Be Different or Be Dead

About the Author

Roy Osing, a leading senior executive in the Canadian telecommunications industry, has made a mark as a business consultant and educator over a distinguished career spanning more than three decades. Having served as the Chief Marketing Officer at TELUS and the President of TELUS Advanced Communications, Osing brings a wealth of real-world experience to the table. Currently, he is the president and CEO of Brilliance for Business, a consulting firm. His book "Be Different or Be Dead: Your Business Survival Guide" encapsulates his insights and strategies on creating a competitive edge in the marketplace.

Main Idea

"Be Different or Be Dead" is a clarion call for businesses to distinguish themselves in an increasingly competitive market. Osing argues that businesses must create unique value propositions that set them apart from competitors. Drawing from his extensive experience, Osing presents practical strategies to help organizations innovate, stay relevant, and ultimately survive in a volatile business environment.

Table of Contents

• Introduction
• Be Different Strategic Imperative
• Momentum Management
• Long-Term Sustainability
• Be Different Business Strategy
• Execution and Accountability Plan
• Customerized Marketing
• Serving Customers
• Sales Strategies
• Conclusion: What's Next?

Introduction

In the introduction, Osing sets the stage by emphasizing the necessity of being distinctive in today's marketplace. He underscores the harsh reality that businesses failing to stand out will eventually succumb to competition and market pressures. This book is a guide to help businesses navigate these challenges and thrive.

Be Different Strategic Imperative

The "Be Different" strategic imperative is based on the reality that most organizations operate in a world of unpredictability, constantly challenged by random events that test their viability. To succeed, businesses must develop strategies that are flexible and adaptable to these changing dynamics.

"In today's volatile environment, random external events challenge the traditional techniques used to manage them." – Roy Osing

Osing advises against relying solely on traditional forecasting tools, which may fail in the face of unexpected events. Instead, he advocates for momentum management and learning from the past to apply those lessons to future scenarios.

Momentum Management

Momentum management involves recognizing that the future will not simply be an extension of the past. Successful organizations understand the need to introduce new ideas, concepts, and tools to prevent organizational decline.

"You simply cannot assume that the future will be an extension of the past. The only thing we can count on is facing uncertainty at an accelerating pace." – Roy Osing

Osing stresses the importance of learning from past successes and failures and applying that knowledge to navigate future uncertainties effectively.

Long-Term Sustainability

Osing identifies key external factors that challenge business success and long-term sustainability, including increasingly demanding customers, intense competition, and rapid technological changes.

"Customers today have more choices available to them than ever before, provided by a glut of suppliers in the marketplace." – Roy Osing

He explains that businesses must adapt to these challenges by developing unique value propositions that resonate with customers and stand out from the competition.

Be Different Business Strategy

To develop a "Be Different" strategy, Osing suggests looking at every aspect of the organization to find areas for differentiation. This includes creating a unique business strategy that guides all other activities within the organization.

"If your business strategy is different, everything that flows from that strategy will reflect that difference and your chances for survival and success improve exponentially." – Roy Osing

Osing introduces the concept of a Strategic Game Plan, which involves answering three fundamental questions: How big do you want to be? Who do you want to serve? How will you compete and win?

Execution and Accountability Plan

Once a strategic game plan is developed, the next step is to create an execution and accountability plan. This plan outlines the key actions needed to deliver the strategy, sets timelines, and assigns responsibilities.

"Execution is where the real game is won or lost." – Roy Osing

Osing emphasizes the importance of having a clear execution plan and regularly reviewing progress to ensure that the strategy is being effectively implemented.

Customerized Marketing

To stand out in the marketplace, Osing advocates for customerized marketing, which involves shifting the focus from broad market segments to creating tailored offers for small groups of customers.

"Customerization involves a fundamental shift in emphasis from developing products for broad market segments to creating packaged offers for small groups of customers." – Roy Osing

He outlines a customerized marketing operating model that includes understanding the customer, creating customer value, delivering customer value, and maximizing customer value.

Serving Customers

Osing distinguishes between traditional customer service and serving customers. Serving customers places them at the center, with the company responding to their expectations rather than dictating the service they receive.

"Serving the customer places the customer – not the company – in the control position." – Roy Osing

He explains that this approach fosters customer loyalty and satisfaction by addressing individual needs and providing a personalized service experience.

Sales Strategies

In the realm of sales, Osing emphasizes the importance of building relationships rather than just pushing products. He argues that meaningful customer relationships lead to long-term success and loyalty.

"Focus all efforts on building strong relationships with your chosen customers. Trust that sales will follow from this approach." – Roy Osing

He provides practical tips for salespeople to build trust and relationships, such as showing honest concern for customers, getting to know them, and actively listening to their needs.

Conclusion: What's Next?

In the conclusion, Osing encourages businesses to take up the "Be Different" theme and start implementing changes immediately. He advises starting with small, impactful actions and building momentum from there.

"Pick a few things that you believe will have the most impact on delivering your strategy and execute them with passion!" – Roy Osing

Osing stresses that creating a culture of innovation and differentiation requires persistent effort and strong leadership. Over time, the passionate actions of individuals will infect the organization, creating a sustainable new momentum.