot you lament. But he is still a scapegoat. And it is still the same person.

India is triply disadvantaged. As in many other societies, we suffer from the “head versus hand” hierarchy, which ascribes higher status to purely mental work over work that requires physical labour. In India, that hierarchy is also encoded in caste, with mental labour assigned to dominant castes and physical labour assigned to oppressed ones. A widely held Western idea of art is to restrict anything utilitarian to the realm of craft, says Sainath. ‘A product of craft is something which has constant and wide replication, a specific use, plus a restricted number of patterns. The main differentiation made by many is to look at art as creative, and craft—even when highly skilled—as mechanical and unthinking.

WHAT: Every single company and organization on the planet knows WHAT they do. This is true no matter how big or small, no matter what industry. Everyone is easily able to describe the products or services a company sells or the job function they have within that system. WHATs are easy to identify. HOW: Some companies and people know HOW they do WHAT they do. Whether you call them a “differentiating value proposition,” “proprietary process” or “unique selling proposition,” HOWs are often given to explain how something is different or better. Not as obvious as WHATs, many think these are the differentiating or motivating factors in a decision. It would be false to assume that’s all that is required. There is one missing detail: WHY: Very few people or companies can clearly articulate WHY they do WHAT they do. When I say WHY, I don’t mean to make money—that’s a result. By WHY I mean what is your purpose, cause or belief? WHY does your company exist? WHY do you get out of bed every morning? And WHY should anyone care? When most organizations or people think, act or communicate they do so from the outside in, from WHAT to WHY. And for good reason—they go from clearest thing to the fuzziest thing. We say WHAT we do, we sometimes say HOW we do it, but we rarely say WHY we do WHAT we do. But not the inspired companies. Not the inspired leaders. Every single one of them, regardless of their size or their industry, thinks, acts and communicates from the inside out.

The rational functions are, by their very nature, incapable of creating symbols, since they produce only rationalities whose meaning is determined unilaterally and does not at the same time embrace its opposite. The sensuous functions are equally unfitted to create symbols, because their products too are determined unilaterally by the object and contain only themselves and not their opposites. To discover, therefore, that impartial basis for the will, we must appeal to another authority, where the opposites are not yet clearly separated but still preserve their original unity. Manifestly this is not the case with consciousness, since the whole essence of consciousness is discrimination, distinguishing ego from non-ego, subject from object, positive from negative, and so forth. The separation into pairs of opposites is entirely due to conscious differentiation; only consciousness can recognize the suitable and distinguish it from the unsuitable and worthless. It alone can declare one function valuable and the other non-valuable, thus bestowing on one the power of the will while suppressing the claims of the other. But, where no consciousness exists, where purely unconscious instinctive life still prevails, there is no reflection, no pro et contra, no disunion, nothing but simple happening, self-regulating instinctivity, living proportion. (Provided, of course, that instinct does not come up against situations to which it is unadapted, in which case blockage, affects, confusion, and panic arise.)

Stalin was the most audible and powerful spokesman in the campaign against what he contemptuously called uravnilovka (leveling). His hostility - voiced in sarcastic and dismissive terms - was so deep and so clearly enunciated that it rapidly became state policy and social doctrine. He believed in productive results, not through spontaneity or persuasion, but through force, hierarchy, reward, punishment, and above all differential wages. He applied this view to the whole of society. Stalin's anti-egalitarianism was not born of the five-year plan era. He was offended by the very notion and used contemptuous terms such as "fashionable leftists", "blockheads", "petty bourgeois nonsense" and "silly chatter," thus reducing the discussion to a sweeping dismissal of childish, unrealistic, and unserious promoters of equality. The toughness of the delivery evoked laughter of approval from his audience.

The stagnancy of energy, lack of interest in life and creativity, unproductiveness and mediocrity which beset so many people is not the consequence of their genetic and biological programming but of parental and social conditioning. The great Otto Rank acknowledged this and correctly rectified Freud's Thanatos concept. He, like several humanist and existential philosophers and psychologists who came later, realized that our Death Instinct or drive manifests itself in the very repression addressed throughout this book. Repression is a form of violence against the Self. Rank and his followers also realized that man's blind conformity to social norms and lack of differentiation from crowd-consciousness also serves to deaden creativity and productivity. They understood that the robotic organization man, behind his cubicle or on his cell-phone, slaving for some faceless corporation, fully embodies the Death Instinct.

But there are nevertheless three conclusions that seem to follow from our critical examination of the possibilities of inflationary policy. In the first place, all the aims of inflationism can be secured by other sorts of intervention in economic affairs, and secured better, and without undesirable incidental effects. If it is desired to relieve debtors, moratoria may be declared or the obligation to repay loans may be removed altogether; if it is desired to encourage exportation, export premiums may be granted; if it is desired to render importation more difficult, simple prohibition may be resorted to, or import duties levied. All these measures permit discrimination between classes of people, branches of production, and districts, and this is impossible for an inflationary policy. Inflation benefits all debtors, including the rich, and injures all creditors, including the poor; adjustment of the burden of debts by special legislation allows of differentiation. Inflation encourages the exportation of all commodities and hinders all importation; premiums, duties, and prohibitions can be employed discriminatorily.

In their famous Critique of the Gotha Programme Marx and Engels speak about two phases of communism, the lower and the higher. In the lower one there still prevails the "narrow horizon of bourgeois rights" with its inequality and its wide differentials in individual incomes. Obviously, if in socialism society, according to Marx, still needs to secure the full development of its productive forces until a real economy of wealth and abundance is created, then it has to reward skill and offer incentives. The bureaucrat is in a sense the skilled worker, and there is no doubt that he will place himself on the privileged side of the scale... In practice it proved impossible to establish and maintain the principle proclaimed by the Commune of Paris which served Marx as the guarantee against the rise of bureaucracy, the principle extolled again by Lenin on the eve of October, according to which the functionary should not earn more than the ordinary worker's wage. This principle implied a truly egalitarian society -- and here is part of an important contradiction in the thought of Marx and his disciples. Evidently the argument that no civil servant, no matter how high his function, must earn more than an ordinary worker cannot be reconciled with the other argument that in the lower phase of socialism, which still bears the stamp of "bourgeois rights," it would be utopian to expect "equality of distribution.

We have a system we follow every time we get asked to create a product logo. Clients like the work we produce and we’re able to charge a good dollar because clients know a product logo is something they will use for a long time. Once we create one product logo, we have our foot in the door and clients often come back as they launch new products.” Ted considered Alex’s conclusion. “Tell me about the system you follow for creating logos.” “It’s nothing too formal, but we always start off by asking the client to describe their vision for their product and how they differentiate themselves from their competitors.” Ted began to make notes. “That sounds like a good first step. Let’s call it Visioning.” Step 1: Visioning “What’s the next step?” asked Ted. “After we establish the client’s goals, we go through an exercise where we ask the client to personify their product. For example, we’ll ask questions like, ‘If your product was a famous actor, who would it be?’ and ‘If your product was a rock star, who would it be?’ One of our favorite questions is a little goofy: ‘If your product was a cookie, what kind of cookie would it be?’ These questions force the client to think about the personality they want to come through in their logo.” “That sounds unique, Alex. Let’s call that step two and give it a name like Personification.” Step 2: Personification “What’s your next step in designing a logo?” “We then go back to the office and use a pencil and paper to freehand sketch

To understand how commodity money emerges, we return in more detail to the easy money trap we first introduced in Chapter 1, and begin by differentiating between a good's market demand (demand for consuming or holding the good for its own sake) and its monetary demand (demand for a good as a medium of exchange and store of value). Any time a person chooses a good as a store of value, she is effectively increasing the demand for it beyond the regular market demand, which will cause its price to rise. For example, market demand for copper in its various industrial uses is around 20 million tons per year, at a price of around $5,000 per ton, and a total market valued around $100 billion. Imagine a billionaire deciding he would like to store $10 billion of his wealth in copper. As his bankers run around trying to buy 10% of annual global copper production, they would inevitably cause the price of copper to increase. Initially, this sounds like a vindication of the billionaire's monetary strategy: the asset he decided to buy has already appreciated before he has even completed his purchase. Surely, he reasons, this appreciation will cause more people to buy more copper as a store of value, bringing the price up even more. But even if more people join him in monetizing copper, our hypothetical copper-obsessed billionaire is in trouble. The rising price makes copper a lucrative business for workers and capital across the world. The quantity of copper under the earth is beyond our ability to even measure, let alone extract through mining, so practically speaking, the only binding restraint on how much copper can be produced is how much labor and capital is dedicated to the job.

This bio-power was without question an indispensable element in the development of capitalism; the latter would not have been possible without the controlled insertion of bodies into the machinery of production and the adjustment of the phenomena of population to economic processes. But this was not all it required; it also needed the growth of both these factors, their reinforcement as well as their availability and docility; it had to have methods of power capable of optimizing forces, aptitudes, and life in general without at the same time making them more difficult to govern. If the development of the great instruments of the state, as institutions of power, ensured the maintenance of production relations, the rudiments of anatomo- and bio-politics, created in the eighteenth century as techniques of power present at every level of the social body and utilized by very diverse institutions (the family and the army, schools and the police, individual medicine and the administration of collective bodies), operated in the sphere of economic processes, their development, and the forces working to sustain them. They also acted as factors of segregation and social hierarchization, exerting their influence on the respective forces of both these movements, guaranteeing relations of domination and effects of hegemony. The adjustment of the accumulation of men to that of capital, the joining of the growth of human groups to the expansion of productive forces and the differential allocation of profit, were made possible in part by the exercise of bio-power in its many forms and modes of application. The investment of the body, its valorization, and the distributive management of its forces were at the time indispensable.

Mathematical analysis and computer modelling are revealing to us that the shapes and processes we encounter in nature -the way that plants grow, the way that mountains erode or rivers flow, the way that snowflakes or islands achieve their shapes, the way that light plays on a surface, the way the milk folds and spins into your coffee as you stir it, the way that laughter sweeps through a crowd of people — all these things in their seemingly magical complexity can be described by the interaction of mathematical processes that are, if anything, even more magical in their simplicity. Shapes that we think of as random are in fact the products of complex shifting webs of numbers obeying simple rules. The very word “natural” that we have often taken to mean ”unstructured” in fact describes shapes and processes that appear so unfathomably complex that we cannot consciously perceive the simple natural laws at work.They can all be described by numbers. We know, however, that the mind is capable of understanding these matters in all their complexity and in all their simplicity. A ball flying through the air is responding to the force and direction with which it was thrown, the action of gravity, the friction of the air which it must expend its energy on overcoming, the turbulence of the air around its surface, and the rate and direction of the ball's spin. And yet, someone who might have difficulty consciously trying to work out what 3 x 4 x 5 comes to would have no trouble in doing differential calculus and a whole host of related calculations so astoundingly fast that they can actually catch a flying ball. People who call this "instinct" are merely giving the phenomenon a name, not explaining anything. I think that the closest that human beings come to expressing our understanding of these natural complexities is in music. It is the most abstract of the arts - it has no meaning or purpose other than to be itself.

timelines register the pain of her loss for the first time. “I’m sorry, honey.” He remembers the day she died, eight weeks ago. She had become almost childlike by that point, her mind gone. He had to feed her, dress her, bathe her. But this was better than the time right before, when she had enough cognitive function left to be aware of her complete confusion. In her lucid moments, she described the feeling as being lost in a dreamlike forest—no identity, no sense of when or where she was. Or alternatively, being absolutely certain she was fifteen years old and still living with her parents in Boulder, and trying to square her foreign surroundings with her sense of place and time and self. She often wondered if this was what her mother felt in her final year. “This timeline—before my mind started to fracture—was the best of them all. Of my very long life. Do you remember that trip we took—I think it was during our first life together—to see the emperor penguins migrate? Remember how we fell in love with this continent? The way it makes you feel like you’re the only people in the world? Kind of appropriate, no?” She looks off camera, says, “What? Don’t be jealous. You’ll be watching this one day. You’ll carry the knowledge of every moment we spent together, all one hundred and forty-four years.” She looks back at the camera. “I need to tell you, Barry, that I couldn’t have made it this long without you. I couldn’t have kept trying to stop the inevitable. But we’re stopping today. As you know by now, I’ve lost the ability to map memory. Like Slade, I used the chair too many times. So I won’t be going back. And even if you returned to a point on the timeline where my consciousness was young and untraveled, there’s no guarantee you could convince me to build the chair. And to what end? We’ve tried everything. Physics, pharmacology, neurology. We even struck out with Slade. It’s time to admit we failed and let the world get on with destroying itself, which it seems so keen on doing.” Barry sees himself step into the frame and take a seat beside Helena. He puts his arm around her. She snuggles into him, her head on his chest. Such a surreal sensation to now remember that day when she decided to record a message for the Barry who would one day merge into his consciousness. “We have four years until doomsday.” “Four years, five months, eight days,” Barry-on-the-screen says. “But who’s counting?” “We’re going to spend that time together. You have those memories now. I hope they’re beautiful.” They are. Before her mind broke completely, they had two good years, which they lived free from the burden of trying to stop the world from remembering. They lived those years simply and quietly. Walks on the icecap to see the Aurora Australis. Games, movies, and cooking down here on the main level. The occasional trip to New Zealand’s South Island or Patagonia. Just being together. A thousand small moments, but enough to have made life worth living. Helena was right. They were the best years of his lives too. “It’s odd,” she says. “You’re watching this right now, presumably four years from this moment, although I’m sure you’ll watch it before then to see my face and hear my voice after I’m gone.” It’s true. He did. “But my moment feels just as real to me as yours does to you. Are they both real? Is it only our consciousness that makes it so? I can imagine you sitting there in four years, even though you’re right beside me in this moment, in my moment, and I feel like I can reach through the camera and touch you. I wish I could. I’ve experienced over two hundred years, and at the end of it all, I think Slade was right. It’s just a product of our evolution the way we experience reality and time from moment to moment. How we differentiate between past, present, and future. But we’re intelligent enough to be aware of the illusion, even as we live by it, and so,

people, and pets. Always include a caption. Screen Tints — Use screen tints to draw attention to specific areas of copy. This gives the appearance of more than one color when doing one-color printing. Use light backgrounds for maximum readability. Short Words, Sentences, and Paragraphs — Short. Delivers. Punch. Short grabs attention, helps keep the reader reading, and effectively breaks up long copy. Sidebars — Sidebars help hold together — and differentiate — blocks of copy. They are excellent for case studies, testimonials, and product highlights. Simulated Hand-Drawn Doodles — A.k.a. CopyDoodles®. Simulated hand-drawn doodles help draw the reader's eyes to important areas of your copy, add variety and interest to the eye and brain, and create a more personal reading experience. Simulated Handwritten Margin Notes — These

Differentiation in an existing market can take one of three forms. You can describe differences in product attributes (faster, cheaper, less filling, 30% more), in distribution channel (pizza in 30 minutes, home delivery, see your nearest dealer, build it yourself on the Web), or in service (five-year, 50,000-mile warranty; 90-day money-back guarantee; lifetime warranty).

When so many choices are made available, consumers often find the decision-making process frustrating, perhaps due to the burden of having to differentiate so many options from one another in an attempt to make the best decision. This may result in disengagement from the task at hand, leading to an overall reduction in motivation and interest in the product as a whole.

Lesson two: Look for whether you can turn a price-taker business into a price-maker by differentiating service and/or customising product specification. If you can, you will probably be able to buy low and sell high. The UMH management team delivered on both service and product differentiation, so enabling rapid earnings growth with existing and new customers.

I’m convinced God calls each of us to use whatever talents, skills, and gifts he endows us with to draw others toward him. To me, the differentiation of spiritual gifts implies that each Christian will “evangelize” (convey the good news to others) in a different but nonetheless productive way. In this context, every Christian is gifted for evangelism, but each Christian’s manner of expressing that gift will be unique.

We all know that, particularly in mature markets, the quality at the product level hardly offers a perceivable and big enough difference between competing products, as indicated by the success of private labels. And since, in most categories, customers are quite satisfied with the product performance, a relevant differentiation at the pure product level is increasingly hard to provide.

Making that possible involved creating relationships with several partners who helped Medtronic accomplish customers’ jobs. “Through the assessment of Healthy Heart for All, Medtronic understood the need for partners in different stages of the patient care pathway who can be a strong support in removing the barriers to treatment access,” says Dasgupta. “In this case, partners with capabilities in financing, administration of loans, screening and counselling of patients played a major role. With programs like Healthy Heart for All, Medtronic is delivering greater value to patients, healthcare professionals and hospitals. And it is this value which brings true differentiation where product differentiation may not be easy to demonstrate.

As Nate Silver, author of The Signal and the Noise: Why So Many Predictions Fail—But Some Don’t, points out, “ice cream sales and forest fires are correlated because both occur more often in the summer heat. But there is no causation; you don’t light a patch of the Montana brush on fire when you buy a pint of Häagen-Dazs.” Of course, it’s no surprise that correlation isn’t the same as causality. But although most organizations know that, I don’t think they act as if there is a difference. They’re comfortable with correlation. It allows managers to sleep at night. But correlation does not reveal the one thing that matters most in innovation—the causality behind why I might purchase a particular solution. Yet few innovators frame their primary challenge around the discovery of a cause. Instead, they focus on how they can make their products better, more profitable, or differentiated from the competition. As W. Edwards Deming, the father of the quality movement that transformed manufacturing, once said: “If you do not know how to ask the right question, you discover nothing.” After decades of watching great companies fail over and over again, I’ve come to the conclusion that there is, indeed, a better question to ask: What job did you hire that product to do? For me, this is a neat idea. When we buy a product, we essentially “hire” something to get a job done. If it does the job well, when we are confronted with the same job, we hire that same product again. And if the product does a crummy job, we “fire” it and look around for something else we might hire to solve the problem. Every day stuff happens to us. Jobs arise in our lives that we need to get done. Some jobs are little (“ pass the time while waiting in line”), some are big (“ find a more fulfilling career”). Some surface unpredictably (“ dress for an out-of-town business meeting after the airline lost my suitcase”), some regularly (“ pack a healthy, tasty lunch for my daughter to take to school”). Other times we know they’re coming. When we realize we have a job to do, we reach out and pull something into our lives to get the job done. I might, for example, choose to buy the New York Times because I have a job to fill my time while waiting for a doctor’s appointment and I don’t want to read the boring magazines available in the lobby. Or perhaps because I’m a basketball fan and it’s March Madness time. It’s only when a job arises in my life that the Times can solve for me that I’ll choose to hire the paper to do it. Or perhaps I have it delivered to my door so that my neighbors think I’m informed—and nothing about their ZIP code or median household income will tell the Times that either.

In the large, theoretical literature on industrial location, labor rarely gets much attention. Differential wage rates are sometimes considered, but the presence or absence of militant workers and unions almost always is ignored.20 However, in practice, labor often was a key factor in corporate decision-making. One guidebook “for executives charged with evaluating the placement of a company’s productive capacity” frankly and matter-of-factly noted an “informal decision rule that some corporations follow is no plant which is unionized will be expanded on-site,” a dictum “grounded in management’s concern for maintaining productivity and flexibility at its facilities.

Free” has an incredible power that no other pricing does. The Duke behavioral economist Dan Ariely wrote about the power of free in his excellent book Predictably Irrational, describing an experiment in which he offered research subjects the choice of a Lindt chocolate truffle for 15 cents or a Hershey’s Kiss for a mere penny. Nearly three-fourths of the subjects chose the premium truffle rather than the humble Kiss. But when Ariely changed the pricing so that the truffle cost 14 cents and the Kiss was free—the same price differential—more than two-thirds of the subjects chose the inferior (but free) Kisses. The incredible power of free makes it a valuable tool for distribution and virality. It also plays an important role in jump-starting network effects by helping a product achieve the critical mass of users that is required for those effects to kick in. At LinkedIn, we knew that our basic accounts had to be free if we wanted to get to the million users we theorized represented critical mass. Sometimes you can offer a product for free and still be profitable; in the advertising-driven business model, a large enough mass of free users can be valuable even if they never pay for your service. Facebook, for example, doesn’t charge its users a dime, but it is able to generate large amounts of high-gross-margin revenue by selling targeted advertising. But sometimes a product doesn’t lend itself to the advertising model, as is the case with many services used by students and educators. Without third-party revenue, the problem with offering your product to users for free is that you can’t offset your lack of sales by “making it up in volume.

These autonomous, self-regulating properties of holons within the growing embryo are a vital safeguard; they ensure that whatever accidental hazards arise during development, the end-product will be according to norm. In view of the millions and millions of cells which divide, differentiate, and move about in the constantly changing environment of fluids and neighbouring tissues-Waddington called it 'the epigenetic landscape'-it must be assumed that no two embryos, not even identical twins, are formed in exactly the same way. The self-regulating mechanisms which correct deviations from the norm and guarantee, so to speak, the end-result, have been compared to the homeostatic feedback devices in the adult organism-so biologists speak of 'developmental homeostasis'. The future individual is potentially predetermined in the chromosomes of the fertilised egg; but to translate this blueprint into the finished product, billions of specialized cells have to be fabricated and moulded into an integrated structure. The mind boggles at the idea that the genes of that one fertilised egg should contain built-in provisions for each and every particular contingency which every single one of its fifty-six generations of daughter cells might encounter in the process. However, the problem becomes a little less baffling if we replace the concept of the 'genetic blueprint', which implies a plan to be rigidly copied, by the concept of a genetic canon of rules which are fixed, but leave room for alternative choices, i.e., flexible strategies guided by feedbacks and pointers from the environment. But how can this formula be applied to the development of the embryo?

Productivity is a complex subject comprising many facets including time management, prioritization, discipline, learning to differentiate the important/urgent from the less important/less urgent, the art of delegation, the skill of multitasking and so on and so forth.

A product can be differentiated from the competition by creative advertising and promotion, even if competing products are physically identical.

A distribution strategy can differentiate your product from the crowd.

There’s a very strong belief at Google that if the product is better, people will use it anyway,” says Griffin. “You might not like not having support; you might want to talk to somebody. But are you going to stop using it? If we create better products, support isn’t a differentiating factor.

Branding is a key communication tool and technique, which provides both consumers and manufactures with a way of differentiating their product or service.

the tension between commoditization and product differentiation — that is, between wanting to sell in a thick market to buyers even if they don’t care who you are, and trying to make your product special enough that many buyers will care enough about you to seek you out.

In the early days of supply chain management, manufacturing and distribution processes were insourced. Companies owned their bricks and mortar, and products were made and sold within the same region. Today’s supply chain is largely outsourced. Manufacturing

In the aforementioned Intellectual Birdhouse, which focuses on artistic practice as research, Michael Schwab examines the role of the artists' artist and, in doing so, extends Foster's reflections when discussing 'love value' over exchange value. Drawing on the work of Bourdieu among others, Schwab describes what values the new archival context suggests for institutions that are looking to recoup their losses: "the 'artists' artist' is too epistemologically demanding on the market, which fails to capitalize (often during the lifetime of the artist) on the symbolic value that is produced while he or she delivers epistemological gain to his or her peers, who appear to be the only ones who are able to perceive such value in advance of the market." Schwab is arguing that the role of the artist in the production of knowledge through artistic research extends and can be differentiated from symbolic value. It is not the market that distinguishes the value of an artist to the artist, it is their epistemic value. In other words, it is what we can learn from that artist, not just their artworks. This produces a dilemma for the established institution that struggles to identifY the cultural significance and value of the 'artists' artist' until late, sometimes too late, in the lifetime of the subject. It is not necessarily just a lack of vision on the part of museum staff, archivists and curators, but the values these institutions are increasingly forced to place on spectacular exhibitions in order to survive through corporate and media driven sponsored relations. Archivists themselves acknowledge this limitation of working within institutions that have little room to speculate on cultural value except through established forms, such as the emerging contemporary markets. Many seek out and must work in new emerging archives, such as Flat Time House. However, I would also argue that it is the artist's understanding of the potential value of' 'becomingness' through cultural capital that applies to the present moment too. As has been stated by Derrida, the 'vision' to see what needs to be archived is now the work of the artist/s: to anticipate the archive itself. (excerpt from Experiments and Archives in the Expanded Field written by Neal White)

Creativity is to ads as product quality is to cars, airplanes and electronic equipment – it’s absolutely necessary, and it needs to be built-in to the product, but it is not the only factor that matters, and it hardly provides sustainable differentiation from one agency to another. True, one agency will be “hot” for a given period and will grow and win business (one thinks of Crispin Porter + Bogusky or mcgarrybowen in recent years), but then the wheel turns, and the hot creative agencies of today become targets for other upstarts – like Droga5, 72andSunny, or Anomaly – and are eventually superseded in the same way that professional tennis stars are eventually vanquished at Wimbledon.

Fresh produce and other ‘destination’ products can create a sustainable differential advantage, as they have the potential for deciding the destination of the shopper. Multi-segmentation, loyalty cards and pricing can also create differential advantages.

Developing fresh foods as a differential advantage is important for two reasons. First, fresh products increase the frequency of store visits, as fresh food is bought more frequently than dried groceries. Second,

Compare Bethlehem Steel to Nucor. Both companies operated in the steel industry and produced hard-to-differentiate products. Both companies faced the competitive challenge of cheap imported steel. Yet executives at the two companies had completely different views of the same environment. Bethlehem Steel’s CEO summed up the company’s problems in 1983 by blaming imports: “Our first, second, and third problems are imports.”51 Ken Iverson and his crew at Nucor considered the same challenge from imports a blessing, a stroke of good fortune (“Aren’t we lucky; steel is heavy, and they have to ship it all the way across the ocean, giving us a huge advantage!”). Iverson saw the first, second, and third problems facing the American steel industry not to be imports, but management.52 He even went so far as to speak out publicly against government protection against imports, telling a stunned gathering of fellow steel executives in 1977 that the real problems facing the American steel industry lay in the fact that management had failed to keep pace with innovation.53 The

If competitors are determined to grow in a static market, they may start to break the orderly market rules. Producing copies of rivals’ products is tempting because in the short term it ‘steals’ share and makes money. Although competitors with strong technological and marketing skills are unlikely to launch exact copies of rival brands, it is estimated that 97% of new products are not genuine innovations.6 The failure rate of new products is extremely high, around 90% two years after launch, so even though differentiated brands on the whole perform better than me-toos, me-toos are common in markets where innovation is slowing down. Once they get a hold in an industry, there is an inevitable downward pressure on prices.

Role of quality: The quality of the shopping experience provides weaker differential advantages than quality can bring to product brands, but it can still have an impact. As retailers add new services, such as banking, insurance etc., they can strengthen the quality of the shopping experience and enter new markets. Brands,

Good advice for anyone wanting to make an impact with a product, a service or even a message is to differentiate yourself.

Price plays a larger role in the positioning of stores than it does in the positioning of brands. Price rarely provides a differential advantage for product brands: indeed, the more expensive brands are often category leaders, like Tropicana in chilled fruit juice, Pampers in disposable nappies (diapers) and Danone in Greek yogurt. In contrast, the price perception of a large retailing chain is a cornerstone of its image. This

My target customer will be? (Tip: how would you describe your primary target customer) The problem my customer wants to solve is? (Tip: what does your customer struggle with or what need do they want to fulfill) My customer’s need can be solved with? (Tip: give a very concise description / elevator pitch of your product) Why can’t my customer solve this today? (Tip: what are the obstacles that have prevented my customer from solving this already) The measurable outcome my customer wants to achieve is? (Tip: what measurable change in your your customer’s life makes them love your product) My primary customer acquisition tactic will be? (Tip: you will likely have multiple marketing channels, but there is often one method, at most two, that dominates your customer acquisition — what is your current guess) My earliest adopter will be? (Tip: remember that you can’t get to the mainstream customer without getting early adopters first) I will make money (revenue) by? (Tip: don’t list all the ideas for making money, but pick your primary one) My primary competition will be? (Tip: think about both direct and indirect competition) I will beat my competitors primarily because of? (Tip: what truly differentiates you from the competition?) My biggest risk to financial viability is? (Tip: what could prevent you from getting to breakeven? is there something baked into your revenue or cost model that you can de-risk?) My biggest technical or engineering risk is? (Tip: is there a major technical challenge that might hinder building your product?)

Part of their approach involved making structure change to group competitive work more tightly together and separate it from noncompetitive work. The mind-set required by the two workforces is different—one to strive toward differentiation and excellence, one to aim for extraordinary efficiency. Non-competitive work is not necessarily less important—many non-strategic tasks, such as payroll, sales administration, and network operations, are absolutely crucial for running the business. But non-competitive work tends to be more transactional in nature. It often feels more urgent as well. And herein lies the problem. If the same product expert who answers demanding administrative questions and labors to fill out complicated compliance paperwork is also responsible for helping to craft unique, integrated solutions for clients, the whole client experience—the competitive work—could easily fall apart. Prying apart these two different types of activities so different teams can perform them ensures that vital competitive work is not engulfed by less competitive tasks.

The purpose of branding is to create an image that differentiates and/or establishes the product and/or company from other similar entities.

However, a very large component of what is meant by works for our business is that there is a real market there (large enough to sustain a business), we can successfully differentiate from the many competitors out there, we can cost‐effectively

What constitutes a brand? There are several aspects. First, it is a promise, or at least a belief. Customers cannot test every product that they buy, so they draw on their own past experience or on the recommendations of others. Through consistent and reliable experience achieved over a long period of time, trust in the promise is created. Trust reduces complexity and shortens buyers’ deci[1]sions. Often decisions are based not on specific attributes but on the holistic emotions that a product engenders. Young men do not buy expensive Swiss watches because they tell the time better, but because they appeal to their aspi[1]rations. A brand must differentiate itself against the plethora of so-called ‘me too’ alternatives. Against these measures, ‘Swissness’ has become a brand in its own right – and this may be the country’s most precious and enduring comparative advantage.

Another lesson from these examples: attacking markets that have weak, unpopular incumbents is infinitely easier than chasing strong, popular occupants. Customers do not easily part with products that do the job for them. They have enough on their plate already. You need massive, not marginal differentiation, or they will simply filter you out as noise.

The differential potencies between these opioids has become a major topic of concern because fentanyls are increasingly sold as heroin, mixed with heroin, or pressed into counterfeit opioid pills. One of the main reasons for this is an unscrupulous practice carried out by some illicit heroin manufacturers. These individuals have discovered that they can save money and stretch their product by adding fentanyl or an analog to their heroin batches. Sadly, this information isn’t always shared with low-level dealers, who sell the product to their heroin consumers. This, of course, can be problematic—even fatal—for unsuspecting heroin users who ingest too much of the substance thinking that it is heroin alone. Even so, it is important to remember that the problem isn’t fentanyl per se. The problem is fentanyl-contaminated heroin and fentanyl-tainted counterfeit opioid pills. The problem is ignorance.

Detached from the transcendental-logical context and transferred to the level of the individual, the results of productive imagination, in the sense of the capacity to differentiate, are not a priori necessary, because they are not the product of a synthesis of categorical form and pure manifold. The consequence of this contingency, however, is an increase in critical power to confront the predetermined categories with their untruth. The faculty of differentiation as a faculty of the concrete individual separates the fate of the individual in his dialectical entanglement with the universal. Because the individual is mediated through supra-individual moments, without which he would cease to be an individual, he is not only contingent. Without a moment of reflection, through which the individual articulates his condition and realizes himself, he would be incapable of asserting himself against the universal: his individuality would be entirely undetermined.

Watch what they do, not what they say Watching what your customers are doing—or trying to do—with your product can light the way forward. But you have to be careful to pay attention to what they do and not just what they say. Expect to have your theories of human behavior tested Your theory about how individuals and groups behave should underlie your strategy, your product design, your incentive program—every decision you make. But be open and alert to when your customers show you a different theory or direction. That could become your product’s point of differentiation. Follow the leaders: Your customers To grow your business, you may have to give up control. Look for instances when your customers hack or hijack your product, and then go along for the ride. Get Mr. Spock and Dr. McCoy working together Customer data is your Mr. Spock, detached and logical. Customer emotion is your Dr. McCoy, passionate and all too human. Think of yourself as Captain Kirk, responsible for making the two work together to get the best out of each.

The ability to command a higher price is the essence of differentiation, a term Porter uses in this somewhat idiosyncratic way. Most people hear the word and immediately think “different,” but they might apply that difference to cost as well as to price. For example, “Ryanair’s low costs differentiate it from other airlines.” Marketers have their own definition of differentiation: it’s the process of establishing in customers’ minds how one product differs from others. Two brands of yogurt may sell for the same price, but you’re told that Brand A has “50 percent fewer calories.” Porter is after something different. He is focused on tracking down the root causes of superior profitability. He is also trying to encourage more precise and rigorous thinking by underscoring the distinction between price effects and cost effects. For Porter, then, differentiation refers to the ability to charge a higher relative price.

Both industrial customers and consumers tend to be more price sensitive when what they’re buying is Undifferentiated Expensive relative to their other costs or income Inconsequential to their own performance A counterexample that includes all three of these conditions is the price insensitivity of makers of major motion pictures when they buy or rent production equipment. A movie camera, for example, is a highly differentiated piece of equipment. Its price is small relative to the other costs of production, but the performance of the equipment has a big impact on the success of the movie. Here quality trumps price.

He explained to Steve that there was an important difference in the digital media value chain as well. In physical retail, Amazon operated at the middle of the value chain. We added value by sourcing and aggregating a vast selection of goods, tens of millions of them, on a single website and delivering them quickly and cheaply to customers. To win in digital, because those physical retail value adds were not advantages, we needed to identify other parts of the value chain where we could differentiate and serve customers well. Jeff told Steve that this meant moving out of the middle and venturing to either end of the value chain. On one end was content, where the value creators were book authors, filmmakers, TV producers, publishers, musicians, record companies, and movie studios. On the other end was distribution and consumption of content. In digital, that meant focusing on applications and devices consumers used to read, watch, or listen to content, as Apple had already done with iTunes and the iPod. We all took note of what Apple had achieved in digital music in a short period of time and sought to apply those learnings to our long-term product vision.

having a Grand Slam Offer helps with all three of the requirements for growth: getting more customers, getting them to pay more, and getting them to do so more times. How? It allows you to differentiate yourself from the marketplace. In other words, it allows you to sell your product based on VALUE not on PRICE.

market. I want to leave you with some key takeaways: Any product can be positioned in multiple markets. Your product is not doomed to languish in a market where nobody understands how awesome it is. Great positioning rarely comes by default. If you want to succeed, you have to determine the best way to position your product. Deliberate, try, fail, test and try again. Understanding what your best customers see as true alternatives to your solution will lead you to your differentiators. Position yourself in a market that makes your strengths obvious to the folks you want to sell to. Use trends to make your product more interesting to customers right now, but be very cautious. Don’t layer on a trend just for the sake of being trendy—it’s better to be successful and boring, rather than fashionable and bewildering. Knowing how to do something is not the same as understanding how to teach someone else how to do it. As leaders, we often become very good at doing things that we have a very hard time explaining to the teams that work with us. This book is my attempt to codify and teach one of the most complicated processes I’ve learned to do in my career. I sincerely hope it offers you a shortcut to better position your products to succeed.

Many developers and usability professionals still approach interface design by asking what the tasks are. Although this may get the job done, it won’t produce much more than an incremental improvement: It won’t provide a solution that differentiates your product in the market, and very often it won’t really satisfy the user.

Iteration should stop only when you’re confident you have formulated a compelling customer value proposition—also known as a positioning statement—that includes answers to all of the blanks listed below: For [INSERT: target customer segments] dissatisfied with [INSERT: existing solution] due to [INSERT: unmet needs], [INSERT: venture name] offers a [INSERT: product category] that provides [INSERT: key benefits of your defensible, differentiated solution].

Of the four opportunity elements, an early-stage startup’s customer value proposition is without question the most important. To survive, a new venture absolutely must offer a sustainably differentiated solution for strong, unmet customer needs. This point bears repeating: Needs must be strong. If an unknown startup’s product doesn’t address an acute pain point, customers aren’t likely to buy it. Likewise, differentiation is crucial: If the venture’s offering is not superior in meaningful ways to existing solutions, again, no one will buy it. Finally, sustaining this differentiation is important. Without barriers to imitation, the venture is vulnerable to copycats.

Low productivity meant that most people could afford only the means of subsistence, and the resulting conditions of mass poverty further limited the expansion of production through a failure of demand. Low productivity restricted the division of labour because a large majority of the workforce was needed to produce food for the minority of non-food producers. This restriction impeded social differentiation in general, and the development and transmission of society's 'stock of knowledge' was rarely the province of specialized institutions. Technical knowledge in particular was transmitted orally, through informal networks often based on kinship or affinity, and various institutionalized forms of 'learning by doing. These modes of transmission favoured a conservative particularism in technology, which often associated the perpetuation of existing practices with respect for tradition in general and even with the maintenance of ethnic or other forms of collective identity.

How do companies, producing little more than bits of code displayed on a screen, seemingly control users’ minds?” Nir Eyal, a prominent Valley product consultant, asked in his 2014 book, Hooked: How to Build Habit-Forming Products. “Our actions have been engineered,” he explained. Services like Twitter and YouTube “habitually alter our everyday behavior, just as their designers intended.” One of Eyal’s favorite models is the slot machine. It is designed to answer your every action with visual, auditory, and tactile feedback. A ping when you insert a coin. A ka-chunk when you pull the lever. A flash of colored light when you release it. This is known as Pavlovian conditioning, named after the Russian physiologist Ivan Pavlov, who rang a bell each time he fed his dog, until, eventually, the bell alone sent his dog’s stomach churning and saliva glands pulsing, as if it could no longer differentiate the chiming of a bell from the physical sensation of eating. Slot machines work the same way, training your mind to conflate the thrill of winning with its mechanical clangs and buzzes. The act of pulling the lever, once meaningless, becomes pleasurable in itself. The reason is a neurological chemical called dopamine, the same one Parker had referenced at the media conference. Your brain releases small amounts of it when you fulfill some basic need, whether biological (hunger, sex) or social (affection, validation). Dopamine creates a positive association with whatever behaviors prompted its release, training you to repeat them. But when that dopamine reward system gets hijacked, it can compel you to repeat self-destructive behaviors. To place one more bet, binge on alcohol—or spend hours on apps even when they make you unhappy. Dopamine is social media’s accomplice inside your brain. It’s why your smartphone looks and feels like a slot machine, pulsing with colorful notification badges, whoosh sounds, and gentle vibrations. Those stimuli are neurologically meaningless on their own. But your phone pairs them with activities, like texting a friend or looking at photos, that are naturally rewarding. Social apps hijack a compulsion—a need to connect—that can be even more powerful than hunger or greed. Eyal describes a hypothetical woman, Barbra, who logs on to Facebook to see a photo uploaded by a family member. As she clicks through more photos or comments in response, her brain conflates feeling connected to people she loves with the bleeps and flashes of Facebook’s interface. “Over time,” Eyal writes, “Barbra begins to associate Facebook with her need for social connection.” She learns to serve that need with a behavior—using Facebook—that in fact will rarely fulfill it.

She might simply have done what Tekla did, and created versions of herself modified for certain traits associated with athleticism. Instead, having become fascinated by the odd detail in her genetic report, she had embarked on a program to reawaken the Neanderthal DNA that, or so she imagined, had been slumbering in her and her ancestors’ nuclei for tens of thousands of years. It was a somewhat insane idea, and in any case she didn’t have enough Neanderthal in her to make it feasible, but she did produce a race of people with vaguely Neanderthal-like features, and in later centuries the processes of Caricaturization, Isolation, and Enhancement—which had affected all the races to some extent—had wrought especially pronounced changes on this subrace. Gene sequences taken from the toe of an actual Neanderthal skeleton, found on Old Earth and sequenced before Zero, were put to use. Old Earth paleontology journals had been data-mined for stats on bone length and muscle attachment so that those could be hard-coded into the Neoander wetware. The man sitting at the end of the table was the artificial product of breeding and of genetic engineering, but, had he been sent back in time to prehistoric Europe, he would have been indistinguishable, at least in his outward appearance, from genuine Neanderthals. The creation of the new race had happened incrementally, over centuries. By the time Neoanders existed it was too late to bother with the trifling ethical question of whether it was really a good thing to have created them. During their slow differentiation from the other races they had developed a history and a culture of their own, of which they were as proud as any other ethnic group. Not surprisingly, much of that history was about their relationship with Teklans, which was, as foreordained, largely combative. At its most simple-minded and stupidly reductionist bones, the Teklan side of the story was that Neoanders were dangerous ape-men brought into existence by a crazy Eve as a curse upon the other six races. The Neoander side had it that Teklans were what Hitler would have produced if he’d had genetic engineering labs, and that it was a damned good thing that Eve Aïda had had the foresight to produce a countervailing force of earthy, warm, but immensely strong and dangerous protectors. Much of this combative relationship had become irrelevant as the tactical landscape had become dominated by katapults and ambots, and physical strength had become less important to the outcome of fights. But the old primordial animus remained, and explained why Beled’s immediate response, upon entering a room that contained a Neoander, was to make himself ready for hand-to-hand combat. Doc chose to ignore this. If he even notices, Kath Two thought, but she was pretty sure Doc noticed everything. “Beled, Kath, I do not believe you have met Langobard.” It was a fairly common Aïdan name. “Bard for short,” Langobard offered. “Langobard, may I present Beled Tomov and Kath Amalthova Two.

One way to make yourself less vulnerable to copycats is to build a moat around your business. How Can I Build a Moat? As you scale your company, you need to think about how to proactively defend against competition. The more success you have, the more your competitors will grab their battering ram and start storming the castle. In medieval times, you’d dig a moat to keep enemy armies from getting anywhere near your castle. In business, you think about your economic moat. The idea of an economic moat was popularized by the business magnate and investor Warren Buffett. It refers to a company’s distinct advantage over its competitors, which allows it to protect its market share and profitability. This is hugely important in a competitive space because it’s easy to become commoditized if you don’t have some type of differentiation. In SaaS, I’ve seen four types of moats. Integrations (Network Effect) Network effect is when the value of a product or service increases because of the number of users in the network. A network of one telephone isn’t useful. Add a second telephone, and you can call each other. But add a hundred telephones, and the network is suddenly quite valuable. Network effects are fantastic moats. Think about eBay or Craigs-list, which have huge amounts of sellers and buyers already on their platforms. It’s difficult to compete with them because everyone’s already there. In SaaS—particularly in bootstrapped SaaS companies—the network effect moat comes not from users, but integrations. Zapier is the prototypical example of this. It’s a juggernaut, and not only because it’s integrated with over 3,000 apps. It has widened its moat with nonpublic API integrations, meaning that if you want to compete with it, you have to go to that other company and get their internal development team to build an API for you. That’s a huge hill to climb if you want to launch a Zapier competitor. Every integration a customer activates in your product, especially if it puts more of their data into your database, is another reason for them not to switch to a competitor. A Strong Brand When we talk about your brand, we’re not talking about your color scheme or logo. Your brand is your reputation—it’s what people say about your company when you’re not around.

Our current world I submit that we currently live in a climax stage.21 We have a political model that is based on leading in the popular polls--a model where barely differentiated political leaders pretend to be different by steering voters away from important issues and onto subjects that, albeit emotional, are of little consequence to most people--a model where the election is won by the person with the best marketing, and where consistency and integrity are irrelevant. We have an economic model that is based on pulling resources out of the ground and mostly turning them into unnecessary products, getting people to buy the products by convincing them that they need them, then getting them to throw the products away because they're obsolete. This makes people buy the next model and bury the other one in the ground. The sole goal of this seemingly pointless exercise is to work faster and grow the gross domestic product, which measures the resource churn. We live in a world where the money necessary for our way of life comes out of a slit in the wall as long as we keep showing up for work, yet only experts understand the fiat-based money/credit system. We live in a world where food can be heated in a microwave oven at the touch of a button, yet only experts understand how this works. This goes for most of the other technology we use. All we know is that if we press this or that button, things magically happen. We are aware of large-scale problems, but most of us believe that we can't do anything about them. Instead, we believe in a mythical They who will find a solution, just like They have provided all this wonderful technology we surround ourselves with. We may be more technologically advanced as a group, and correctly but myopically hold up technology as our one indicator of "progress,"22 but in terms of individual understanding we have not come far, and once again live according to old concepts. In fact, we might have turned a full cycle from the last climax stage: The Dark Ages.

Service is an intangible set of benefits, created by a series of activities. Over the last decade in the IT industry, the distinction between “products” and “services” is blurred, as products are positioned as services, and services are packaged as products. To blur the distinction between products and services is more of a marketing strategy and does not constitute real differentiation. Not only will the sales and pricing strategy between products and services greatly differ, but so will the management approach. Solution is not service, either.

try to soften the differentiator. You might ask, “How do you measure machine speed? Do you mean speed for continuous run, or speed for a one-off job? Some machines are very fast under continuous run conditions, but they perform much more slowly if you have one-off production needs.

if salespeople want to sell value and differentiate their product, they have to deliver insight that will reframe the buying vision so buyers end up with the solution that helps them overcome their challenges and achieve their goals.

Stay humble and customer-focused. No matter what business you are in, you are serving your customers. You differentiate yourself by how well you satisfy, and keep satisfying, your customers’ needs. Don’t become so enamored with your idea or product that you believe it will “sell itself.” There is always a better widget waiting in the wings. What will make your ideas successful is your personal ability to convince customers that you stand behind what you are selling.

When an engineer with years of familiarity in a problem space begins designing a product, it’s easy to imagine a utopian end-state for the work. However, it’s important to differentiate aspirational goals of the product from minimum success criteria (or Minimum Viable Product). Projects can lose credibility and fail by promising too much,

As every barrier to the constraint of individualism is removed - as 'I' and 'my' appear in the names of more and more software applications and IT products - nevertheless today's rampant mimeticism ensures that 'I' and 'my' become less and less differentiated from 'you' and 'yours'...We crave differentiation, and deprived of it we blame the failing institutions that once might have delivered it.

In The Inhuman... Lyotard, like Weber, reminds us of the distinction between technological development and 'human' progress. He argues, in particular, that the development of technology, or 'techno-science', is driven by the quest for maximum efficiency and performance, and as such leads to the emergence of new 'inhuman' (technological) forms of control rather than to the emancipation of 'humanity'. Lyotard reasserts the instrumental nature of the modern system, arguing that 'All technology ... is an artefact allowing its users to stock more information, to improve their competence and optimize their performances'. In this view, techno-science may be seen to stand against all instances of the unknown, including the aporia of the future anterior, and thus to have little respect for forms which are different or other to itself. This is compounded by the fact that technological development is intimately connected to the drive for profit. Lyotard proposes that this directs the production of knowledge and conditions the nature of knowledge itself, for information, itself a commodity, is increasingly produced in differentiated, digestible forms ('bits') for ease of mass exchange, transmission and consumption, and with the aim of enabling the optimal performance of the global system.

As our economy shifts more and more onto an information basis, we are inadvertently creating a divided society. The upper class is composed of those who have mastered the nuances of differentiating between "RAM" and "hard disk." The lower class consists of those who treat the difference as inconsequential. The irony is that the difference really is inconsequential to anyone except a few hard-core engineers. Yet virtually all contemporary software forces its users to confront a file system, where your success is fully dependent on knowing the difference between RAM and disk. Thus the term "computer literacy" becomes a euphemism for social and economic apartheid. Computer literacy is a key phrase that brutally bifurcates our society.

Never Put These Ten Words in Your Pitch Deck Take a close look at your standard pitch deck, the “about us” section on your corporate home page, or your PR material. Highlight every instance of the words “leading,” “unique,” “solution,” or “innovative.” In particular, go find all instances of the phrase “We work to understand our customers’ unique needs and then build custom solutions to meet those needs.” Then hit the delete key. Because every time you use one of those buzzwords, you are telling your customers, “We are exactly the same as everyone else.” Ironically, the more we try to play up our differences, the more things sound the same. Public relations expert Adam Sherk recently analyzed the terms used in company communications, and the results are devastating. Here are the top ten: By definition, there can be only one leader in any industry—and 161,000 companies each think they’re it. More than 75,000 companies think they’re the “best” or the “top”; 30,400 think they’re “unique.” “Solution” also makes an appearance at number seven—so if you think that calling your offering a “solution” differentiates you, think again. If everyone’s saying they offer the “leading solution,” what’s the customer to think? We can tell you what their response will be: “Great—give me 10 percent off.” We don’t mean to be unsympathetic here. You’ll find it’s hard to avoid these terms—heck, we call our own consulting arm “SEC Solutions”! In all of our time at the Council, we have never once met a member who doesn’t think her company’s value proposition beats the socks off the competitors’. And it’s understandable. After all, why would we want to work for a company whose product is second-rate—especially when our job is to sell that product? But what the utter sameness of language here tells us is that, ironically, a strategy of more precisely describing our products’ advantages over the competition’s is destined to have the exact opposite effect—we simply end up sounding like everyone else.

An essential pedagogic step here is to relegate the teaching of mathematical methods in economics to mathematics departments. Any mathematical training in economics, if it occurs at all, should come after students have at the very least completed course work in basic calculus, algebra and differential equations (the last being one about which most economists are woefully ignorant). This simultaneously explains why neoclassical economists obsess too much about proofs and why non-neoclassical economists, like those in the Circuit School, experience such difficulties in translating excellent verbal ideas about credit creation into coherent dynamic models of a monetary production economy.

People often anchor to one piece of information when making a decision. I almost bought the shirts on sale assuming that the one feature differentiating the two brands — the fact that one was on sale and the other was not — was all I needed to consider.

Functions of advertising To differentiate the product from their competitors To communicate product information To urge product used To expand the product distribution Too increase brand preference and loyalty To reduce overall sales cost Creates new demands

market alternatives call out the budget and thus the market category, and product alternatives call out the differentiation.