However, just like footwork in basketball is often overlooked, so is differentiation in selling. Too often firms are looking at improving their brochures, marketing letters and proposals. Sales people are focused on making more calls, attending more network meetings, setting more appointments, and positioning themselves to quote or work on new accounts.

No one could argue with the need to improve in these areas anymore than you could argue that you must have a good shot or be able to dribble and pass in the game of basketball. But remember that without footwork, you cant get an open shot. The same is true with differentiation–without it, youre liable to get slam-dunked instead of winning. So lets talk more about differentiation.

In last month's column, I emphasized the need to establish a clear and concise competitive advantage. I believe that knowing these “Four Steps of Competitive Advantage,” which we refer to as KASS–our registered trademark–will help. The four steps are:

Know it–What is your competitive advantage?

Articulate it–You must be able to get what is in your heart and head out of your mouth intelligently and effectively.

Show it–Have the differences in writing, via spreadsheets, timelines, etc.

Share it–Now youll share it with others.

In your next sales meeting, conduct this exercise with your producers. Give them a blank sheet of paper and have them draw a line down the middle of the paper, both horizontally and vertically. Ask them to write down in the four boxes what they believe makes them different and makes them better.

Give them about three or four minutes to finish the exercise. When time is up, have them tell you what they wrote down. Put that on a flip chart or white board at the front of the room.

In preparation for this meeting, you need to slip in the room early and put on the second or third page of the flip chart these answers: a). markets, b). loss control, c). people, d). claims department, e). technology, f). risk management, g). me, h). reputation.

Compare their answers with the ones you already predicted. Youll find an amazing similarity.

Now the problem should be clearly in focus–everyone is saying the same thing to their prospects. Now the real work begins. What does make us different? What do we really have to sell?

Have your producers imagine being the buyer of insurance instead of the seller. Encourage them to start thinking about what they would want from their insurance agent. What do buyers want that they are not asking for?

Do you remember the days when you could drive into a service station and have someone pump your gas, clean your windshield, check the air pressure in your tires? Today, that doesnt happen, and yet you are not complaining because you are conditioned to not expect it anymore.

What are those things for an insurance buyer? What do they want but theyre just not asking for? This little example could get some quality brainstorming going that will influence your ability to know your areas of differentiation.

Here is another twist on finding differentiation. It is my belief that our job as insurance sellers is to proactively control the buyers experience. Spend 15 minutes thinking about how you can help control their experiences.

What could go wrong that you could prevent from happening? What is it that with a little more preparation you could make easier to understand? What surprises could you eliminate?

As you go through this exercise, dont look for the grandiose idea that would charm a snake. Just look at the simple things that, if done on a consistent basis, would eliminate some of the confusion, frustration and agony that an insurance buyer goes through.

Last November I was on a flight from Ft. Lauderdale to Dallas. I saw a gentleman with something clipped to his belt with a small wire leading up to earphones. It appeared to be some sort of music device. It reminded me of all the times when I was traveling and was bored to tears, wishing I had music.

As much as I wanted music, I couldnt imagine lugging a laptop, all the accessories, cell phone, a CD player and a stack of CDs through the airport. As I talked to this guy, he told me how this little gadget would hold over 2,000 songs. Wow, where can I get one?

This is another example of something most of us wish we had but didnt know it existed, and therefore would never ask for. Think about how your prospects are just like this–there are many things they wish were more controllable, more available, but theyre not asking for it. You, the producer, have the solution. What is it? That is your differentiation.

I was with a young producer recently who was prospecting a heating and air conditioning company. This company was growing at a rapid pace, partly because sales were up and partly because they were acquiring other smaller companies.

As I was helping him prepare for that call, we talked about proactive services that he could provide that the incumbent probably wasnt. Some examples were a mid-term payroll review to prevent a huge surprise audit and effective exposure analysis to capture problems where coverage is needed.

Another potential was a claims review to monitor and reduce reserves. In addition, you could do something as simple as putting this on a written timeline so the client has greater predictability as to how they would be served in the future.

Once you start to get some ideas of ways you are different from your competitors, go to my Web site (www.thewedge.net/forms) and download the worksheet “Competitive Grid.” Along the top, list your most common and toughest competitors. Going down the left side, list the items from your brainstorm session. Then rate yourself against your top competitors.

Once you complete these steps, youll be well on your way to knowing your differentiation, which will radically improve your odds to be the winner!

Randy Schwantz is president of The Wedge Group in Argyle, Texas. He is the author of “The Wedge: How To Stop Selling and Start Winning” and “Breaking The Sales Barrier: How To Develop Million Dollar Producers,” both published by The National Underwriter Company, parent of this magazine. The books can be purchased online at www.NationalUnderwriter.com.

Reproduced from National Underwriter Edition, March 10, 2003. Copyright 2003 by The National Underwriter Company in the serial publication. All rights reserved. Copyright in this article as an independent work may be held by the author.