"the secret of business is to know something that nobody else konws-stand out in the market"
Reading:
1. Greek shipping magnate Aristole Onasssis recommended,they need to "know something that nobody else knows" in order to stand out the competition.
1933, U.S. economist Edward Chamberlin's theory of monopolistic (垄断的) competition describes differentiation as a means for a company to charge more for its products or services by distinguishing (区分) them from the competition.
2.The concept （unique selling proposition） was developed by US advertising executive Rosser Reeves in the 1940s to represent the key point（表明某一观点） of dramatic difference （巨大差异）that makes a product salable （卖得动）at a price higher than rival products.
With functional uniqueness being so elusive, marketing guru Philip Kotler suggested that companies focus instead on an Emotional Selling Proposition (ESP).
The products’ differences are, however, magnified in the perception of the consumer through marketing and the power of branding—uniqueness is achieved through brand imagery, promotion, and sponsorship.
3. Different but the same
Paradoxically, familiarity can also be a source of differentiation.
The entire McDonald's organization revolves （反复出现）around providing almost identical (一模一样的) fast-food products, with the same service, in identical restaurants the world over.
This familiarity differentiates McDonald's from unknown local offerings.
Because in China, if you go to other coffee shops, the result is quite unexpected, sometimes this is very good, sometimes this is really really bad. But if you go to Starbucks, it is expectedly low quality.
And from other global competitors who cannot maintain the same degree of consistency (一致性) across their operating territories (领土).
麦当劳，星巴克的标准化成为了他们的差异化。让不了解地域的人首先选择他们。
那么所有大企业是否需要标准化呢？
4.Whether in features and functionality, brand image, service, process, speed, or convenience, uniqueness must be established and communicated for a company and its offerings to stand out in the market. The key to longlasting success is making that differentiation sustainable.
Anything if you want to do, you need to control the market, you need to overtake the monopoly. Otherwise, there will be no sustainable (可持续发展的) profits.
Lesson:
1.differentiation 差异化
从竞争的战略来讲，一般分为三大类：
1.cost-leading and pricing advantage 成本领先导致的价格优势 （imitator） 可持续性不强
2.differentiation 差异化 （苹果macpro 卖给设计，音乐时尚的人）（leader/trendsetter) （迅速扩张中，差异性自然而然被妥协掉）
3.Networking 网络化 价值网，行业生态
Ecosystem：一方面更多的消费者选择我的产品，另一方面每一个品牌保存他之前的差异化定位。
Coke
不断收购品牌。果汁，矿泉水等等
用资本模式对新兴品牌进行投资或者直接控股的模式，我原来的品牌就变成大众品牌了，但是我采用不管从资本的角度还是运营的角度，我去找这个新品，我自己不去做这个品牌。但是我一定要在新的品牌中去谋篇布局，放下一个重要的棋子。
品牌做到一定程度的时候也会出现边际效应，就是如果你要做大量的差异化，而且你也希望把你的受众越做越大，其实在某一个边界的时候你就会发现这个品牌不一定能够做大了。因为一旦做大了，他很有可能牺牲她之前定位差异化。
2.市场划分三类：
1.Perfect Competition Market/Fully Competitive Market
完全竞争市场，买卖双方非常自由的进入和退出，并且消费者有着所有选择的机会。
Most markets are increasing global,incresingly crowded and,therefore, increasingly competitive.(完全竞争市场）
2.Monolopy
垄断，供应商掌控完全话语权。
3.Oligopoly
寡头，几个比较的生产厂/供应商垄断市场。比如航空业Boeing，airbus
3.USP: unique selling proposition 独特的营销主张
提出者：Rosser Reeves ， advertising executive at New York advertising agency Ted Bates,inc
广告狂人： Mad Man protagonist: Rosser Reeves
Uniqueness
S curve (S曲线）
一家公司从差异化到溟然众人，其实是一个商业发展的规律，这就是S曲线。
1. 对新兴市场或者缝隙市场做出自己认为所需要的产品，带有了不同的文化，所以有了很多的竞争者，只有有了一到两家做的非常好，进行整合，到了第二个阶段。
2.两到三家，到了寡头的局面。
3.消费者已经觉得好像只有谁谁谁了，能不能有一个属于自己的，证明个人存在感的产品。又会变成碎片化市场，大家又开始各种各样的差异化了。
Idea: potential demands---needs---manufacture
The primary benefit (最首要的好处) of uniqueness, however it is achieved, is greater customer loyalty (客户忠诚度) and increased flexibility in pricing.
产品的持续盈利两个因素：
1. 重复的购买率（use frequency）（customer loyalty）
2.一次购买的单价（prime charge）
It justifies (变得合理）higher prices and protects profibility。
It-----USP
Few companies enjoy the monopoly privileges (垄断特权) afforded by market gaps.
To achieve success, especially in its early stages of growth, a company must stand out, . . .
越在早期，越需要USP！
大的时候，资本，人才，组织架构都有可能是进入到相对复杂，高门槛的行业，那个时候去做差异化不是那么的紧迫，但是对小的公司，如果不是特立独行，存活率是非常低的。
. . . which requires differentiation in product, service, process, or marketing.
差异化不是在一点上，而是在你的生产运营，销售，客户服务诸多流程上（value chain）都为这件事服务。
raw material extrction--selling--after-sales service
整个生产流程做出排序，这就是价值链
如果每个环节没有做到value adding，那么这个chain就应该被剔除掉。
Standing out is not limited to products or services — it can occur in any number of internal processes (内在环节) that translate into an improved customer experience.
匠人精神：别人看不到的地方努力，也就是在internal processes 地方努力
Swedish furniture retailer IKEA (宜家), for example, differentiates itself not only through contemporary design and low prices, but through the entire customer retail experience.
DIY - Do it yourself
The company's low prices are achieved, in part, through its self-picking (自选) and self-assembly (自装) retail model — the customer experience involves picking products from the company's vast showrooms and warehouses and then, once they have transported the goods home, assembling the furniture.
Even the way IKEA "guides" shoppers on a one-way, defined route through its showrooms is unique.
While this tactic (小把戏) encourages spontaneous (主动的) purchases, it also helps to reinforce (强化) IKEA's points of difference — customers are exposed to predesigned rooms and furniture layouts that emphasize the brand's contemporary style.
超市（生鲜，牛奶，两层），眼镜店（深度，等一等） 增加滞店时间
While this tactic (小把戏) encourages spontaneous (主动的) purchases, it also helps to reinforce (强化) IKEA's points of difference — customers are exposed to predesigned rooms and furniture layouts that emphasize the brand's contemporary style.
spontaneous purchases：例子，买了超市手扶电梯旁边的东西， 想买茶几，然后整套家具都买了。
干扰购买决策和调动购买欲望
Price is kept low since fewer store assistants are required to direct customers around the store.
除了流程的差异化，同时鼓励员工发挥自己的创造力，在每一个流程上做精益（lean 精益的）
Nespresso，口味便利都非常棒，那么他的周围的运营都要为这个卖点服务。除此之外，那么售后工作也要做好，消费者会和其他人一起喝咖啡，还可以建立客户俱乐部，社群的服务。
Crocs，摆设挂在墙面，设计独特，颜色众多，店员服务态度好。（crocs footwear 开始面对人群 Hippie）
Tune Hotels 服务到位，室内设计，价格适中
当你运营的每一个节点都是为了你的USP去做服务的时候，竞争对手是非常难拷贝你的。
But difference can be easily copied by competitors./ Enduring difference can only be maintained through a Unique Selling Proposition./Only then will companies truly stand out in the market.
何时不要差异化？
Differentiation is not so important when a company's products match the desires of the customer and do not overlap (重叠) with the competition.
4. Philip Kolter
His most famous book: Marketing Management
ESPs: Emotional Selling Propositions
（ BOOK: Marketing Insights from A to Z)
独特的卖点，什么样的东西叫做独特，经过这么多年市场经济发展，特别是现在市场不会出现某种产品的短缺，已经进入到物质及其丰富的时代，更多的消费者去买这个产品已经不完全是这个产品的功能，更多的是这个产品或者产品背后带来的情感触动！
In other words, that the task of marketing is to generate an emotional connection to the brand that is so strong that customers perceive difference from the competition.
By definition, not all products can be unique.
For example, while the design and functionality of Nike and Adidas sneakers (运动鞋) are distinct, the differences are so small that they amount to only a marginal difference (很小的区别) in performance.
Differentiation is costly (昂贵地), time consuming (耗时的), and difficult to achieve, and functional differences are quickly copied — "me-too" strategies (“你能做，我也能做” 策略) are commonplace.
Differentiation often does not remain a point of difference for long.
要时时刻刻创新！有一个差异化点不够，必须行程差异化矩阵。
除了利用很多管理的节点来做差异化系统外，还有什么方式做到呢？
With functional uniqueness being so elusive (遥不可及的), marketing guru (大师) Philip Kotler suggested that companies focus instead on an Emotional Selling Proposition (ESP).
USP的前提：人都是非常理性的（同等功能下我要买价格便宜的）
但是人也有感性的一面！所以ESP非常重要！
Such as :MUJI，锤子手机，友邻的文化衫， Adidas，Under Armour，Apple
Apple achieved differentiation in the fledgling (新兴的) digital-music (数字音乐) market by combining easy-to-use (易用的) software with well-designed hardware and a user interface (用户交互界面) that integrated the two.
The product itself — the iPod portable (随身携带的) music device — was functionally little different than existing MP3 players, but combined with the iTunes software to create a unique customer experience.
This experience is Apple's ESP, which the company promoted with its "Think Different" (与众不同) advertising campaign.
ESP是一个出奇的招数，守正的招数是把产品做好了，服务做好了。
Superdry：
One company that has achieved uniqueness is the British fashion label (厂牌) Superdry (极度干燥), which has grown to include more than 300 stores in Europe, Asia, North and South America, and South Africa.
Drawing a novel, international influence from Japanese graphics (图案) and vintage (复古的) Americana, combined with the values of British tailoring (剪裁), Superdry quickly established a strong position in the hypercompetitive (竞争极其激烈的) clothing market from its launch in 2004.
The business started life in university towns across the UK, a positioning that gave the brand a youthful appeal.
Despite limited advertising and abstaining（放弃） from celebrity endorsements (名人代言), Superdry's popularity rapidly grew.
The company's distinctive look (独特的外形) quickly caught the eyes of (吸引了...... 的目光) celebrities (a jacket worn by soccer player David Beckham became one of its best-selling products (爆品), and Beckham himself became an unofficial talisman (护身符) of the brand, providing free publicity.
Superdry focused on offering clothing which a fashionably tailored fit (非常贴身) and attention to detail (even down to garment stitching).
Worn by off-duty (下班的) office workers, students, sports stars, and celebrities alike, the brand was able to appeal to a broad customer base.
Most differentiation strategies involve targeting one segment of the market (缝隙市场); Superdry chose to target them all.
The brand's unique blend of fashion with ease of wear, comfort with style, and the presence of mysterious but meaningless Japanese writing, has proved a difficult mix for competitors to replicate (复制).
5.Although the risks might be high, differentiation is most effective when your products are popular, but overlap with those of the competition.
What your company does well
What the consumer wants
What your competitors do well
6.In a market in which rival companies promote the uniqueness of their products in ever-louder (比以前声音还要大的) and more complex ways, consumers have become increasingly savvy (精明的) when it comes to distinguishing reality from rhetoric (修辞).
While differences do not have to be tangible (可见的) — the evidence shows that an Emotional Selling Proposition (ESP) is often enough — the challenge for businesses is that points of differentiation do have to be genuine (真实的) and believable
市场当中ESP不少，但缺乏言行上的一致和坚持。
现在的物以稀为贵中的“稀”不是产品功能的短缺，而是说踏踏实实做商业的精神的缺失。
Developing an emotional connection with the customer requires that the differentiation is understood and consistently delivered throughout the organization.
如何让消费者感知到你的情感连结呢？必须要求在整个差异化过程中不仅内部清楚，而且要不断沟通给消费者，让消费者能够理解，并且在你的整个组织框架之内，一致的进行传达。
Well-defined core principles that celebrate (自豪地说) a company's uniqueness should inform the customer experience at every point of contact.
Difference has to be believable, and it is only believable if it is dependable.
7. Once established, uniqueness — whether functional or emotional — requires nurturing (呵护) and protecting.
Standing out from the crowd is a constant battle (持续的斗争) that is fought in the hearts and minds of the company's staff, as well as customers.
心理，意识上要紧绷，要把消费者拉到自己阵营，而不只是消费！
As legal clashes (冲突) between rivals — such as Apple and Samsung — demonstrate, uniqueness might also have to be contested in the courtroom (法庭).
（legal）不仅是科技公司，医药公司也是
Every industry has leaders and follower — what separates them is that the leaders are usually those with the most defensible points of differentiation.
redefine the industry
If you are a flag, you should go ahead and advance against the wind.
人无我有，人有我优，人优我精，人精我化。
Whether in features and functionality, brand image (品牌形象), service, process, speed, or convenience, uniqueness must be established and communicated for a company and its offerings to stand out in the market.
The key to long-lasting success is making that differentiation sustainable.
What your company does well, what the consumer wants, and what your competitors do well.
High scope for differentiation
Differentiation is not so important when a company's products match the desires of the customer and do not overlap (重叠) with the competition.
Although the risks might be high, differentiation is most effective when your products are popular, but overlap with those of the competition.
你公司做的好，你竞争对手也做的好，恰好呢做的好的地方不是消费者想要的。差异化前提，你要擅长做的是消费者要的部分。
消费者要的，你公司没做好，竞争者做得好。
你做的好，竞争者做的不好，肯定赚钱。
所以你必须要做的就是竞争对手做的好，你做的好，消费者想要的，这个时候你必须要和竞争者有差异。
Stand out in the market
US advertising executive Rosser Reeves (1910-1984) held the maxim (箴言) that an advertisement should show off the value of a product, not the cleverness of the copywriter (文案写手).
After a brief spell (一段时间) at the University of Virginia, from where he was expelled (开除) for drunken misconduct, Reeves worked as a journalist and then copywriter before joining advertising agency (广告公司) Ted Bates, Inc. in New York in 1940.
His exceptional talent saw him rise to become Chairman of the company in 1955.
He is credited with (受到褒奖) redefining television advertising and, among many others, for formulating slogans such as "It melts in your mouth, not in your hand" for chocolate confectionery (甜点的) brand M&Ms.
Reeves’s Unique Selling Proposition, first outlined in the 1940s, was described in his 1961 book Reality of Advertising.
Such was his impact on the advertising industry that his legacy lives on long after his death — his pioneering (先锋的) style of leadership was the inspiration for the lead character in US television series Mad Men.
香奈儿：In order to be irreplaceable (不可替代的) one must always be different.
8. Book： From Zero to One
Writer：Peter Thiel founder of the Paypal
Idea: Only monolopy generate profits
(只有垄断才能带来利益）
9.Theodore Levitt (美国经济学家)
There is no such thing as a commodity. All goods and services are differentiable. (没有什么事情叫作大众商品。所有的产品和所有的服务都是可被差异化的。)
成功的人往往把自己的成功解释为运气，而失败的人往往把自己的失败归宿于命运。
词组：
1.Equilibrium N.平衡点
2.supersede=replace
3.shipping magnate 船王 oil magnate 石油大亨
4.Flip-flop 夹脚拖鞋
5.frequent-flyer program 常旅客卡项目 飞机一般留住客户的方法
6.guard ...from 替..守卫
7.Nostalgia (怀旧之情)
8.Emotional connection (情感连接)
9.Marketing strategy (市场营销行为)
10.Compressor (紧身衣)
11. Fit (紧致的)
12.Never break down (永不妥协)
13.Make everyday count (让每天都算数)
14.Never lose (永不认输)
15.Fledge (羽翼丰满)
16.label/brand/company 尤其是时尚领域的
17.Hoody (套头衫)
18.Jean (牛仔裤)
19.The world over - All of the world
20.Recap (总结)
21.Local gourmet or local cuisine (当地美食)
22.Chain store (连锁店)
23.Contamination (污染)
24.Public relations (公关).
25.Intellectual property (知识产权)
26.First mover (先发优势)
Something：
1.信息优势，要对市场的了解比别人更加的深刻，或者你能够拿到别人拿不到的信息资源行程信息垄断或者信息优势。
2.垄断有很多附加因素在里面的：比如说我不能垄断全国的市场，但是至少我在某一个区域我是垄断的，比如说这是一个全品市场（full range），比如各种各样电脑，全部垄断我做不到，但是我能在设计上做到垄断（例如苹果），所以呢关键在于定位市场的大小，如果市场非常广泛，想要做到垄断可能性基本为零，但是如果从缝隙市场，不管从地理位置，或者针对特殊的消费者群体某一个功能产品，你要做到垄断，这是有可能发生的。
关键：缝隙市场中进行垄断！
垄断不但在自身产品质量的绝对保障下，还需要独特的营销主张，也需要在情感营销方面进行投入。
但是垄断也会因为自己的不断扩张而失去自己的差异化，所以这个时候需要建立自己的生态圈，同时也在内部过程上不断的升级，要保持价值链的每个链接都是都是增值状态。
你在什么行业，你是自己创业还是在公司上班？如果在创业你应该思考自己所做的可替代性如何？你是否有信息优势？你是否是从更高的视角分析事情？有独特的消费运营主张？你是否能把控消费者的消费情感？你该往那个方向去进行垄断，如果你在这个方面垄断了，别人模仿和赶超需要多少的时间？如何做到让他人无法赶超或者说短时间内无法赶超？
如果在上班，你觉得自己岗位上的工作你能做出什么样的创新，你觉得如何创造自己的核心价值力，如何去获得最新的行业消息，如何做到把你所做的变得独特，如何把控消费者的消费情感，如何实现自我价值的“垄断性”。
从自身来看：当发生或者已经在这种环境下的时候，我们可以杜绝这样的话 “前面的人已经做了很好了啊，我真的想不出来怎么样才能更好了”，想不出来就先做，慢慢积累，定期反思，总会有所收获，也许收获很小，但是要相信 “千里之提溃于蚁穴”的，同时要加强自己的人际关系建设，去认识行业前端的人，同时要增加自己各方面的学识，去判断信息的价值性，同时加上每天反思自己岗位工作，自己所做内容，其他岗位都是否做到了独特性？是否可以涉及到其他的领域，并进行整合？如果没有怎么改善？有些东西不是一天两天就能有结果的，但是不做是不可能有的。
今日感悟：
第二遍学习，感觉是熟悉但不细致，大概的知识点都能够掌握，也能大致把几个市场大致分析一下，完全市场，垄断市场，寡头市场，更加细致的去想的话是会去思考每个市场的适用产业以及为什么。个人感觉的话完全市场比较适合传统产业，因为技术性很低，当然觉得服务产业也有一部分是完全市场，但是现在的服务产业层次太多，低的是完全市场，高的就是垄断市场（有可能比较片面）。垄断和寡头一般就是高科技产业了。
想去竞争，先去看看整套思路下来什么是可以百分之百优胜对手的，或者至少先百分之七八十吧，因为怕太晚错过机遇，剩下的慢慢补。当然在现在这个信息时代，你想整个庞大系统都垄断几乎是不可能的，所以多花点心思在一个节点上，一个点的突破也许就是能维持公司继续存在的原因。
今日感悟：
独特营销就想到自己所在公司的变革，做的教育，但是主张是科技推动教育，为什么说提供这样的观点，应该就是打造自己独特的点，首先让受教育的人变得便利；其次让所有的办公变得便利，促进老师和家长的亲密度；第三，做一些有竞争力的教育产品，使得消费者脱离的“代价”加大；第四，快速的掌握最新的教育趋势，以及结合现在受教育者的即时需求。那么为什么会进行这样的变革，就是说看到别人看不到的信息，为未来的大发展进行布局，走在他人的前面，求的企业的长远发展。
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