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By Dan Gillmor

We're in an age of data overload, and an excessive amount of of what we watch, pay attention and browse is wrong, deceitful or maybe risky. but you and that i can take regulate and make media serve us -- we all -- by way of being lively shoppers and members. Here's how.

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A narrow target doesn’t mean narrow profits. In fact, a niche market almost always returns higher margins than a mass market because the brand meets a very specific set of needs. Instead of being afraid of focus, you should be afraid of mediocrity. ” But the most enduring brands are squarely focused on a particular segment of the market. The most successful brands deliberately cultivate T h er e ’ s N o S u c h Th i n g a s a Ge n e ra l M a rk e t 31 a narrow line. They know that depth is a much more effective strategy than breadth.

COLUMBUS, NOT NAPOLEON Defining a differentiating value proposition requires that we stop focusing on reclaiming old territory and instead discover new territory. The model is Columbus, not Napoleon. Most firms are engaged in fighting “turf wars” instead of finding new turf. Turf wars often manifest themselves as pricing wars. In professional firms this is more discreet than in manufacturing, but these price wars exist nonetheless. Witness the rise of procurement’s role in selecting some professional services, particularly advertising agencies.

Peter Drucker said that well-defined value propositions work “not because they are clever, but because most institutions do not think. ’ will win the race. ”6 The other reason most value propositions are undistinguished is because of unwillingness to sacrifice. ” In other words, the most difficult part of strategy is deciding what you’re not. Bernbach went on to say, “If you stand for something, you will always find some people for you and some against you. ” Because most businesses would rather be liked than disliked, loved instead of hated, they are extremely reluctant to say or do anything that would cause anybody not to like them.

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