How do you differentiate your services in an enterprise when the market is so crowded?

799 views1 Upvote13 Comments

Director of Engineering in Software, 11 - 50 employees
It's a bit difficult to differentiate. We mostly sell to enterprises and the majority of my customers are coming through my own network, which I have because of the two startups I’ve done. These are companies making products that are still in the essence stage, but a few of them are larger companies from the US. I'm working with their products and helping to build these small connectors. But it's difficult for me to differentiate between the real enterprises and these small companies that are trying to do an operational support system (OSS).
Principal Information Security Officer in Education, 10,001+ employees
Though it may be difficult to differentiate services or products if the market is crowded with everyone selling the same services and products -- you can differentiate your's to customers based on your principle and philosophy.   For example, the corporate culture could known for sustainability, diversity, inclusion and equity as well as  a place that employees love to work.  
That vibe can then pass through to prospective customers.
CIO/CISO in Healthcare and Biotech, 11 - 50 employees
You have to hone in on your key value proposition and ensure that it solves a common and high-ranking pain point. A market with many competitors validates your hypothesis, but to become a leader in that market you need to solve the pain first.
Director, Information Security Engineering and Operations in Manufacturing, 5,001 - 10,000 employees
In the end it's all about whether you add value or not. Focus your efforts there and invest in innovation.
Head, Information Security and Compliance in Finance (non-banking), 1,001 - 5,000 employees
You can differentiate based on anything.

Like, Finding your own angle. Behave differently from anticipation. Differentiate based on principles. Promote relationships. Brand differentiation is always potential.
CISO in Software, 201 - 500 employees
In today's fast-paced overcrowded market the keywords are Approachability, Flexibility, and Customizability. We've seen that customers are willing to place a bet on the product if they feel secure about how approachable the tech teams are and if the OEM is actually listening. Customizability is key particularly because every organization is trying to differentiate itself and this leads to unique use cases that a product must be able to address. Finally, Flexibility or modularity is important, where  a product or a service is able to work seamlessly with other products and services 
CISO in Software, 10,001+ employees
It sometimes about offering services that are included by default and not only extra fees and SKUs that have to be purchased seperately.
Director in Manufacturing, 1,001 - 5,000 employees
For internal services we did our best to align to ITIL definitions and defaults of Service Now This was done to reduce the effort for future Service Now upgrades

To our user community services were defined without IT language as much as possible. We would review service definitions with manager level business people and some end consumers. Rarely with Director or VPs since they don’t usually know enough low level detail on the work being done. VPs and Directors only dealt with costs
Director, Strategic Security Initiatives in Software, 10,001+ employees
1. Focus on what the customers need. 2. Innovate and stay ahead of the market. 3. Take risks and adapt to the chnaging market
Head of IT and Security in Finance (non-banking), 51 - 200 employees
It's not always simple when your services are limited. Reach for your customers and see what they are expecting and what would make you an enterprise of choice.

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