Sales Differentiation Quotes

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

Nobody cares about you, your brand, or your company. You're irrelevant...until proven otherwise.

According to Gallup, church attendance hovered around 39 percent in the 1930s and 1940s.7 It increased in the 1950s, when Dwight D. Eisenhower encouraged Americans everywhere to go to services. This was the sales pitch: America was now at war with communism, which was perpetuated by atheism. Americans could differentiate themselves from the godless hordes by exercising their freedom of religion. The call was taken up by religious leaders such as Billy Graham, and soon going to church was more than just something for the religious, it was part of being a good American.

  Our Sales Story. The story is foundational to everything we do in sales, and we use bits and pieces of it in all of our weapons. By “story” I’m referring to the language or talking points we use when asked what we do or when we tell someone about our business. It’s so critical to our success that the next two chapters are dedicated to helping you create and implement a succinct, powerful, differentiating, customer-focused story.

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

There are just three fundamental problems common to every sales situation: 1. How to connect with buyers? 2. How to differentiate and show value? 3. How to get the deal closed?

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.

That realization helped Moesta and his team begin to understand the struggle these potential home buyers faced. “I went in thinking we were in the business of new home construction,” recalls Moesta. “But I realized we were instead in the business of moving lives.” With this understanding of the Job to Be Done, dozens of small, but important, changes were made to the offering. For example, the architect managed to create space in the units for a classic dining room table by reducing the size of the second bedroom by 20 percent. The company also focused on helping buyers with the anxiety of the move itself, which included providing moving services, two years of storage, and a sorting room space on the premises where new owners could take their time making decisions about what to keep and what to discard without the pressure of a looming move. Instead of thirty pages of customized choices, which actually overwhelmed buyers, the company offered three variations of finished units—a move that quickly reduced the “cold feet” contract cancellations from five or six a month to one. And so on. Everything was designed to signal to buyers: we get you. We understand the progress you’re trying to make and the struggle to get there. Understanding the job enabled the company to get to the causal mechanism of why its customers might pull this solution into their lives. It was complex, but not complicated. That, in turn, allowed the housing company to differentiate its offering in ways competitors weren’t likely to copy—or even understand. A jobs perspective changed everything. The company actually raised $ 3,500 (profitably), which included covering the cost of moving and storage. By 2007, when sales in the industry were off by 49 percent and the market all around them was plummeting, the developers had actually grown the business 25 percent.

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.

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.

Like any company, we have a corporate culture formed not only by our intentions but also as a result of our history. For Amazon, that history is fairly fresh and, fortunately, it includes several examples of tiny seeds growing into big trees. We have many people at our company who have watched multiple $10 million seeds turn into billion dollar businesses. That first-hand experience and the culture that has grown up around those successes is, in my opinion, a big part of why we can start businesses from scratch. The culture demands that these new businesses be high potential and that they be innovative and differentiated, but it does not demand that they be large on the day that they are born. I remember how excited we were in 1996 as we crossed $10 million in book sales. It wasn’t hard to be excited—we had grown to $10 million from zero. Today, when a new business inside Amazon grows to $10 million, the overall company is growing from $10 billion to $10.01 billion. It would be easy for the senior executives who run our established billion dollar businesses to scoff. But they don’t. They watch the growth rates of the emerging businesses and send emails of congratulations. That’s pretty cool, and we’re proud it’s a part of our culture.

Both suppliers and buyers tend to be powerful if: They are large and concentrated relative to a fragmented industry (think Goliath versus many Davids). What percentage of an industry’s purchases/sales does a supplier/buyer represent? Look at the data and map out how it is trending. How painful would it be to lose that supplier or that customer? Industries with high fixed costs (e.g., telecommunications equipment and offshore drilling) are especially vulnerable to large buyers. The industry needs them more than they need the industry. In some cases, there may be no alternative suppliers, at least in the short term. Doctors and airline pilots, to cite two examples, have historically exercised tremendous bargaining power because their skills have been both essential and in short supply. China produces 95 percent of the world’s supply of neodymium, a rare earth metal needed by Toyota and other automakers for electric motors. Neodymium prices quadrupled in just one year (2010), as the Chinese restricted supply. Toyota is working hard to develop a new motor that will end its dependence on rare earth metals. Switching costs work in their favor. This occurs for a supplier when an industry is tied to it, as for example, the PC industry has been to Microsoft, its dominant supplier of operating systems and software. Switching costs work in the buyer’s favor when the buyer can easily drop one vendor for another. The ease with which customers can switch from one airline to another on popular routes makes it hard for airlines to raise prices or cut service levels. Frequent flyer programs were intended to raise switching costs, but they have not been effective. Differentiation works in their favor.

It should be a punishable sales crime when an account is lost to a competitor who sold your client the same solution you could have offered, but never did.

Mistakes give you the opportunity to shine.

DIs with high Level of Commitment scores, but low Level of Influence scores, create sales mirages that fool salespeople into believing their deals are stronger than they actually are.

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.

For example, suppose you are seeking a job as a retail manager. You might bring added value by being fluent in English, Spanish, and French. Being trilingual may not be part of the job description but can be a valuable asset when working with diverse employees and customers who speak Spanish and French. This Value-Added message may tip the scale in your favor. Possibly you are seeking a job as a fifth grade teacher. If you are an expert in computers and computer programming, these skills may not be part of the job description but might be perceived as having high value to an academic institution. If you are an expert electrician, but you are also highly skilled in sales, this added value of contributing to new business development efforts might be the differentiator, the added skill that will help you land a job quickly in tough markets.

You know what buyers pick as the differentiator in their decisions? The sales experience* itself—what it’s like working with you during the course of all your interactions. They think this experience as a whole is more important than all the other factors combined.

Here’s what it all boils down to: To become the differentiator, you need to always be learning.

Salespeople fail to attract new customers because beyond being self-focused, they’re long-winded and their message is often confusing. Many salespeople don’t invest the energy to sharpen their story, but instead serve up a pitch that neither differentiates from the competition nor compels the buyer to act.

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

Clear and persuasive copywriting. Classic, heartfelt storytelling that speaks to people’s everyday problems. A strong and well-communicated differentiator, so I stand out from the competition. An email list I control and regularly provide value to. Informative, insightful content that delivers value upfront while also moving people toward a sale. Long-term relationships that will continue to bear fruit for years. Authentic testimonials that help people see themselves in what I’m offering.

Core” is what creates differentiation in the marketplace and wins customers. “Context” consists of everything else—things like finance, sales, and marketing. No matter how well you do it or how many resources you put into context, it does not create a competitive advantage. Every company does it. According to Moore: Core is what companies invest their time and resources in that their competitors do not. Core is what allows a business to make more money and/or more margin, and make people more attracted to a business than to its competitors. Core gives a business bargaining power: it is what customers want and cannot get from anyone else.26

Internationally benchmark - Quality and Regulatory systems Delwis Healthcare strives to meet the GOALS by specifically focusing on the basic fundamentals of Excellence - Innovation, Quality and Service. We believe that customer satisfaction, in terms of quality, delivery and after sales services, is our first and foremost responsibility. This objective is achieved by following Good Manufacturing Practices and Local & International Rules and Regulations applicable to our operations. Delwis Healthcare is awarded the ISO 9001:2015. With an outstanding track record for maintaining quality, we continue to operate as one of the India's top-notch Quality Control and Analytical Research Laboratories. Quality Control Delwis Healthcare focuses on Quality Control (QC) and Quality assurance (QA) as these are our strengths and the key differentiators. Strict adherence to cGMP norms as well as our efforts towards continuous improvement of our Product, Processes and the Skills of our work force enables us to improve our offerings to our customers and consumers on a regular basis. We have a modern and well-equipped Quality Control (QC) Laboratory, which ensures that our products are Pure, Safe and Effective and are released only after thorough analysis as per stringent specifications, methods and procedures developed according to international guidelines. Our QC department has all the necessary instruments for the Analysis of API, Finished Products, Packaging, and Related Materials used.

Free to be oneself" in fact means: free to project one's desires onto produced goods. "Free to enjoy life" means: free to regress and be irrational, and thus adapt to a certain social organization of production. The sales "philosophy" is in no way encumbered by paradox. It advertises a rational goal (to enlighten people about their wants) and scientific methods, in order to promote irrational behavior in man (to accept being only a complex of immediate drives and to be satisfied with their satisfaction). Even drives are dangerous however, and the neo- sorcerers of consumption are careful not to liberate people in accordance with some explosive end state of happiness. They only offer the resolution of tensions, that is to say, a freedom by default: "Every time a tension differential is created, which leads to frustration and action, we can expect a product to overcome this tension by responding to the aspirations of the group. Then the product has a chance of success." The goal is to allow the drives that were previously blocked by mental determinants {instances) (taboo, superego, guilt) to crystallize on objects, concrete determinants where the explosive force of desire is annulled and the ritual repressive function of social organization is materialized. The freedom of existence that pits the individual against society is dangerous. But the freedom to possess is harmless, since it enters the game without knowing it. As Dr Dichter claims, this freedom is a moral one. It is even the ultimate in morality, since the consumer is simultaneously reconciled with himself and with the group. He becomes the perfect social being. Traditional morality only required that the individual conform to the group; advertising "philosophy" requires that they now conform to themselves, and that they resolve their own conflicts. In this way it invests him morally as never before. Taboos, anxieties, and neuroses, which made the individual a deviant and an outlaw, are lifted at the cost of a regression in the security of objects, thus This sales 14 The System of Objects reinforcing the images of the Father and the Mother. The irrationality of drives increasingly more "free" at the base will go hand in hand with control increasingly more restricted at the top.

When it came to understanding a product on the technical level and then turning that detailed information into key marketing and sales messages by defining a unique selling proposition and differentiation from competition, I was suddenly enjoying my daily work more than ever before.

By 2021, Henco had opened offices up and down the Pacific coast of Latin America and had become one of Latin America's most honored companies for its employee‐focused work culture. Having never differentiated its offering based on price, and having never employed a sales force, Henco has grown rapidly and consistently by identifying problems that its clients have, and then providing superior service that addresses those problems.

Depending on the competitive landscape, some opportunities might be table stakes, while others might be strategic differentiators. Choosing one over the other will depend on your current position in the market. A missing table stake could torpedo sales, while a strategic differentiator could open up new customer segments. The key is to consider how addressing each opportunity positions you against your competitors. With market factors, we also want to consider any external trends (both opportunities and threats) that might impact which opportunity we might choose.

What I was planning to cover during our meeting is A, B, and C. For this to be a great use of your time, what is it you want to be sure we talk about?

For each slide, develop questions to create DI engagement. This will prevent you from lecturing throughout the entire meeting.

Buyers have no need for sellers who don’t drive value: The

You need to have a differentiating message. If you are new, different, and proposing to solve a real pain or fulfill a cherished hope, you have a chance to be heard.

To win, you have to be clear about your superpower, and you make that differentiation clear to your customers. Otherwise, you remain part of the noise.

Superior sales and distribution by itself can create a monopoly, even with no product differentiation. The converse is not true. No matter how strong your product—even if it easily fits into already established habits and anybody who tries it likes it immediately—you must still support it with a strong distribution plan.

The goal is to win. Your responsibility is to differentiate.

Champions have personal aspirations,” I said. “To realize those aspirations, they need to differentiate themselves within the organization. One way to do that is to solve notable business problems. It’s a way for them to obtain a personal win by being recognized for their efforts and showing their added value to the company.

What differentiates sellers today is their ability to bring fresh ideas.

Service should be the default setting for Sales Professionals. Consistency in service builds value that can’t be uncovered during discovery calls nor articulated in a pitch. Commitment to service even after a “loss” is a powerful differentiator.