Why a crowded market needs a clear reason to choose you
To explain a meaningful difference, connect something you actually do to a customer need. Show how your process, scope, or communication helps a particular person decide. In a crowded market, saying you're unique doesn't explain much. Weak differentiation can contribute to low sales, but it isn't a diagnosis of every business that's short on work.
By Eric Yim, associated with Protocol Text, a marketing services business based in Lincoln, Nebraska.
Low revenue is the symptom. Look for what's behind it.
I think the symptom is no revenue, right? You're not getting work. One possible issue is that you're not talking about it. You're not finding the people that care about you, or explaining why your service fits what they need.
That distinction matters because simply posting more can leave the same question unanswered: why should someone choose you?
I'd investigate whether people understand the offer before assuming the answer is more visibility. Low sales alone don't establish a messaging problem. You also need to understand whether there's demand, whether you're reaching suitable customers, and where inquiries stop moving toward work.
Similar-looking options create a different marketing problem than scarce supply
When I talk about a commoditized market, I mean a market where customers see the options as largely interchangeable. Several providers offer the same named service, and the descriptions give people little to compare beyond price or availability.
That's different from a supply-constrained situation, where too few providers are available, or someone has a rare skill people are already looking for. There, availability or that specific capability may carry more of the decision.
If your market has plenty of similar-looking options, explain the differences a customer can't see from the service name. Being available may get you considered without explaining why you're a good fit.
A familiar brand can leave things unsaid that you can't
Large companies market themselves in a certain way because they're large companies. Subway can put its name in front of people who already know broadly what it sells. An independent service provider may still need to establish that basic understanding.
You can learn from big companies, but there are different strategies for different companies at different stages. Copying awareness-only messaging can mean paying attention to the logo and slogan while leaving the actual offer unexplained.
Before borrowing that approach, ask what the audience already knows. If they don't know your scope, process, or suitability, your message needs to supply that information.
The same service can suit different customers
Here's a hypothetical example, not a client story. Imagine two independent cleaning providers offering recurring office cleaning.
One offers a fixed checklist and a consistent visit window. The other offers an agreed checklist that can change before each visit, with a named contact handling those changes.
The first could suit an office manager whose needs stay consistent and who wants fewer decisions each week. The second could suit a workplace where room use changes frequently and someone needs to coordinate adjustments.
Neither process is automatically better. The useful difference is the connection between the work and the customer's situation. Each provider would also need to explain boundaries, such as which tasks are included and how schedule or scope changes are handled. Flexibility without clear limits can create expectations the service can't meet.
Replace a broad claim with an action you can support
In the interview, I come back to what you uniquely see, what problem you want to be the authority on, why you're positioned to solve it, your process, and proof. Those questions give you something concrete to work with.
Here's a rewrite process you can try:
- Choose a broad adjective. Start with a claim such as “responsive” or “thorough” that doesn't tell a customer what happens.
- Replace it with a true action. In the hypothetical cleaning example, that might be assigning a named contact for checklist changes.
- Explain who benefits. Connect that action to the person coordinating rooms with changing uses.
- Add evidence. If available, show the actual checklist or explain the documented change process. Don't imply you have proof you haven't collected.
- State the limits of fit. Explain what can change and what requires a separate agreement.
Then evaluate the wording through actual customer questions. Ask what they understand is included and what they'd still need to know before choosing. If they repeatedly ask how changes work, that part may need clarification. If they understand it but don't value it, consider whether you're addressing the right need rather than making the claim louder.
FAQ: Decisions that come up when defining your difference
What if another business offers the same difference?
A difference doesn't have to be exclusive to help someone choose. Explain exactly how it works, who benefits, and what supports your claim. Another provider may offer something similar, but customers still need enough detail to judge fit. Avoid claiming nobody else does it unless you can substantiate that.
Should I remove services that are not my main specialty?
Not automatically. Make your main focus easy to understand, then explain where other services fit and any limits on availability or scope. Review the actual demand and your ability to deliver before removing an offer. Clear positioning doesn't require inventing restrictions that don't reflect your business.
What if the customer only asks about price?
Answer the price question honestly, including what you need to know before quoting. Clarify scope and what's included so the customer can compare fairly. Don't assume price is the only thing they value. It may simply be the first information they need to decide whether to continue.
How do I describe a difference I am still building?
Describe it as planned, developing, or being tested, whichever is accurate. Keep that separate from the service a customer can receive now. Explain current commitments clearly, and don't use future capabilities as proof of today's offer. Update the message when the new process is actually available.