K is for KSP

I remember once having a lively debate with a colleague about whether our online portal was a unique selling proposition (USP). He was firmly of the belief that it was a USP, but my argument was that it was not at all unique which is to say, not one of its kind nor unlike anything else.

The portal itself was very sophisticated, allowing engineers to log in, complete documentation and site notes within a secure digital space whilst on-site.

Customers benefitted from being empowered to manage their own accounts securely and online where they could book an air conditioning service and manage their own documents.

Whilst this was an incredibly useful and beneficial service offering to accompany the HVAC (heating, ventilation, and air conditioning) installation and servicing team, such technology exists in similar guises throughout a wide variety of sectors and industries. Therefore, not being unique.

My thought was that this online application was more a key selling point (KSP), meaning that whilst not unique, it was a very important and useful addition to the overall service offering and well worth discussing and marketing as part of a sales pitch.

I think USPs are quite difficult to develop and deliver whereas a range of relevant and meaningful key selling points are easier to communicate and convince.

However, unique selling propositions are not impossible. As an example, people are unique. I remember somebody once telling me she thought that I was unique and special.

Admittedly, I did not understand at the time why she thought and felt this way but think it had something to do with my way of blue-sky thinking, creativity, passion, and open-mindedness.

Obviously, all humans are unique, and the world would be a boring place if we were all the same!

Within my interactions with Innovate UK, one important ground rule is for us all to celebrate difference because by sharing and combining our differences allows for some amazing, forward thinking, and innovative ideas to be born.

So, innovation comes to my mind because a genuine innovation is unique and different and with the right chemistry, mindset, and creativity, we can develop something completely new.

Whilst people themselves may not be an organisation’s USP, it is the product or services they develop that have the potential to be so.

Having said this, humans are without a doubt an organisations greatest asset, because without them, innovation and uniqueness will neither thrive nor survive.

As an SME manufacturer, I can think of a plethora of key selling points my organisation can communicate, such as; next UK working day delivery if ordered online before 10.00pm, timely delivery, high quality product, on-site while you wait product manufacture, specific technical knowledge, extensive product portfolio, industry legislation and safety compliant, accredited, supply chain buying power, five ways to buy – online – trade counter – telephone – submission form / email – account manager, etc.

I could go on and on! These things are certainly important and do make for effective key selling points but are not necessarily unique. I am sure many B2B companies of a similar ilk can and do say similar.

When thinking about being unique, I start conceptualising a push-pull strategy.

When it comes to ‘off the shelf’ industry standard ‘widgets’, it is important to have stock and availability and the ability to effectively fulfil supply and demand requirements more effectively than competitors.

Marketing here is focussed on communicating availability of a commonly required product, where and how to buy and how quickly it will be received. This is a pull strategy.

To be unique, something special and different must be offered. A product to solve an issue nobody knew they had until you come along and point out a problem and even better… You have developed the solution on their behalf!

A push strategy.

In 2021, I felt honoured to pick up an award on behalf of my company for innovation in engineering and manufacturing.

The engineering team had identified a series of historical mechanical problems with train fleets which had always caused problems regarding performance and reliability yet, had never been considered or addressed.

Rather than simply replace like-for-like worn and failed parts as is common practice throughout the supply chain, the team designed, engineered, and manufactured a completely new and never seen before system to help reduce downtime and increase efficiency to the UK rail network.

A unique and innovative product design which addressed and resolved a very specific problem in a way which had never been thought about, seen, or done before.

A push strategy with an incredibly compelling unique selling proposition, backed up with a vast list of key selling points.

After considering how this mechanical marvel helps to keep a train moving, I devised the following strapline:

"Innovation in Motion"

Empathy with customer wants and pains, the ability to solve the problem and communicate how this can be done are all important here.

It is a good idea to think what makes you important to your customers (KSP) but even more, what makes you different, unique and special (USP).

Consciously decide whether your marketing activity is empowering an audience to ‘pull’ existing products from you or if you are innovating to solve problems which can be ‘pushed’ to a market segment.