Stand Out and Move Up

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PRESENTATION OUTLINE


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ABOUT THE AUTHOR


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THE AUTHOR SCOTT MCKAIN

Scott McKain is a business leader, bestselling author, and Hall of Fameprofessional speaker.

Scott's latest book, "The Collapse of Distinction: Stand Out and Move Up

While Your Competition Fails" reached the no 1 spot on Amazon.com list of

Customer Service Bestsellers.

Formerly served as Vice Chairman of Obsidian Enterprises, a dynamic holding

company that was named one of the "fastest growing companies" in America.

He is also the Co-founder and Principal of The Value Added Institute, a think-

tank that explores the role of the customer experience in creating lifelong

client loyalty.

He has been honored with induction into the "Professional Speakers Hall of

Fame" and is a member of the "Speakers Roundtable," an elite group of

twenty business speakers considered by many to be among the best in the

world.


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Published: March

31, 2009

Format: 250 pages

Publisher: Thomas

Nelson, Inc

STAND OUT

AND MOVE

UP whileyour

competitionfails

PUBLISHER


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SYNOPSIS

Best selling author Scott McKain in his brilliant and business saving book Collapseof Distinction: Stand out and move up while your competition fails, said"Being

different, standing out, getting noticed in a sea of sameness is vital to an

organization's sustained growth and profitability". The author takes the familiar

concepts of differentiation and customer service to an entirely new level that

create the power of being truly distinctive in the marketplace.

Scott McKain applies the fundamental, yet absolutely crucial, business lessons

learned from success and failure of business in his hometown in rural Indiana. He

added to those truths through his years of experience in consulting to major

corporations. The lessons he gleaned from companies large and small were

simple yet powerful.

Businesses, over time, tend to become less distinctive, and follow strategies that

stress incremental change based on the actions of their competitors. Instead, the

author says the focus should be on creating a distinctive and unique experience

for the customer. By creating and enhancing that distinction, what the

competitors choose to do is not important.


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SUMMARY BY CHAPTERS

Chapter 1 : How Did We Get in This Mess?

Chapter 2: Why Dont Like My Work Anymore?

Chapter 3: The Avenues of Differentiation

Chapter 4: The Ebert Effect

Chapter 5: The First Cornerstone: Clarity

Chapter 6: The Second Cornerstone: Creativity

Chapter 7: The Third Cornerstone: Communication

Chapter 8: The Fourth Cornerstone: Customer-

Experience Focus

Chapter 9: Different Is Better


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There are three destroyers of differentiation which are:

Collapse of Distinction

Familiarity

BreedsComplacency

Incremental

Advances

New

Competitors

CHAPTER 1: HOW DID WE GET IN THIS MESS?


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a) Capitalistic system should produce a competitive

situation where we have to continually improve and

provide more compelling reason for customer to do

business with us.

b) Problem..Competing against each other rather than

focus on customer.

c) Executing evolutionary advancement rather than therevolutionary ones that true differentiation requires.

1.Incremental Advancement

d) During economy recession we tend to provide less of

what our customer really want even as our

competition does exactly the same thing we are

doing.


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In most cases, customers

choose the new and

differentiated option. Which

often resulted in the failure

of the non-differentiated

competitor.

3. Familiarity

Breeds and

Complacency

2. Dynamic

NewCompetition


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a) When we have become familiar

with something and it is

boundlessly available we do notscorn it, hate it, hold it in

contempt.

b) When we take something for

granted we no longer play asactive a part in its growth and

cultivation.

c) When that happens in regards to

a personal and professionalrelationship, it often means that

the association dies for lack of

attention.

3. Familiarity

Breeds and

Complacency

2. Dynamic

NewCompetition


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a) The three destroyers (incremental advances, new competitors,familiarity breeds complacency) of differentiation has an impact

that is not limited to corporations.

b) The destructive impact is also encountered by individual

professional trying to survive and thrive in their careers.

c) No matter your occupation, you are threaten by the impact of the

collapse of distinction.

d) This problem has created by the three destroyers ofdifferentiation.

CHAPTER 2: WHY DONT LIKE MY WORK ANYMORE?


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a) Make a difference for yourselfand organization by creating a

difference. The three level of

business differentiation are:

Sameness

(customers fundamentalityindistinguishable from your

competition)

Differentiation

(need to be different fromother competitors)

Distinctions

(your are the primary provider

in the field)

b) There are three generate

strategies to createdifferentiation namely,

product, price and

service

(Micheal Porters).

CHAPTER 3: THE AVENUES OF DIFFERENTIATION


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a) Creating differentiation doesn't mean you have to change

everything and become completely unique from your

competition.

b) It means you must create small, solid point that arerecognizable as different and important from the

customers perceptive.

c) There are four cornerstones must be implemented in

specific order to create distinction. There are clarity,

creativity, communication and customer experience focus.

CHAPTER 4: THE EBERT EFFECT


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a)

Clarity means that you are precise about who you are and

just as exact about who you are not.

b)

The process of creating clarity is through High Conceptprinciple. Consider this fundamental question to createHigh Concept:

What make your business differentbetter..uniquefrom your competition?

c) You cannot differentiate what you cannot define.

CHAPTER 5: THE FIRST CORNERSTONE: CLARITY


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CHAPTER 6: THE SECOND CORNERSTONE: CREATIVITY

a) Creativity without clarity is devoid of distinction.

b) There are three ideas for stimulating and steering

creativity..

Believe your are creative

Expose yourself to stimulus

Understand that creativity is synergistic

c) Creativity is congruent with clarity


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CHAPTER 7: THE THIRD CORNERSTONE:

COMMUNICATION

a) Distinction clearly cannot be built for an organization

or individual that cannot communicate.

b) We are the culture that love to hear and respond to

the convincing stories.

c) When customer know your story and find it convincing,it can create powerful result.

d) There are two critical elements of story telling:

i) Characters the people who inhabit your story,

and we whom the audience identifies.ii) Conflict the challenges that these people

encounter


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a) This characterization gets to hard of the differentbetween the culture Its who we are as opposed to theapproach What you do can easily change witheconomic fads or organizational whims.

b) There are three levels at which you interact with yourcustomer: processing, service and experience.

c) Customer service and the customer experience are NOTthe same.

d) If you are truly connected to your customer, thenproviding significant and distinct value through yourproduct and services and assisting clients in growing theirown result.

CHAPTER 8: THE FOURTH CORNERSTONE: CUSTOMER-

EXPERIENCE FOCUS


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a)

Because of the Three Destroyers of Differentitation, your jobfrom in organizational and an individual perspective is only

going to continue to increase in difficulty.

b)

However, if you start today to chart a fresh approach based on

the Four Cornerstones of Distinction you can begin to enhance

your organization while your nurture and grow yourself by:

i- create differentiation ii- build distinction

CHAPTER 9: DIFFERENT IS BETTER


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Focus on the customer, rather than being a weak copy of thecompetition. The author challenges the reader to ignore whatthe competition does, and be the best at creating distinctionin your own business.

Thousands of organizations, readers and audience membershave improved their profitability and enhanced their businessfrom Scott McKain's concepts.

Collapse of Distinction clearly shows you practical, powerful,

profitable steps to create a competitive advantage so you canout-market, out-sell and out-service competition.

-Dr. Tony Alessandra

LESSON LEARNT


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The book clarifies the all-important and all profitable strategy

to become different, become distinct, and become dominant inyour marketplace.

-Jeffery Gitomer

Unique perspective can be adapted to any business of any

size.

-Patricia Fripp


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Thank

You!

Stand Out and Move Up

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