MARKETING FEATURE
How To Differentiate Your MSP From A
“ Sea Of Sameness ”
When Nothing About What You Do Is Unique
BY ROBIN ROBINS
Back in the 1950s , American advertising executive Rosser Reeves was the man who invented the term “ unique selling proposition ,” or USP . Reeves believed ( as I do ) that the purpose of advertising is to sell a product , not to entertain people or showcase the clever wit of the advertising company ’ s copywriters .
Because of this , he had a very successful career writing ads for big brands such as Minute Maid , Bic , and Colgate . He is most famous for two campaigns . One is the Anacin ( an analgesic ) campaign that was considered “ grating ” and “ annoying ” by its critics but tripled the product ’ s sales . In the seven years it ran , this campaign generated more money than the movie Gone With The Wind . The second campaign he famously pioneered was M & M ’ s “ melts in your mouth , not in your hands .”
When I coach MSPs on how to successfully sell and market their services , I encourage them to strategically develop their USP and answer the question on every prospect ’ s mind : Why should I do business with YOU over all the other MSPs and IT consultants vying for my business ?
The answer to that is your USP .
The simple truth is that competition is an annoying reality of running a business . We ALL must compete for clients , vying for favor against myriad choices and competitors , many of whom actually might have a leg up on us in service , price , selection , competence , or resources . Some simply lie or lowball their fees to win business ( which is FAR more annoying than honest competition ). But another harsh reality is that true differentiation is not easy . So , how do you stand out in a “ sea of sameness ” when you don ’ t have anything truly unique about what you do and how you do it ?
This is a question that bedevils many . The natural tendency , for not only most MSPs but certainly most business owners , is to seek ways to improve the product or service . To improve intrinsic value — and that ’ s the quagmire where we get stuck , splitting hairs and being truly uncertain about what we can do that will sufficiently differentiate us in a significant and meaningful way .
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