Handbook of Corporate Communication and Public ... - Blogs Unpad

Most businesses have the potential to be
unique and special. Yet, to take another example,
we are encouraged to buy standard software
packages. They give us the same
capabilities as everyone else when bespoke
development might enable us to be different,
might provide competitive advantage and
could create additional intellectual capital.
Losers follow the herd, play catch-up and
copy others. However, ‘me-too’ activities are
not the route to market leadership. Communicators
can help their employers and clients to
identify potential differentiators and thus
become more distinctive. For example, an
organization’s aspirations, intentions, vision,
goals or values might be unusual or interesting.
A management team is not required to seek
the same ends as other groups. Nor should it
feel compelled to emulate their achievements.
People ought to be able to think for
themselves. They should consciously set out to
do something different.
An organization and/or its offerings might
already have a distinctive image and reputation.
If not, the communicator should set
about trying to build one. There are many
ways of making greater impact, from dress
and language through design and style to original
ideas. Thought leaders tend to be associated
with particular ideas, views or concepts.
People may be distinguished by their
appearances, backgrounds, competences, experiences,
special skills and viewpoints.
Winners assess perceptions. They ask third
parties to tell them what stands out when they
meet colleagues, competitors and peers. Do
they work, learn or otherwise behave in a
noticeable and particular way
A company might be structured differently
from other firms. Maybe its products and services
are distinctive. Alternatively, it may offer
more of the same. It may work and function
as others do, or it might have its own distinctive
approach, tools or methodology.
Interesting angles can create interest. An
organization’s terms of business might be
unusual or novel. How it operates, the basis
upon which it charges for services, or the relationships
it forges with clients could also be a
source of differentiation. Perhaps it partners in
a certain way or has a particular approach to
sharing risk.
There may be many potential differentiators
and various combinations of them that
could be adopted. But whatever approach is
used needs to be relevant to the particular
situation and appropriate for the circumstances
in which a group finds itself.
Differentiation is an attitude of mind.
Confident communicators probe prevailing
assumptions. Like winners, they ask challenging
questions. Are new alternatives being created
Is choice being extended If the
organization stopped operating would customers
simply buy similar offerings from
other suppliers What would be established to
fill the gap, and how would it differ from what
currently exists
Losers often limit themselves. They become
imprisoned behind imaginary bars and fall
into traps of their own making. In order to
stand out, make a mark and have an impact
winners look beyond the norm. In many companies
more imaginative thinking is required
to craft marketplace offerings for the unfulfilled
and those who aspire to be different.
Collectively they may constitute distinct communities
that might support new enterprises.
Copying is often a self-imposed constraint.
There are usually alternatives to bland consensus,
middle ways, and lowest common
denominators. However, differentiation requires
a willingness to reflect, debate and
challenge; a desire to innovate; and the urge
© 2004 Sandra Oliver for editorial matter and selection;
individual chapters, the contributors