5 Steps to Creating a Unique Selling Proposition (USP)

5 Steps to Creating a Unique Selling Proposition (USP)

The Unique Selling Proposition (USP) is the special attribute that differentiates you from the competition and makes you unique, recognisable, and compelling in the eyes of the target group. In almost all industries, companies today encounter saturated markets. Products are replaceable, and so is advertising. A differentiation by price is almost impossible.

So, how do you stand out from the crowd?

Special service, excellent quality, or innovative ideas often make the difference. And, in order to be able to portray these special and extraordinary services and characteristics (USPs), they must first be defined and then communicated consistently.

How Does a USP Help Your Business??

The USP allows a company to stand out from the crowd through an independent profile and clearly differentiates it from the competition. It will be remembered. This sharply differentiated profile is more important than ever today! Typically, a USP is also the central point for advertising campaigns and communication activities. A USP is often expressed by a claim.

What Does a USP Possess

It is important to note that your USP should be easy and quick for the customer to understand, comprehensible and, of course, memorable.

  • A USP should be verifiable and credible and can be proven by an objective justification (e.g. studies, certifications, calculations, or references).
  • A USP should indeed be unique and permanent.
  • A USP usually does not only consider special product features and advantages, but can also include services offered, price, quality features, awards, special sales channels, exceptionally fast delivery times, special skills of the employees, or emotional experience values.
  • The USP should be formulated from the customer’s point of view, and should be of benefit to them: Why should they buy from you?

5 Steps to Creating Your Unique Selling Proposition

  1. Product features: The first step is to decide what the USP is to be developed for. Is it for the entire company, a product category, or a specific product? Once this has been determined, the special functions and features must be listed precisely and in detail. This is the only way to compare the features with those of the competition and the needs of your target group.
  2. Competitor analysis: The next step is to analyse the market and competitive situation. How does the competition position itself? What are the unique selling points, strengths, and advantages of your competitors? What are the market trends? Of course, you should also take a critical look at your own company: What do you do better than your competitors? What are your strengths and weaknesses?
  3. Target group analysis: Next, analyse your target group. Who is your target group? What are their wishes, problems, habits, and requirements? How do you solve the problems of your customers?
  4. Brainstorming: Bring together your strengths and characteristics. Check which needs or problems your offer fulfils. Delete all features that are already occupied by the competition and develop possible USPs in a brainstorming session, which will often result in a list with several points. Focus on one, or only very few, meaningful USPs. If necessary, involve a professional copywriter to give your USP a professional linguistic refinement.
  5. Review: Review the chosen USP carefully before using it for your external communication. For example, talk to selected customers and involve internal staff. Check again whether your USP is really not yet “occupied” by the competition and reflect critically on whether it has been formulated in a clear and understandable way.

In addition, check your USPs on a regular basis: Are your arguments really still unique and correct? Is your USP understandable for your target group or was there contrary feedback? Does the USP still fit the brand strategy or general trends and market developments?

You Just Can’t Find a Unique Selling Point?

In this case, it can be helpful to involve external persons (such as a consultant) in a brainstorming session. As “uninvolved third parties”, these outsiders have a more unbiased view of the brand or product, and may ask questions that open up entirely new perspectives and ideas.