Want to know if your offering is really unique? Answer this one question:
Do you feel like you have way too many competitors?
If so, it could mean your focus is too broad. If you're not sure how to answer that question, here's a follow up: How often do you refer customers to another organization who could better meet their needs?
If you can confidently say you refer–or are at least willing to refer–customers elsewhere, that's a good sign. It means you are confident enough in what you do. At least well enough that you don't feel threatened by others who do similar work. However, if you are frustrated because you feel like others are encroaching on your turf, it's time to buckle down and define what sphere you want to own.
Every organization should have a unique selling proposition or USP, a statement identifying its competitive advantage. How is this developed? Is your company the first, best, or only organization to do something? Start there. If you have a good answer to just one of these three items, that might be enough. The next step is to evaluate whether or not your answer is relevant to potential customers. Developing a unique selling proposition is similar to coming up with your hedgehog, which we've written about previously. After finding your niche, make sure you can actually deliver on your promise. Unless you're advertising to Buddy the Elf, your offering won't be believable if it's too outrageous.
Once you have a strong USP, marketing efforts should center around this one-of-a-kind product or service. Companies with a solid USP aren't as affected by external factors because they sell things that cannot be found anywhere else. They are OK with being known for one thing because it means they get to own that space in the market.