Becoming a Category of One
How Extraordinary Companies Transcend Commodity and Defy Comparison
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4.0 • 1 Rating
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- £14.99
Publisher Description
A revised and updated edition of the bestselling "no-nonsense guide to beating the competition."-Publisher's Weekly
Becoming a Category of One reveals how extraordinary companies do what they do so well and gives you the tools and ideas to help your business emulate their success. Packed with real case studies and personal reflections from successful business leaders, it helps you apply the best practices of the best companies to set yourself apart from your competitors and turn your business into a market leader.
Whether you run a multinational corporation or a two-person start-up company, the lessons you'll find here apply to any business. This Second Edition includes a new chapter on "tie breakers," updated examples of today's category of one companies, and special contributions from business experts, bestselling authors, and CEOs on the future category of one business.
Revised and updated to remain relevant to today's market conditions and new innovations A new edition of the bestselling title from the author of Indispensable and Work Like You're Showing Off Today's struggling economy puts even greater importance on the theory and practice of business differentiation This edition includes 20 percent new material; if you liked the original edition, you'll love this new Second Edition Reliable, proven advice that works for businesses of any size in any industry
Now more than ever, you have to differentiate your business from the competition to succeed. Becoming a Category of One gives you the blueprint for building your own extraordinary business.
PUBLISHERS WEEKLY
In this no-nonsense guide to beating the competition, Calloway, a branding and competitive positioning consultant with clients like BMW and IBM, offers hope to companies confronting a constantly changing and increasingly competitive marketplace. Success, he says, lies in distinguishing yourself from others and forging emotional connections with customers. Before you do anything else, Calloway says, you must answer the question, "Who are you?" unambiguously and with fervor. If your response is vague and uninspiring, Calloway predicts failure, since a lame answer signals lack of vision, focus and commitment, elements he considers essential just to be in the running. An advocate of corporate language that reinforces company identity and motivates employees, Calloway shuns empty slogans and fashionable buzzwords. He snappily makes his point by asking what would have happened if Martin Luther King Jr. had proclaimed, "I Have a Strategic Plan" instead of "I Have a Dream." In no uncertain terms, he asserts companies must pay close attention to each customer and focus marketing on individuals, not abstract demographics. Anyone spacing out while Calloway exhorts innovation and hard work to connect with the customer base in ways that Starbucks, Southwest Airlines and others have will hop to when he has a hypothetical customer ask, "Why should I do business with you?" A company without a compelling answer, Calloway believes, will see the customer go elsewhere. But Calloway emphasizes triumph is possible with disciplined application and provides case studies, interviews and anecdotes illustrating successful approaches for earning customer loyalty and for setting businesses apart in their fields.
