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8/8/2019 Stand Out and Move Up
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PRESENTATION OUTLINE
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ABOUT THE AUTHOR
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THE AUTHOR SCOTT MCKAIN
Scott McKain is a business leader, bestselling author, and Hall of Fameprofessional speaker.
Scott's latest book, "The Collapse of Distinction: Stand Out and Move Up
While Your Competition Fails" reached the no 1 spot on Amazon.com list of
Customer Service Bestsellers.
Formerly served as Vice Chairman of Obsidian Enterprises, a dynamic holding
company that was named one of the "fastest growing companies" in America.
He is also the Co-founder and Principal of The Value Added Institute, a think-
tank that explores the role of the customer experience in creating lifelong
client loyalty.
He has been honored with induction into the "Professional Speakers Hall of
Fame" and is a member of the "Speakers Roundtable," an elite group of
twenty business speakers considered by many to be among the best in the
world.
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Published: March
31, 2009
Format: 250 pages
Publisher: Thomas
Nelson, Inc
STAND OUT
AND MOVE
UP whileyour
competitionfails
PUBLISHER
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SYNOPSIS
Best selling author Scott McKain in his brilliant and business saving book Collapseof Distinction: Stand out and move up while your competition fails, said"Being
different, standing out, getting noticed in a sea of sameness is vital to an
organization's sustained growth and profitability". The author takes the familiar
concepts of differentiation and customer service to an entirely new level that
create the power of being truly distinctive in the marketplace.
Scott McKain applies the fundamental, yet absolutely crucial, business lessons
learned from success and failure of business in his hometown in rural Indiana. He
added to those truths through his years of experience in consulting to major
corporations. The lessons he gleaned from companies large and small were
simple yet powerful.
Businesses, over time, tend to become less distinctive, and follow strategies that
stress incremental change based on the actions of their competitors. Instead, the
author says the focus should be on creating a distinctive and unique experience
for the customer. By creating and enhancing that distinction, what the
competitors choose to do is not important.
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SUMMARY BY CHAPTERS
Chapter 1 : How Did We Get in This Mess?
Chapter 2: Why Dont Like My Work Anymore?
Chapter 3: The Avenues of Differentiation
Chapter 4: The Ebert Effect
Chapter 5: The First Cornerstone: Clarity
Chapter 6: The Second Cornerstone: Creativity
Chapter 7: The Third Cornerstone: Communication
Chapter 8: The Fourth Cornerstone: Customer-
Experience Focus
Chapter 9: Different Is Better
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There are three destroyers of differentiation which are:
Collapse of Distinction
Familiarity
BreedsComplacency
Incremental
Advances
New
Competitors
CHAPTER 1: HOW DID WE GET IN THIS MESS?
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a) Capitalistic system should produce a competitive
situation where we have to continually improve and
provide more compelling reason for customer to do
business with us.
b) Problem..Competing against each other rather than
focus on customer.
c) Executing evolutionary advancement rather than therevolutionary ones that true differentiation requires.
1.Incremental Advancement
d) During economy recession we tend to provide less of
what our customer really want even as our
competition does exactly the same thing we are
doing.
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In most cases, customers
choose the new and
differentiated option. Which
often resulted in the failure
of the non-differentiated
competitor.
3. Familiarity
Breeds and
Complacency
2. Dynamic
NewCompetition
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a) When we have become familiar
with something and it is
boundlessly available we do notscorn it, hate it, hold it in
contempt.
b) When we take something for
granted we no longer play asactive a part in its growth and
cultivation.
c) When that happens in regards to
a personal and professionalrelationship, it often means that
the association dies for lack of
attention.
3. Familiarity
Breeds and
Complacency
2. Dynamic
NewCompetition
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a) The three destroyers (incremental advances, new competitors,familiarity breeds complacency) of differentiation has an impact
that is not limited to corporations.
b) The destructive impact is also encountered by individual
professional trying to survive and thrive in their careers.
c) No matter your occupation, you are threaten by the impact of the
collapse of distinction.
d) This problem has created by the three destroyers ofdifferentiation.
CHAPTER 2: WHY DONT LIKE MY WORK ANYMORE?
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a) Make a difference for yourselfand organization by creating a
difference. The three level of
business differentiation are:
Sameness
(customers fundamentalityindistinguishable from your
competition)
Differentiation
(need to be different fromother competitors)
Distinctions
(your are the primary provider
in the field)
b) There are three generate
strategies to createdifferentiation namely,
product, price and
service
(Micheal Porters).
CHAPTER 3: THE AVENUES OF DIFFERENTIATION
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a) Creating differentiation doesn't mean you have to change
everything and become completely unique from your
competition.
b) It means you must create small, solid point that arerecognizable as different and important from the
customers perceptive.
c) There are four cornerstones must be implemented in
specific order to create distinction. There are clarity,
creativity, communication and customer experience focus.
CHAPTER 4: THE EBERT EFFECT
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a)
Clarity means that you are precise about who you are and
just as exact about who you are not.
b)
The process of creating clarity is through High Conceptprinciple. Consider this fundamental question to createHigh Concept:
What make your business differentbetter..uniquefrom your competition?
c) You cannot differentiate what you cannot define.
CHAPTER 5: THE FIRST CORNERSTONE: CLARITY
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CHAPTER 6: THE SECOND CORNERSTONE: CREATIVITY
a) Creativity without clarity is devoid of distinction.
b) There are three ideas for stimulating and steering
creativity..
Believe your are creative
Expose yourself to stimulus
Understand that creativity is synergistic
c) Creativity is congruent with clarity
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CHAPTER 7: THE THIRD CORNERSTONE:
COMMUNICATION
a) Distinction clearly cannot be built for an organization
or individual that cannot communicate.
b) We are the culture that love to hear and respond to
the convincing stories.
c) When customer know your story and find it convincing,it can create powerful result.
d) There are two critical elements of story telling:
i) Characters the people who inhabit your story,
and we whom the audience identifies.ii) Conflict the challenges that these people
encounter
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a) This characterization gets to hard of the differentbetween the culture Its who we are as opposed to theapproach What you do can easily change witheconomic fads or organizational whims.
b) There are three levels at which you interact with yourcustomer: processing, service and experience.
c) Customer service and the customer experience are NOTthe same.
d) If you are truly connected to your customer, thenproviding significant and distinct value through yourproduct and services and assisting clients in growing theirown result.
CHAPTER 8: THE FOURTH CORNERSTONE: CUSTOMER-
EXPERIENCE FOCUS
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a)
Because of the Three Destroyers of Differentitation, your jobfrom in organizational and an individual perspective is only
going to continue to increase in difficulty.
b)
However, if you start today to chart a fresh approach based on
the Four Cornerstones of Distinction you can begin to enhance
your organization while your nurture and grow yourself by:
i- create differentiation ii- build distinction
CHAPTER 9: DIFFERENT IS BETTER
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Focus on the customer, rather than being a weak copy of thecompetition. The author challenges the reader to ignore whatthe competition does, and be the best at creating distinctionin your own business.
Thousands of organizations, readers and audience membershave improved their profitability and enhanced their businessfrom Scott McKain's concepts.
Collapse of Distinction clearly shows you practical, powerful,
profitable steps to create a competitive advantage so you canout-market, out-sell and out-service competition.
-Dr. Tony Alessandra
LESSON LEARNT
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The book clarifies the all-important and all profitable strategy
to become different, become distinct, and become dominant inyour marketplace.
-Jeffery Gitomer
Unique perspective can be adapted to any business of any
size.
-Patricia Fripp
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Thank
You!
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