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Is Your Enterprise Incomparable?

by Ken Vincent, Featured Contributor

THE folks at Webster define that as beyond compare.  Matchless.  Is that your business?  Who says that is so?

You make widgets.  What makes your widget better that a competitor’s widget?  Why should I believe it is?  Because your advertising says so?  Gee, I wonder who wrote that?

th-1You provide a service.  What do you provide that isn’t available down the street?  Am I to believe your service is better because of what someone wrote on a social site?  A person I never heard of, and may be your doting Aunt Martha, or the banker you owe a lot of money to.

You are a consultant, coach, trainer and I should believe you have a well of wisdom that no one else can dip their bucket into?

In today’s super competitive market, a place that is changing with unprecedented speed, you had better be incomparable or getting close.  A “me too” business just isn’t good enough today.

I see people setting themselves up as consultants with one or two years of experience and a sheepskin.  I just don’t take that very seriously.  A new IT program that does everything except shine your shoes.  Right.  Even if true there will be a newer better version next month, so why buy this one?

What makes a venture incomparable?  Engaged employees with fine tuned skill sets that are highly motivated?  Not really.  Of course that is a basic foundation, but your competitor either has that or is well on his/her way to getting there.

So what are you doing to make your venture incomparable?  What really sets you apart from your competition?  Do you have the drive, determination, vision, and financial strength to find your way through this stormy landscape that must end in being incomparable?  What can any business do today to get a step closer to that utopia?


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Ken Vincent
Ken Vincenthttp://sbpra.com/KennethVincent/
KEN is a 46 year veteran hotelier and entrepreneur. Formerly owned two hotels, an advertising agency, a wholesale tour company, a POS company, a leasing company, and a hotel management company. The hotels included chain owned, franchises, and independents. They ranged in type from small luxury inns, to limited service properties, to large convention hotels and resorts. After retiring he authored a book, “So Many Hotels, So Little Time” in which he relates what life is like behind the scenes for a hotel manager. Ken operated more that 100 hotels and resorts in the US and Caribbean and formed eight companies. He is a firm believer that senior management should share their knowledge and experience with the next generation of management.

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