You can't differentiate your brand by using what's expected.
Let me explain with an example.
Go to 20 management consultancy firm websites.
You'll see that they claim to be different by providing high-quality work.
Or by bragging about years of experience.
Go to 20 CRM software websites.
You'll see that they claim to be different by providing pipeline tracking or email integration.
But here's the problem.
These are expected by buyers.
All management consultancy firms are expected to deliver quality work or have industry experience.
All CRM software is expected to provide pipeline tracking and integrations with other tools.
So these are not differentiators - but bare minimum factors to compete in these categories.
Kevin Keller calls these factors points of parity.
The only exception to using a parity point as a differentiator is by taking it to the extreme. Like Domino's "30-min or free" for delivery, or The Ritz-Carlton's $2,000 budget per employee for customer satisfaction.
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 consultancy firm that has no experience?
Who would use a CRM that doesn't allow opportunity tracking or have integrations with other tools?
These are given.
But most B2B brands 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.
