At a recent marketing event, we were tasked with considering call answering services and writing down our USPs (Unique Selling Points); those aspects of our business that differentiate us from competitors and lead to new customers choosing call answering to contact Paperclip rather than an alternative supplier.
The USP exercise got me thinking. In particular, the onus placed on ‘unique’ in the USP acronym. Although we are exceptionally proud of the services we deliver, the skills and professionalism of our team, and the culture we have created, are these factors truly unique to Paperclip?
Thinking through conversations I have had with clients over the years, I identified nine or ten different reasons given by these clients for choosing to work with Paperclip. Many of these reasons are intangible, hard to define and even harder to measure. Furthermore, it was rare for a single reason to stand out, it was typically a ‘portfolio’ of two or three reasons given, and the selection was based on the unique – and here ‘unique’ is valid – requirements and context of the customer.
From this exercise, I have started to build the Paperclip portfolio model of service differentiation.