You can’t differentiate your brand by using what’s expected.
Let me explain with an example.
Go to 20 management consulting firm websites.
You’ll see that they claim to be different by providing high-quality work.
Or by bragging about years of experience.
But here’s the problem.
These are expected by buyers.
All management consultancy firms are expected to deliver quality work or have industry experience.
So these are not differentiators — but bare minimum factors to compete in these categories.
Kevin Keller calls these factors points of parity.
Points of parity get you considered by buyers in a category.
If you lack them, you don’t even get to participate in the race.
Who would work with a management consulting firm that has no experience or provides poor client service?
These are given.
But most consulting firms confuse points of parity with differentiators.
They claim they are different by using what’s expected of everybody.
So buyers might consider them — but they wouldn’t choose them.
Because there is no clear difference.
It’s like a car brand saying: “Our cars have five seats.”
It’s the bare minimum to consider that car.
But not a reason to buy it.
To stand out among alternatives, you need points of difference.
A set of differences that separates you from similar companies.
Some examples from our Profit-Led Branding Framework:
So think about your firm.
How do you claim you are different?
If everyone in your category could say the same things — that’s parity.
If only you could say it — that’s differentiation.
Remember.
Differentiation based on points of parity is an illusion.
Because you are telling buyers your car has five seats.
So your messaging might make buyers consider you.
But it won’t make them choose you.
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