Much of what I espouse about strategic marketing, market dominance and differentiation applies to many types of B2B companies, but the sector I’ve studied most closely and with which I’ve had the most direct experience is the business solutions ecosystem selling to large and medium-sized enterprises. In information technology sectors alone, this is more than a $3 trillion ecosystem employing over 20 million people worldwide (sources: Gartner, Software Magazine, IDC – probably a conservative estimate that excludes many emerging companies and subsectors). It includes:
- IT services and technology service providers
- Systems integrators
- Enterprise software companies
- Enterprise cloud/software-as-a-service (Saas) providers
- Computing and telecommunications hardware and equipment providers
- Telecommunications service providers selling to businesses
- Business solution providers
- Management consulting firms
- Business process outsourcing providers (e.g., payroll processing, accounts receivable)
What they have in common is that they sell intangibles. Customers can’t see, touch or experience these companies’ offerings. Customers have to buy on faith. They can only evaluate whether they got what they wanted and whether it was worth the price after they’ve bought and implemented the offering. Customers are evaluating promises and reputations during the buying process as opposed to evaluating tangible products.
There is another $1 trillion+ market with a similar issue. It includes:
- Advertising, public relations, marketing and market research firms
- Non-technology professional services firms, such as law, architecture, construction, engineering, and other types of management consulting
- Other business services
In addition, there is an emerging population of companies in cleantech/energy and life sciences that sell business-to-business services and solutions, as opposed to straight products.
Every company in existence needs to differentiate itself in the face of competition, but the invisible nature of services and solutions makes differentiation exceptionally challenging. The good news is that there is a relatively straightforward way to clearly differentiate one’s offerings in a crowded services market – I’ll be covering that soon. However, first it’s useful to understand what “differentiation” really means for a services company: Be truly unique. Don’t just take my word for it. See what leading management gurus have to say.