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Every successful strategy is about differentiation, even the low-cost leadership strategy. "We can fly you to Genoa for less than our competitors." "At Auto City Sales, we will not be undersold." But for most companies, differentiation is expressed in some qualitative way that customers value. For example, when Thomas Edison first began to market his system of electric incandescent lighting, his principal rivals were local gas companies. Both methods of illumination were effective, but Edison's approach had clear differences that most customers favored. Unlike gas lamps, electric lighting didn't noticeably heat up people's living rooms on hot summer nights. It was more convenient, requiring just a flick of the switch to turn it on and off. And it eliminated a serious fire hazard in many applications. Edison played on these qualitative differences as he attacked and eliminated the gas companies' dominance of urban lighting in the late 1800s. Companies today likewise adopt differentiation strategies. Consider the auto industry. Volvo touts the crashworthiness of its vehicles to set itself apart. Toyota plays on its reputation for quality and high resale value; more recently it has differentiated its Prius model with hybrid engine technology. The Mini Cooper practically screams "I' m fun to drive" to potential buyers. Porsche has also differentiated itself by Types of Strategy 9 concentrating on the development of high-performance sports cars-while GM may offer a vehicle for every household budget, and Toyota may claim a high level of quality and reliability, neither have much appeal for the small number of drivers who look for speed, agility, and a sense that they could handle the raceway circuit at LeMans. That is what Porsche aims to deliver through its strategy of differentiation. Differentiating a Commodity Product Even among commodity products, business strategists have found and exploited opportunities to differentiate themselves. Although price and product features may be identical, it is still possible to differentiate on the basis of service. The cement business provides an example. Cement is cement, right? That's the fact Mexico-based CEMEX, the world's third-largest provider of cement, is faced with. Cement is a commodity product. Nevertheless, CEMEX has developed a strategy of fast and reliable delivery that qualitatively differentiates the company from its many rivals. As described by David Bovet and Joseph Martha in their book on supply-chain excellence, CEMEX has become a major industry power in many markets because it adopted a production and high-tech logistics strategy that achieves on-time delivery 98 percent of the time, versus the 34 percent record of most competitors. For construction companies operating on tight schedules, that reliability is highly valued, especially when a late delivery means that dozens of highly paid crew members will be standing around doing nothing. "This super reliability" write Bovet and Martha, "allows [CEMEX] to charge a premium in most markets, contributing to profit levels 50 percent higher than those of its key competitors."1 In this case, super reliability has effectively differentiated a commodity product. Something similar may be achieved by offering superior customer support. Effective Differentiation Is your company following a strategy of differentiation? If it is, what sets it apart from the products and services of rivals? Whatever the 10 Strategy answer, remember that differentiation only matters to the extent that customers value the difference. Maybe not all customers, but the ones you have targeted. If these customers truly value that which sets your product or service apart, they will either (1) select your offering over those of others, (2) be willing to pay a premium for what you offer, or (3) act on some combination of 1 and 2 . Experience and market research are the best ways to determine if your difference will be valued by customers