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In my experience with a multitude of companies and clients, everyone believes their business is unique. Its product or service is special. Its method of distribution is different. Its manufacturing process is distinct. Its quality is measurably superior. In a sense all these business owners are right. If they didn't have a unique selling proposition, a competitive advantage, a differentiation, they wouldn't exist.
Introduction You’re an avid LinkedIn participant, and you keep your oar in the water when it comes to career management. You’ve just noticed a job posting, and it sounds rather intriguing. It’s for a CEO opportunity, and it has the usual leadership verbiage: “The successful candidate will be an accomplished leader with knowledge and experience spanning all aspects …….yada, yada, yada, and more yada. What really caught your eye, however, were the following bullet points:
Only ONE in TEN companies grow beyond “No Man's Land”. To improve your chances, you must first understand if your company is in No Man's Land. Learn more in this guide! Subscribe and get your copy now.
value proposition | No Mans Land | value
In an earlier post I described how critical it is that an entrepreneur capture much if not most of the value that you create (versus your customers realizing the value because you lack pricing power).There is nothing more important to an emerging growth company than its value proposition; the reason why customers buy your good or service - versus buying another product category or another product like yours from a competitor.
Previously I’ve discussed Where Are You On the Value Grid?, a central issue that every emerging growth company must face as it works to get out of No Man’s Land: how to create a business model that enables you (and not your customers) to capture much if not most of the value you create.
value proposition | No Mans Land
A couple of days back, at a meeting with my partners, we were discussing two of the four M’s in No Man’s Land: Management and Business Model. I asserted if I had to choose between great management and a really strong business model, I’d take the strong business model every time. The gasp from my partners caused the room to drain of oxygen. After all, the collective management experience in the room was a little more than 200 years, and we all considered ourselves to be capable managers and leaders.
