How do you typically describe your business when explaining it to others? This helps clarify what you do, who you serve, and the alternatives that people naturally compare you with. This matters because people often form an understanding of a business before looking closely at its specific products or services. Over time, as markets, expectations, and behaviours change, this understanding can evolve. If you’ve been in business for a while, how people think about and describe what you do may have broadened or shifted.
What unique claims do you offer in the marketplace? Do you offer anything that no one else does? And in your line of business, what’s your distinctiveness, what sets you apart from your competitors? The uniqueness might be regarding emotional character, that is difficult or in many instances impossible for competitors to copy.
Who is your core audience? You may have more than one target group, but the more complex you make this part, the harder it will be to define who you are serving. For many brands, it may be helpful to make use of archetypes to define the traits of your primary target groups. You’ll find this helps you take one step back & focus on your ideal client profile rather than real existing or past ones.
What outcomes & objectives does your primary target group want to achieve? Are there personal outcomes that you can identify? How many types of outcomes are there? What’s the most important one? Again, try to narrow the scope & be as specific as you can.
What actions do you have to take to create the desired outcomes? These actions are unique to you. They may involve your services, your products, your attitude, or your intellectual property. This can cover a wide range of actions that you are good at.
What value do you create for your primary target group? We’re usually looking for the motivating factor that makes people willing to pay extraordinary fees for your products or services, compared to those of your competitors. In addition, how do you know if you are creating the right kind of value? Could you be creating even higher value?
What continues to motivate you in the work you do? Think about what originally drew you to this business or role, and what still feels meaningful about it today. This reflection isn’t about finding a single defining moment or expressing something lofty or emotional. Practical drivers, everyday motivations, and the aspects of the work that continue to matter to you are just as valuable when articulating what you believe and why you do what you do.
