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Rather than an “about” page on your site/blog, may I suggest you replace it with a “how we’re different” page.

On the very rare occasions when I see “how we’re different” along the bottom or top of a site – instead of the more typical “about” – I almost always click on it, and I’m almost always glad I did.

It seems that companies who can quickly sum up their competitive advantage (i.e. what makes them different), and do so in human speak are pretty excited to highlight this.

Oh, by the way, if you can’t sum up how you’re different, don’t bother with a web site…or a business.

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Due to fog I was recently stuck in Providence, and, of course, took the opportunity to dine at New Rivers. While the entire time I thought of how much I wished M was with me, I enjoy sitting at the bar alone, and, given my solo-ness, took some liberties that I otherwise wouldn’t.

For instance, after a fantastic appetizer and entree, I scanned the dessert menu, and then asked the bartender to see the dinner menu again.

While the desserts looked great, what I really wanted was …wait for it… the appetizer of, and I quote from the photo I took of the menu, “4 local littlenecks baked with our bacon, brioche crumbs, summer savory butter.”

I could think of no better “dessert.”

A few minutes later, to what I thought would be the dismay of the bartender and those around me I announced, “I have a suggestion.” Seeing the cocked eyebrows I continued, “Restaurants of this ilk should offer a savory ‘dessert.’” I continued: “Not some sort of cheese plate (not that there’s anything wrong with them), but something like clams or pork belly that could really finish off a meal in a manner that yet another melting chocolate cake or sorbet with madelines just can’t.” A dramatic pause, and then: “For dessert, I’ll take the clams!”

Well, after my little proclamation I was pleasantly surprised to find that those around me began chattering about what “savory” desserts they would be happy to see on a menu. (Is it any wonder that anyone with any sense always goes for the dessert that is described as containing salt (e.g. salted caramel whatever?))

Of course, the vast majority of people are perfectly content with desserts as we assume them to be, and would be repulsed by the idea of seeing some sort of, for instance, offal next to a profiterole on a menu.

But you know who I don’t really give a rat’s ass about? Exactly: “The vast majority of people.”

In fact, I believe there’s a vast market of people who are eager for something like clams for dessert. I also believe that, given the right organizational structure, these people often become something of a vocal minority.

My advice: Build businesses for those who go the opposite direction; for those whom the vast majority finds “weird;” for those whom make the vast majority uncomfortable.

The funny thing is that some material percentage of these things that the vast majority once found “weird” or disconcerting or unpalatable will be the same things that, in due course, are embraced by these same people (who will, of course, claim they’ve “always” loved these things).

At that point, you, the early adopter, will be significantly rewarded for being there first.

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One of the points I repeatedly try to drive home is that you must get your product or service into the market place.

I’ve written, for example, on the importance of iteration over cogitation, and frequently referenced Deming.

In Cognitive Surplus, Clay Shirky suggests:

Allowing and excepting for failure at low cost is beneficial as it allows us the freedom to try a combination of approaches, “the exploration of multiple possibilities.”

Shirky is talking about open systems, and, while he’s, of course, right, this allowance for low-cost failure also applies to the creative type.

What it means is that it can be very beneficial to rapidly prototype an idea (a song, a video, a webisode, a book through, ahem, blog posts, etc.) because your costs — both in terms of actual dollars and the all-important time (i.e. opportunity cost) — are so low, and the potential benefit is so high.

In other words, if your ideas don’t stick (however you define “stick”), you simply move on, after attempting to learn from the gesture. If they do gain some traction, you’re off to the races.

The “attempting to learn from the gesture” part is crucial, and another advantage to this approach. You simply cannot have a real sense of whether your product, service, or idea has any merit in a vacuum. You must get it out in some form in order to get the feedback from customers to define and refine.

So, again, please make the move from cogitation into iteration. The costs of doing so are increasingly low; the upside high; and the alternative (i.e. doing nothing) not good.

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Our People

If I think a person I work with should meet a specific person, I invariably say, “She’s one of us.”

If, on the other hand, I have to recommend avoidance of a certain person I say, “She is not our people.”

Both I and those to whom I’m giving my opinion know precisely what I mean.

Jan Wenner, upon seeing the iconic photo of the Infinite Jest-era David Foster Wallace (but before reading word one of DFW’s work) reportedly said, “Oh, he’s one of us.” He then dispatched a writer to profile Wallace.

I think we all know who “our people” are.[*]

Remember to build companies with and for these people.

Remember it’s ok to fire your employees and customer if they’re not one of you.

If you mis-judged (or, more likely, didn’t trust your initial instinct) and are working with the wrong person/serving the wrong customer, make a change fast. Doing so not only benefits you, but will allow the person you mis-judged to more quickly find his own people.

Speaking of “our people,” don’t forget to sign up for the 9GiantSteps email newsletter group. It’s a fantastic group of like-minded people to whom I send out SHORT email blasts presenting a digest of links and music of interest to our growing community.

[*]In an abundance of caution, and because I’m feeling sensitive, let me just say that it, of course, has nothing to do with age, gender, race or even political disposition. But, if you know me, you knew that.

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Have you noticed that you’re streaming more audio and video? That your purchase of CDs and DVDs has dramatically decreased? That your DVD cabinet and CD racks have a layer of dust on them (literally, or otherwise)? That your digital CD/DVD cabinet (i.e. iTunes) is being opened less frequently? (Apple knows this, by the way, it’s why the new AppleTV has no hard-drive; it’s all streaming…really think they’re not going to do the same for music?)

We’ve started up the Kurzweil Curve with respect to streaming, and it’s only going to accelerate from here.

The interesting thing is that, because the transition has been relatively gradual, you probably haven’t noticed that this radical behavioral and technological change has occurred. You haven’t noticed because it hasn’t hurt; in fact it’s felt good.

There are opportunities here. For content creators, the sooner you reconcile the fact most people aren’t likely going to want to own a digital copy of your music/movie/tv show/book (let alone a CD, etc.), the sooner you can devise profitable streaming models.

By the way, the rise in vinyl consumption has an inverse relationship to the ownership of other types of musical content. That is, even as we own less digital copies and CDs, we will own more vinyl. This is NOT because of the better sound quality of vinyl, it’s because vinyl is a great example of a “social object” (ala what I referenced in a recent post on marketing and fruit). We want to share, hold, display, and talk about vinyl.

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