It may take some reflection, but involve your employees and try to discover what it is that makes your business unique. It may be the product itself, your method of service delivery (unless it's horrible, of course), your location, the individuals you have working with you, or your personal mission. It can be one or many things that combine to differentiate you from other businesses or organizations. This is the place to start in creating your "unique brand" that will help customers find their way to your company.
It is tempting to try to be all things to all people. Unless you are an extraordinarily large and diverse business, this won't work. For a small business, it is best to define your purpose or mission and work to do it exceedingly well. The same goes with your uniqueness-by capitalizing, accentuating, and celebrating the differences, you can really set your business apart.
Once you've figured out your uniqueness, you'll need to promote it. Perhaps you can create a logo or slogan that defines what makes your business special. It should become a strong, prominent part of your message and be integrated into every facet of your business operations. It really becomes the basis for the culture of your company. Employees and customers alike will focus on the uniqueness as a way of defining the business and it will soon help set you apart from other companies and competitors.
Now that you've figured out what makes your business so special and so great, make sure you keep it that way. You've basically made a promise to the public and since you are inviting people to focus on one (or several) aspect of your business, you'll want to make sure that they are not disappointed. You'll also need to be careful in times of transition or change-weighing whether or not you will be affecting your "brand" as the company evolves and grows.
Competition seems to be the name of the game when it comes to business. But, we often get so caught up with what our competitors are doing that we forget to focus on what it is that we are doing. Specifically, what we do that is different or unique from other businesses in our market or field. Accentuating what makes us different, however, can be a bold and positive marketing move. Our uniqueness and differences may just be what sets us apart and helps us build and attract our own loyal base of customers.
It may take some reflection, but involve your employees and try to discover what it is that makes your business unique. It may be the product itself, your method of service delivery (unless it's horrible, of course), your location, the individuals you have working with you, or your personal mission. It can be one or many things that combine to differentiate you from other businesses or organizations. This is the place to start in creating your "unique brand" that will help customers find their way to your company.
It is tempting to try to be all things to all people. Unless you are an extraordinarily large and diverse business, this won't work. For a small business, it is best to define your purpose or mission and work to do it exceedingly well. The same goes with your uniqueness-by capitalizing, accentuating, and celebrating the differences, you can really set your business apart.
Once you've figured out your uniqueness, you'll need to promote it. Perhaps you can create a logo or slogan that defines what makes your business special. It should become a strong, prominent part of your message and be integrated into every facet of your business operations. It really becomes the basis for the culture of your company. Employees and customers alike will focus on the uniqueness as a way of defining the business and it will soon help set you apart from other companies and competitors.
Now that you've figured out what makes your business so special and so great, make sure you keep it that way. You've basically made a promise to the public and since you are inviting people to focus on one (or several) aspect of your business, you'll want to make sure that they are not disappointed. You'll also need to be careful in times of transition or change-weighing whether or not you will be affecting your "brand" as the company evolves and grows.
Published by Kori Rodley Irons
Kori is a freelance writer, public relations and nonprofit management specialist living in the Pacific Northwest. She also raised three children as a single parent and is an activist involved in various comm... View profile
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