Quotes About Differentiation

I know it sounds selfish, wanting to do something no one else has done. But that's what you're out here for - to separate yourself from everyone else.

They are (to quote the words used by Dr. J. R. Smythies in a recent paper in the American Journal of Psychiatry) "the work of a highly differentiated mental compartment, without any apparent connection, emotional or volitional, with the aims, interests, or feelings of the person concerned.

Another Huber, you see, Herr Uber-Huber. Bavaria's teeming with people of your name.' 'Hubers, yes,' said Herr Uber-Huber. 'But not so many Uber-Hubers, I think.' 'An important distinction, that,' said the Rector. 'Tell me, Herr Uber-Huber–are there any Unter-Hubers, as far as you know?' Herr Uber-Huber shook his head. 'I would say that Huber is the equivalent of Unter-Huber.

Membership in small groups allows people to feel similar and different at the same time: similar because they are a part of a group in different because the group is separate from the masses.

I would know Christina Rossetti in a minute but not you.

You don't get harmony when everybody sings the same note.

True independence of mind exists where there can be disagreement without demonizing the one you differ with. And this cannot be done unless you let Scripture instruct you on how to distinguish things that are of first importance and things that are of much lesser importance.

the beholders.' " 70. They said, "Call upon your Lord for us to make plain to us what it is. Verily to us all cows are alike, And surely, if Allaah wills, we will be guided." 71. He [Moosa (Moses)] said, "He says, 'It is a cow neither trained to till the soil nor water the fields, sound, having no other colour except bright yellow.' " They said, "Now you have brought the truth.

If you choose to lead your life just like everyone else, then what exactly is it that you have to offer?

Here's what it all boils down to: To become the differentiator, you need to always be learning.

What differentiates sellers today is their ability to bring fresh ideas.

Keep developing your expertise; it sets you apart.

For Porter, competitive advantage is not about trouncing rivals, it's about creating superior value. Moreover, the term is both concrete and specific. If you have a real competitive advantage, it means that compared with rivals, you operate at a lower cost, command a premium price, or both.

Only by competing to be unique can an organization achieve sustained, superior performance.

This, says Porter, is competitive convergence. Over time, rivals begin to look alike as one difference after another erodes. Customers are left with nothing but price as the basis for their choices. This has happened in airlines, in many categories of consumer electronics, and in personal computers, with the notable exception of Apple, the one major company in that industry that has consistently marched to its own drummer.

If rivals all pursue the "one best way" to compete, they will find themselves on a collision course.

For Porter, strategic competition means choosing a path different from that of others. Instead of competing to be the best, companies can—and should—compete to be unique.

Strategic competition means choosing a path different from that of others.

Competing to be unique is unlike warfare in that one company's success does not require its rivals to fail. It is unlike competition in sports because every company can chose to invent its own game. A better analogy than war or sports might be the performing arts.

Blue Ocean Strategy

the second test of strategy is often overlooked because it is not intuitive at all. A distinctive value proposition, Porter explains, will not translate into a meaningful strategy unless the best set of activities to deliver it is different from the activities performed by rivals. His logic is simple and compelling: "If that were not the case, every competitor could meet those same needs, and there would be nothing unique or valuable about the positioning.

The boundaries between fear and other emotions are not clear-cut. How does fear differ from dread, consternation or surprise? Anger, disgust, hatred and horror all contain elements of fear. Jealousy may be understood as fear of losing one's partner; guilt may be fear of God's punishment; shame may be fear of humiliation. I history of fear would be rendered meaningless if all negative emotional states were classified as 'really' being fear states.

Places have their own characters. . . . But the people begin to look the same.

Not everybody is created equal, and it's important for companies to identify those high potentials and treat them differently, accelerate their development and pay them more. That process is so incredibly important to developing first-class leadership in a company.