Here’s another take on a topic that is fascinating, challenging, and important to you as a business owner.
The challenge is, well, challenging. It is so easy to say, but much harder to realistically and effectively define. The concept has been given a number of different names:
But they all amount to the same thing, what makes you different from your competition in the eyes of your ideal customer.
And please don’t make it the lowest price. That’s a sure way to commoditisation hell!
One of the problems that most small businesses face in developing a sustainable future is inconsistent decision making. You may know where you want to go but if the decisions you make in an area such as marketing are not consistent with those you make in operations, or in finance or human resources then your business will be pulled in different directions.
And pulling in different directions will ultimately degrade the performance of your business. The basis for consistent decision making across your business is provided through a clearly defined Sustainable Competitive Advantage (SCA).
Writing in Smart Company, Mark Peskett has given a useful perspective, which I’ll follow with some of my musings.
Take it away Mark
Today’s business environment is very competitive. It’s now a lot easier and cheaper to start a business, particularly with technology enabling business to be conducted online and internationally to win customers in foreign markets.
The explosion of online retailing is an example of this, and all this competition and activity makes it difficult to stand out from the crowd.
The challenge is to resist being another ‘me too’ business. The way to avoid this is by developing a sustainable competitive advantage that differentiates you from your competitors.
Sustainable competitive advantage is the key to business success. It is the force that enables a business to have greater focus, more sales, better profit margins, and higher customer and staff retention than competitors.
It is the major driver of long-term business value and is what purchasers will place the most value on when looking to acquire a business. Without a sustainable competitive advantage, you risk being another ‘me too’ business that muddles along achieving less than satisfactory results.
At its most basic level, there are three key types of sustainable competitive advantage.
1. Cost advantage: the business competes on price.
2. Value advantage: the business provides a differentiated offering that is perceived to be of superior value.
3. Focus advantage: the business focuses on a specific market niche, with a tailored offering designed specifically for that segment of the market.
Most small businesses don’t have the market share and buying power to effectively compete on price and are not big enough to be all things to all customers in a market.
Therefore, to successfully compete, small businesses need to develop a sustainable competitive advantage that is based on providing superior value to a specific niche.
There is another advantage that is often referred to and that is first mover advantage. First mover advantage is where the first entrant in a new market obtains an advantage over other competitors that enter the market later.
However, while being a first mover may provide an initial advantage, in my opinion, it is not sustainable unless it’s supported by one of the three types of advantages listed above.
Google and Facebook are good examples of this. Neither of these companies were the first movers, yet both now dominate their respective markets.
At the end of this process, you will have a very clearly defined statement of:
• Who you will be selling to (customers and market segments);
• Why they will buy from you and not your competitors (the value proposition); and
• The key things you need to excel at to be able to consistently deliver your value proposition.
Once you’ve found your sustainable competitive advantage, you should use it in many ways, to the business’ benefit.
Using your sustainable competitive advantage in your sales and marketing makes it easier for your customers to understand why they should part with their dollars and give them to you rather than your competitors.
This, in turn, makes it easier for your staff to sell your products or services and know their promises will be delivered.
They know the whole business is focused on making sure the sustainable competitive advantage is protected and capitalised upon.
Your sustainable competitive advantage can guide your decision-making and provide you with direction and a sharp focus.
If a new opportunity for the business doesn’t support your sustainable competitive advantage, then you should question whether to pursue that opportunity.
Is short-term growth that might erode your sustainable competitive advantage, more important than building a long-term position of strength and stability?
This longer-term view and effective use of a sustainable competitive advantage can support a higher return on capital invested in the business, even in the face of stiff competition.
This position builds value in a business and can add a premium to the sale price. That’s an advantage every business owner wants.
Next week I’ll look in more detail at my process to develop your Sustainable Competitive Advantage.
When clients approach me for coaching, so often they are not getting the clients they need, the right clients, or the sales they need at the margins they need. Eight times out of ten this comes down to not knowing what is working, and how to develop compelling offers for their customers.
For more than 30 years I’ve been helping small business owners use the right tactics to plug the profit leaks in their business and restoring their cash flows by assisting them understand how to develop a Sustainable Competitive Advantage for their ideal clients, and to determine the offer to bring them on board, or win that vital tender.
If you would like to discuss with me how you might do that, book a Strategy Consult here. There is no cost.
© Copyright 2018 Adam Gordon, The Profits Leak Detective, except for the contribution by Mark Peskett
Some profit losses are pretty obvious - so you fix them.
BUT, what if you don't know profits are leaking, cash out the door?
Possible leaks could be anywhere.
Are there some clues or symptoms that are tell-tales?