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ACHIEVING DIFFERENTIATION
application of innovation. Calculators, for example, offered a different
method of solving the
basic ‘calculating’ need from the slide rules they replaced. Similarly, the deep freeze offers a dif-
ferent way of storing food from the earlier cold stores, pantries and cellars.
A new strain of grass
that only grows to 1 inch in height but never wears out could replace the need for a lawnmower.
However, it is at the core product level that the most radical differentiation is now
occurring, often at the hands of disruptors making full use of significant breakthroughs in
technology. Examples include downloadable and streamed music (Apple, Spotify), driver-
less cars (Tesla) and smart watches (Apple). Such differentiation
can also be the result of
applying different strategic thinking. The advent of the sharing economy has led to new
business models, such as those followed by Uber (‘getting a ride’), Deliveroo (take-away
delivery), Airbnb (a room for the night) and many more.
Figure 10.7
Product/service
differentiation
The potential offer
The augmented offer
The expected offer
The generic or
core offer
New ways of delivering
the basic benefits
Improvements
on
expected
features such
as warranties,
packaging,
quality, service
New benefits
not normally
offered such
as
credit
facilities,
additional
features,
branding,
delivery, etc.
Anything
else that
could be
used to
differentiate
from existing
competitors’
offerings
Source: BAS CZERWINSKI/EPA-EFE/Shutterstock, as featured in ‘Deliveroo delivers back-
up police in long-time missing persons cases’, Amsterdam, Netherlands (30 Apr 2019).