Master Said & Done

We live in uncertain times.

From the AI feeding frenzy to our wibbly wobbly economy, we could be forgiven for hiding behind the sofa and mumbling “tell me when it’s all over”.

In this climate, Fear of Missing Out (FOMO) is being replaced by Fear of Messing Up (FOMU). When it comes to buying, the old adage “no one ever got fired for hiring IBM” feels truer now than ever.

And that spells trouble for lesser-known brands.

Because while the big boys can retreat behind the moat of their name (“everyone knows us, of course you can trust us”), the small guys are left ducking for cover in the tall grass.

They end up looking like the option that might not be worth the risk.

But there is a way that lesser-known firms can construct their own moat – and become the least-risky choice for 'safety first' buyers.

How? By building a brand around their deep expertise.

The power of deep expertise

The biggest weakness of the giants in your sector? They're generalists, not specialists. They've built a business, and a reputation, around being broad but shallow.

By going deep and narrow, lesser-known experts create a defensible position for their brand. They move from ‘supplier’ to ‘specialist’ in the mind of the buyer. They increase the chance of getting chosen ahead of their generalist peers.

But to play and win there requires courage. It means choosing the narrow path of deep expertise – and resisting the lure of the wider (and easier) path of shallow expertise.

	‘Shallow expert’	‘Deep expert’
Audience	Frame their audience in the broadest possible terms (or not at all) Result? No one turned off, but no one really turned on	Specify their target audience – leaving no doubt Result? Ideal clients turned on, poor fit prospects turned off
Problem	Avoid naming the problem at all, or keeping it safe and generic Result? Prospects wonder whether this firm really ‘gets it’	Call out the problem by name – loud and clear Result? Prospects left convinced this firm gets what’s going on
Offering	Prefer the menu approach – listing out all the possible ways they can help Result? Prospects suspect the thing they need is just one among many	Adopt a narrow approach – focused on one or two specific services Result? Prospects can see the thing they need is the main thing on offer
Methodology	No specific or ownable methodology – the standard 4-step fare Result? Prospects can’t see how your approach differs from the rest	A unique methodology specific to the problem or core service Result? Prospects can see how this is different from the generalists
Perspectives	Points of view are credible, but uncontroversial Result? Prospects aren’t offended – but nor are they drawn in	Points of view are contestable – a zig where others zag Result? Prospects are challenged – and want to know more

The reality? Most businesses don’t choose the narrow path of deep expertise. They end up following the market leader down the wider path of shallow expertise – but without the moat of a recognised brand.

At a time when buyers are looking for their IBM, you might just want to reach for that shovel and start digging your brand moat.

It starts by honestly answering the question: "What are we really best at?"