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

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

Anonymous Author
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
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Anonymous Author
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).
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Anonymous Author
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.
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Anonymous Author
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.
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Anonymous Author
In the end it's all about whether you add value or not. Focus your efforts there and invest in innovation.
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Anonymous Author
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.
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Anonymous Author
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 
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Anonymous Author
It sometimes about offering services that are included by default and not only extra fees and SKUs that have to be purchased seperately.
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Anonymous Author
1. Focus on what the customers need. 2. Innovate and stay ahead of the market. 3. Take risks and adapt to the chnaging market
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Anonymous Author
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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Anonymous Author
We sell our services mostly to the mid-market and differentiate by offering top-tier service capabilities/levels at affordable prices in packages gear toward this market.
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Anonymous Author
Focus on additional value you provide to the customer which can be in terms of any incentives like trainings, service credits, upgrades etc.
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Anonymous Author
I really don’t think the market is so crowded. The truth is, a lot of IT people do the same thing. It is sort of like American Airlines / United / Delta. Are these 3 airlines really that different? Not really. They provide the same service and have an overlap in about 90% of the categories. With that, in IT, customers are looking for a company they can depend on, is responsive and meets their needs.  So when it comes to that, not crowded at all.
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Anonymous Author
Our products may be the same as what a competitor is offering, and prices are typically not a differentiating factor either.  This means that we have to focus on the advantages we provide.  In our case it is an understanding of the customer, the machines they use, and how our parts will work better for them.   In other words, not the goods, but the service around it is what sets us apart and what we focus on
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