Tumgik
#Vague posting about it isn’t helpful. Putting it on websites where I don’t have accounts isn’t helpful
fly-away-flynn · 1 year
Text
My Emotional Breakdown is over people somehow not understanding that I want them to stop talking about what happened to me as if they have any right to talk about the situation.
8 notes · View notes
communistkenobi · 1 year
Note
this is maybe silly to tell you about but i'm very envious of how smart you seem and the level of grasp you have on theory that feels incredibly scary to me. i was in uni for sociology, and save for one text that i understood from start to finish, the rest of it always felt like it was deleting my brain cells slowly and made me feel stupid, even as smn who had grown up being a "literature" person. i think it's just a matter of getting started, but it all feels embarrassing >>
what I’m about to say is going to sound very masturbatory and self-aggrandising, but that can’t really helped on account of the fact that the topic is what a smart little boy I am
one, thank you! I’m always very flattered when people give me this compliment. I don’t think it’s silly at all. two, I’m pursuing a PhD in the social sciences with the intent to stay in the academy after I get my doctorate, and my particular field of study skews towards critical theory. on average only 1% of people in canada have a PhD, and a fraction of that percentile have my particular academic trajectory - all of which to say, I am an outlier amongst a peer group of outliers, so I’m an extremely bad measuring stick to use when judging your own critical capabilities. I’ve been in post-secondary school for roughly 7 years now and will be in it for at least four more, and for the past 4ish of those years my main source of employment has been teaching and research, so I am both paying for and being paid to read theory and teach it to undergraduate students in small classroom settings. By the standards of academia I’m very junior, but I have a lot of specialised training in talking and reading, which is to say, it’s taken me a very long time to be where I am now. My academic career depends on my ability to produce original thoughts and write them down in a way that both speaks to existing scholarship while contributing new things to said scholarship, so I’m in an environment that enforces a very particular kind of discipline that is not remotely common or normal. Being a graduate student isn’t a rich profession by any means, but you are paid to learn information and write it down - something I would not be able to do if I was working a full time job.
I also frequently don’t understand the shit I’m reading! It’s extremely difficult to read academic texts because they’re meant to be read in classroom settings where you’re forced to voice your confusion, speak with other people about what you’re reading, defend your positions, connect it to other work, synthesise it in essay format, and so on. My live-blogging of books I’m reading is an attempt to simulate that, because I tend to learn best when writing out why I have the opinions I hold. Being confused isn’t a sign of stupidity but rather a simple fact that you’re brushing up against concepts and theories that take people their whole careers to develop and publish.
My own background in academia is also very eclectic, so I know a little bit about many topics, but there are very little topics can I speak authoritatively on - I can’t speak about the state of knowledge on, say, international relations, or critical race legal scholarship, or employment disability policy, but I know vaguely of those things. I’m not even a well-read marxist lol
All of which is to say - I am a horrible metric to compare yourself to. I am one of the few sickos who genuinely wants to remain in the academy for the rest of my life because I sincerely believe in the pursuit and production of knowledge, and my chance to do so is largely dependant on my ability to explain myself to other people. Put another way, I have spent my entire adult life training to be a marginally popular communist tumblrina on a website primarily known for producing supernatural actor porn. So either way don’t feel bad about it
53 notes · View notes
lysershine · 3 years
Text
@willwoodimagines​ lore timeline (what is my life)
So firstly, a fuckin massive thank you to @hotsinglelemonsinyourarea​ because I cannot do this shit alone and he’s helped me compile all of their old posts because I, apparently, underestimated how long they’ve been doing this. So from this point forward, I’m assuming nothing is a joke. Here we go!!
I am so sorry. Let’s do this.
So earliest posts that are likely lore come from around April the 9th. This post is a conversation seemingly between Three and One where Two is gone on a road trip, -- although it might not Actually Be A Road Trip, -- and then One tells everyone to stop acting like Two is dead, because he’s not. Which, fair enough, although later in the conversation, Two replies and seems to invent that he’s at the beach, probably to calm down the people speculating about his whereabouts. I am Anything But Calm. 
There’s also this post, presumably from One or Three but it’s hard to tell cuz Three didn’t start signing posts until much later and they type pretty similarly, where they tell us we should be grateful for them feeding us and keeping us warm, and it’s tagged with ‘#I wish I was warm.’  
So here’s where stuff gets very interesting! Backstory, people! In this post, we start to see some pieces put together. The imagine reads:
IMAGINE: Will Wood invites you into his home for an exclusive performance of I/Me/Myself. You are so excited! But then, he asks you to come down into his wine cellar, explaining that his keyboard is down there. You go down there hesitantly. You don’t realize for several minutes that he did not follow you down here. The only things here are a laptop and a sticky note with the words “POST IMAGINES” written in sharpie. You are so afraid and attempt to leave the way you came in but the door is gone. You are trapped. It is so cold and you just want to see your family again.
So that’s horrifying!! But it gives us insight into how the mods were probably captured and why they’re running this blog. It’s a great blog. 10/10, doesn’t make me solve codes. Oh wait. 
After that post, -- which I am assuming comes from Three, -- we’re treated to a bunch of morse code that the wonderful Nigel was kind enough to translate for me:
Tumblr media
They then added in a reblog, “It seems I have made a typo! I meant mod 1 won’t let me speak, I am mod 3.” So, it seems like One is trying to quiet any cries for help.
This is shortly thereafter followed by this post from the 11th, and to quote directly, it says:
IMAGINE: Inside of the cellar basemeant, there is a suit. It is tempting but Weill said you are not allowed to touch. YOu know you want to. Touch it. he is guarding it. he is hiding something. follow for more will woof imagines.
So that’s riddled with typos, and if you stick them all together you just get eeOf so I’m gonna assume that all this means is that this post is courtesy of Two. There’s also a skeleton circled so maybe Will has previous victims or something? Who knows.
On the 12th, we have a couple posts, one about being in Will’s basement and watching him cosplay the onceler, another about Will being vaguely inhuman. Don’t know how important that is but I’m gonna make note of it anyway, because Will being inhuman especially might make sense for some stuff.
The next seemingly important post is this one:
Tumblr media
So this one is probably about Two, my evidence being this post and the fact that, following this, Two gets significantly worse at spelling and more confused about what’s going on with their captivity. My best guess is that Two gets in trouble either for the lack of imagines OR they did touch the suit from that earlier imagine and now they know something that they shouldn’t. Either way, Will takes him away and brainwashes??? Lobotomizes??? Bite of ‘87s???? Idk???? I’m gonna go with lobotomy, it seems the most accurate to Two’s behavior from here on out, I really have no idea but he comes back Very Different. And in the tags it says ‘Laplace’s Angel 2:14!’ and the line at that time is “Somebody, help me!” so you know, pretty straightforward cry for help. 
Though it makes me think that in the cellar, they are probably limited to interaction with only things directly connected to Will Wood, which is why “as a treat” they watch the documentary and they communicate with his music like this. They’re not allowed any media other than his. 
Anyway, here’s an important note: From this point forward, Two is an unreliable narrator. Everything he says from here on out should be taken with a pillar of salt. (H.A.L.T., it’s not my fault!) 
So with that in mind, the next post of importance is this one, a conversation that goes Three, One, and then Two. Two says Will let them watch the documentary as a treat, One tells them to stop making it seem like Will is holding them captive, and Three just says “movee :-)”. Which, fair enough.
The next posts that are worth noting are this one, where Three simply says “mental anguish” and One shuts them down saying that no one on the blog is experiencing that, and threatens them in the tags, and then this one where someone is being silenced.  
There’s this post, which in the website version of their blog links to itself, I don’t know how or why or if that matters but if someone figures something out with that, please let me know. There’s also this imagine, which is about bodyswapping with Will -- storywise, I don’t think this is something that really happens, -- but it’s tagged with ‘#I miss my family.’ So that’s Not Good.
There’s some posts in between solidifying that despite this wackiness, the mods are indeed still friends. And then we go straight back into absolute horror with this post:
Tumblr media
And so evidently they are Less Than Okay and probably being held captive by Will Wood. It’s immediately followed by this morse code, presumably from Three because he seems to use morse where One uses binary, and when deciphered, it reads: “I am blinking. Hear my cry.” Three’s post is then followed by One trying to shush them once more, saying: 
“[W]e at Willwoodimagines would like to apologize for last night. We might have, perhaps, made it seem as if we are being held in a wine cellar against our Will (Wood), and that some of us have been down here for six years, and that we may miss our families, but I, Mod 1, would like to remind you that we are fine and need no help! Cheers!:) #We are NOT blinking. At all. #Not at all. No blinking from us! Blinking? Aha! Not at all.”
So what can be gathered from this is that they’re absolutely being held in Will Wood’s wine cellar, and some of them have been there for six years, and they miss their families, are NOT fine, definitely need help, and are CERTAINLY blinking. Also the random bolded letters spell “help” again.
Then there’s this post, which Nigel translated for me (ty man ily):
Tumblr media
We also have this crudely-drawn map from Two, but it doesn’t seem to be related to anything. Anyway, the address is totally garbled, yep, but nonetheless if you put it into Google you get the address for a relatively poorly-rated landfill in New Jersey:
Tumblr media
So clearly someone picked up on that, because then we have an ask from an anon who wants to know what the recycling situation is where they are being held. One seems very confused by this question, and Two pipes in saying that have a trashcan. Their confusion would make me assume this is the wrong address, but I don’t actually have to assume, because One(?) confirms it later with this post containing binary that can be translated to read:
“oh god the address was wrong i don't know where we fucking are help“
So you know, concerning! This is immediately followed by another ask, this one in binary. The conversation goes:
“Are you good?” “Absolutely not”
Which kinda speaks for itself. There’s also a quiz they made and I took it to see if there was any lore and uh apparently I’m most like One, so that’s poggers, I think? Idk there wasn’t any lore though. There is this post where Three says that Two’s favorite song isn’t a Will Wood song, and One threatens to knock them the fuck out, and I’m adding this as a point to my theory that they’re unallowed to consume media unrelated to WW. They make up though, so it’s fine.
It gets more quiet and more confusing for a while, Three saying “wake up” and this post being tagged with ‘#I’m cold and I am afraid.’ Two leaves again, Three goes quiet cuz they’re having a rough time, Two hates being smol-bean-ified and is behind held below One and Three, who seem to be in the same room? They’re also all starving, and Three could be an arsonist if you let them out.
Blah blah, they called me out and I cried about it, and NOW we’ve reached the 100-follower-special. Thank fuck.
Three posts this, it leads to binary, and that binary says:
“Listen carefully. The video that Will (Wood) be posted is extremely important. Do not skip it.“
This is immediately followed by this video of Two sprinting through the woods, presumably to freedom, if you read the tags. Three follows that with another post, saying “It has begun.” One shuts them down again in this post, but it links to binary that says:
“hello? can you read this? mod 2 is free! and hopefully will be coming back for us both. you all did absolutely nothing to help so i'm not thanking you for this. however i am thanking you for following us all! you've given us moral support thank you, mod 1“
As I’ve said earlier, I’m fairly certain that their captor is Will and he has access to this tumblr, which is why One especially is trying to be quiet about this. Like in this post where they apologize for the insanity on the blog, which links to binary, and it reads:
“we’re not in ddlc. i am not monika. listen to me closely. mod 3 and i are still stuck here. we have been posting cries for help for weeks. go look for them! they’re like easter eggs. just for you! thank you, mod 1“
DO I LOOK LIKE I’M COLLECTING EGGS YET??? DO I??????? Anyway, I got named the official lore account so now I’m fucking trapped here, and then we get some posts about how Two has made it to a McDonald’s.
Then One posts yet another apology, with two links. Link one directs you to a groupchat between the three mods, detailing Two’s escape and everyone’s very odd adoration for fast food. But then again, Three says they’ve been eating slop for a while, so. Fair enough. To bring back my old commentary about this, though; in this conversation there seems to be a bit of confusion over who exactly put them in the cellar where they’re captured, but as we saw earlier it was indeed Will Wood himself who is keeping them prisoner. However, Two also asserts that very soon he will be able to save One and Three, apparently with the help of Will? So there are two possibilities here:
1. Two is still an unreliable narrator, so it’s a possibility that his lobotomy or whatever has ruined his ability to perceive threats and he is being tricked by Will, who is indeed their captor, and will get thrown back in the cellar with the other two.
2. Something bigger than Will is controlling the situation. It makes no sense that all three mods would remember Will putting them in the cellar if he didn’t. So someone else could be controlling Will, I don’t know. They allude to a person from the documentary and initially I assumed it was Will but I actually haven’t seen the movie (shock and horror, I know, I’m sorry), so maybe it’s someone else and that’s the piece of the puzzle I’m missing? Idk, if you’ve made it this far and you’ve seen the documentary, check the conversation and let me know.
Link two leads to binary, and when translated it becomes:
“i do think it’s less endearing and more terrifying how people on a blogging website care more about my freedom than my own friends and family did i dont need to sign this. you know who it’s from“
Which, maybe, but I love ARGs and Nigel and I are already incredibly invested so whoops. Besides, who’s gonna do it if we don’t?
Anyway!!! I sent an ask in response to some of my confusion for the groupchat, and because One said to keep sending messages. One responded, and I was redirected to even more binary because of course! This time it says:
“THANK YOU FOR ASKING MOD 2 SAID THAT HE HAS INTERACTED WITH WILL. SO I DO NOT THINK WE ARE BEING HELD BY WILL HIMSELF. I BELIEVE MOD 3 KNOWS BUT WHEN I ASKED AGAIN HE JUST TOLD ME THAT IT WAS THE GUY FROM THE MOVIE. THIS WAS NOT VERY HELPFUL THANKS  MOD 1 P.S. THIS IS IN ALL CAPS BECAUSE I'M VERY EXCITED!!” 
Then there were two posts in quick succession, the first one was a new puzzle type! Morse code! And grandma taught me that, so I can tell you it says:
“I think we posted an address once but it was wrong and we got caught doing it. I didn’t like that day. This entire computer has safety settings on it so I can’t just ??? (this looks like a keysmash or something to me?) stop writing. Hold on, I hear something.”
And I would’ve thrown it directly in a translator, but as One acknowledges in their next post with a link to more binary, I had to translate by hand because:
“well! you'll never guess what desktops do to morse code! we're back at binary! anyway. we did post an address but everything went wrong, i don't like thinking about that entire week, the pain was unimaginable! more importantly, though, i've asked mod 3 and he s hold on i think i hear something.“
That post was immediately reblogged with more binary that just says:
“well that’s not good”
Which is horrific!! So I sent an ask, like, ayo homie what the fuck, and I got a response! The text itself is just a dismissal that anything’s wrong, but the bolded text spells out “footsteps” so that’s terrifying! Also Two apparently slept in the McDonald’s parking lot and One slept in a sleeping bag in the cellar.
They posted that this morning when I started working on this post, -- I’ve been here for like eight hours now I think, -- and so I replied expressing my distress that they were active again and One responded with backwards text, which when read normally, says:
“Did you think we were going to sleep forever? The show must go on!”
Death undertones, I dig it.
Anyway, @hotsinglelemonsinyourarea​ my beloved asked why they were watching @emerald-whale​, and One hit back with binary that says:
“you don't think we're watching all of you? tell the lorekeeper to write this one down. sincerely, mod 1″
Which is fucking horrifying, but no worries One, I am writing it down!! I am making a whole ass fucking timeline!! Because I am but a humbled servant that kneels to whatever story you’re trying to tell here. :) Apparently. ::) I hate it here.
Anyway, an anon sent in an ask that is one of the funniest interactions ever:
“ooohhh pizza mozarella pizza mozarella rella rella oohh“
“alright no more lore for you guys until you learn how to behave”
And then Two felt like pitching in as well:
Tumblr media
Now keep in mind all of this was posted very fast and I was writing this post, -- still am, whoops, -- so I sent this very stressed ask telling them to SLOW DOWN THE LORE PLEASE IM FUCKING PLEADING as well as asking each mod a question, and I got shot back more binary cuz they hate me but they did answer my questions so the conversation goes:
Me: “One, are you in the same room as Three? What about Two?”  One: “yes. no. i miss 2 dearly.” Me: “Two, who did you bite to get out? Two: “the  ghuy from the movee !!!!  i bit him and sstole hias phone!!!!!! his passw ord was "willwoodsux"  :-)” Me: “Three, how long has it been since you’ve consumed any media that isn’t WW related?” Three: “It’s only been a year since I entered the cellar, so not that long ago :-) Around July you're welcome, lorekeeper sincerely, the three mods
So to clarify what and why I was asking:
1. My theory about One and Three being together while Two is separate is confirmed, yay me! Kinda trivial but I want to understand what’s going on in the cellar, so that stuff makes sense in context.
2. I haven’t seen the Will Wood movie, so this means nothing to me! Lucky for me, I have a friend, @indubitablyswag​, who has seen it, so I asked them!
Tumblr media
They have no fucking clue either!! So I will probably be renting that movie tonight, because this lore is worth money to me now, apparently, -- and I’ve been meaning to see it anyways. 
3. Three made a comment about having never seen Ratatouille, which Nigel thought tied into my theory that non-WW things weren’t allowed in the cellar. I think this confirms that, but it actually doesn’t excuse Three from not knowing Ratatouille because it came out much longer than a year ago. (Unless this ARG takes place in a different year? I’ll have to ask about that.)
Then there’s another pizza mozzarella whatever ask, but it’s okay cuz Two fucking murders them. 
I got my numbers screwed up and hurt One’s feelings, (IF YOU’RE READING THIS, ONE, IM SORRY, I MEANT THREE!!) something???? hurts, and I have wasted a solid nineish hours of my existence on this.
Then One gave me a whole ass heart attack by asking my favorite flavor of ice cream. (Theirs is birthday cake, apparently.)
I’m posting it before any of those fucks give me any more lore to add to this timeline because I’ve been here for like ten hours and I honestly just Can Not Keep Doing This, so I’ll be back with more theories later, -- especially after I’ve seen the movie. 
In the meantime, au revoir, I’m gonna go have a stroke. I hope you guys are pleased with your lorekeeper. Cuz if you’re not then literally what has this been for? :::))
57 notes · View notes
concerningwolves · 4 years
Note
Sorry about being vague last night. I was asking about sign language. I don't know sign language and I didn't want a bad source when I describe movements. I get anxious if I just look up sources online about disabilities, so I try to ask people with said disability for their sources.
That’s okay! I’ve just looked at your reblog, and I get where you’re coming from now.  I totally get that searching online is overwhelming – especially if you can’t verify the source, and don’t know enough to make a critical judgement about it yourself – so I’ve taken this as an opportunity to put together a masterpost. (Which I’ve admittedly been meaning to do for like, half a year? a long time, anyway. oops 😅)
Sign Language-Related Resources
For describing sign language and understanding the culture that surrounds it, and knowing how to put this into your writing, this masterpost includes resources that cover as many sign languages as I could find. The source material ranges from YouTube videos to online dictionaries; non-fiction books on the subject to novels that I thought did a great job of representing sign language; and other stuff in between that I think might be helpful.  
  Last updated: 23.06.2020
To start with, I’m going to direct you to some resources that I’ve made myself, all right here on Tumblr: 
#sign language tag
#deaf characters tag 
Sign Language F.A.Q 
Those tags have a lot of links, infographics and posts that I’ve collected over the three years I’ve been here; the F.A.Q addresses some common questions I’ve received. 
DEAF YOUTUBERS 
Jessica Kellgren-Fozard | BSL / SSE | English – I recc her videos a lot, but that’s because her YT account really is a goldmine of resources. Whether you want to know about deafness, chronic illness, vintage fashion, disability-related issues, queer history or makeup (or more!), she has you covered. Some playlists/videos you might find helpful are: 
Sign Language Tutorials (playlist) – what it says on the tin. A playlist full of tutorials on sign language. They’ll help you get a basic understanding of BSL (British Sign Language) and SSE (Sign Supported English), if you’re interested. 
My Sign Language Story (video) – Talks about her own experience with sign language, deafness, and the importance of making sign language more widely known. Worth watching just to give you a good idea of what sign language (in this case, Sign Supported English) looks like in conjunction with speech. Note how the signs are incorporated into her body language. 
Nyle DiMarco | ASL | American – Haven’t watched his videos (only a few for the purposes of this ask), but he’s a prominent Deaf activist and model with a really extensive selection of videos on American Sign Language and Deaf culture (American-centric). 
Representation Matters: Why Deaf Actors Should Play Deaf Characters (video) – DiMarco explains why it’s important for deaf actors to play deaf characters. This may seem irrelevant in light of what you’re asking, but I think this video has a lot of value because it shows you the nuances of sign language and the importance of considering ASL culture when speaking/writing about sign language. 
[TEDx] Making Education Accessible to Deaf Children – Again, great to watch to see how ASL looks in action. As with Jessica’s My Sign Language Story video, note how the sign language and body language intersect. (And also a very valuable and educational video in its own right; it gives you a look at what the Deaf community is like around the world and the difficulties faced in language acquisition for young deaf people). 
Dr. Bill Vicars | ASL | American – His YouTube is dedicated to self-study and providing free ASL resources for interpreters, students, parents of deaf children, and anyone else who wants a reliable way to learn ASL without the cost. 
MISC. YOUTUBE VIDEOS
Maltesers | Theo’s Dog – Maltesers advert featuring a funny conversation in BSL between two friends. The whole lighter side of life series of adverts brings me a lot of joy whenever they’re on. Note how there aren’t exact closed captions for everything they say – at the end, the one in the flowery shirt asks “how?” and the other just motions. That’s the sort of dialogue that would seep out into the body language descriptions when you’re writing signed dialogue.
ASL Conversation – How ASL looks in a casual conversation (i.e., when the speaker isn’t addressing an audience or talking with a preformative aspect. Just two people having a good old natter). 
BSL Dinner chat – A deaf toddler (two years old) chats with her mum over dinner. Again, this is an example of spontaneous chatter, but it also shows you the differences in how children sign vs adults 
BSL Imaginary Play – from the same people as the last video, two years on. Note how the sign language works in a group conversation. 
WEBSITES & DICTIONARIES 
BSL Zone – a brilliant site from the British Sign Language Broadcasting Trust. Here you’ll find TV series and documentaries commissioned specifically for a Deaf/BSL-speaking audience. 
signbsl.com – a free dictionary of British Sign Language 
Handspeak.com – free dictionary of American Sign Language 
Spread the Sign – an international online dictionary for sign languages around the world 
BOOK RECS: FICTION 
The Shape of Water by Daniel Kraus and Guillermo del Toro – The MC, Elisa, is mute, but this book is an excellent example of how you can write sign language in a way that differentiates it from verbal speech without othering. 
The Quality of Silence by Rosamund Lupton –  A great book, told from the POV of a deaf child and her mother. Another one in which I loved the way sign language was written. 
BOOK RECS: NON-FICTION 
British Sign Language: Teach Yourself by Paul Redfern and Deafworks – this is the book I’m using to (very slowly) regain my fluency in BSL! 
Tumblr media
If you found this helpful and want to support what I do here, you can LEAVE A TIP (Ko-Fi), or check out MY PATREON for more of my content. 
115 notes · View notes
Text
Debut || Roger Taylor x fem!Reader
summary || you’re twenty years old, a full-time uni student, and you’re living out of home. money is tight. so, naturally, you decide to sell your virginity to the highest bidder. when you get an offer from some guy in his mid-thirties, you put on your nicest dress and head on over. but there’s a problem: he has no idea who you are, or why you’ve turned up at his house at nine o’clock at night. maybe things aren’t going to be as simple as you’d hoped. modern day au.
rating || explicit, with fluff dotted throughout. 18+ only. do not read if you are under eighteen. the age gap between reader and roger is sixteen years.
word count || about 17.7k.
author’s notes || welcome one and all to my very first fic on this blog! i pictured roger circa ‘85 (specifically live aid) for this fic. this fic is also dedicated to my friend and fellow mid-thirties-Roger enthusiast Jennifer @mrfahrenhcit (i couldn’t find a way to work in everything you asked, but i’ve saved some of them for the next roger fic that’s in the works). fun fact: this is the first reader fic where i’ve used ‘Y/N’. some people have said they’d had issues with this post being extremely slow to load, or the app has crashed - i think it’s just bc it’s so long, and i apologise for the inconvenience.  [i am a proud member of the anti-cross-tagging club.]
masterlist
Tumblr media
     You don’t think you’ve ever felt more nervous before in your entire life.  You’ve wiped your sweaty palms on your dress ten times in the past two minutes, and your heart hasn’t stopped racing from the moment you woke up this morning.
    What are you doing? Seriously, what the fuck are you doing?
    Well, that’s the thing. You know exactly what the fuck you’re doing.
    You aren’t doing it out of embarrassment, or anything to do with pride. You don’t feel pressured, not by anyone, not even by society, fuck society, but you saw some dumb article about it – it was hardly even an article, just gossip – and it gave you the idea, and then you were doing some research about it, just for the money, it’s just for the money, you’ve been living out of home for two years now and life’s still kicking you in the ass, so why wouldn’t you do it for money, if you could? And you can. So you went onto some website and snooped around to check for at least some sign of legitimacy, and then, well, you were making an account, and you made an account, and uploaded some photos that you never thought you’d upload to the Internet, and, a couple weeks later, you found out that someone had chosen you. Chosen you.
    And now here you are.
    On your way to a strange man’s house.
    To lose your virginity to him.
    Because he’s paid for it.
    Well, he’s paid half. The other half comes… after.
    And you’re not nervous about the actual sex part, you suppose, but more about the fact that you’re going to a stranger’s house for sex. Does that make you a sex worker? Could you call someone who played guitar in one gig and got paid for it, but never got paid for it again, a musician?
    Probably. But maybe that isn’t the best comparison.
    You don’t know much about this guy. Just his address, his name, his age – thirty-six, could be worse, to be fair – and that he’s obviously got plenty of cash to spare. And he’s definitely not the sort of guy you want to have around. Seeing as, y’know, he’s paid a twenty-year-old virgin to have sex with him.
    The Uber pulls up to a stop in front of a house. It’s dark outside, almost nine in the evening, so the house is hard to make out, but it’s quite a nice place, very white-picket-fence. Something out of a magazine catalogue about the suburbs. You thank your Uber driver and grab your oversized handbag, climbing out of the car.
    You close the door behind you.
    The Uber drives off.
    And you’re alone on the sidewalk.
    You hoist the handbag onto your shoulder. It’s got a couple of things you think you’ll need – condoms, lube, two change of clothes depending on what this guy is after. You think you look more than nice enough in your heels and tight, black dress, but just in case.
    You glance at your phone, double-checking the address. You send a quick message to your best friend Justine: at the house. will keep u updated.
    She’s the only one who knows; and she only knows because you figured that at least someone should know, if something goes wrong.
    Good God, you’re hoping nothing goes wrong. Not in that way. Not in any way, really.
    And again, you’re back to asking yourself what the fuck you’re doing.
    You take a deep breath, and start heading up the front path.
    Your hands are shaking by the time you reach the front step, but you force yourself to raise a fist and rap your knuckles on the door. The automatic porch light is yellow, and you can’t help but feel irked by how unflattering it is.
    You can hear movement inside the house. A part of you is searching for the sound of kids, although God forbid there’s any to be heard. But a guy like this… Well, your first conclusion is that he’s looking for an affair.
    You really don’t want to be some kind of mistress. But, you suppose, this is really just a business transaction, so you’re free of at least most of the guilt, right? All of it, if you actually have no idea if he’s married.
    Please don’t mention your wife, you pray. Don’t implicate me or whatever.
    Finally, the door opens, and you feel like you’re about to throw up your heart onto your feet. But you push it down, and drink in the man in front of you.
    If you weren’t sure before if he was a dad, now it’s unmistakable. He’s slim, and reasonably tall – not remarkably so, but still tall – and he’s dressed in loose jeans and a blue flannel that he has rolled up to his elbows. His hair is blond, sort of shaggy, sort of spiky, like he spends his time running his hands through it. You idly wonder what it’d feel like in your hands. Guess you’ll find out soon enough.
    But the thing that really knocks your socks off is the big blue eyes that blink at you, framed by eyelashes that you’d kill to have yourself. Those eyes flash down to your outfit, and then back up at your face.
    Okay. Maybe this whole thing won’t be that bad at all.
    You give him your most winning smile. “Hi,” you say in a way that you hope is both alluring and professional.
    He blinks at you again. “Hi,” he says, his eyes wide. His gaze flits up and down your body, like he’s trying to compute what he’s seeing in front of him. “Um, hello. What, uh– Can I help you?”
    His voice is soft, softer than you were expecting. Gentle, almost.
    You lick your lips and shift your feet. “I’m, ah, Mandy. Are you Roger? Taylor?” Your name is fake, of course. You’re not sure about his. Not that it matters.
    “Yes, that’s me,” Roger says. He scratches the back of his head. “Uh, I’m sorry, you’re, um, lovely, but I don’t think I know you.”
    Huh. Odd. Is this a foreplay thing? “We have an appointment. You booked me two weeks ago, and you gave me this date and this time,” you prompt unsurely.
    Roger’s brow crumples. “An… appointment?”
    You feel your face starting to heat up. You almost ask if you have the right address, but no, you already know that he’s Roger Taylor, he’s the one who booked, so you must have it right. “Yeah,” you say. “You, um…” You lower your voice a touch. “You already paid in advance. This is pretty much a done deal, but I’m just here to fulfil my end of the bargain. And then, of course, you’ll have to pay me the other half.”
    Roger’s starting to look a little pale now, and you’re not quite sure what to do with that. His eyes dart down to your outfit and back up to your face. “Pay you?” he says. “I’ve– what? I’ve paid you? What did I pay you? When?”
    Now you’re both embarrassed, and confused, and well, this isn’t something you’d pictured going wrong.
    You suddenly feel very exposed in your tight dress and heels.
    “Uh.” You scratch behind your ear. “Like, I don’t know what to tell you. You’ve booked me, and I’m here. And it wasn’t a small sum of money, so I doubt you’d want to…”
    Roger’s mouth opens, and then closes, and opens again. “Oh, shit, hang on,” he says, his voice flat, “did I… Was this all booked and arranged two weeks ago on the Friday night?”
    “Yes,” you say. “Why?”
    Roger sighs heavily, and rubs his eyes. “Oh, shit,” he moans. “For God’s…” He raises his head, and sighs again. “Look, um, Mandy, there’s been a big misunderstanding. I, um, went through a divorce, er, relatively recently, a few months ago, and I’ve been doing a bit of wallowing, I guess you could say, and my friends tried to cheer me up a fortnight ago on Friday by bringing round a few bottles of very nice whiskey and gin. I don’t remember a lot of that night, but, now that you mention it, I have some vague memory of my friends trying to get me to, you know, ‘move on’, and, um, I think they might have looked up… people online.”
    Your ears are really burning now. “Oh,” you say.
    “That’s what this is, isn’t it?” Roger adds. “You’re a…”
    “Not really,” you blurt. “Kind of. It– oh, man.” You bite your bottom lip, hesitating, not quite sure how much to reveal about the situation. “Okay, I’ll be honest. Yes, I’m… from a website. But I’m not – this isn’t a living, or a side gig, or whatever. Not that it would matter if I was, because there’s nothing wrong with…” You shake your head. Stay on track. “It’s just a one-off. You paid me to… to take my virginity.”
    You swear you can see Roger’s soul leaving his body in that moment. “You– I what?”
    You shrug helplessly.
    Roger takes a step back, pressing a hand to his forehead. “Jesus Christ,” he mutters. “Jesus Christ.”
    “I’m sorry for the confusion,” you say, and your stomach sinks further when a realisation comes to you. “I…” You swallow. Your mouth is dry. “I’m really sorry, but I can’t – The money you gave me. I’ve done this to help pay bills and rent and everything, and it’s already been used. A chunk of it, anyway. I can’t refund you. I’m really sorry.”
    “No, God, don’t apologise,” Roger says. “You weren’t to know.” He shakes his head. “Fucking dickheads, the lot of them.” He looks to you, and warily inspects your face. “How old did you say you were?” His voice is small, like he’s scared of the answer.
    “Twenty,” you reply, and his shoulders sag in relief.
    “Thank God,” he says. “I mean, still, you’re so young, but at least you’re…”
    “An adult?”
    He nods, grimacing sheepishly. “I really am being honest when I say I don’t remember much of that night. My mates aren’t those sorts of people, but, well, who knows what they’d try to pull when they’re pissed.”
    “No, it’s fine,” you say. “I look young for my age. But I am twenty.”
    “No, I believe you,” Roger says quickly. “I’m not… No.”
    You wipe your palms on your dress again. What now? Do you just go home? That wasn’t the cheapest Uber ride you’ve ever had. You were kind of relying on that extra money.
    Roger seems equally at loss. “You– Did you have to travel far?”
    “Not that far,” you say. “Forty minutes-ish.”
    “Fuck,” Roger says. He puts his hands on his hips, and then drops them again. “What time is it? It’s nearly nine, isn’t it?”
    “Yeah, about nine.”
    “It’s late. You should be getting home.”
    Your heart sinks. Wow. Okay. This is really just over like that. “Um, yeah, I guess,” you say. You take half a step back. “I’m really sorry about the– the, um, whole mix-up thing. And sorry about your divorce.”
    Great. Real smooth.
    “Thanks,” Roger says. He hesitates, and you’re about to turn and head back down the driveway, when he says, “How are you getting home? Did you drive?”
    “Uh, no,” you say. “Uber.”
    “Uber? God, no, sod that,” Roger says. “Let me…” He fumbles for something in his back pocket, but comes up empty. “Let me pay for it. I don’t– Can I pay you for it?”
    “It’s all right,” you reassure him. “You’ve already given me– it’s okay.”
    “No, please, I insist,” he says. “Should I– cash? I can give you cash. Or… transfer…” He rolls his eyes at himself, those pretty blue eyes that shouldn’t belong to a man his age, but somehow suit him perfectly. “God,” he mutters. “I usually have things more together than this, I promise. I’ve just been caught beyond off-guard.”
    “Sorry,” you say again.
    “It’s not your fault, really, I don’t– How could I blame you? You had no idea. I am going to murder my friends.” He sighs, rubbing his temple. “Um. Okay. I’ve paid you before, haven’t I, if you got the deposit? How did I do it? I can just do it that way again.”
    “You transferred it to me,” you say. You shift in your heels. Your feet are starting to ache.
    “Let’s do it that way again, then,” Roger says. “I’ll just get my phone, sorry.”
    “It’s okay, really,” you say yet again, stopping him. “Don’t bother. I’ll– It’ll take me two minutes and then I can be on my way home.”
    Roger hovers, and then says, “Can I– Did you want to wait inside? Or out on the steps? Could I get you some water, at least?”
    You hesitate. “Um–”
    “I’m not trying to do anything,” Roger blurts, and then he shakes his head. “Now it sounds like I am trying to do something. I’m not. Really. If you want, you can just wait here and I’ll go inside and leave you alone.”
    You glance at your phone. You haven’t ordered the Uber yet, but you are pretty thirsty. You look back up to Roger. “Well, I already had it in my head that I was coming here to sleep with you, so I’m not really concerned about you trying anything,” you say. “Some water sounds nice, actually.”
    Roger laughs. Like his voice, it’s unexpectedly soft, and it makes you smile.
    “Um. Yes,” he says, glancing at his feet. “Well. Um, come on in, then.”
    You head back up the path, and Roger steps aside to let you in.
    You slip past him. He smells good.
    His house, on the inside, is just as white-picket-fence as it is on the outside. Not the tidiest, but you suppose he wasn’t expecting company.
    He seems to notice the slight mess the same moment you do, and he hurriedly darts forward to tidy up.
    “Sorry,” he says.
    “No, don’t worry about it,” you say.
    He bends down to grab an empty beer bottle from where it sits on the floor next to the couch. Nice ass.
    Not that it matters. You aren’t sleeping with him anymore. But, to be fair, you are only human. Just because you’re no longer ordering doesn’t mean you can’t admire the menu.
    “I, uh, wasn’t expecting any guests, obviously,” Roger adds, half-jokingly.
    You chuckle, and adjust your dress. Roger’s eyes flash down to your hands, then to your chest where you’ve pulled the dress down a little further in your adjustment, and then he quickly looks away, running his hand along his jaw.
    “Uh, um,” he says. “Water? Um– take a seat, by the way. Feel free to sit…” He gestures vaguely around him. “Sit anywhere. Anywhere you like.”
    “Um, okay,” you say, and hesitate, before awkwardly perching on his couch.
    “Sorry, did you say you wanted water?” Roger says.
    “If you wouldn’t mind,” you say.
    “Yeah, of course,” Roger says, and then disappears into the kitchen.
    You breathe in a lungful of air and slowly let it out. Wow. Talk about an unexpected evening.
    You take out your phone and message Justine. boy do I have a story to tell u.
    She’s online, and she replies immediately. fuck what’s happened?? everything alright??
    You bite your lip, considering how to reply. yeah I’m fine. the guy is super easy on the eyes, but there’s been a mix up and basically I am remaining firmly in the virgin zone for the foreseeable future lol.
    You backspace and try again. yeah I’m fine. long story short I’m coming home. tell u about it when I get there.
    is he ugly?? Justine replies, and you can’t help but smile in amusement.
    oh no, that’s not the issue even a little bit, you reply.
    “I’m assuming tap water is fine?” Roger says, reappearing with a glass of water, making you jump slightly and flip your phone face-down on your leg, as if he could somehow see the screen from across the room. “Sorry, I should’ve asked. I don’t really have anything else.”
    “No, no, tap water is fine, thank you,” you say, and he hands the glass to you.
    You take a sip.
    Roger glances away, seemingly looking for something to do or something to say, as if the answer is written in the walls. He chews on his thumbnail.
    Your mind scrambles to find something to say, but it feels like trying to eat soup with a fork.
    “Is everything all right?” Roger asks suddenly, looking to you. “I know this is probably completely inappropriate, but… Well, paying for someone to…”
    Your stomach sinks with embarrassment. “Oh,” you say. “Um. Yeah. Yeah, everything’s fine. Just – could do with the money.”
    “Of course, yeah,” Roger says hurriedly, nodding. “You’re at uni?”
    “Yeah. And living out of home, so.”
    “Right. Yeah, of course, I should’ve guessed. Sorry, that was…”
    “No, it’s fine,” you say with a reassuring smile. You chuckle. “I’m sorry for disrupting your evening like this.”
    “No, no, it…” Roger smiles, and you feel every trace of oxygen leave your lungs, because wow, he’s attractive. “It’s a welcomed interruption, actually.”
    “It is?”
    “Well, all I had planned was to watch something shit on Netflix and drink beer,” Roger says, screwing up his nose. “Not exactly exciting.”
    “Oh, don’t let me stop you,” you say. “Sounds like they were big plans.”
    Roger laughs, and your heart thuds against your ribcage. “The sort of plans that sound much nicer when you have company, I think.” He pauses. “Not that– not that I’m expecting you to–” He sighs, running a hand through his hair, making it stick up. “I’m sorry,” he says. “Really, I’m not usually this… awkward.”
    “You don’t have to apologise,” you say, shaking your head.
    “I used to be a real ladies’ man, you know,” Roger says. “Back in the day. Before my wi– my ex-wife. And the kids.”
    “Sure,” you say, drawling sarcastically.
    Roger laughs again, a little surprised, but amused. “I was!” he insists. “I was picking up women left and right.”
    “I believe you,” you say lightly.
    Roger grins, and you have to take a steadying breath. “You’ve got a tongue on you, haven’t you?” he says delightedly.
    “So it’s been said.”
    It comes out more suggestive than you’d intended. Roger takes a moment to drink you in, and then he bites his bottom lip, looking away, one hand sliding into the back pocket of his jeans, the other one slipping under his shirt, massaging his shoulder.
    Your stomach flips and jumps. You take a sip of water.
    “You sure you’ve never been with anyone before?” Roger says.
    You snort. “That’s a pretty rude question, don’t you think?”
    Roger smiles sheepishly. “You’re right. Sorry. I wasn’t thinking.”
    You take another sip of water, and then say, “I haven’t slept with anyone, no. I think I’d know if I had.”
    “Right,” Roger says mildly, nodding.
    You narrow your eyes at him. “What?”
    “Nothing, I didn’t say anything.”
    “You’re thinking very loudly. Is there something wrong with me not having slept with anyone?”
    “No,” Roger says, his eyes widening. “No, shit, that’s not what I was trying to say. It– you just seem… I’m just surprised. That someone like you…”
    You adjust your dress again. Roger’s eyes drop to your breasts again, and back up to your face. “What do you mean by that?” you ask, trying not to preen.
    Roger ponders over his answer for a while. “You just seem to… know what you want.”
    “Oh, you think so?”
    “Yeah,” Roger says noncommittally.
    His eyes find yours, and they stay there. Your heart is racing in your chest now, making your blood feel warm. You’ve been attracted to plenty of people before, but this is really something else.
    Roger clears his throat, breaking away, and you surreptitiously squeeze your thighs together.
    Your phone buzzes on your thigh. It’s Justine. so he’s hot?
    “Is that your Uber?” Roger asks. If you aren’t mistaken, he sounds almost disappointed.
    Your cheeks grow hot. “Oh, um, I haven’t actually… I forgot to call it.”
    “Oh,” Roger says. A tinge of relief? “Well, no rush.”
    “It’s just my friend checking up on me,” you add.
    “That’s good of them.”
    “Yeah. Well, actually, she was checking up on me before. Now she’s just–” You open and close your mouth a few times, but decide to be honest. “Uh, she’s just, um, asking about you.”
    Roger quirks an eyebrow, and it’s so hot that you have to look away. “About me?”
    Your phone buzzes again. are you on ur way home now?
    “Uh,” you say, and quickly type out, not yet.
    “What have you told her?” Roger asks, playfully curious.
    You put your phone down, and take a breath, smoothing your hands down your legs, thinking carefully of how to answer. “Just that you seem nice.”
    “Nice?” Roger says.
    “And you’re… Well.” You smirk. “I’m sure you’ve seen yourself in the mirror. No point in boosting your ego too much.”
    Roger steps forward, drawn to you by an invisible string. “I don’t think I understand,” he says faux-innocently.
    “I’m sorry, weren’t you just saying a minute ago that you were pulling girls left and right?” you say, cocking your head.
    “Oh, yeah, when I was twenty,” Roger says. “Not talking about now.”
    “Have you tried?”
    Roger pauses, slightly taken aback by this, and his eyes roll to the ceiling as he thinks, blowing hair out of his cheeks. “You may have a point there.”
    “And I suppose that’s why these friends of yours contacted me?”
    “You… may have a point there,” Roger says again.
    You nod to yourself. “I don’t see why they couldn’t have just taken you to a pub and set you up with someone there. It’d have been a lot cheaper.”
    “They’ve, um…” Roger cards his hand through his hair. “They’ve tried that, actually.” He hesitates, and then walks over to you, sitting down on the armchair near you. “They’ve taken me out a couple of times.”
    “And you’ve struck out?” you ask.
    Roger chuckles. “No. I – well, like you said, I suppose I haven’t really tried. I didn’t want to.”
    “Too soon?”
    “No, it’s not that. It’s…” Roger pulls a face. “I don’t know. Haven’t felt like it, really. Maybe it was too soon. Or maybe the thought of having to try to chat someone up just seemed like so much effort.”
    “Surely it wouldn’t be much effort for you.”
    Roger meets your eyes again, and he smiles slowly, running his tongue along his teeth. “Oh yeah?”
    Your phone vibrates. The way Roger’s looking at you makes you wish it was something else vibrating that you could put to good use alone in your room.
    Roger’s eyes flick down to the phone, and back up to your face. “That your friend again?”
    You hesitate, and then flip the phone over. hellooooo????? wtf is going on????
    “Yeah,” you say, and put the phone down beside you.
    “You going to answer it?”
    “In a minute.”
    You smooth your hands down your thighs. Roger watches like a hawk.
    Your hands slide back up your thighs.
    He swallows.
    You smile.
    “You, um, you ever…” Roger tears his eyes away from your thighs to look at your face. “Have– have you ever had a boyfriend? Or girlfriend?”
    “Yeah,” you say casually. “Not for a long while, though. And nothing too serious. Nothing as full-on as marriage.”
    Roger laughs, but it comes out sounding a bit strangled. “Yeah. That’s all right, though. That doesn’t matter.”
    Your phone buzzes.
    You ignore it.
    “I never got around to… all of that,” you explain. “Y’know. Fucking.”
    Roger’s face goes slack. “Uh–”
    “I wasn’t waiting for anyone special,” you continue. Your blood feels electrified under his gaze. “Just never quite got there.”
    “Never quite–?”
    You hum. “That’s misleading. I’ve made out with plenty of people, but that’s all. Some over-the-clothes action. Basically nothing, really.”
    Roger looks like he’s struggling to breathe. “Uh-huh.”
    “You probably find that hard to imagine,” you say with a wry smile. “Having kids and all. How old were you your first time?”
    Roger blinks, and takes a moment to reply. “Uh, I was sixteen.”
    You laugh. “God, I can’t even picture…” You frown, and shake your head. “It’s hard to picture what it’d be like, you know? The reality of it? You can watch as much porn as you like – and I’ve watched plenty, mind you – but, like, I know that it’s not real. Not realistic, anyway. I’ve spent what feels like ages just trying to picture what is actually is like, but it’s impossible for me to know.”
    “It’s good,” Roger says, and it comes out in a rush, and he looks surprised at himself.
    You feel a thrill go through you. “Good?”
    “Yeah,” Roger says. “Everyone says your first time isn’t good, but that’s only if your partner doesn’t know what they’re doing. And it’s nice when you have an idea of what you’re doing, too, but that comes with time. And if you have a good teacher.” He rakes his hand through his hair again. “But when the chemistry is right, and the mood is right, it’s… good.”
    “That’s descriptive,” you murmur sarcastically.
    Roger huffs a laugh. “What do you want, a detailed explanation? Graphs and illustrations?”
    “A demonstration would be nice.”
    Shit. Oh, shit. Shit shit shit. Why the fuck did you say that?
    Your eyes are wide, and you open and close your mouth a few times. “Uh.” Roger looks as surprised as you feel. “Oh,” he says. “Um. Wow. Is– is this part of the…”
    You blink. “Part of the…?”
    “The whole…” He gestures vaguely. “…thing. You being paid to…”
    “Did I just make a complete idiot of myself as part of my attempt to woo you as a kind-of sex worker?” you ask. You can’t help but laugh, shaking your head. “Nope. No. That was all me. Just being a dumbass.” You groan, covering your face. “I’m sorry,” you say from behind your hands. “This is so embarrassing.” This whole night has been nothing but a huge embarrassment. You can’t wait to go home and forget about it, thanks to an unhealthy dose of alcohol.
    “I’m sorry,” Roger says.
    You lower your hands. “For what?”
    “For – I don’t know. I just felt I needed to apologise.”
    You snort. “You don’t have to apologise for me very clumsily and awkwardly and horribly trying to flirt with you, Roger.” You roll your eyes at yourself. “You’re probably used to seeing that all the time.”
    “Again, not for a very long time,” Roger says. “But I know what horrible and awkward flirting looks like, and… that wasn’t it.”
    “But clumsy, though, right?” you say, screwing up your nose.
    Roger chuckles. “Maybe. But that’s all right.” He shifts in his seat. “I was just as clumsy.”
    You wave a hand, and reach for your phone. It’s high time you called your Uber. And reply to Justine. “You weren’t flirting with me.”
    You re-read the messages from Justine you’re yet to reply to.
    so hes hot?
    are you on ur way home now?
    hellooooo????? wtf is going on????
    Then the new one, from a few minutes ago: for the love of god can u please reply to me. something. anything. I’ll take a solid thumbs-up.
    So you send a thumbs-up.
    When you look up, Roger is staring at you, and you realise he hasn’t spoken since you did.
    You’ve well and truly crossed a line somewhere. You can’t blame him for wanting you out. “I’m sorry,” you say. “I’m just – my friend. I’ll get the Uber now. Sorry it’s taken me so long.”
    “Don’t,” Roger says.
    You pause. “Don’t what?”
    “Don’t order the Uber.”
    Your stomach bubbles. “Wh– No?”
    “Not yet, at least,” Roger says. He leans forward, resting his elbows on his knees. “You think I wasn’t flirting with you?”
    “Why would you be?” you respond automatically.
    “Why would…” Roger shakes his head. “Why wouldn’t I be?”
    “Because I’m a random twenty-year-old woman who’s just shown up at your door on a Tuesday night dressed like this talking about how you paid to take my virginity,” you say bluntly. “Which is more than a little off-putting.”
    “Well, all right, I’ll give you that,” Roger says. “But here I am, still trying to clumsily flirt with you nonetheless.”
    You break out into a smile, a bashful one, and duck your head. “Oh.”
    “Oh,” Roger repeats, a touch playfully.
    You glance up at him. He’s smiling at you, pleased with your reaction, and the thought of kissing him flashes through your mind, and you’ve suddenly never wanted anything more. You purse your lips, looking at your hands again, fiddling with your phone, flipping it around and around in your grip.
    “Mandy,” he says gently, and you’re puzzled for a moment before you remember –
    “That’s, um, not my real name,” you tell him with an awkward chuckle. But you really like how he said it all the same.
    Roger looks so embarrassed that you can’t help but laugh. “Here I was, trying to be all suave, and now I look like an idiot,” he says.
    You shake your head. “You don’t. You didn’t know.”
    “I should’ve guessed you weren’t using your real name.”
    “No, it’s fine,” you giggle.
    “Well, am I allowed to know your real name? So I can try again?”
    You hesitate.
    “Unless you don’t want to,” Roger says quickly. “That’s fine. Security, and all. Stranger danger.”
     You laugh again. “Stranger danger? I’m in your house.”
    “I could be a stalker. You don’t know that.”
    Fuck, you���re attracted to him. “Dork,” you say with a roll of your eyes.
    Roger chuckles, his eyes sparkling.
    “It’s [Y/N],” you add.
    “[Y/N],” he repeats, and your breath catches ever so slightly. He pauses, and then comes to sit beside you on the couch, and holds out his hand. “Nice to meet you, [Y/N],” he says. “I’m Roger.”
    You giggle, and take his hand, shaking it. “Nice to meet you, Roger.”
    He’s so close now. He smells amazing, and his hand is warm, and his eyes are so blue, and his lips–
    You realise you’ve been staring at his mouth, your hand still in his, and you glance back up at his eyes before quickly taking your hand back, looking away.
    You tuck your hair behind your ear, clearing your throat. You’re barely aware of your own body – only his, and how close it is to yours. Like there’s a force between the two of you, connecting you. When he swallows and moves his hand back to his own lap, you can feel it as if it’s your own.
    “Do you, um…” Roger takes a breath in, and you feel your chest, your lungs, buzz. “Tell me about yourself a bit.”
    “Me?” you say, looking to him. Oh, wow, he really is close. Fucking hell, you want him.
    “Yeah,” he says, smiling. “What do you do for fun? Stuff like that?”
    You lick your lips, and his eyes dart to the movement. “Um, well, I…” You absentmindedly adjust your dress, and it catches his eye again. “I’m at uni, in my second year. It’s all right. Pretty stressful, obviously, but I like it well enough. I live with two of my friends. I, um… I like… dogs.”
    Roger laughs.
    This is so stupid, you realise. You both clearly want each other.
    You shake your head. “Stupid,” you mutter.
    Roger frowns. “What’s stupid?”
    “This,” you say. You gesture between the two of you for emphasis. “This.”
    “Oh,” Roger says. He shifts away from you. “Sorry, I didn’t mean to make you uncomfortable.”
    You huff. “You’re not.”
    “Then what–”
    “Kiss me,” you cut in.
    Roger stops. “Kiss you?”
    “Yes,” you say, keeping your gaze steady on his. “You’re too damn difficult to resist. So kiss me.”
    Roger hesitates.
    You raise your eyebrows. “Unless you don’t want to?”
    “No, I – I do,” he says. “I just…”
    “What?”
    “I feel like the circumstances… I don’t want you to think I’m just doing this because I’ve paid you to…”
    “I don’t think that,” you say. “And I don’t want your money; this is way beyond that now. I’m not trying to trick you into sleeping with me so I can force you to pay me. I just know chemistry when I see it.”
    Roger chuckles. “I was right,” he says. “You know exactly what you want.”
    You steel your nerves. “Yeah,” you say with a shrug of your shoulders. “And I want you.”
    Roger swallows. “But you don’t even know me.”
    “Nope.”
    “And you’re in my house.”
    “Yep.”
    “And I’m so much older than you.”
    “That’s right.”
    “And you’re…”
    “I’m a virgin,” you finish, nodding. “I know. But for the love of God, Roger, if you don’t kiss me right now, I’m going to scream.”
    Roger exhales, shakes his head minutely, and then says, “God fucking damn it,” and leans in to kiss you.
    You immediately shift to press closer towards him, one hand coming to rest against his chest. He kisses you earnestly, but gently, like he’s nervous. Nervous about making you feel pressured, you can safely assume.
    But that’s not what you’re about. You pull back, and, before he can say anything, you climb on top of him, straddling his waist, and kiss him again, more deeply than before. He breaks away just far enough to whisper, “Holy shit,” and then ducks his head to kiss down your throat. You tilt your head to give him more room, one hand against his chest and the other raking through his hair. His hands, rough and warm, smooth up your thighs, and your breath catches. They stop just under the hem of the dress, and a soft whine slips from your throat.
    Roger moans in response. “Jesus Christ.”
    You reach down and grab at his wrists, urging his hands to go further up the dress. “Touch me,” you pant.
    He draws back, and you look down at him, at his slightly flushed cheeks and his ruffled hair, and you want him naked, right now. “I don’t want you to feel like you have to do anything you don’t want to,” he says. “We can just make out, that’s absolutely fine. Just because of… the whole… arrangement…”
    “Roger,” you say slowly, “I’m only going to say this once, because I don’t want to have to repeat myself.”
    He nods, swallowing.
    You cup his face in your hands, boring your eyes into his. “I want you to fuck me. Tonight. Right now.”
    Roger takes a shaky breath. “Are you–”
    “What did I just say?” you cut in. “Not repeating it.”
    Roger smiles, laughing breathlessly. “Bloody hell.”
    You smirk. “I’ll take that as a compliment.”
    “Oh, it most certainly is one, believe me.”
     You lean in to kiss him, and his hands, thank the Lord, slide further up your thighs. You start unbuttoning his shirt, blindly, fumbling a little, and your kisses grow more eager.
    You’ve kissed a number of people in your time. Not a whole lot, but a few. And Roger really takes the damn cake.
    When his shirt is fully unbuttoned, untucked from his jeans, you move your lips down his neck, and he moans, letting his head roll back, his hands shifting to grab your ass, pulling you against him. You can feel the tent in his jeans, and, beyond thrilled, you grind against it, loving how a bolt of arousal shoots through you. Roger’s grip on you tightens, and when you nip at his skin, he spits out, “Fuck.”
    You rock your hips against him again, and he laughs again. “God, it’s been too long.”
    You hum, nipping his throat again and soothing it with your tongue. “How long is too long?”
    “Months. Lost count. Ah, fuck.”
    You pull back, giving him a look, and he lifts his head to meet your eyes. “Try twenty years,” you say dryly.
    Roger shakes his head. “Can’t even imagine.” He kisses you, just once, and then murmurs against your lips, “I promise I’ll make this good for you.”
    You shiver. “I’m sure you will.”
    “I mean it.” He kisses you again, and then sits back, his hands sliding back to your thighs and squeezing them gently. “I want this to be good for you. If I’m going to be your first, I want you to enjoy it. So you have to tell me if I’m doing something you don’t like, yeah?”
    You nod. “Yeah.”
    “I don’t care what it is we’re doing – you can tell me to stop at literally any point, and I will, no questions asked.”
    You nod. “I know, I know.”
    Roger chuckles. “You just really want to get things going, don’t you?”
    “Yes.” You press your lips to his, and, now that you both know where things lie between you, you’re both eager to get to the next step. The kisses quickly become more feverish, hotter, deeper. Roger’s hands go to the back of your dress, working the zipper down your spine, and you shudder at the feeling of it. When he’s done, you sit back to yank it over your head, dropping it the floor behind you.
    Roger’s eyes drink you in, his mouth hanging open. “Whoa.”
    You flush under his gaze. You know you look good – you’d worn your push-up bra and matching lace underwear for a reason – but it’s still a rush to get a reaction like that.
    “Bedroom?” Roger says, his voice a touch weak, and you nod, leaning in to steal one last kiss before climbing off him, taking his hand and pulling him to his feet. He groans slightly as he does so, and you giggle.
    “I know, I know, I’m old,” he says.
    “No, I like it,” you say, tugging him closer to you and hooking a finger of your other hand through a belt loop on his jeans. “Dad noises.”
    Roger shakes his head, his hands coming to rest on your waist, and you lean into the touch. “Don’t say that,” he grumbles. “Makes me feel even older.”
    “You’re not old,” you say, rolling your eyes. “You’re not even forty.”
    Roger laughs. “Ah, yes, a real spring chicken.”
    “Can you stop whining and fuck me already? I’m gonna be forty by the time we get to it.”
    Roger snorts. “Cheeky.” He leans in to kiss you, and you curl your arms around his neck, pressing into him.
    When you break apart, you take Roger’s hand again, and he leads you to his bedroom, both of you stumbling slightly in the dark house. You’re only in your underwear, but you’re still wearing your heels, and you feel like you’re in some kind of Victoria Secret ad.
    Roger keeps glancing back at you, his eyes sweeping your body, and he’s so distracted he almost runs into a wall at one point, and you have to tug on his arm to pull him out of the way, laughing as you do so. He retaliates by pushing you up against the wall and kissing you senseless, his thigh slotted between yours. You’re lightheaded and unbelievably turned on by the time he breaks away again, and it feels like a lifetime before you reach his bedroom. 
    Roger switches on the light.
    The double bed is unmade, but the room itself is fairly tidy, just a pair of shoes and a shirt on the floor. The whole room screams tax-paying adult, and you’re reminded again that the man you’re about to sleep with is, in fact, a proper adult. Not like you, an adult by the loosest terms imaginable, but a fully-grown man with children and a mortgage and a career, probably. A completely different world to yours.
    But none of that will matter when you’re both naked. 
    He closes the door behind him, and then you’re pouncing on him, pushing his shirt off his shoulders and all but tearing his belt off. His hands are tight on your hips, and when you undo his belt and the button and fly on his jeans, he pants, “Bed, bed, go sit on the bed.”
    You do as you’re told, sitting on the edge of the bed and crossing one knee over the other, taking the opportunity to quickly tie your hair back out of your face while and Roger fumbles with the rest of his clothes, kicking off his shoes and pulling off his socks and jeans. You can tell that he would’ve been thin as a twig back in the day, and you’d easily call him slender even now, but his body is soft, the sign of a father who’s spent more time taking care of the kids and having a beer in the evenings to wind down than going to the gym. It suits him, looks good on him. You’re certainly a big fan.
    Soon, he’s down to nothing but his boxer-briefs. His boxer-briefs, which are neon green.
    You break out into a grin, and Roger looks down at them, sighing. “Of all the fucking pairs I could’ve put on today,” he mutters.
    “They’re pretty great,” you say, and you make sure you have Roger’s full attention before you uncross your legs, spreading your knees wide, leaning back on your hands, “but I’m more interested in what’s underneath them.”
    From the look on Roger’s face, you’d guess his legs are about to give out from under him. “You’re gonna fucking kill me,” he huffs, and he hurries over.
    Grinning, you scramble backwards on the bed, lying down, and he crawls after you, over you, and his kiss is bruising.
    Your hands are shaking now – with excitement and with nerves, a lot of nerves – but you ignore that, and worm your fingers inside his underwear, wrapping your hand around him and giving him a tug.
    He jerks, and you have a moment of panic where you think you’ve done the wrong thing, but then he kisses you with more fervour, so you do it again. This time, his hand finds yours, gently guiding you away.
    “Did I do something wrong?” you ask.
    Roger looks confused for a moment, and then says, “God, no. I just don’t want to get too worked up before we get to, y’know, the main event.”
    “Oh,” you say, smiling in relief.
    “You really have no experience at all, do you?” Roger says, sounding almost disbelieving.
    “That’s what I’ve been saying,” you say. “It hasn’t all been some elaborate ruse to get into your pants. Literally all I have is some vague, theoretical ideas on how this works. And I know the mechanics. But that’s it. So you’re gonna have to be patient with me.”
    “That’s fine by me,” Roger says. He chuckles. “It’ll make everything I do seem much more magical than it really is.”
    “Sure,” you say mock-condescendingly.
    Roger laughs, and he looks so wonderful when he’s laughing that you can’t help but smile, your hand reaching up to comb through his hair.
    He notices the look in your eye, your smile, and he smiles back in a way that makes your stomach squirm and your fingers and toes tingle.
    He kisses you, and the squirming in your stomach grows into full-blown butterflies, big Amazonian ones, and you begin to have an inkling that, oh no, this could be bad. This could be very bad indeed.
    It’s probably nothing. He’s just hot, and nice, and funny, so you’re excited to have sex with him. That’s it. You’re a duckling that’s imprinted on its mother. Except you’re a human, and Roger’s the first person you’re having sex with, not your mother.
    Not the best analogy you’ve come up with. You can’t blame yourself, though – the way Roger’s kissing you is turning your brain into mush.
    He presses a kiss to just under your ear, and then kisses all the way down your throat, and you tilt your head back. “Feels so good,” you murmur.
    You can feel Roger smile against your skin.
    He keeps going, kissing the hollow at the base of your throat, further down still, and you bite your bottom lip. He presses a kiss to the top of your right breast, and then looks up at you. “Can I take your bra off?”
    You nod eagerly, and he moves back so you can sit up. “Oh, I’ve still got my shoes on,” you said.
    “I’ve noticed,” Roger says, and you chuckle.
    “As super sexy as they are, I do wanna take them off,” you say.
    Roger ducks forward to drop a kiss to your neck, and the butterflies are back, and you can feel your cheeks going pink. You want to hide your face, but Roger’s right there, and you can’t look away from his eyes. “How about you take your bra off,” he says, “and I’ll get your shoes.”
    “You don’t have to take my shoes off for me,” you say.
    “Well, I want to,” he says simply, and shuffles down, climbing off the bed. He gestures for you to shift forward, and you do, until your feet are hanging off the bed, your knees hooked over the edge. Roger gets onto his knees – he makes a dad noise as he does so, and you giggle again – and fiddles with the buckle on one of your shoes.
     You take a moment to watch him, biting your lip, smiling, and then reach behind you and unhook your bra, slipping it from your shoulders.
    He doesn’t look up right away, and you’re thankful for a moment to get your head around the fact that you’ve never been completely topless in front of anyone before. You’re self-conscious about the grooves the bra has dug into your skin, about the way your breasts look without the aid of the push-up, and you almost go to cross your arms over yourself, but then Roger glances up, and his hands go still. “Bloody hell,” he breathes. “You’re gorgeous.”
    You tuck your hair behind your ear. “Thanks,” you say in a small voice, unsure how else to respond.
    Roger shakes his head, and focuses back on the shoe, making quick work of it and easing it off your foot, setting it down beside him. He moves onto the other shoe. “Talk about winning the fuckin’ lottery,” he says.
    “I could say the same,” you say.
    Roger stops again, looking to you, and then smiles, looking back to the shoe. His ears have gone red.
    He takes the second shoe off and places it beside the first, then presses light kisses to the inside of your knee. He moves further up your leg, up your thigh, and you realise you’re holding your breath. His arms are curled around underneath your legs.
    Roger looks up at you, his thick eyelashes making him look almost angelic. “Is this all right?” he says. “If I…?”
    He’s asking if he can eat you out. Oh, God, he’s asking if he can eat you out. He wants to put his mouth and tongue there, and maybe his fingers, too, and no one’s ever done that before.
    You nod eagerly. Maybe a little too eagerly, as Roger laughs.
    You feel your stomach cave in on itself in embarrassment. “Actually, no thanks,” you say, trying to pull your legs back. “Changed my mind.”
    “No, no, I’m sorry, I didn’t mean to laugh,” Roger says, still chuckling. He coaxes your legs back to where they were, and kisses your thigh. “It was just the look on your face.”
    “You’re doing a terrible job of wooing me,” you say, aiming for resolute and chastising, but it comes out sounding more weedy and humiliated.
    “I’m sorry,” Roger says again, and his hands stroke your legs soothingly. “I am. I didn’t mean to make you feel embarrassed.” He smiles, a glint in his eye, and you’re momentarily left breathless. “Can I… make it up to you?”
    You can’t help but smile back, rolling your eyes. “Wow. Cheesy.”
    “Thank you,” Roger says. “I’m going to be honest, as fun as this banter is, my knees aren’t going to last forever.”
    You splutter a laugh. “Yes, yes, okay, yes please.”
    Roger surges up off the floor to press a firm kiss to your lips, and you take a moment to wonder just how dodgy his knees really are if he can do something like that, or whether he was just looking for a convenient segue into getting your underwear off. You’re not fussed either way.
    Roger kisses your collarbone, and then pulls back, hooking his fingers into your underwear. “Lift your hips up for me, love?”
    The pet name makes heat pool between your legs. Oh, Jesus.
    “Mm-hm,” you say, hoping it sounds more nonchalant to him than it does to your own ears, and lie back to lift your hips, and he slides your underwear down your legs and drops them near your shoes.
    You expect him to go back to his knees straight away, but he holds himself above you, kissing you, deep and slow, making you whimper into his mouth. One hand holds himself up, and the other one massages your hip, his thumb kneading your skin. Relaxing you, you realise. You let yourself get lost in the kiss, and you’re only partially aware when Roger’s hand moves from your hip to your thigh, brushing over your skin.
    You’re extremely aware, however, when his fingers stroke through your folds for the first time.
    Despite yourself, you jump, and Roger murmurs, “Sorry,” but you shake your head to dismiss his concerns, and pull him in again.
    For a few moments it’s strange, feeling someone’s else hand there, and you’re very conscious of how wet you are, and you wonder if it’s something you should be embarrassed about, but then Roger circles your clit, and suddenly all your worries seem very far away.
    It feels… good. Really fucking good. Roger’s fingers are rougher than yours, but they’re clearly experienced in how they move.
    You push your hips up against Roger’s hand, wanting more, and Roger complies, his fingers moving just a touch more roughly, and he ducks his head to nuzzle at your throat, kissing it, nipping lightly.
    “Oh, God,” you moan to the ceiling, overwhelmed already, and you almost laugh at how surprised you sound. Your hand grips Roger’s hair, and you hope it’s not too hard, but you couldn’t let go if you tried.
    Then Roger’s hand is gone, and you let out a choked sound at the sudden stop. You try to gather your thoughts to ask why, but then Roger is kissing down your body. Oh, man, you think, unable to conjure up anything else, and Roger chuckles, and you realise you said it out loud, but you don’t have time to be embarrassed, as Roger takes one of your nipples into his mouth, his tongue swirling around it, his teeth tugging at it, and you gasp.
    “I’ve never… That’s new,” you say weakly, hissing when Roger runs the flat of his tongue over your nipple.
    Roger pulls off to ask, “Do you like it?”
    “Yeah,” you say. “Yeah, uh-huh.”
    “Good.” He goes back to his task, and you arch off the bed slightly.
    “So good,” you breathe. Roger switches to the other nipple, and you moan appreciatively.
    Eventually, both to your dismay and your excitement, he draws away, and presses a single kiss to the space between your breasts. “You’re fucking stunning,” he says, and then he moves back to climb off the bed, setting himself between your thighs.
    You struggle to wrap your head around it. How he could be making you feel this good, and then still compliment you, as if you’ve done anything to deserve it?
    Roger doesn’t waste time talking now. He kisses the inside of your thigh, and then he dives straight in, his tongue nudging your clit as it pushes through your folds. You suck in a sharp gasp, your hand gripping his hair tightly. Your other hand flails, grappling at the sheets as he starts to find a rhythm. You wind up pressing the back of it to your mouth, trying to muffle the sounds you’re making, trying to gather some sort of control, because right now you feel like you’re falling head-first off a cliff, and Roger has complete power over how you land.
    He does something with his mouth – you couldn’t tell for the life of you what it is – and your hips buck against your will. “Sorry,” you blurt out, and it comes out broken and breathless.
    Roger just adjusts one of his arms, bracing it across your hips, holding you down, and you moan. His other hand joins his mouth, sliding a finger into you. “Oh, fuck,” you whisper, and then your hand returns to its position, keeping you somewhat quieter.
    It doesn’t take long before Roger’s working in a second finger, pumping them in and out of you, and the sound of it is so obscene that it makes your face go bright red. You’re climbing towards an orgasm, frighteningly quickly, and when a third finger squeezes in beside the first two, you very nearly come, but the sting of the stretch is enough to keep it at bay.
    But then your body relaxes around the three fingers, and Roger crooks them just so and sucks on your clit, and you move your hand away from your mouth to say in a rush, “I’m– I’m so close, I’m gonna come, fuck, ah, shit,” and then–
    Then Roger is gone, his fingers and mouth are gone, and you’re left teetering on the brink of an orgasm, feeling like the air has been punched out of you.
    “Wh– Roger?” you say, your head a mess. You prop yourself up on your elbows to see Roger still between your legs, but instead he’s massaging your thighs with his thumbs, dropping light kisses to your soft skin.
    He smiles up at you, his nose and chin glistening. “Thought we could try something.”
    You shake your head to try to clear it. “But I was just about to…”
    You can still feel the urge. Another minute, and you’ll be there. But the longer you wait, the more the feeling fades. It makes you want to punch a wall.
    Roger hums. “I know. That’s the point.”
    You frown, trying to wrap your head around it. “You… don’t want me to?”
    “Not yet.”
    It finally clicks. “You’re gonna do that to me a couple more times before you make me come, aren’t you?”
    Roger’s smile widens into a grin. “That’s the plan. If you’re on board.”
    “I’m on board,” you say. “As long as when I do come, it blows my fucking mind.”
    “That’s really the point of it, love.” Roger keeps eye contact with you as he leans forward to press a kiss to your core, and you shudder. “And move your hand away from your mouth. You don’t have to be quiet. The more sounds you make, the better.”
    “When am I gonna get my hands on you?” you ask. “I’ve barely even touched your dick yet.”
    Roger huffs a laugh, and you can feel his breath against you. “We’re getting there,” he says easily. “Good things come to those who wait.”
    “Ugh, that’s such a dad thing to say,” you bemoan, lying back down.
    Roger laughs again, and then his mouth and hands return to where you so desperately need them. You suck in air through your teeth. “Fuck, Roger.”
    Roger moans, and you jerk at the sensation.
    He brings you to the edge once more, and, even though you don’t tell him when you’re about to come, he knows, and leaves you hanging once again. So close, so close, but not close enough.
    You feel like crying. Or kicking him in the face.
    You moan helplessly, slinging an arm over your eyes, your legs trembling as Roger smiles against your thigh – you can feel it. A smug smile that makes your blood boil and your core throb even more than it already is.
    Then his fingers push into you for a third time, and his tongue licks through you, but this time it’s slow, painfully slow, not enough to make you come but enough to keep your head lost in the clouds, enough to make your stomach clench and twist, desperately searching for something. It’s enough to make you grind your teeth together. “God, fuck, I need to come,” you sob against the palm of your hand, your thighs trying to clench around Roger’s ears, but his arm is in the way, keeping your hips still.
    His tongue drags against your clit, steady and unhurried, and the gasping whine that rips itself from your throat is piercing to your ears. Not even your hand could muffle it.
    “There we go,” Roger says, and does it again.
    You squirm. “Roger, fuck, please, I wanna come so bad.”
    Roger’s fingers still move in and out of you at a leisurely pace, but he uses his mouth to say, “You wanna come?”
    “Yes,” you say miserably. “Please, I need to.”
    His thumb presses against your clit, and you bite your bottom lip, your body twisting.
    “Christ,” Roger breathes. “That’s a fucking sight.”
    “Fuck me,” you beg. “Anything, just please.”
    Roger takes his hand away, standing and wiping his face on the back of his hand, and you swear. He kicks off his boxer-briefs. His cock is hard and red, swollen, leaking. You sit up and zero in on it like it’s a four-course meal and you haven’t eaten in days. You scramble off the bed, dropping to your knees in front of him.
    “Fucking hell,” he says, clearly not expecting you to do that.
    “Can I suck you off?” you ask desperately, resisting the urge to just shove your mouth around his dick without further preamble. “I’ll do a good job, I promise. Just tell me what to do. I’m a fast learner.” You curl your fist around him, sucking the head into your mouth.
    Roger makes a strangled sound, his hips bucking slightly. “Wait, wait, wait,” he says quickly, guiding your head away with a hand on your head.
     You pull back, but keep your hand where it is. “Just fuck my mouth,” you say, gazing up at him. “I dunno how that works, but I can keep it open.” You do so, sticking your tongue out, silently begging with your eyes.
    Roger chuckles softly to himself, running a hand through his hair. “You’re gonna make me come just from running your mouth like that.”
    You open your mouth wider.
    “Or from just doing that,” Roger says. He pries your hand away from his dick, using it to pull you to your feet.
    He kisses you, a hungry kiss, a you’re doing so well kiss, and it makes you preen. “But I want to fuck you,” he says. “I’ve had my dick sucked before; you’ve never been fucked.”
    “I’ve never sucked a dick before, either, though,” you reason.
    “Well, hit me up next time you’re in the neighbourhood,” Roger jokes. Before you can reply, he kisses you again, and you drink him in greedily, palming at his cock until his kisses grow sloppy, messy, more teeth and tongue, and he has to snatch your wrist. “Let me get inside you first,” he growls. “Good God.”
    “I like it when you’re bossy,” you say, teasingly.
    Roger hums, his eyes dark. “You need that attitude fucked right out of you.”
    “Do it,” you say fervently, grinning in delight when he grabs your other wrist as well to stop you from touching him. “Do it, do it, do it. Fuck it right out me. I need it. Never had anyone try to fuck anything out of me before.”
    Roger shudders. “Jesus.”
    You half-heartedly try to tug your wrists back, but he holds them tightly. “Fuck me till I can’t walk,” you say. “Come on.”
    Roger takes a breath, and then lets your wrists go. “Bed. Now.”
    You scramble to obey, clenching your thighs together at the sight of Roger. He looks wrecked already, his hair a mess, his skin flushed, his eyes glassy, his lips red. He goes to his bedside table and digs out a bottle of lube and some condoms. “Maybe should check the date on these,” he mutters to himself, and squints at the packets in his hands. After a few moments of peering at them, he sighs in frustration, and reaches for the pair of glasses on the table that you hadn’t noticed before. He slips them on, and then nods at the packets. “They’re fine.”
    He goes to take the glasses off, but you say, “Wait, show me.”
    He turns to you. “Show you what?”
    Fuck, he looks gorgeous in those glasses. They’re large, round ones, with delicate silver frames, and you make a soft sound. “Oh, wow.”
    “I know, they’re horrendous,” Roger says, taking off the glasses and setting them down. “My eyesight’s always been shite, but I can’t stand wearing the bloody things.”
    “No, you look great,” you say. “So great, in fact, that I need you to get the condom on so you can fuck me literally right now.”
    Roger raises his eyebrows. “You what?”
    “I’m dying here, Roger,” you say loudly, smacking the bed beside you. “You look hot as fuck in those glasses, and I’m so insanely horny that I’m about to explode. I need your dick in me right now.”
    Roger grins, and rips open the condom packet. “All right. Jeez.”
    “Let me do it,” you say, crawling over to him and taking the condom from him.
    “You’ve ever done it before?” he asks.
    “Not since we had to at school when I was, like, fifteen.” You do it carefully, to the best of your memory. Your mouth waters being so close to his cock. “Is this right?”
    “Yeah, perfect,” Roger says. “You look incredible, by the way.”
    You look up at Roger, and the butterflies return. You’re left momentarily speechless, but it doesn’t matter, because Roger leans down and kisses you. His hand rests against your collarbones, and you get another idea in your head. You rise up into a kneel, keeping his lips on yours, and then you take his hand, pressing it against your throat: a silent invitation.
    Roger moans into your mouth, and applies some pressure, just a bit, testing the waters.
    It makes your core ache, and you kiss him harder, so he presses harder in return. His palm is warm against your throat, and you keep one hand loosely around his wrist, the other hand in his hair, as it is wont to do.
    You end up lying back on the bed, Roger pressing his hand against your throat as you gasp and squirm.
    “You like this, don’t you?” Roger says, fingers on his other hand dipping into your folds. “Fuck, feel how wet you are.”
    You nod desperately. Your mouth is hanging open, and your head is starting to swim.
    “Is that all for me, love?”
    You whimper, nodding again. You can hear your heartbeat in your ears.
    Roger lets go of your throat, and you gasp, your eyes wide. “More,” you say immediately. “More. Fuck me like that.”
    Roger smiles, keeping his palm against your throat, but brushes his thumb across your skin. His other hand curls around your knee. “Your enthusiasm is… mind-blowing,” he says with a chuckle, “but just take a moment, yeah? You’re all over the shop. Slow down a bit.”
    “I don’t wanna slow down,” you protest, grabbing onto his forearm.
    “We’ve got time, love. It doesn’t have to be over so quickly.”
    “You can’t tease me like that, almost make me come, like, three times, and then tell me to slow down,” you say. “I need you, Roger. Christ, I need you. Show me what it’s like, show me how good my first time can be.”
    Roger’s pupils are blown wide, and he lets out a shaky breath. He swallows. “Spread your legs.”
    You grin, and do so. Roger lets go of your throat and leans over you on all fours to kiss you briefly. “I’m not choking you while I fuck you,” he says. “I want you to feel all of it, not have your head somewhere else.”
    You nod vigorously.
    Roger reaches for the lube. You hold out your hand, and he raises an eyebrow at you, but pours some into your hand. You reach forward and slide your fist up and down his cock, spreading the lube. He groans and shudders, and then he says, “That’s enough, that’s enough, I want to fuck you.”
    You take your hand away, wiping the lube on the sheets, Roger surges forward to capture your lips with his, and you feel the head of his cock nudging at your entrance. A shot of adrenaline explodes within you.
    “Tell me if it hurts, okay?” Roger says, and you nod.
    Then, slowly, he pushes into you, just an inch or two. You gasp at the stretch, gripping onto his arms, your mouth wide.
    Roger stills, and nuzzles at your throat. “You okay?”
    “Mm-hm,” you say, biting your lip. “Keep… Keep going.”
    He does, rocking in shallowly, just going a little further each time. He’s panting against your neck, and you can feel your sweat pricking your skin. You can’t help but admire Roger’s back, the way the muscles move.
    It feels good. Once you get over the initial shock to the system of having something that size inside you, you realise why you were so excited to get to this in the first place.
    “I’m good,” you say, nails absentmindedly scratching the back of his neck. “It– It doesn’t hurt or anything.”
    “You sure?” Roger asks, kissing your neck softly.
    You can’t help but laugh. “Roger, for the love of all things holy, fuck me.”
    He doesn’t need another invitation. He slams into you, and your eyes go wide, a tiny sound of surprise leaping out of you.
    “Sorry,” Roger says, raising his head to kiss you in apology.
    “Don’t fucking apologise, it feels good,” you say back. “Come on, come on.”
    Roger laughs, and kisses you. You can feel his laughter against your lips, feel the way his smile changes the shape of his mouth, and that dangerously warm feeling in the pit of your stomach returns.
    You could get used to this. Get used to Roger laughing against your lips as he’s buried inside you. Get used to teasing him, to turning him on, to rolling around in his bed.
    As soon as the thoughts creep into your mind, you banish them. That’s not happening, you tell yourself harshly. This is a one-and-done deal. You can’t develop feelings for a man you’ve only met once. A man who is, by the way, in case you’ve forgotten, sixteen years older than you.
    Then Roger pulls out halfway and drives back into you, and all you can think about is his dick.
    Your hand goes back to your mouth, just like before, keeping yourself quiet as you moan and whimper. Your ankles hook over the small of Roger’s back.
    But then Roger pauses, sitting up, and he unwraps your legs from around him and pushes one of your knees flat on the bed, keeping you spread out wide. “Hands away from your mouth, love,” he says. “Let me hear you. It’s okay, you can let go.”
    Your face burns, and you cover it with both of your hands. It’s too big of an ask. You’ve never felt more vulnerable. “Roger…”
    “[Y/N].”
    You lower your hands. He’s watching you, his blue eyes burning with desire, but they’re soft, too. Understanding.
    “Keep your eyes on me,” he says. “Hold onto the sheets, yeah? Can you do that for me?”
    You nod, and, with no small amount of effort, let your arms go by your sides, your fists wrapping in the sheets.
    Roger smiles. “You’re amazing.”
    You turn your head away, overwhelmed.
    “Eyes on me. Hey.”
    You look back at him. Exposed. You’re exposed, in every sense of the word.
    Roger braces himself on the bed beside your ribs, and, keeping one hand on your knee, holding it down, he starts fucking into you again, hard and deep.
    The sound you make could best be described as a mewl, and it’s a sound you’ve never heard yourself make before. Your hands tighten in the sheets, fighting the urge to cover your face again. Roger’s eyes are still on yours, and it’s too much, you want to look away, but you can’t.
    “So good for me,” Roger pants. “Fuck. God, you’re incredible.”
    You whine. “Roger.”
    “That’s it, love. Say my name.”
    He thrusts into you at just the right angle, making your back arch. “Roger.”
    Roger groans, and he lets go of your knee to circle his fingers around your clit. You gasp, your eyes finally breaking away from his to look to the ceiling, feeling yourself climbing rapidly for the fourth time that night.
    “Let me come, let me come, please,” you beg, your arms straining as your fists pull on the sheets.
    Roger leans forward again to kiss you, a mess of heavy breathing and tongues and lips brushing. You let go of the sheets to clutch onto him, pawing at his shoulders and back and hips, unable to settle on where you want to hold him.
    One hand inevitably slides into his hair, and you grip onto it, tugging it hard. Roger’s rhythm stutters, and he groans out your name.
    His fingers feel so fucking good, and, doubled with the way he’s stretched you out, tripled with how he edged you before, you just know how hard you’re going to come. You can feel it building deeper within you than you’ve ever felt before, like an impending tsunami.
    Roger readjusts, sitting back again, his brow furrowed as he searches for just the right spot to hit you.
    When he does, you cry out. “Right there, right there, fuck.”
    Your hands scrabble for purchase, and one finds your own hair, burying itself, and you don’t pull, but you keep a firm grip on it, the slight pain being the only thing keeping you from losing yourself entirely. Your other hand finds the same spot as before in the sheets, and you sob, screwing your eyes shut.
    “You close?” Roger asks, and you nod.
    “Say it out loud, love.”
    “Yes, I’m so close, I’m so close,” you gasp. You’re almost there, you can feel it, only inches away, moments away.
    “Open your eyes, come on.”
    You do, and meet his gaze. “Roger,” you whimper.
    “You gonna come for me?”
    “Y-yeah.”
    “I wanna hear it, yeah? Wanna see you. See you come undone on my cock.”
    And that’s the final nail in the coffin. You orgasm pulses through you, so hard that you convulse, and you wail, blurting out Roger’s name, clenching down on him. Your blood roars in your ears, and you’ve never come so hard in your life.
    Roger moans out, “Fuck,” and then pumps once, twice more, and then comes, groaning your name, a shudder ripping through him.
    When he comes back to himself, blinking his big blue eyes at you, you can’t help but think he looks otherworldly. His face, pink, shines with sweat, as does his whole body. Locks of hair stick to his forehead, his temples. His mouth hangs open, and his chest heaves, and maybe it’s the ten-out-of-ten orgasm you just had, but in that moment, you kinda want to marry him.
    He takes the hand you��ve tangled in the sheets, and presses a kiss to your wrist. Your heart just about explodes. “You all right?”
    You splutter. “All right? The fuck’s that meant to mean?”
    Roger smiles, massaging the palm of your hand with his thumb. “I mean, are you hurting anywhere?”
    My heart hurts from you being all hot and perfect and stupidly romantic, you think. “No,” you say. “I’m just fine.”
    He pulls out of you, carefully, and it does nothing but reignite a spark of arousal within you. Then he collapses onto the bed beside you with an unmistakable dad noise, and takes off the spent condom, tying it off and tossing it into the rubbish bin beside his bed. When that’s done, he wastes no time in rolling onto his side and pulling you in for a kiss. You hum happily, shifting closer to him, not even caring about the sweat and how wet you are all over your inner thighs.
    When he breaks away, he says, “So. How do you feel?”
    “Like I just had the biggest orgasm of my life,” you say.
    Roger chuckles. “I meant now that you’re, y’know…”
    It clicks. “Now I’ve lost my virginity?” you say playfully. “Had my sexual debut? I’ve become a woman?”
    “Not that any of it matters, of course,” Roger adds. “But it’s still… It can be a big thing.”
    You give him a soft kiss. “Yeah, it doesn’t matter,” you say. “Virginity is nothing but a social construct and all of that.”
    “Of course,” Roger reiterates.
    “But I feel… happy.” You hope your grin isn’t as cheesy as it feels. “It’s nice to not have to… worry about it anymore, I suppose? I don’t know if I was really worrying about it before, but it… I don’t know.” You shrug. “I just had a really good time. That’s all that matters.”
    “Good.” Roger’s hand goes to your hip, squeezing it. “I’m glad.”
    “Did…” You lick your lips. “Did you have a good time?”
    “Did I have a good time?” Roger repeats, almost aghast. “Are you joking?”
    “Even though I had no idea what I was doing?”
    “You’re a natural.”
    You laugh. Your stomach squirms – both because of those ridiculous maybe-almost-could-be feelings, and because, even though you know in your mind that the whole sex part of the evening is over, your body certainly isn’t ready to throw in the towel just yet.
    Your thighs clench together, but you do your best to hide how it feels. You don’t want to be greedy.
    Roger feels your thighs move under his hand, though, and he looks to you questioningly. “Are you still–”
    “No, no, I’m fine,” you say lightly, shaking your head. “I was just moving around.”
    Roger pauses, and then says, “All right.” He kisses you, and then takes a moment to gather his energy before he sits up. “I’ll get us some water.” He turns to you, pointing a finger at you, as if something just occurred to him. “You should go pee.”
    Your eyes widen, and you nod. “Oh, yes, good thinking.”
    “Bathroom’s just there,” he says, gesturing across the room at the closed door.
    “You have an en suite?”
    “Well, yeah. Much easier when there’s kids around.” His face falls a little. “Not that I’ve had the kids here very often recently, but uh…”
    “I’m sorry,” you say.
    He shakes his head. “Sorry. It’s fine. Great way to bring down the mood, eh?” He leans down again to kiss you, and then stands up, stretching. “Be back in a mo’.”
    You watch him, your gaze hawk-like, as he pulls on his neon-green underwear and disappears out the door, raking his hand through his hair as he goes.
    Your thighs clench together again, and you whimper.
    You try to push it aside, and slide off the bed to go the bathroom, pulling on your underwear as you go. You don’t exactly feel like putting your push-up bra back on, but you don’t want to just lounge around completely naked. Would it be too presumptuous to put on Roger’s shirt?
    You bite your lip, considering, and then decide to just bite the bullet, slipping it on and buttoning it up. It’s comfy, and smells like him; you understand why women in movies do it now. You do have to call bullshit on wearing a man’s shirt like a short, cute dress though – it’s more just like a long shirt, and you’re glad you’ve chosen to put on underwear.
    It feels odd to pee in a stranger’s house – even odder that it’s an en suite – but you’re thankful that you get a moment to properly gather yourself in private, instead of while being surrounded by the smell of sex.
    It’s when you’re washing your hands that you finally get a look at yourself in the mirror. Your mouth drops open in horror.
    You look like a fucking mess. Your foundation is patchy where you get oily and where you’ve sweated it off, and there’s a slight ring of smudged mascara under your eyes – honestly, you’re thankful that it’s not worse, and that your setting spray did at least something. Your hair, though, is the worst of it all. You look like you’ve been dragged through a bush backwards.
    “Oh, shit,” you whisper to yourself. What can you do? You don’t have any make-up with you to try to fix the problems, but you can’t exactly take it off, either. You have no way to fix your hair. You untie it from the ponytail it was in and try to smooth it out, but it doesn’t really do much, so you tie it back up again, but it’s a shitty ponytail, so you untie it and try again. Then you try a third time, and give up, settling on the disaster that it is, and grab a tissue, blotting at your make-up.
    You sigh, staring at your reflection. Well, fuck. What the fuck are you meant to do? How the hell can you go back into the bedroom, knowing you look like this?
    “[Y/N]?” Roger calls. “You all right in there, love?”
    You shiver. God, the way he says the word ‘love’. The way he says your name.
    You clear your throat. “Um, yeah, I’m– I’m fine. Just…” You can’t say you’re still peeing. Oh, fuck, what if he thinks you’re taking a shit or something? “I’m just fixing up my make-up.”
    “I think there might still be some make-up wipes in a drawer somewhere, if you want to have a look,” Roger says. “Maybe they’re no good anymore, I’m not sure.”
    You have a dig around, and find a packet. It’s already been opened, quite a while ago by the looks of it. Must be Roger’s ex-wife’s.
    The thought of that sits weirdly with you, but you’re not quite sure why. Almost like you feel like you’re intruding, maybe. You certainly don’t feel like you belong here, in this bougie, nice house.
    You sigh again, and pull out a handful of make-up wipes, seeing if there’s any that still hold any moisture. One in the middle has a little bit, so you carefully run it under your eyes, and lightly tap it over your forehead and down your neck to soothe your skin, fixing up any problem areas as best you can without it being too obvious that you’ve just wiped off the make-up.
    The end result is fine. Not good, and certainly not great, but… yeah. Fine.
    You throw the make-up wipes into the bin, take a deep breath, and exit the bathroom.
    Roger’s on his phone, and he looks up when he hears the door open. His face goes slack when he sees you. “You’re wearing my shirt?”
    “Isn’t that what girls are meant to do after sex?” you joke.
    “I just haven’t seen, um, anyone do that in… in a long time,” he says, somewhat stilted, and he glances down at his hands. He quickly turns his eyes back to you. “It looks good. Really good.”
    “Thank you,” you say, and pad over to the bedside table near him, where he has two glasses of water waiting. “Which one’s mine?”
    “On the left.” Roger sets his phone down and watches you as you take a sip of water.
    He’s close to you, and, like before you kissed for the first time, you’re hyperaware of every movement. But he barely moves, just waits for you.
    When you put the water down, you hesitate. You want to climb on top of him, kiss him, feeling his arms around you again, but is that too much? Does he want you to go? Are you overstaying your welcome?
    “You all right?” he asks gently.
    You nod. “Um, yeah,” you say, and take a step back. “You probably, um, have work or something tomorrow, so I should go.”
    You don’t miss the way Roger’s face falls a bit. “Oh, you want to go?”
    No. “Well, it– I don’t want to impose…”
    “If you want to go, then I’ll order an Uber for you,” Roger says. “But don’t feel like you have to go if you don’t want to.”
    The Amazonian butterflies are back yet again. “I…”
    “Because – and correct me if I’m wrong,” Roger says, reaching out and tugging on his shirt, pulling you closer, and you go without any resistance, “but I think you were telling a bit of a fib before, when you said you were… what did you say? Just moving around?”
    You press your lips together as Roger guides you between his legs, and he tilts his head back to gaze up at you. He smiles at the look on your face. “Am I right?”
    You can feel your face heating up again. “No,” you mumble unconvincingly, hiding your smile behind your hand.
    “No hands over mouths,” Roger murmurs, reaching up and taking yours. “You don’t have to hide.”
    Fuck. Oh, fuck. His voice sounds like a warm fireplace feels, and you barely even know him, but you’ve never felt safer, more comfortable, around a man. You can’t pretend now – you’re really starting to like him.
    Roger raises his eyebrows at you, just a touch, searching your face. “So? Am I right?”
    “It’s fine,” you say, shaking your head. “I’m fine, really. You’ve done plenty, I… I can’t ask for more.”
    Roger hums, and presses a kiss to your palm before letting your hand go. “All right, okay,” he says. “I was wrong, I see. Can I at least tell you what I’d do to you if I had been right?”
    You breathe in shakily, and nod once.
    The corner of Roger’s mouth quirks up. “Well,” he says slowly, “first I’d kiss you, of course. And, as hot as you look wearing nothing but my shirt and your knickers, I’d undress you again. Get you lying down on your back, all spread out for me. I’d kiss you some more. Then I think I’d choke you, because you seem to like that a lot, yeah?”
    You nod, hypnotised.
    Roger nods as well. “Right. And then, while I was holding you down by your throat–”
    You gulp.
    “–I’d get my other hand, and I’d–”
    “Okay, yes, you were right,” you blurt out, and grab his face, ducking down to kiss him desperately. He kisses you with just as much hunger, and nudges you a few steps back, giving him enough room so he can stand up and start unbuttoning the shirt. As soon as he’s done, your shrug it from your shoulders, and Roger pulls you closer by your ass. One hand moves to cup your jaw, his tongue pressing against yours. It doesn’t take long before the hand shifts to your throat, and you whimper softly, urging him to tighten his grip.
    He does, and the feeling of it goes straight to your core. Your hands clutch at him frantically.
    He lets go of your throat, and you suck in a gasp, then latch onto his neck, kissing and nipping and sucking at his skin, licking off the salty traces of sweat.
    “Careful, love, careful,” he says shakily. “I can’t turn up to work looking like I’ve been attacked by a vacuum.”
    You huff, but soften your kisses. He moans under his breath, and you don’t think you’ve ever heard anything hotter.
    Soon, you break away, and crawl back onto the bed, and he follows you, positioning himself on all fours above you to kiss you deeply, his knee slotting into between your thighs. He presses it against your core, and you instinctively grind against it, shuddering when it fires an electric shock of arousal through your system. Roger shifts, readjusting his balance so he can bring his hand back to your throat, and you welcome it. You grind against his leg again.
    It’s when you have to stop kissing him, your brain going into overdrive trying to force you to focus on breathing, you have to breathe, that Roger sits back, moving his leg out of the way and replacing it with his other hand.
    “Fuck, Roger,” you gasp, twitching under his grip, your hands vice-like on his forearm. Your eyes slide closed, revelling in the way your head swims, the way your body fights to suck as much oxygen as it can into your lungs. You’re still so wet from before, still so stretched out, that Roger slides two fingers into you at the same time with ease, and you let out a stuttering moan, bucking your hips into his hand. His fingers swirl around your clit, hitting it in just the right way, and within minutes you’re almost there.
    “Most people think the best part about getting choked is the actual ‘getting choked’ part,” Roger says out of the blue, and you frown, trying to follow, opening your eyes.
    “Hear me out,” Roger says casually, pushing his fingers back into you and flicking your clit with his thumb, and you whine. “Are you close, love?”
    You nod.
    Roger hums. “You look so good like this. Does it feel good?”
    You nod again. “Mm-hm.”
    “Yeah, looks like it does. Looks like you enjoy it.”
    “Ah, Roger, please.”
    “It’s all right, love, I’ve got you.” Roger’s fingers quicken their pace, and you make a sound, squirming.
    “As I was saying,” Roger continues, “people think the best part of getting choked is actually getting choked. But it’s not. The best part of it is actually being let go. Do you want to see?”
    You nod, barely even listening to what he’s saying. You’re too close to coming to pay attention.
    And then Roger lets go of your throat at the same time he brushes your clit, and a rush of oxygen flows into your lungs, a rush of blood flows back to your head, and your orgasm slams into you, and the world seems so much brighter in that moment. “Oh, fuck, fuck,” you gasp, your back arching, your eyes wide.
    It feels like it goes on for a lifetime, although perhaps that’s just your mind trying to sort itself out. When you do finally start to come down from your high, you realise you’re shaking, and Roger is grinning at you. You blink at him owlishly.
    “Wh– Huh?” you breathe, your heart racing, and Roger laughs.
    “So you’re alive, then,” he teases, and leans down to kiss you.
    You grab onto him, kissing him soundly, and roll the both of you over, so you’re straddling him. You just stay like that, just making out, letting the frenzied kisses lull themselves into something slower, something calmer. Just kissing for the sake of it. Roger’s hands stroke up and down your back, and you could almost fall asleep like this.
    Speaking of falling asleep – you have to break away, hiding your yawn by tucking your face into his chest. Roger hums, and you can feel it vibrating against your body. You smile. “Sorry,” you mumble.
    “Can hardly blame you,” Roger says, his voice low. “It’s late.”
    You let yourself slump against him, a moment of pure self-indulgence, and then roll to the side, dumping yourself onto the bed. You groan, unable to stop yourself from instinctively shifting into a more comfortable position for sleeping, your arm beneath your head like a pillow, your eyes closing.
    “I’m sorry,” you say again, muffled by your arm. “I’ll leave in a minute.”
    Roger says nothing, and you feel your stomach coil in guilt. God, he wanted you to leave fifteen minutes ago, didn’t he? He was just too polite to say anything. And then you pressured him into making you come again, because you were too selfish to know when enough was enough. Great, fucking great, you’ve fucked it all up, and you’re a huge piece of shit, and you–
    “Did you want to stay the night?” Roger asks tentatively.
    Your eyes fly open, and you shift up onto your elbow. “What?” you say. “Stay?”
    Roger glances away from you. “It– It was just a suggestion,” he says. “Just an idea, I don’t know. I, um – it’s just late, and I don’t want you travelling all that way on your own. You can, obviously, if you want to, that’s up to you, I just…”
    You’re hardly even listening. You’re still struggling to drink in the first thing he said. “You want me to stay?” you ask.
    Roger looks to you, and bites his bottom lip. “If– Well, if you want to, then, um, yes, I’d like you to. But only if you want to.”
    You beam, and your heart triples in size. “Um, yes. I’d like to.”
    Roger smiles back. “Good. Great. That’s–” He clears his throat. “Did you want to have a shower?”
    “I think so,” you say with a laugh. “I’m…” You went to say I’m so disgusting right now, but you don’t want to fuck up your now-sleepover before it’s even properly begun. “Yes please.”
    “Well, you know where the bathroom is,” Roger says, nodding towards the en suite. “There’s a spare toothbrush in the drawer, if I remember correctly. I’ll get you a towel.”
    “You’re not coming into the shower with me?” you ask coyly.
    Roger blinks, and you laugh.
    “Oh,” he says. “You were joking.”
    “I wasn’t,” you say. “You just made me laugh.”
    Roger swoops down to steal a kiss, and you don’t let him leave, pushing up into him, stealing a few kisses back.
    “Let me get you a towel,” he says, and then climbs off the bed and pads out of the room.
    You bite on your finger to stop yourself from making some stupid giggle, or maybe a dumb squealing sound like a little girl. He asked you to stay the night. He wants you to stay the night.
    Oh, shit, you realise, your finger dropping from your mouth. Justine. You never told her what was happening.
    Where’s your phone? In the living room. Spitting out a curse, you pull on your underwear and Roger’s shirt again, and hurry out. You run into Roger, arms full of sheets, in the hallway. “Hey, is everything all right?” he says. “What did you forget?”
    “I never told my roommate I wasn’t coming home,” you say. “Last she heard, I was about to book an Uber.”
    Roger’s eyes go a little wider. “Shit, whoops. Yeah, go tell her.”
    You shoot him a smile, and scurry off to the living room. Your phone is on the couch, and you snatch it up. Wow, shit, it is late. You’re glad you only have an afternoon lecture tomorrow.
    Thankfully, just one message from Justine, from about half an hour ago. hey, haven’t heard from u in a while. just send me a message when u get this ok? xx
    You respond. fuck sorry, left my phone in the other room. I have SO MUCH to tell u omg, but in a nutshell uhh we ended up sleeping together, it was fucking amazing, and now he’s asked me to stay over, so ill see u at uni tomorrow maybe? if not then at home xx
    You keep your phone in hand, and head back to Roger’s room. He’s started cleaning up in the minute you were gone, stripping the bed. Fresh sheets sit on the floor. “What’s this?” you ask.
    “I’m making the bed,” Roger says simply, tugging a pillow from its case. “I’m too old to be sleeping on sheets I’ve just had sex on. Let me tell you, it makes a difference. And the sheets were due for a change, anyway.”
    You step forward. “Well, let me help.”
    “Don’t be silly, jump in the shower.”
    “Don’t tell me what to do.” You set your phone down beside his on the bedside table, and together the two of you help remake his bed.
    Roger chases you into the shower then, and says he’s going to tidy up the room a little more before he joins you. “I’m on a roll now,” he says, picking up your shoes from where you kicked them aside during the bed-making. “Can’t stop, won’t stop.”
    You take the make-up wipes. The door is about halfway open, and you can hear Roger moving around, hear when he trips over something and hisses out a curse, making you smile.
    The make-up wipe freezes in the air near your eye. You can’t very well have a shower and go to bed without taking your make-up off – it does not make even a vague semblance of a pretty picture – but this is… way more intimate than you were expecting. Why didn’t you think of this when you agreed to stay over? Roger’s going to see you without your make-up on, with your hair tied up in a bun. He’s going to see you in the morning, all bleary-eyed and disgusting. Fuck, morning breath. You have the spare clothes you brought that you can change into tomorrow, but no extra underwear. Nothing to wear tonight. It’s a miracle that Roger even has a spare toothbrush. What time does he get up for work? Will he expect you to leave before he wakes up?
    Are you a one-night-stand? Is that what this is? Are you asked to stay the night if you’re nothing but a one-night-stand, or does the fact that he asked you mean something else?
    “Is your roommate all right?” Roger asks, coming to the door, leaning against the doorjamb. “No freak-outs?”
    You lower the make-up wipe. “Um, no. It’s all fine, I think.”
    “Have you found the toothbrush?”
    “No, I haven’t checked yet.”
    Roger moves around you, pulling open the drawer and rummaging through. “Ah, here it is. Still in the packet! How good am I?”
    You smile as he presents it to you like it’s a medal of honour. “Thanks.”
    “Sorry about the make-up wipes,” Roger says. “They’re not great.” He huffs, and then leans against the edge of the sink, rubbing his hands down his face. “I’m sorry,” he says again. “I’m… I’m actually really nervous.”
    Your eyebrows shoot up. “Nervous?” you repeat. “About what?”
    “About… you staying over,” he confesses. “It’s been, I don’t know, ten years since I’ve had anyone new sleep over. My brain is suddenly filled with every annoying thing I do when I sleep. And I look awful in the mornings, let me tell you. If you think I look bad now, just you wait.”
    “Who says I think you look bad now?” you say. “I thought I made it perfectly clear that I think you’re a hot piece of ass, Roger.”
    Roger splutters, flustered, and you grin.
    “I move around a lot,” he says. “When I sleep. So be prepared to cop an elbow to the face.”
    “Don’t you worry, I’m a heavy sleeper,” you say. “And I move around, too.”
    “I run hot,” Roger adds. “I’m like a space heater. And sometimes I talk in my sleep, but only when I’m really stressed about something, like work. I can be really very clingy.”
    “I run cold,” you say with a shrug. “So clingy suits me fine.”
    Roger pauses, staring at you, like he wasn’t expecting an answer like that. Then he snaps out of it, glancing away. “Sorry,” he says for a third time.
    “Don’t apologise,” you say, shaking your head. “You don’t have to. I’m nervous, too. Like, really fucking nervous. I’m– I’m too nervous to even take my make-up off.”
    Roger’s eyes search your face. “I won’t care what you look like,” he says gently. “I’m sorry that you feel nervous about taking it off. But it won’t matter, I promise.”
    “Just wait and see,” you joke in a sing-song voice.
    Roger is silent for a few moments, and then he says, “Well, I hope you’re ready. I’m going to kiss the bloody daylight out of you when you take it off.”
    You don’t know how to respond. “You don’t have to do that.”
    “I’m going to. I’m going to do whatever it takes to make sure you don’t feel uncomfortable without make-up on. And if that means I have to keep kissing you all night as a reminder that it doesn’t matter what you look like without make-up, then that’s a sacrifice I’m willing to make.”
    You duck your head, making a disgruntled sound. Why does he have to say cute shit like that? Why must he make you suffer?
    Roger pushes the packet of make-up wipes a little closer to you, waggles his eyebrows at you, making you giggle, and then reaches across you for his toothbrush.
    You start wiping off your make-up.
    Roger waits until you’ve finished taking it off, until you’ve brushed your teeth, until you’re well and truly left without anything to do, and then he cups your face in his hands and does exactly what he promised he’d do.
    One steamy make-out session and one far-too-long shower later, you’re sitting on the newly-made bed, wrapping in a towel, the strands of hair that slipped loose from your bun sticking to your neck and temples. You’re watching Roger pull on a pair of underwear and rifle through his chest of drawers. He pulls out a huge shirt, clearly worn and well-loved, and turns to you, holding it out. “I went on a day trip once to Brighton,” he says. “We were out to a pub and I spilled red wine all over my shirt. Had to buy a new one. Sent one of my mates to get it for me and he came back with this. Hence why I have a shirt about five sizes too big for me.”
    “You didn’t have to explain,” you say with a chuckle, taking it from him.
    “I feel like I did,” Roger says. “I, um, usually use it as a sleep shirt when I travel.”
    You slip it on, and then stand up, letting your towel drop to the floor. The shirt is long enough to cover everything, but you’re not about to bend down any time soon.
    You glance over at your underwear, where they’re in a pile near the door. Should you put them back on?
    “Please don’t,” Roger blurts.
    You look to him. “Huh?”
    His face goes red. “Um. I just– I– You– I saw you look over there, and–” He rubs his hand along his jaw. “I, um…” He looks to the ceiling, and says it in a rush. “I’m sorry this sounds awful but I saw you looking over at your knickers and I don’t want you to put them on because you look really hot wearing my shirt and the thought of you wearing nothing underneath makes my brain explode.”
    “You’re one to talk,” you say, “standing in front of me in nothing but a pair of boxers like that doesn’t make my brain explode.”
    Roger’s eyes flick towards yours, and he breaks out into a smile, and then laughs. “I guess we’re even, then.”
    “We’ll be truly even when I see you wearing my clothes,” you say teasingly.
    Roger steps in close, his hands coming to your waist. “I don’t think your dress would fit properly, love.”
    “I’ll have to come better prepared next time,” you say, and Roger hums, leaning in to give you a kiss.
    Next time. Next time. You said ‘next time’. Talk about presumptuous. Christ! What is wrong with you?
    You break away. “Not that I think there’ll be a next time,” you say quickly. No. Bad phrasing. “I don’t want to assume there’ll be a next time.” Still bad. “I don’t want you to think that I think there has to be a next time.” Even worse. “I don’t want you to feel obliged to have a next time if you don’t want there to be.” Better. Not great, but passable.
    “I want a next time,” Roger says. “If you want one.”
    “I do,” you say, God, far too eager. “I’d really like there to be a next time.”
    “Me too,” Roger says.
    You press into him for another kiss, and then, finally, the two of you make it to bed.
    Once you’re under the covers, you almost fall asleep immediately. You didn’t realise how exhausted you are. Roger reaches over and switches off the light, and then wraps an arm around your stomach, his front against your spine. You allow yourself to smile freely in the dark, even as your eyes close and you drift off to sleep.
                                                      ~~~
    “I’m… I’m going to send you the rest of the payment,” Roger says. He’s dressed for work, just in a white dress shirt and black slacks, and you’d been admiring him and enjoying the coffee he’d made you after you’d gotten out of the shower. It’s early – too early, for both of you.
    But now your stomach drops, and you lower your mug of coffee from your lips. “You are?”
    “Yes,” Roger says.
    “You don’t have to,” you say. “I said it last night, I don’t care about the money.”
    “I know,” Roger says. “But it’s still right. You started this whole thing to help pay the bills, and it’s not your fault that there was that whole mix-up. You don’t deserve to miss out on getting the money you’ve rightfully earned.”
    “You don’t deserve to fork out that much money because of that whole mix-up,” you say. “You’ve already paid half of it. And it’s– it’s quite a fair bit, Roger.”
    “I can afford to pay it,” Roger says. “I’m living more than comfortably. Giving you the money you’ve earned would just mean that I can’t, I don’t know, travel overseas this year.” He raises his eyebrows a touch. “Well, now that I might not have to be paying for three kids as well, maybe I’ll still be able to afford to go.” He shakes his head. “That’s beside the… My point is, I can afford it. And you deserve it.”
    You don’t know what to say. “Roger…”
    “Just let me,” he says earnestly. “Please. I want to.”
    You open and close your mouth a few times. God, you’d be mad to turn down the money. But it doesn’t feel right. Does it? You don’t even know what to think.
    You glance down at your mug. “All right,” you say quietly, so much so that you’re not even sure if he can hear you. But you can’t bring yourself to speak any louder. “Thank you, Roger.”
    “Hey.”
    You look up at him, and he smiles. “You can pay me back by letting me take you out to dinner.”
    Your face immediately grows hot. “Suave motherfucker,” you say, and he laughs.
    “I still have a few tricks up my sleeve,” he says playfully.
    Your stomach squeezes. “Sure,” you say. “But I’m paying.”
    Roger snorts. “Not bloody likely.”
    “I’ll fight you for the cheque, don’t think I won’t.”
    “Maybe I’ll just sneakily pay for it before you’ve even realised.”
    You narrow your eyes at him. “Can we settle on going Dutch?”
    Roger sips his coffee. “All right,” he says eventually.
    “Good.”
    He takes out his phone, holding it out to you. “Text me some time during this week,” he says. “About where you want to go. Or just text me if you want to say hi. Or call me. Y’know, whatever.”
    You tilt your head to the side as you take his phone. “That wasn’t quite as suave, I have admit.”
    Roger sighs. “Damn.”
    You laugh, and send a quick text to yourself, then slide the phone back to him.
    He seems extremely pleased, but he takes a casual drink from his coffee like he’s trying to hide it, and you can’t help but think it’s horribly cute.
    He shoots a glance at you, and sees you grinning at him, and his cheeks turn pink, and he clears his throat, turning away to the sink to rinse his mug out.
                                                      ~~~
    You’re at uni, half-asleep, shuffling back to the bus stop after your never-ending lecture, when Justine barrels into you, grabbing your elbow so tightly that you yelp. “What the fuck happened last night?” she exclaims.
    You don’t know why it hadn’t been awkward this morning. Apart from the money conversation. There had still been some nervousness, on your part anyway, but Roger had been too focused on getting ready for work to let any uncomfortable silences hang. You have to admit that it had been nice to wake up with someone’s arm around you, and you had been quietly delighted to see Roger fussing over the faint bruises on his neck, pulling up his shirt collar and adjusting his tie to try to cover them. After you’d both gotten ready for the day, he’d dropped you at the nearest bus stop. “And I will text you,” he’d said seriously. “Don’t think I won’t.”
    “Good,” you’d said. “I’ll be waiting for it. Three days is the general rule, right?”
    Roger had groaned. “Don’t make me wait three days.”
    You had chuckled. “I’m not making you do anything.” You’d hesitated, and then said, “Is it weird if I kiss you before I go?”
    Roger had taken a breath. “I… wouldn’t say so, no.”
    So you’d leant in and kissed him, and he’d kissed you back, and you’d wanted to keep kissing him, but a car had pulled up behind you and honked, so you’d drawn back, whispered, “Bye,” and gotten out of the car.
    Once you’d figured out how to get home, you’d crashed, sleeping until your alarm had woken you up again for your lecture.
    “Stuff,” you say to Justine.
    “Stuff?” Justine squawks. “Don’t give me that shit. You have to tell me literally everything, or I’m going to kill you. Come on.” She loops her arm through yours, and starts towing you towards the bus stop.
    Your phone buzzes, and you pull it out of your pocket.
    I know it hasn’t been three days, but it’s been more than three hours. Is that enough time, do you think?
    You smile, reply, I think so, yeah, then quickly pocket the phone before Justine can sneak a glance as Amazonian butterflies flutter around in your stomach.
749 notes · View notes
Text
Sugar Daddy!Bakugou x Reader Ch. 2
All right you heathens, it’s here! I want you all to know that pretty much all of this gets written in my free time at my internship lol. I was asked to tag someone in future updates, so if you want to be tagged in the future just lemme know!
The outfits mentioned in the fic appear in this order: 1 2 3
Words: 5.8k
_-_-_-_-_
Bakugou stares at his laptop screen, a deep frown pulling at the corners of his mouth. It had been a week since his friends had suggested being a sugar daddy. Sero and Kaminari had been making jokes at his expense any chance they got. Between missions and patrols, texting him horribly lewd memes. The last time it had happened, Kaminari had been two floors below Bakugou. He was awfully surprised when the ash blond barged in on him training, strolled straight over to Kaminari’s gym bag, grabbed his phone and looked him dead in the eyes as he blew it apart. Mouth agape, Kaminari was speechless as he watched Bakugou saunter out smugly. Kirishima had the decency to only bring it up when they were hanging out outside of work, and was serious about it. Sometimes he threw a joke around, but he chose his words wisely. Bakugou grumbles as he drags his hands down his face. He’d be lying if he said he hadn’t been curious about what it would be like to be a sugar daddy. He scoured forums and read accounts from daddies and babies alike, as well as suggestions. The more he considered it, the more he was into the idea. The only problem now was that Bakugou had no clue what to do about his profile. He’d compared different websites used for arrangements, and once he chose one, he went to sign up but…he was unsure. Grey catches his eye, Bakugou turning his head to find dark orange eyes staring back at him. He sighs through his nose and scoots his computer further down his lap. The cat’s eyes light up and he leaps up, settling against Bakugou’s chest. The hero brings his right hand up to scratch between his ears. “Katsuuuuki!” A shrill voice rings out, followed immediately by the slamming of his door. Bakugou groans loudly. Footsteps echo through his apartment before pink fills the doorway to his bedroom. Mina leans against the door frame, hands on either side, reminding Bakugou of a pin-up girl. “How’s my favorite blasty boy?” she asks, grin full of pearly teeth. “Who the fuck gave you a key?” Mina laughs and strolls towards the bed, reaching out to pet his cat. “Senshi, actually.”
The cat purrs loudly in response. That stupid cat adored Mina, always preferring her over any company if she was present. He wouldn’t put it past the ashy feline if the damn thing wasn’t such an idiot most of the time. Mina looks over to the laptop on Bakugou’s knees and gasps loudly. “Is that a sugar daddy site!?” she shrieks. Bakugou sputters and reaches to slam the screen closed but Mina is already snatching it up and jumping over him to land on the bed with a subdued bounce. Senshi leaps off of Bakugou, the Chartreux settling into Mina’s side, purring not unlike that of a boat. Bakugou scoffs at the traitor. “Give that back, freak!” He reaches for his computer but Mina slaps his hand harshly. “I would if this were a joke and it wasn’t you.” The pinkette fixes Bakugou with a sly look. “So, have you made an account, yet?” Bakugou narrows his eyes. “…no.” Mina squeals. “Good! I can help you, then!” “No way!” Bakugou tries once again to take his laptop and is, yet again, smacked away. “Oh, come on,” she whines. “There’s no way you could make a profile that doesn’t come off as scary or too vague.” “Shut up, just give it back.” “No!” Mina brings her legs under her in a crisscross and turns her back to the blond. Senshi yowls in complaint. “I won’t question your decisions, because let’s face it Katsu, you’re hot as fuck and you’re letting it go to waste! I just want you to be successful in your sugar daddy endeavors.” Bakugou had pressed himself against her back, reaching around to grab the laptop, but stops his struggle as Mina finishes talking. He frowns, staring at the Log In or Sign Up page, mulling over her words. Prideful as he is, Bakugou has to admit she’s not wrong. He’s not the most charming person, and he’s not the best at talking about himself in a way that isn’t pure bravado or defensiveness. Mina, on the other hand, is stupidly charismatic and knows her friends to a terrifying degree. Bakugou growls. “Fine, you can help me, but nothing gets posted unless I say so.” Mina whoops and gets to work signing him up. “Hot stuff?” Bakugou asks incredulously. “I’m not going to make you Lord Explosion.” She quips without taking her eyes away from the screen. He just huffs and settles his chin against her shoulder. “I’m guessing you don’t want others to know you’re a pro hero, right?” Mina feels him nod. “Hmm…” Bakugou glances at her, whose brows are drawn in a determined fashion, lips pursed. After a moment she grins and begins typing away, Bakugou barely able to keep up with her wild key strokes. “Hey, don’t make me sound too cocky.” he snaps. Mina rolls her eyes and deletes a few words before rewriting it. “How’s that, then?” Bakugou gives a scrutinizing look, but Mina knows it’s only for show. When he finally nods, Mina tosses the laptop to the side, earning a surprised sound from the man behind her. “Now we need a picture,” she pulls out her phone. “Normally, I’d say only a partial face pic, but it might be easier to recognize you as a hero that way. Plus, you’ve got a killer profile and it’d be a disservice to every prospective baby to hide it.” Bakugou wants to protest, but Mina’s flattery gets her surprisingly far with him at times. This is one of them, so he just puffs out a tired sigh and gestures for her to continue. “To the balcony!”
It’s well past dark when Bakugou finally manages to usher his friend out. Living in the same building as her proved to be a test of his patience on many occasions. Since he got her out, he’s been busying himself with browsing through profiles of women in his area. He’s not sure how to approach anyone on here and suddenly wishes he hadn’t kicked Mina out. Some babies play up the innocence, reminding him of actual adolescent girls, so Bakugou avidly avoids those profiles. Some express their sex appeal loudly, which is definitely not what he’s looking for. He’s getting ready to throw the damn laptop when a familiar face catches his eye. Bakugou clicks on ‘AngelEnergi’ and blanches at the picture. [h/c] ringlets cascading delicately over [s/c] shoulders and exposed collarbone, framing [e/c] eyes and pouty lips. A beautiful sigh, but all Bakugou can see is the mocking face of the woman who took his job into her hands. Bakugou can’t believe his luck, jaw clenching at the embarrassing memory. Her face had been haunting him all week, anger at her actions flaring up at full force and— And what? What could he do? Bakugou isn’t the kind of person to turn her in for unlawful quirk use when she still saved someone. He wasn’t going to message her just to bitch her out, either. In all honesty, he’d been intrigued by her. Loathe as he was to admit it, whatever drove her to act as if a pro hero, while irritating, was still attractive. Not everyone is made to be a hero, but she stepped up, despite the risk she faced. It’s an admirable trait. Bakugou takes a breath to level himself. He scrolls down and looks at her full profile. ‘You can call me Angel, though I may not always be one ;) I’m 23 and work all day in a lab, so from time to time I’d like a little luxury on the side. I’m great conversation and don’t mind being pure arm candy. I’m sweet enough~ My arrangements are preferred to be nonsexual. If you’d like to work something out, just give me a time and place for dinner – has to be somewhere public! – and I will let you know if I’m interested. My available times are below.’ Bakugou glances over the times before opening up her photo album. Beside her profile picture, there’s one of her in a blue, form-fitting evening gown, and another of her in a lingerie set from only the neck down. Bakugou flushes at the last one, quickly clicking out of it. Sure, she’d put the picture up willingly, but he wasn’t one to ogle unless they were face to face. That thought sends the hero into a full force blush that extends down his neck and across the tip of his ears. Senshi pads across the couch and nestles himself against Bakugou’s thigh. Said man scratches the cat’s head with a long sigh. “What do you think?” He glances down at his furry companion, who gives a full-body purr. Bakugou snorts. “Of course you do.”
……………………………………………………………………………………………
You open the bathroom door, steam pouring out into her living room. You step out, towel around your chest and are wrapping another around your hair to set atop your head. You smile at the dog lying on his back in the armchair, snoring loudly. You start to head for your room when your phone dings. Curious, you cross to the coffee table and wake up your phone. The screen lights up with two notifications. You swipe away the game alert, but your thumb hovers over the alert from the dating site. ‘HotStuffZero has sent you a message.’ You raise your eyebrows. It’s been a bit since anyone has messaged you, so you’re somewhat surprised by the late-night contact. You tap the notification and unlock your phone. The message just says, “Friday @ 6” and a link. When you check it, you see it’s an upscale restaurant only a twenty minute train ride from where you live. You tap on the profile and can’t help the way you smile at the handsome face before you. His profile picture is of the man’s side profile, looking out at a presumed skyline, if the cityscape backdrop is anything to go by. His pale blond hair is wild, but his face is stern, all angles. You can’t help but admire the cut of his jaw for a moment. It’s the only picture on his profile so you move on to his bio. ’24, Taurus, feisty. Looking for someone to spoil with gifts and take to events. If you’re seeking out fancy dinner dates, extravagant galas, and no-limit shopping sprees, then let me know. No expectations.’ He’s young, you think. You had yet to meet a sugar daddy on here younger than mid-thirties. It was a pleasant surprise, though the last bit confused you. No expectations? Of me or of him? Either way, you could handle whatever came your way. You returned to your messages and shot off a quick “See you there” before locking your phone and throwing it atop the coffee table. This should be fun.
……………………………………………………………………………………………
Bakugou really wasn’t a fan of upscale restaurants like this. Sure, he could afford it, had more than enough money to enjoy bougie spots and high-end meals, but he surely didn’t have the patience for the pompous pricks sat around him. They’d pay him no mind until he opened his mouth, then suddenly everyone within earshot was aghast, but would listen intently as if filling up their gossip arsenal. An ideal date for him would be set at home where he could cook a meal far better than some high-strung chef. Yet, all that he hates about these upscale places are exactly why he’s here, right? To show that he could afford something to ostentatious, that he was more than capable of spoiling his potential baby with absolute ease. Bakugou frowns, realizing he still doesn’t know her name. He can ask once she shows up, but he hates not knowing more about her beforehand. He likes having eh ball in his court, with every advantage he can manage. He made it here half an hour before their set time, with a seat near the back of the restaurant to give him a perfect view of the door and most of the establishment. He already has a wine picked out, waiting until she gets here to order it. Hell, he even knows that they’ve met before, while as far as she is aware he’s nothing but a stranger. Checking his phone, he sighs. Still fifteen minutes before they’d agreed to meet. Maybe he shouldn’t have been so early. His nerves are high, leg bouncing so badly the table has started a light tremor. It’s just a date, not even with a potential partner, but someone who doesn’t even have to like him, so long as the money is good. Bakugou’s stomach goes sour with that thought.
You shuffle up to the restaurant, anxiety nestled between ribs. The exterior is extravagant, taupe sponged brick and burgundy awnings sprouting forth above arched, stained windows. The doors are a dark oak with bronze in-lays that swirl along the edges. One heavy door is propped open, giving way to an even fancier entrance, the host dressed in a deep red dress, looking all the part of someone who belonged here. So much as you craved a luxurious lifestyle, it was still a foreign concept to you. You hadn’t even made it inside but you already felt like you stood out. You were happy to lounge at home in sweats and a tank top, though pants were optional if you had nothing to do that day. You walk in and take deep breaths through your nose and you approach the host stand. The woman glances up and gives a wide smile. “How may I help you, ma’am?” her tone is sugary, and you’re certain she’s actually genuine, your nerves settling somewhat. “Um, I’m meeting someone.” “Name?” the woman asks, opening up the black leather book on the stand. You bark out a laugh, shifting your weight between feet, and clear your throat. “Actually, I don’t know his name.” The host glances up at you, raising a brow. You bite your lip for a second. You almost make an excuse before wondering why the fuck you care what some host you’ll only meet once draws conclusions about from your dilemma. “He’s blond, spiky hair, very handsome,” you trail off, unsure the hostess would have any cue who you were talking about. “Ah,” the woman leans to the side, glancing around the slatted wall behind her to look across the dining room. She points to the back. “He should be right back there.” You smile and thank the hostess before making your way between tables. You spot him, drinking from a glass of water. He’s wearing a maroon button down, with the sleeves rolled up to his elbow and the top two buttons open. The table cloth hides the rest of him but you’re sure he’s sporting nice shoes; he seems the type. He sets down his glass and suddenly vermilion stares back at you. Heat washes over you in a wave, a shy smile pulling at your lips. When you make it to the table he goes to stand, but you hold up a hand to stop him. “It’s fine.” You pull out the chair and sit, taking a deep breath. “I realized I probably should have asked your name.” you laugh. The man across from you curses under his breath. “Bakugou.” You smile “[L/N].” Bakugou clears his throat. “Uh, you look nice.” You were wearing a silver gown, off the shoulder, a quartz studded belt encircling your waist, the rest of the dress cascading in squared off bunches. Bakugou had caught a glimpse of strappy shoes and a toned thigh peeking through the slit in your dress. He was definitely not prepared to be left breathless by this woman. When they met, you were casual and he wanted nothing more than to tear you a new one. Now, you’re elegant and your smile is mesmerizing. Bakugou doesn’t know what to do about it. “So, um,” your voice brings him back. You had one hand on your glass, fingers tracing the condensation. You look nervous, so different from the defiant fire to your eyes from the previous week, and Bakugou is torn between hating it and loving that it’s probably because of him. “I’m not the kind of baby that asks for money up front, just so you know. I don’t want an allowance or anything like that.” “Right to business, huh?” Bakugou leans forward on his elbows, hands clasped in front of his mouth. You shift in your seat at the intensity of his gaze. You laugh curtly. “Yeah, I just like to get all of that out of the way so it’s less awkward when we get to know each other. I hate having it nag at me the whole time.” You take a sip of your water and glance around the restaurant. You don’t understand why you feel so nervous. Maybe because he’s the youngest sugar daddy you’ve met. Maybe it’s the heavy weight of those piercing eyes. Maybe it’s how unbelievably hot he is. Or is it D, all of the above? You think “So, what are you wanting, then?” You blink at him. “Oh, well. I guess I’m just looking to be pampered.” “Why—” “Good evening,” Both of you look at the server. Bakugou curls his lip, irked by the interruption. You greet him kindly before they are asked what they want. Bakugou orders the bottle of wine he’s been waiting for and turns to his date. “Know what you want?” he asks. You blush and quickly snatch the menu up. “No, I’m sorry.” He’s somewhat satisfied by your flustered state. “No worries. I shall return in a moment with your drinks.” The server leaves as quickly as he appeared. You chuckle nervously. “I should’ve checked first, sorry.” “Stop apologizing.” He snaps. He hadn’t meant for it to come out, but it’s become a reflex at this point after years spent shaking Kirishima out of his self-deprecating mindset. You look surprised for a moment, until a sly smile quirks the corner of your mouth. You are suddenly made aware that your date may be less reserved than you originally thought. “You were saying?” you prompt. Bakugou furrows his brows a moment before remembering what you’re referring to. “I was gonna ask why you don’t just date someone instead.” You purse your lips. He’s definitely bold, not holding his tongue for the sake of being polite. You appreciate it. “Well, I spend a lot of time at work and don’t really want to invest myself in looking for someone and settling down. I can’t risk being held back for a partner, no matter how much my mother hounds me for it.” Bakugou can’t help the smirk that makes its way to his expression. He’s quite similar in his reservations. “What about you?” she asks, eyes trained on the menu as she searches for something that sounds good. “I don’t have time to fuck around when I’m working to be the best.” He notices her quick glance up at the curse word, but she otherwise seems unbothered. “Interesting,” she murmurs, loud enough for him to hear. You are smirking, still reading the menu, not giving any explanation for what you mean. The server steps up to the table, wine bottle in hand. He pours you each a glass and sets the bottle on the table, taking your orders and scurrying off again. You drink from your glass while staring at Bakugou. He quirks a brow at you, one hand fiddling with his silverware while the other lays, palm flat to the table. “What?” You set your glass down but keep fingers wrapped around the stem, stare unwavering. “Have…you seem familiar.” Bakugou grins in an almost feral way. Your eyes narrow. You know that smile from somewhere, teeth bared in a subtly dangerous way. Wild hair and piercing red eyes… You open your mouth to speak, but Bakugou beats you to it. “I feel like I should be offended,” he leans in, smirk widening, and you tense. “After showing me up, playing hero,” At that your [e/c] eyes go wide. “you’d think you’d remember me.” You bush your chair back. “I’m sorry, I just– listen, I—” you start to stand, panic overtaking you, until fingers wrap tightly around your wrist. You heart stops for a second, meeting his stern glare. “Hold the fuck on. I’m not here to get you in trouble, idiot.” Bakugou wants to smack himself. He’s not trying to scare you off but he’d doing a damn good job of it. You hesitate. Slowly, you sit back in your seat, arm still held in a vice grip. “You’re…not? Even though I used my quirk in public like that?” He sighs and lets go of her wrist, leaning back in his chair. “No,” he takes a large drink of his wine before continuing. “When I realized it was you I was tempted, but…” Bakugou purses his lips, unsure of how to continue. “I don’t know. I wanted to see what kind of person pulls that kind of shit. I guess.” You eye him. He seems almost skittish, shoulders tensed up and holy shit you can see the muscles rippling under the button up. “I…so you’re Ground Zero?” her voice is barely above a whisper and Bakugou is thankful for the discretion. He nods. You nod in return, thinking. “I couldn’t help it. I just reacted, I guess.” Bakugou leans forward, prompting you to continue. “I always wanted to be a hero. My quirk is perfect for it, too.” You give a strained smile. “Energy manipulation and absorption. My hair acts as a conductor for me to draw in energy. Electric, kinetic, even drawing it from people if we touch skin-to-skin.” You wiggle your fingers around for emphasis. “I can take it and put that energy into my movements. As long as I move around I can channel it. Put extra power behind punches and jumps. Problem is, overuse leads to nosebleeds, migraines, and most importantly seizures.” You let out a heavy sigh through your nose, scooting your chair closer to the table and leaning forward. You keep your eyes off of Bakugou’s face, not keen on seeing how he reacts. “I had a pretty bad seizure when I was 14 and the doctor said if I pushed it I would be more prone to having them with future quirk use. So, being a hero was no longer an option. I mean, who wants a pro to go down in a fight due to a seizure? Too much risk.” Your voice trails off and you bite your lip. You glance up at Bakugou. His brow is pinched, a hard frown in place. “I didn’t mean to make it awkward—" “Shut up.” Your jaw clacks shut, eyes wide. Bakugou turns his head away with a huff. “It’s fine.” He flicks his eyes to match yours, one hand clenching and unclenching on the table. Bakugou wasn’t expecting that response. He’s only spoken with you for less than twenty minutes but he’s starting to understand that the woman seated across from him will not be anything he expects. It excites him. “What do you do instead?” he asks to change the subject. You light up almost immediately, smile spreading and bunching up your cheeks. Cute, he thinks. “I work in a lab! I’m the supervisor for my lab, actually. It’s a University funded lab, and my team works on experiments and studies related to physics with a little bit of kinesiology thrown in. Since my quirk has a lot to do with kinetic energy, I love conducting studies around it. We share somewhat with a team of chemists, but we generally get along.” Bakugou listens intently as you gush about your work and the seemingly crazy group you work with. Your food arrives and the two fall into a relative quiet as you eat. Bakugou is surprisingly comfortable with the lull in conversation. He’s used to Kirishima, who talks while stuffing his face, which usually turns into a lecture from the ash blond. On to pof that, his ex would get so caught up in talking that she’d let her food get cold. Bakugou finishes off his wine to drown the memory. You are mostly done with your meal when you prop your head in one hand and watch Bakugou. When his gaze lifts to yours, you smile softly. “What made you want to be a hero?” you ask with genuine curiosity behind bright [e/c]. Bakugou could give you an honest answer. He could tell you how he grew up being a big fan of All Might, became inspired by the number one hero to work hard and be even greater. If he were honest, he’d tell you that he still looks up to the former hero and has a faint desire to prove himself to his old teacher. But honesty is vulnerability, and Bakugou may as well have censored the entire concept of vulnerability from his mind entirely. Instead, he gives you a cocky smile and says, “With a quirk like mine, I knew I had to be the best.” You arch a brow, lips pressing together in a thin line. You hum noncommittally and Bakugou can tell you think his answer is bullshit. So used to his friends, he expects to be called out without mercy. For the third time that night you completely throw him for a loop. “Well, you’ve certainly made your way up there. Probably one of the best pros climbing the charts right now.” You know that he knows it’s purely said to sate him, but you bit back a smile when he visibly puffs up, a haughty demeanor taking root that’s near impossible to miss. “I’m not sure I ever imagined that the great Ground Zero would ever seek a sugar baby, much less of me.” You are pouring yourself another glass of wine as you say this. You lift the glass to your lips and lift your eyes to meet his. You’re startled by the sharp gaze that greets you. “If this is gonna happen then there’s gonna be rules,” he starts, tone eerily even. “First rule: don’t fucking sell yourself short. I’m the best and only accept the best, so quit shitting on yourself. I don’t wanna hear that self-deprecating bullshit.” All you can do is nod, throat tight. “Second,” Bakugou lounges back in his chair, not unlike a King who knows the power he holds over his court. You grip your glass tight, eye wide and attentive. He feels something warm swell in his chest at your undivided attention, warmth spindling up behind his sternum and into the dip where his throat meets collarbone. “I don’t want anyone to know I’m a sugar daddy. I don’t care what people think of me, but my PR agent would have my head if rumors like that went around. In public, we’re together, but no one needs details.” “You’re a private person, I take it?” your voice is quiet as you sip at the wine. “If I want someone to know my business, they will. My fans and the press don’t need to know shit about me outside of when I’m kickin’ ass.” He punctuates the sentiment with a deep scowl. You nod, smiling softly. “I agree. I’m not the kind of person to share my life with the world, only what I want them to see of me.” Bakugou grunts. “There’s gonna be events I take you to, public shit with press and all those fucking vultures. They’ll probably ask you about ‘us’ but you don’t gotta answer anything.” He narrows his eyes. “And if you do, watch what you say.” You chuckle. “You don’t need to worry.” Your smile widens, teeth on display and a playful glint in your eyes. “Do I get to call you any pet names?” “Not if you want to keep your tongue.” At that, you bust out in laughter. Patrons seated around you shoot glares your way, though neither seem to care. When you settle down, you tell him, “Noted. Anything else?” Bakugou flexes his jaw in thought. “Not right now but I’ll tell you if I think of anything.” The two fall into another comfortable silence as Bakugou finishes his meal. You observe the people around you, the way they hold an air of superiority about them despite no effort on their part, elegance second nature to them. You had worried that your date would leave you feeling inadequate, making you hyper aware of the role you were playing that felt so unfamiliar. Yet here you were with your favorite hero, feeling free to be as much yourself as the situation allowed. Hell, more so, even. The server comes by to leave the check and take their plates. Bakugou glances over the ticket, then reaches into his back pocket to retrieve his wallet. You expect a credit card, like the dates before him, but instead he pulls out large bills and tosses them onto the table. He stands and quickly moves to pull out your chair. He even goes so far as to offer his arm. You take it with a bashful smile. Once outside, you take a deep breath of the city air. This side of town was quieter, less pollution and traffic. Bakugou pulls away and faces you. “I’ll call you a cab.” “Oh no, I can take the train.” He shoots you a look that says ‘Excuse me?’ so you shut your mouth and look to your feet. The hero takes out his phone and taps away before putting it back in his pocket. “Are you telling me you took a fucking train to get here? In that?” Bakugou gives you a once over, jealously flaring inside his chest at the thought of others eyes you up like this. He’s unsure why he feels so strongly about it, but he’s long past the days of shoving his emotions into a box and wishes he just knew how to make the ugly feeling fuck right off. “Uh, yeah? I don’t have a car.” You shrug. A growl bubbles up from Bakugou’s throat and he takes a step closer to you. You straighten, face now mere inches from his, those vermilion orbs pinning you in place. “From now on, when we meet, I’ll pick you up.” You can only nod, voice gone under his gaze. He nods, stepping out of your space. You take a deep breath now that you feel you are able. “There’s a stupid gala in a week and a half. I’ll give you details later.” Bakugou holds out his hand and for a moment you stare at it, confused. He clears his throat. “I need your phone, dumbass.” You jolt with an “oh!” before pulling it from your purse and handing it to him. “It’s some fundraiser my agency and a couple others are throwing. I don’t remember what for, but heroes and other celebrities are gonna be there.” He hands you back the phone. “Be sure to dress nice. This is your debut.” As he says the last bit, he pulls a wad of cash from his wallet and holds it out to you. You balk, taking a moment to stare before your fingers timidly curl around the paper. “Buy something that’s solid. Even Mina is ditching print.” You have no idea who that is but just nod your head in understanding. He keeps making you feel like words are impossible to conjure. No one has ever made you so speechless. A car pulls up to the curb and Bakugou has the door open and is ushering you in before you even realize. From your seat, you blink up at your date owlishly. He leans on the car door, dim fairy lights casting a warm glow behind him. “And one last thing,” Bakugou leans in, forehead almost pressed to the car’s cool metal lip. His voice drops to a level only you can hear, a purr edging his words. “I better be the only you call Daddy. Got that?” You feel pins and needles prodding your cheeks and numbing your fingers. You nod dumbly. He shakes his head, arching a brow in expectation. Swallowing, you shift in your seat. “Yes, Daddy,” you whisper shyly. He rewards you with a wide smirk, teeth peeking out behind pink lips, and leans back, hand gripping the door and fuck you can’t stop gawking at those biceps. Bakugou feels pride at the way you eye his arms, and maybe he flexes a little just to show off. “Night, baby.” With that, the door slams shut and the car pulls away from the restaurant. You raise your voice enough to tell the driver your address, then return to the daze the hero had left you in. It takes a few long minutes before you are able to pull it together. You flip through the cash he gave you, eyes growing to saucers when you see he gave you a whole ¥50,000. You couldn’t believe he’d give you so much, and for a dress! You stuff it into your purse and pull out your phone, staring at the new contact. You huff at it, Bakugou having put his name, just plain and boring, and edit the contact, changing the name to Daddy followed by an explosion emoji. You pull up a new conversation and shoot off a text to ensure he has your number. The whole way home you grin like a maniac, a light buzzing resonating through your entire being. You’re in a daze as you climb up the 4 flights of stairs to your apartment, humming something random as you unlock your door, only grounding when Rōrupan barrels into you and sends you right on your ass. You place both hands on either side of the dog’s face, scratching intently and sighing dreamily. “It seems things are turning out pretty good for me, Rōru.” The rest of your night is a haze of excitement humming in your veins.
Bakugou makes it home, thoughts stuck on the woman he spent his evening with. When he walks through the door Senshi immediately appears at his feet, rubbing himself across Bakugou’s leg, purring loudly like he has a car engine for a heart. The blond picks him up and scratches under his chin while wandering around the loft aimlessly. He’s left with a light feeling, energy swimming through his body and he doesn’t understand it. All of this from one date? Bakugou scoffs as he sets Senshi on the bed. “You should have seen how gorgeous she was,” he mutters to the cat. He removes his shirt, receiving a chirp in response from his companion. “You’d like her…but I guess you’re a whore for anyone who will give you attention, huh?” Senshi rolls onto his back, wiggling and mewing, as if to say, “Why don’t you give me attention?” Bakugou rolls his eyes affectionately, then continues to get ready for bed. And if he dreams of carding his fingers through [h/c] hair and kissing soft skin, that’s only between him and his cat.
_-_-_-_-_
@sessi03
255 notes · View notes
Text
12/6/2020
this is gonna be less about school and more me rambling about my mental health and where i am rn in life. i got triggered earlier and i’m hoping i’ll feel better once i write it all out so then i can hopefully get my mind focused back on trying to do this final assignment due tmr evening that i’ve barely started so that’s what the stakes are. put under a cut bc it’s detailing quite a bit of some of my personal life
so i bought a surprise box from an indie artist that ended up being around $30 total with shipping (not too bad since the box is supposed to include at least $50 worth of merch). i haven’t had a lot of misc purchases ever since i came back home, or at least i’m definitely spending less than i did when i was at school, and i generally like all of this artist’s merch so i thought it was a decent expense. unfortunately i did have to buy it today when i am technically supposed to be working on finals and etc but it didn’t take much time since i was notified abt the restock yesterday and i preferred to buy sooner rather than later (i.e. after all my finals are finished) esp from small businesses that have a limited stock. but since my parent is intimately involved with my finances, they saw the purchase asap and kind of interrogated me abt it esp since it’s not a purchase from amazon or a bigger business.
now the context that makes that latter part more meaningful: about this time last yr, i had a situation where i tried to buy an anime merch through a proxy on twitter. this proxy didn’t have an actual website so i was buying through DMs. when i paid the proxy in advance, this same parent saw the purchase and asked me abt it and checked up on the process without asking for any further info. i made the grave mistake (in hindsight) of being honest and telling them i still hadn’t received the purchase months after i had paid them so then this whole shitshow ensued where my parent was convinced the proxy was conning me (the proxy had proxied merch for other ppl before based on their facebook proxy page) and had me cancel the proxy which the proxy thankfully agreed to except they still wanted some payment since they had still gone through the effort to get the merch supposedly (the wait was due to them not shipping the good out yet) so they said they were only going to refund part of the payment. yet again i told my parent abt this partial refund and that further convinced my parent the proxy was conning me (out of $3) so they were like no absolutely no payment to the proxy. lucky for the proxy, around the time i was refunding the payment i had left home and gone back to school so i told them to refund the full amt and i’d pay them separately so i could pretend this $3 payment was for something else i was buying physically. and very very lucky for me the proxy was understanding and refunded the full amt so it looked like i got everything back and i paid them separately through another app. the thing is i was expecting the proxy to take a while bc i had seen on other twitter accounts that proxied merch through individuals tended to take a while, and it had been abt 2ish months since i made the payment. i understand the concern my parent had esp since they are not familiar with online informal dealings, but the thing is ever since this fiasco my parent has assumed everything i buy from a small business (aka anything they don’t recognize) is me getting conned again.
to a degree i understanding and appreciate the concern, but i’m frustrated bc even with that proxy payment i literally cried that night out of anxiety and concern bc i knew there was a chance i could get conned and i had spent days being like ‘should i do it. oh god idk should i. but i’ve checked up on this proxy through any means possible and they seem ok enough...’ so it’s not like i’m like naive af and being like ‘tee hee con me !!’ like i understand the risk and was willing to do it (and to this day i still believe i would have gotten the merch albeit much later than expected). and my age is considered adult age pretty much internationally so it’s not like i’m a naive af 8yo who doesn’t know the dangers of the internet. yes i haven’t made much online purchases but i’m aware of the scams and try to make sure i’m buying from a trusted seller and if it’s worth it for the price. but i hate having to be so concerned abt my spending habits and whether the package will get here in time before my parent cancels the order out of fear of me being conned “again” at my age. i’ll admit i don’t have a stable job yet but it’s not like i’m spending money every week or even every month. if i wasn’t at home i would be less concerned bc the shipment isn’t going to my home address so the parent can’t scrutinize it but bc it is now, my spending is put under more scrutiny.
anyway my parent’s low-key interrogation shook up my mental state as expected and i had to take a bit to unload on my sibling and cry a little. i know if i wasn’t at home this wouldn’t affect me as much but bc i’m at home and having to deal with it in person instead of over text or a phone call... and the damn pandemic isn’t ending anytime soon so i’m going to have to stay at home for the indefinite future. it’s not like i have a ton of shit i want to buy but i don’t want to have to deal with this trigger every few months (last purchase was back in maybe september or so towards a book publishing kickstarter which i guess bc it was only $15 my parent didn’t kick up too much of a fuss abt since technically i still don’t have the ebook i paid for). i’m not purchasing any christmas presents for friends or anyone so i don’t have that as a cover or anything. but the thing is even once i leave home i have little confidence i’ll be able to be independent and my sibling told me it’ll take a few years for me to get a grasp on things but idk. it just feels so far away in the future and i can’t envision my present self with no motivation or willpower to do it even though i mean when push comes to shove i’ll get it done i suppose. i know the rational outsider’s answer would be ‘well why don’t you start working on that better future self now?’ and i’m like great fucking suggestion and i have nothing to argue against that. i just literally cannot envision my future at this point, even if i act on my vague dream of doing art as a job. maybe once i fucking finish these finals and this quarter i’ll be able to think more clearly but idk. as i said in my last post, i really need to consider seeing a therapist bc being at home and having to handle being under my parents’ control again is really doing a number on me esp as essentially a NEET (partially false since i’m still in edu but i really do be feeling like that since i feel so useless and dependent on my parents at my age when i know others my age are slightly more independent).
i feel like this ended up me rambling about essentially the same things i ramble abt whenever i talk abt my mental health the past few years and idk how much this actually helped unload the burden on my mental state. i just wish i didn’t have to have this trigger bc i would’ve just made the purchase and then not think much abt it until i receive the package. but now i have to have this concern for the future on top of the fucking deadlines i have in the next 2 days.
1 note · View note
elysiumwaits · 5 years
Text
This is the funniest scam ever to me
Shoutout to the scam email I just got.
The subject was just the password I’ve used for everything that doesn’t have financial info since I was 12, and has, of course, been released in multiple leaks over the years. The name for the person sending it has been set to “Save Yourself,” which is honestly the most hilariously dramatic thing I’ve ever seen in my life.
Scammy McGee not only opens up with some helpful tips on researching the malware he’s supposedly infected my computer with, he also tries to scare me by saying he can see everything that’s on my screen - like, great, dude, can you tell me what you thought about that scene I just wrote in my Taserhawk fic? You think it’s a bit overboard? If you’re gonna piggyback, I’m putting you to work as my beta, Scammy.
So anyway, apparently, I am supposed to be terrified because Scammy has “accessed my webcam” and recorded me “satisfying myself.” Two points:
It is written in what I am assuming is supposed to be emphasizing capital letters, but Scammy helpfully took a break from caps lock to clarify, which results in the most unintentionally hilariously semi-politely-worded threat I’ve ever gotten in my life -- “I collected all your private data and I RECORDED YOU (through your webcam) SATISFYING YOURSELF!”
Scammy, honey, I am the most unsatisfied person alive right now, I’m gonna need you to be more specific. Was it when I was eating the no-bake cookie? That was pretty satisfying. Was it while I was reading that article on immortal jellyfish? (Also, what are your thoughts on that, if you can see everything on my screen?) 
So apparently, after he got my illicit satisfaction recording, he was so kind as to remove the malware - which makes total sense, you know, when you blackmail someone you totally want to take the tool you use to blackmail them away, yeah.
Scammy then goes on to threaten to send the video to my contacts (I don’t have any contacts saved here, actually, so good luck), post it on social network (which ones? Cause, like, if it’s the no-bake cookie video, there’s a niche market for that), publish it on “the whole web” (gonna need some specifics here, Scammy - like are you sending it to Buzzfeed? Making a Neopets account to drop it in the forums? Cause Reddit’s not that scary tbh) - including the darknet “where the sick people are” (one, the darknet does not give a flying holy fuck about my chubby ass, illicit video or not, because I’m sure the “sick people” have access to P*rnHub even on a Tor browser). 
“I can publish all I found on your computer everywhere!” Bro, this is a chromebook, it’s got a picture of my Winterhawk bingo card, a stock photo of a mixtape, and one Microsoft Document copy of a bunch of articles about horse racing in the US, go fucking wild. 
So apparently to stop this horrible awful no-good very bad video getting out, I must transfer $1400 exactly in Bitcoin. Scammy has also very kindly included instructions on how to buy Bitcoin, which are actually legit sites that I’ve written dumb financial articles about before so that’s funny as hell, as well as instructions to either send it directly to his BTC address or create my own wallet at the website - “whichever is easiest for you.” Like, thank you for taking my busy schedule into consideration, Scammy, you’re such a polite extortionist.
Also this: “Copy and paste the address directly, it’s cAsE-sEnSetiVE” - like, aw, you were an MSN era millennial too, Scammy? I feel like we’re bonding here.
So Scammy finishes with a vaguely threatening note about how he can access my email and will know when it’s been read, blah blah, but then he says that he’s got his mail configured to send the email multiple times, just disregard any duplicates I get after I pay and don’t worry about them. 
So obviously if you get one of these don’t pay them, it’s a scam and passwords get leaked in internet breaches all the time. However, some important notes here:
I don’t have a webcam.
I certainly am not “satisfying” myself in front of a webcam, we have smartphones for that now.
If I am “satisfying” myself in front of a webcam, it’s because I’ve gone back to my SW days and I’m posting it for residual income on one of the many sites where there are already videos of that shit, bro. Like, I used to cam professionally - even if there were a video, which there isn’t because I don’t have a webcam, it’s literally one of the least scary things you can threaten me with, Scammy. I used to do this for a living, I eat blackmailers for breakfast.
You want $1400 in bitcoin, Scammy? Threaten to send that angry email I just dropped into my drafts to the recipient or publish that self-insert MCU fic on my GoogleDrive that hasn’t seen the light of day and hopefully never will. Now, those are some scary threats!
3 notes · View notes
beatricenius · 7 years
Note
Please post the fic where Hannigram slay nazis in Sweden. Regards, someone who was at the bookfair in Gothenberg during the demokrati.
@pragnificent who requested Will and Hannibal killing neo-Nazis to begin with. This fic is based on things Nordfront (Nordic Resistance Movement) has done. Warning for xenophobia/homophobia. And graphic depictions of violence, since these things don’t go unpunished. 
It had been a deliberate assertion on Hannibal’s part – of that much, Will was certain.
They were currently making their way through Sweden, and while making a stop in a small town up north, they noticed an odd-looking man standing outside of a mall, one hand behind his steel rod back and a large green banner in the other. He was wearing a white shirt and black slacks, and looking around, Will could see a number of men in the same outfit circling the area. Some of them carried cellphones that they both, in retrospect, should have been more suspicious of. Hannibal spared none of them so much as a glance, but when they passed the man with the banner, his hand slipped into Will’s and squeezed.
The man’s gaze snapped toward them and one of the phones were immediately directed at them. 
Will wasn’t familiar at all with Swedish and had no clue whether Hannibal had any knowledge of Nordic languages, but when the man started talking while letting the phone follow their movements, Will caught Hannibal’s gaze and found his concern mirrored. Hannibal remained perfectly composed as usual, holding his hand in a firm grip as they kept walking.
*
“The banner belongs to a far-right movement,” Hannibal said, tapping on his tablet. “Neo-Nazis, specifically. It appears there is an LGBT event in town and they have gathered to oppose it. Their website contains videos of similar events, where they have filmed participants.”
Will glanced at the screen, where there was shaky footage of two young women with pink and purple hair holding hands while the man behind the camera talked, presumably addressing the viewers rather than the women he was filming.
“Why? I mean, what’s he saying?”
“Unkind things,” Hannibal said, pausing the video. “I assume it’s partly to ridicule, partly to get a message across.”
Will worried his lip between his teeth. “They totally filmed us.”
“I doubt it’s very compromising. It’s a rather obscure website.”
“Still. We should do something before they post it.”
It took no more than a few taps and swipes before they found the familiar face of the man holding the phone on Facebook. His name wasn’t even altered, judging by the fact that an address and other personal information could be found tied to it. He looked young – something about the hair slicked back from his face, drawing attention to his large, kind eyes, but every source they came across stated he was in his thirties. And everything he shared on his social media accounts opposed the idea that he was in any way kind.
“We should hurry. Who knows when they’ll post it,” Will said. “You think they’re still out?”
“We can find out.”
“What do we do when we find out?”
“We ask, politely, that they remove the video.”
*
Asking politely turned out to be an unsuccessful approach. They made sure to walk up to the man with the cellphone when he was alone waiting for a bus, far away from his friends. When the man only shook his head and told them he didn’t know what they were talking about, they gave each other a look and proceeded to trail the bus with their car.
Once the man unlocked the door to his dark, seemingly empty apartment, Hannibal crept up behind him and knocked his head against the brick of the building, hard enough that he fell to the ground, hands cradled around his skull. Hannibal snatched up his phone and pocketed it.
“I wonder what he said when he filmed us,” Will wondered aloud.
“I would rather not find out.”
The man groaned, blinking as if he was confused. His hand started searching the ground and Will caught the moment it started moving where his pocket was, but before he sprang into action, Hannibal stepped down on his hand.
“I wouldn’t,” Hannibal cautioned, digging the sole of his shoe into the meat of his hand until he cried out. The man’s eyes lit up with recognition as he looked up at him, then there was a conflicted mixture of anger, amusement and fear on his face.
“Would you prefer to hold it, maybe?” He sneered. “You just stole my phone and assaulted me. I could report you.”
He tried to get up, and Will stomped down on his chest so forcibly that his head knocked against the ground again. He cried out and hissed a short, angry word, presumably a curse. When he tried to get up a second time, Will dragged him up, wrenched his arm behind his back and forced him face down against the pavement, placing one knee on his back to lock him down.
“You really want to know what I said in the video?” The man ground out. There was blood in his sandy hair and behind the layers of anger and fear and seething hatred, his eyes held a look of disgust. “I said you two should serve as a reminder why the country needs to be closed to outside influences. We don’t want no homophile foreigners dragging the perverse decadence of the upper classes into our honest, hard-working communities.”
“How risky would it be for us to just kill this fucker right now?” Will asked Hannibal. He didn’t know he would be so badly affected by what came out of the man’s mouth, but he was, jaws tensing as anger thrummed alive beneath his skin.
Hannibal opened the door to the apartment with his sleeve, glancing inside.
“If we leave tonight, I suppose it’s a risk we could hazard,” He said, gesturing for Will to come inside.
*
Somewhere between being dragged into his own apartment and strapped down into a chair with a roll of duct tape, the man started acting appropriately scared.
“Poetic justice is tempting,” Hannibal mused aloud. “But I’m afraid the destruction the Nazi regime caused is far too extensive to be applied to one single victim.”
Fear made the man quiet. Will liked that, simply because there was satisfaction to the idea of them having a humbling effect on him. He watched as Hannibal stalked closer, putting his hands on the armrests of the chair.
“It has been said that the Nazis utilized the prisoners kept at the concentration camps for everyday items,” Hannibal leaned closer to the man’s face, effortlessly imposing. “I will have you know that I’m quite crafty myself.”
“There’s an idea,” Will said, though he knew Hannibal was merely trying to intimidate him. They didn’t have time for anything elaborate. “There would be some use for you then, wouldn’t it? Nazi piece of shit.”
“Fuck you,” The words shuddered out of him, but his eyes still held an edge that Will wanted to whittle away at. He shot Hannibal a look.
“Get the duct tape. I don’t want him waking up the neighbors once we start.”
Hannibal stepped back and got the tape while Will picked out his knife from his pocket, advancing slowly.
“I’m not even a fucking Nazi,” The man said, sounding far less confident now. “There’s nothing in our program suggesting—”
“I don’t care what fancy word you want to use,” Will pointed the knife at him. “A Nazi’s a Nazi. You would show your face in public, real name listed everywhere, like you expect no consequences to your actions. Like you’re a predator in a world full of prey, when violent politics spawn violent resistance. What the fuck made you think you’re entitled to safety when you want nothing but to make the world unsafe for everyone that isn’t like you?”
The man tried to jerk away from his restraints, eyes gaining a bright, fevered sheen Will recognized as panic. Hannibal placed a long strip of tape over his mouth, wrapping it all the way around his head for good measure. Satisfied with the tableau, Will tightened his grip on the handle of his knife and stuck it full-force through the front of the man’s pants, twisting the blade in his genitals. The symbolism of it was crude, but Will wanted to speak a language he could understand.
“You want violence, we’ll give you violence,” He said, words slightly drowned out by muffled screaming. If the man’s pants hadn’t been black, he imagined that red stains would spread like watercolor on wet paper. Now they simply looked wet, dark and glistening in the harsh white light of the room. He yanked the knife out and passed it to Hannibal, who accepted it wordlessly.
There was an odd solemnity to Hannibal’s face that Will couldn’t help but notice, a certain vacancy in his eyes that he immediately found disconcerting. It looked like he was far away – a lack of mental presence that Will didn’t recognize in him at all.
He decided to ask later, once Hannibal wasn’t wrists-deep in another man’s torso, prolonging his suffering with a cruel, almost casual efficiency that could only be acquired through years of experience.
*
“Should we have taken something from him?” Will asked from the driver’s seat once they were back in their car. It was dark now and the street lights outside spilled yellow on Hannibal’s face, hollowing his cheeks with dramatic shadows.
“No,” He said. “It’s better we don’t leave our usual MO. We came here to throw Crawford off our scent, the last thing we want is for anyone to be able to track us.”
Will nodded. Something still felt vaguely off. He turned to look at him, searching Hannibal’s face for clues it refused to give.
“Are you ok?” He asked, tentatively.
A small smile softened Hannibal’s features and he didn’t quite snort, but his breath hitched.
“Do you have any reason to believe I’m not?”
Will tried to think of a delicate way to phrase his concerns. He wanted to say that given what he knew of his childhood, being emotionally affected by what transpired between them and the man they just killed would have been understandable. But he knew it would be poorly received, and he didn’t want to go for Hannibal’s throat now that it had been bared, forcibly and unexpectedly.
“When you took my hand before,” He said instead, feeling his way through the dark. “You wanted them to see.”
“I don’t concern myself with politics.”
“Politics concern themselves with you.”
“Would you have preferred that I didn’t take your hand?”
“No. I liked it. I like that you would do that and I like that you agreed to kill him.”
Hannibal frowned and fell silent for a moment. When he next spoke, his voice held a hard edge.
“Whatever notions you are entertaining about me right now are likely false, Will. You should know by now that my decisions aren’t based on any arbitrary sense of morality.”
“No, they’re based on a specific sense of morality that ties into your personal beliefs.”
“And you figure tonight was reflective of my personal beliefs?”
“Wasn’t it?” Will chewed on the inside of his cheek. The apprehension in Hannibal’s face was clear even in the periphery of his vision. “You’re afraid this is going to make me think that you’re a good person. Deep down. That’s it, isn’t it? You think I’ll get my hopes up because we killed a bad guy and it’ll make me pursue a version of you that doesn’t exist. And then we both end up disappointed.”
“Is that your prediction of the future?”
“No, it’s my estimation of your concerns, since you aren’t giving them to me straight.”
Hannibal fell silent once more. Will had set out not to kick him while he was down, yet he felt like that was exactly what he was doing.
“I find all manner of ideology alluding to national socialism distasteful,” Hannibal said, to Will’s surprise. “They are ugly people with ugly views and I would gladly see them eradicated. I held your hand because I’m not intimidated by their presence. I agreed to kill that man because he was appalling. What do you make of that?”
Will smiled a little, warmth threading through the tightness in his chest.
“I don’t need to make anything of it. I just want your honesty. For you to trust me with it.”
He reached out and took Hannibal’s hand, weaving their fingers together. There was still blood under Hannibal’s nails, a rim of maroon that made him want to scrape them clean with his teeth.
“Don’t hesitate to take my hand,” He said, squeezing around his fingers for emphasis. “No matter who’s watching.”
151 notes · View notes
epackingvietnam · 4 years
Text
Competitive Advantage in a Commoditized Industry
Posted by HeatherPhysioc
In a world where search companies are a dime a dozen and brands tout bland "unique selling propositions" that aren't unique at all, how can you avoid drowning in the sea of sameness? What are you doing that's any different from every other SEO firm?
In this article, you'll learn how to find, activate, and articulate your competitive advantage. You’ll discover how to identify unique strengths and innovative offerings that equate to competitive advantage through real, working examples so you can bring them to life in search. And finally, you'll get actionable tips and homework to help your business stand out.
The state of our industry
“SEO is dead.” Have you ever heard this eye-roller before? This is a common refrain in the search industry every time Google takes more precious real estate into its clutches and away from website owners, when our tactics become less impactful, when Google increasingly automates answers and paid search efforts, or as we watch the internet become inundated with "content for SEO" that's drowning the best content out. It's enough to make any search expert feel like it's impossible to win.
But I argue that search and content marketing aren’t dead. Far from it. Google is still the main place people turn to for information and answers, and humans will continue to search. However, the industry is becoming increasingly commoditized, and it provides challenges and lessons that can change the landscape for our industry and many others.
I conducted an informal survey of more than 100 digital marketers around the globe, asking whether they believe our field is becoming commoditized. Of those, more than two-thirds said content marketing is moderately or highly commoditized, nearly 73% said the SEO industry is commoditized, and nearly three-quarters said the paid search space is becoming moderately or highly commoditized.
Barriers to competitive advantage
The trouble with the commoditization of an industry is that it makes it difficult for any business to stand out. It gets harder to stay competitive, which makes it harder for a business to grow. This isn’t entirely surprising, because achieving real, sustainable competitive advantage is no easy task.
The reasons people say it's hard to stay competitive in their industry range from knowing what opportunity is available to own, to challenges being able to innovate rapidly enough, to internal barriers like buy-in or fear of risk-taking. According to my survey, some of the most common barriers to competitive advantage are:
Knowing what opportunity makes sense to try to own
Prioritizing billable client work over non-billable brand-building work
Time, bandwidth, and budget
An internal fear of or aversion to taking risks
Cultural challenges like buy-in
Overcoming customer perception of the brand’s position
Lack of focus and slowness in innovation
Competitive advantage is a changing, moving target
While the survey I conducted was limited to digital marketers, nearly every business vertical experiences commoditization and competition. Our client brands are fighting it, too. But without truly understanding competitive advantage — much less how to find, prove and defend it — we risk drowning in that sea of sameness. I’ll continue to use digital marketing professions like search and content as working examples, but know that the principles here can benefit you, your clients, and your business, regardless of industry. It could even help you assess your individual competitive advantage to help you land a dream job or get that big promotion.
What is competitive advantage?
There are a few traits professionals agree on, but the open-ended survey answered revealed a lot of disparity and confusion. Let’s try to clear that up.
Often when we talk about a brand's competitive edge, we talk about mission and vision statements. But the sad truth is that many, many businesses are claiming competitive advantages in meaningless mission statements that aren't competitive advantages at all. Let’s look at an example: “Profitable growth through superior customer service, innovation, quality and commitment.”
This is a commonly used example of a bad mission statement for many reasons - it’s vague with no specificity whatsoever, it has a long list of intangible advantages with no focus, and these things every business should probably be doing. These are table stakes. You could copy and paste any brand name in front of this. In fact, I found a dozen companies in just the first two pages of search results that did exactly this, even though this is heralded as a prime example of a meaningless mission statement.
And if the meaningless mission statement wasn't persuasive enough, let's also examine what many brands consider their "unique selling propositions." I actually object to the "unique selling proposition" or "USP," because it's all about the brand. I much prefer "UCB,” or unique customer benefit, which puts the customer at the center, but I digress.
Let’s take a look at a few examples in the invoicing software space. In fairness, the brands below do list other benefits on their sites, and many are good, but this is often what they lead with. FreshBooks says they have invoice software that saves you time, Invoice2Go says they have time-saving features that keep you in control, and Sliq Tools can help you organize and speed up invoicing.
Saving customers time is important, but the problem is that none of these offerings aren’t unique. Nearly every invoicing software I looked at highlighted some version of speed, saving time, and getting paid faster. These are all valuable features, but what's the benefit that's going to make the customer choose you?
Let’s take a look at three more. Invoice Simple says you can invoice customers in seconds. Xero gives you a real-time view of your cash flow. Scoro says they can help you stop using and paying for six or more different tools.
These benefits are a lot more clear. Invoice Simple says they don’t just save you time, but they help you get invoices done in seconds. That specificity puts it over the edge. Xero’s real-time view of cash flow is incredibly important to businesses; the ability to see and make decisions from that information immediately is very valuable. And Scoro’s benefit of cutting back your tool stack really hit home. It's very common for SMBs to add one tool at a time over time and then find that they're drowning in accounting software, and maybe they're making more mistakes or just losing time to keeping up with it all.
5 components of competitive advantage
Start with your “est.” Best. Fastest. Smartest. Cheapest. Most innovative. Most horizontally integrated. What is something that better delivers more value to customers, or comparable value for a better price? This is a great brainstorming exercise to ask yourself initially what you are or want to be best at. Keep in mind, maybe it's not the "est" over all - maybe it's the "est" for a specific segment of your audience or need state of your customer or even just a geographic region. But then you have to check those "ests" against a few criteria to ensure it's really a competitive advantage.
Unique
Is your advantage unique? If anyone can claim the same thing, it's not unique. Your advantage should serve a unique need, a distinct audience, or deliver your product or service in a unique way. Dig deep to find something specific and tangible that sets you apart from your competition.
Defensible
A defensible advantage is a distinct, specific claim that is not generic or vague, and avoids superlatives. If you can copy and paste any brand name in place of yours, it's not defensible. Make sure your unique benefit or advantage is clear and specific. Avoid superlatives and hyperbolic language that can't be quantified in any way. The typical mistake I see is generic language that doesn't paint a picture for customers as to what makes you special.
Sustainable
Meaningful competitive advantage should be lasting and endure over a long period of time. I frequently heard in the survey that people believe they have competitive advantage for being first to market with their type of service. That does confer some benefits initially, but once the market figures out there's money to be made and little competition, that's when they swoop in to encroach. First mover advantage is a competitive advantage for a while, but it is not a sustainable competitive advantage. If you can't hold onto that competitive advantage for a while, it's too short-term.
Valuable
Something the customer feels is a greater value than competitors. If your customer doesn’t care about it, it’s not valuable, and thus it’s not a competitive advantage. What your business does isn’t solely defined by what you sell, but rather by what your customer actually wants. (And in the search business, that's especially true - if people aren't searching for it, it's not valuable to the business.) Your customer has to feel that what you offer is a greater value than your competitors. That can be a product, service or feature at a comparable price that excels, or it can be a comparable product, service or feature at a better price.
Consistent
Competitive advantage must be something you can bring to life in every aspect of your business. This is why typical CSR (corporate social responsibility) fails to be an adequate competitive advantage for many brands. They put a page on their website and maybe make a few donations, but they're not really living that purpose from top to bottom in their organization, and customers see right through it. It can't be a competitive advantage on the website that isn't also reflected at the C-level, with your sales reps who work with customers, in your factories, and so on.
For all their flaws and my moral beef with Jeff Bezos, Amazon was unwavering in their commitment to fast, affordable shipping. That's what turned them into the monolith they are today. People know that Ben & Jerry's is vocal and activist in all aspects of what they do, and they live up to the promises they make.
A competitive advantage framework
One of the most important attributes to understand about competitive advantage is that it’s temporary. It’s a moving target, so you can never get too comfortable. The moment you identify your competitive advantage and you're enjoying nice profit margins or share of voice in a space, competitors will start racing to take advantage of new learnings themselves. This leads to eventual parity among competitors, and the cycle starts again.
So you need to figure out where to evolve or re-invent to stay competitive. This is a handy little framework for finding, establishing, articulating and maintaining your competitive advantage. But note that this isn't purely linear -- once competitors encroach on your previous advantage you're at risk of losing it, so be sure to look ahead to what your next competitive advantage can be OR how you can elevate and defend the one you already have.
Discover: tools to find your competitive advantage
Discovering what makes you different is half the battle. In an increasingly crowded and commoditized competitive landscape, how do you figure out where you can win?
Ask
The number one recommendation from my survey is to ask. Tools from formal surveys to in-depth interviews, to casual feedback forms and ad hoc conversations can reveal some very insightful advantages. The objective is to figure out why you over someone else. A few things you might ask them:
Why did you hire us over another firm?
Why did you hire another firm over us?
Why did you choose to leave us and switch to another firm?
Why do you continue to work with us after all these years?
Look for patterns. Your competitive advantage might be hiding in there -- or insight into your competitor's advantage.
Listen
Try listening quietly, too. Check conversations on Reddit, Nextdoor or relevant forums where people have frank dialogue about problems they need solutions to, people recommending for or against brands, people are likely to be honest when helping their neighbors.
You can also read ratings and reviews on popular sites like Amazon or Yelp. Granted, it's easy to fake some of these, but look for patterns in what people say about your brand, your products and services, or your competitors. What are their common complaints? What do other brands do poorly or not at all, gaps that you can fill?
Workshop
Getting experts with multiple perspectives in a room to workshop and brainstorm can also help uncover your competitive advantage. Evaluate your brand, your customers, your competition, the industry, new developments, and more. Also look beyond your own industry - often great ideas can come from entirely different verticals outside your own. Ask yourself hard questions about who you are, what you can commit to, and what you can follow through on to offer customers. I’ll share just two of many possible competitive advantage workshop tools below.
SWOT analysis
Conduct a SWOT analysis of your strengths, weaknesses, opportunities and threats - do the same for competitors. This is best conducted with people across multiple disciplines to consider different angles. It's also key to do your research - look as closely at competitors as you do your own brand.
Strengths are the powerful capabilities and value you bring to the table. Weaknesses are the gaps in your resources or offerings that might hold you back from being best in class. Opportunities are untapped or unexplored areas of potential growth. Threats are outside forces or external factors that put your business at risk - like economic downturn and susceptibility global pandemic, for example, or the entry of a disruptive new competitor.
Porter’s 5 Forces Model
The second tool I want to introduce is Porter’s Five Forces model. Most folks who attend business school will learn about this, but you can also read about it in Michael Porter's book Competitive Advantage. It's a method to analyze the competitive pressures on your business. His model asserts that these five forces determine how intense the competition is, and thus, how attractive it is to enter an industry based on profitability. But it's also a very valuable critical thinking tool even if you're already in the industry to figure out where you can compete and edge out the opposition.
The first force at the center of the model is competitive rivalry. What is the quantity, quality, and diversity of your competitors in the space? How fast or slow is the industry currently growing? What's the growth potential in the future? Are customers typically loyal to a brand, or are they brand-agnostic, switching a round frequently in your industry?
Then we have to think about the toggle between new entrants into the market, or the threat of substitute products or services. For new entrants, is it an easy industry to enter, or are there high barriers to entry? A brand with high threat of new entrants (low barriers to entry) might be food trucks. With some good recipes, enough capital to set up a high cost to start up, and some elbow grease, you're in business. But industries with low threat of new entrants (high barriers to entry) might be things like airlines. It's very expensive to buy planes and hire qualified pilots, and it's an industry loaded with government regulations.
For the threat of substitutes, is there a high quantity of other products or services on the market your customer can choose from? Is it easy or hard to switch brands? Also, could there be an entirely alternative solution or abstention? For example, perhaps an alternative to highly commoditized toilet paper would be an alternative solution like a bidet like Tushy. Or perhaps a makeup brand like Sephora faces "substitution" from people who choose to abstain from wearing makeup at all.
And finally, we have to think about how well suppliers can bargain and how well buyers can bargain with your company. Every company has a supply chain, even service businesses like digital marketing.For manufacturing companies, suppliers might be the raw materials or transportation providers. For digital marketing companies, suppliers might be technology companies or the talent you hire to do the work.
If demand is greater than supply - either due to quantity of suppliers, the unique needs you have for securing that talent (like GMO-free, organic, locally sourced ingredients from companies that donate money to offset their carbon impact), this force has high-pressure. But if the resources you need are a dime a dozen (PC laptops come to mind), bargaining power of suppliers is low.
End users and buyers are part of your supply chain too. If they can easily "bargain" by choosing other competitors or driving down costs through competition, you have high pressure here. If you're truly the only player in the market, or one of few, who do what you do, then bargaining power of buyers is lower. Also consider the cost of someone switching to another company or a substitute.
Define: choose your competitive strategy
Once you have found the gap you want to fill, you need to choose your area of focus. Often we make the mistake of trying to be all things to all people all the time. Brands can't pull this off in a sustainable way forever. If you are trying to be adequate at everything, it's difficult to be great at anything.
While not impossible, it's very difficult to maintain deep focus on things when you are spread too thin. My MBA professors told me that smart strategy isn't just choosing what you will do, it's also choosing what you won't do. That has stuck with me ever since. We need to make hard choices about where to spend time, budget, energy and attention. To get truly great at something, and achieve competitive advantage, you need to set your sights on something specific.
One problematic example I heard from a big client was challenging our Paid and Organic Search teams to win at efficiency and return on ad spend, while also winning on volume and share-of-voice concurrently. Efficiency and ROAS focus on a selective approach to advertising on certain terms or topics to optimize for the most efficient acquisitions and cost savings, and it often results in a narrower reach but highly efficient use of advertising dollars. On the flip-side, focusing on volume or achieving the largest share-of-voice in a space typically requires casting a wider net, and that traffic may convert at a lower rate and profit margins and ROAS may be tighter.
Another common challenge is trying to be a company or person who is both broad and versatile, while also being deeply specialized. This isn't absolutely impossible, but maintenance and upkeep becomes challenging over time. If your brand wants to be perceived as the most versatile brand that can adapt to anything or meet everyone's needs, it's difficult to also be the brand that is perceived as deeply specialized in a certain field.
Let's use grocers as a working example. WalMart may be the generalist for being able to get just about anything you could possibly want in one place, while Natural Grocers might be the deeply specialized whole, organic, local foods shop. Far less variety and versatility, but you can be assured they hit on certain quality and sourcing criteria within their more curated selection.
Consider what that means for you as a business or an individual professional.
Examine your brand and narrow your focus.
Let's walk through a few of the questions you can ask yourself to closely examine your brand and narrow your strategic focus on a clear competitive advantage.
What are the core activities that make up your business? Think about your core products or services, core audiences you serve, and core problems you solve.
Who are the people the brand was created to serve? Consider the individuals, decision-makers, customers or firms you serve. Are they in certain industries or job titles? Where do they get their information? How can you best reach them where they are?
What do your potential customers, or a specific segment of them, want or need? How does your brand, product or service solve that need? What do you enable them to do? What keeps them up at night? What problems do they have to solve or decisions do they have to make that you can help with? What are points of friction or frustration that you or your business are uniquely equipped to alleviate?
What do your customers value? According to a book called The Purpose Advantage by Jeff Fromm and his team, the business you’re in is defined by what the customer wants, not by what you’re selling. Reflecting on this question can help you identify a higher purpose for the company through the eyes of the customer.
When customers have a huge range of choices, why should they choose you? What would they do if you didn't exist? You have to be able to answer the “why you” question with a unique and persuasive reason. If that doesn't immediately jump out at you, try the "Five Whys" exercise. This is an iterative technique that helps you dig deeper on cause-and-effect relationships. You work your way backwards, asking "why" time and again until you get to the core.
Five Whys exercise
Let’s try a quick example of the Five Whys exercise. The Ordinary is a makeup company that sells affordable, back-to-basics skin care products is growing incredibly fast. In the three years since parent company Deciem launched the brand, they grew to nearly $300M in sales last year. Brand name recognition and sales volume have spiked.
Why? The brand is taking off with budget-conscious Millennials over 30 who take interest in skincare.
Why? None of their products cost more than $15.
Why? Their products have only the most essential active ingredients - avoiding parabens, sulfates, mineral oil, formaldehyde, mercury, oxybenzone and a bunch of other ingredients I can't pronounce.
Why? This creates an affordable skin care regimen without scary unknown ingredients, all without animal testing, and without excess wasteful packaging.
Why? This hits on several core morals and values of the Millennial skin care audience who want to minimize their impact/footprint, but without paying a premium to do it.
Competitive advantage takes many forms
Once you have done the due diligence of truly reflecting on these questions, examine your answers. Look for clues and patterns and start to formulate a plan for which areas have the most unique value to your customers.
There are typically several avenues a brand can take to own a certain customer benefit, audience segment, industry, or price point. Here are a few clues to watch for in the patterns. Are you the most personalized brand in your space? Do you have an incredible community with loyal advocates and rich conversation that people want to be a part of? Brands like Moz and Tableau seem to have this advantage in their spaces. Do you have a reputation for constant innovation, rapid evolution, and generally outsmarting the competition or disrupting an industry? Tesla is iconic for its innovation. Also consider things like supply chain efficiencies, breadth or depth in certain markets, the ratio of cost to value, your ethics or commitment to certain causes, and more.
Write a brand statement
Now that you’ve done your due diligence, it’s time to boil it down to a simple brand statement to make it crystal clear what your competitive advantage will be. Please note that this should not be a simple exercise. If it's too easy, be skeptical of whether you have truly found your competitive advantage. Put in the work. Writing these statements is hard and takes time. And you should expect to revisit and revise over time as your competitive environment and customer preferences evolve.
Using the brand The Ordinary, I drafted an example competitive advantage statement: We, The Ordinary, create high-performing, minimalist skincare products so that cost- and cause-conscious skincare enthusiasts can have an ethical, effective skincare regimen without paying a premium price.
Then, check your work. Pressure test your brand statement. Does it meet the five criteria for competitive advantage? If not, keep digging. And once you have a clear competitive advantage statement, be sure to connect and reconnect with that intention, time and again.
Demonstrate: living your competitive advantage
Now that you've discovered your potential competitive advantage and chosen where to focus, it's time to bring it to life. The difference between the average brand which merely puts a mission statement on their website and a brand with true, sustainable competitive advantage, is whether they walk the talk in every single thing they do. It has to be consistent with your products and services. It has to happen at all levels of a company. It has to be true in every moment you communicate with customers.
Once again, we find ourselves pressure-testing the competitive advantage. Can you realistically live this across departments, offices, teams, roles, initiatives, processes, marketing efforts and everything in between? You can’t be casual about competitive advantage. You have to be obsessed. Let's talk about some questions you should ask yourself to activate your competitive advantage in every respect:
How does this affect existing ways of working? What changes do you need to make to how you operate to live it fully? If you're just now identifying your competitive advantage, which is totally ok!, you may have work to do in order to make sure it's consistent across the organization.
What are some things you won't do in support of your advantage? These could be things you choose not to focus on, or things you will actively avoid.
What team members can you bring together from across functions to activate this competitive advantage? Be sure to provide common language and targets for the team so you can all be united in action to drive better outcomes
How will you prove your commitment to the competitive advantage outside the organization? Your team from top to bottom needs to fully believe and commit to this mission. But your customers also need to believe in your mission. Ask yourself what proof looks like. How will everyone know you are in fact achieving the competitive advantage you claim?
What indicators can measure how you're putting your competitive advantage to work in action? Make sure to define what "winning" looks like and establish a baseline for how you and the competition are doing. Create metrics and rewards that support the new purpose. Is it a high win:loss ratio of winning new business? A company size or revenue growth rate? Is it share-of-voice in an industry or among a certain audience segment? Is it perhaps retention of ideal clients and high referral rates? Know what you want to achieve, know how the competition currently measures up, and revisit these measurements regularly.
Defend: evolving your competitive advantage
Remember: competitive advantage is temporary. It's a moving target, and that's why it's so difficult for brands to achieve and maintain. It’s important to understand the natural lifecycle of every business and industry.
The business lifecycle
I'll reference the typical product lifecycle here — another MBA classic — and stretch it a bit to fit my point about defending competitive advantage.
When a new brand emerges with a new product, service, audience, or competitive advantage, much of the effort and investment is spent raising awareness and amassing your first customers. Then you start to build up preference for your brand and increase your market share. Competition may be lower at this stage, and you're getting some scale, growing your audience. Then your steep growth trajectory starts to level off. The competition sees that you're onto a good thing and they start cutting into your piece of the pie. You may fight it by adding more features, or perhaps you lower your price.
In a typical business, this is the point where sales may even start to decline. You have a choice here. You can maintain your existing service and try to rejuvenate it. You can cut costs to stay competitive, though that cuts into your profit margin and makes it less worthwhile. Or perhaps you decide to get out of the game entirely because it's not financially attractive anymore.
Or, you can find new ways to achieve competitive advantage. You could explore new areas of expansion, or even completely reinvent yourself to renew your competitiveness. The cycle starts again, and once again you become the one that others want to catch up to.
Fight or flight or evolve?
You can only fight off the competition for so long doing the same things. Fighting isn't always the answer. At some point you may need to evolve, and there are a few ways you might do that.
You can explore new markets - are there under-served or untapped audiences you can reach?
You can expand new, closely related product lines or services
You can add new features or innovations to your existing service or product.
Similarly can also and enhance and elevate existing benefits
You can cut costs to produce or ship and find economies of scale, which drives price down, and makes your parity product more valuable relative to price.
Or you can go through mergers and acquisitions (join forces) or even divest certain pieces of the business (stop offering) to be able to focus on a new competitive advantage.
This is hardly an exhaustive list, just a few thought starters on what evolution might look like if you are at this stage of your career, or if your business is at this point in its natural lifecycle.
In order to create, keep and defend sustainable competitive advantage long-term, evolution is necessary. Keep rooting out the opportunity for renewed competitive advantage and master the art of reinvention. If you can adapt and transform, you can compete and survive.
Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!
#túi_giấy_epacking_việt_nam #túi_giấy_epacking #in_túi_giấy_giá_rẻ #in_túi_giấy #epackingvietnam #tuigiayepacking
0 notes
bfxenon · 4 years
Text
Competitive Advantage in a Commoditized Industry
Posted by HeatherPhysioc
In a world where search companies are a dime a dozen and brands tout bland "unique selling propositions" that aren't unique at all, how can you avoid drowning in the sea of sameness? What are you doing that's any different from every other SEO firm?
In this article, you'll learn how to find, activate, and articulate your competitive advantage. You’ll discover how to identify unique strengths and innovative offerings that equate to competitive advantage through real, working examples so you can bring them to life in search. And finally, you'll get actionable tips and homework to help your business stand out.
The state of our industry
“SEO is dead.” Have you ever heard this eye-roller before? This is a common refrain in the search industry every time Google takes more precious real estate into its clutches and away from website owners, when our tactics become less impactful, when Google increasingly automates answers and paid search efforts, or as we watch the internet become inundated with "content for SEO" that's drowning the best content out. It's enough to make any search expert feel like it's impossible to win.
But I argue that search and content marketing aren’t dead. Far from it. Google is still the main place people turn to for information and answers, and humans will continue to search. However, the industry is becoming increasingly commoditized, and it provides challenges and lessons that can change the landscape for our industry and many others.
I conducted an informal survey of more than 100 digital marketers around the globe, asking whether they believe our field is becoming commoditized. Of those, more than two-thirds said content marketing is moderately or highly commoditized, nearly 73% said the SEO industry is commoditized, and nearly three-quarters said the paid search space is becoming moderately or highly commoditized.
Barriers to competitive advantage
The trouble with the commoditization of an industry is that it makes it difficult for any business to stand out. It gets harder to stay competitive, which makes it harder for a business to grow. This isn’t entirely surprising, because achieving real, sustainable competitive advantage is no easy task.
The reasons people say it's hard to stay competitive in their industry range from knowing what opportunity is available to own, to challenges being able to innovate rapidly enough, to internal barriers like buy-in or fear of risk-taking. According to my survey, some of the most common barriers to competitive advantage are:
Knowing what opportunity makes sense to try to own
Prioritizing billable client work over non-billable brand-building work
Time, bandwidth, and budget
An internal fear of or aversion to taking risks
Cultural challenges like buy-in
Overcoming customer perception of the brand’s position
Lack of focus and slowness in innovation
Competitive advantage is a changing, moving target
While the survey I conducted was limited to digital marketers, nearly every business vertical experiences commoditization and competition. Our client brands are fighting it, too. But without truly understanding competitive advantage — much less how to find, prove and defend it — we risk drowning in that sea of sameness. I’ll continue to use digital marketing professions like search and content as working examples, but know that the principles here can benefit you, your clients, and your business, regardless of industry. It could even help you assess your individual competitive advantage to help you land a dream job or get that big promotion.
What is competitive advantage?
There are a few traits professionals agree on, but the open-ended survey answered revealed a lot of disparity and confusion. Let’s try to clear that up.
Often when we talk about a brand's competitive edge, we talk about mission and vision statements. But the sad truth is that many, many businesses are claiming competitive advantages in meaningless mission statements that aren't competitive advantages at all. Let’s look at an example: “Profitable growth through superior customer service, innovation, quality and commitment.”
This is a commonly used example of a bad mission statement for many reasons - it’s vague with no specificity whatsoever, it has a long list of intangible advantages with no focus, and these things every business should probably be doing. These are table stakes. You could copy and paste any brand name in front of this. In fact, I found a dozen companies in just the first two pages of search results that did exactly this, even though this is heralded as a prime example of a meaningless mission statement.
And if the meaningless mission statement wasn't persuasive enough, let's also examine what many brands consider their "unique selling propositions." I actually object to the "unique selling proposition" or "USP," because it's all about the brand. I much prefer "UCB,” or unique customer benefit, which puts the customer at the center, but I digress.
Let’s take a look at a few examples in the invoicing software space. In fairness, the brands below do list other benefits on their sites, and many are good, but this is often what they lead with. FreshBooks says they have invoice software that saves you time, Invoice2Go says they have time-saving features that keep you in control, and Sliq Tools can help you organize and speed up invoicing.
Saving customers time is important, but the problem is that none of these offerings aren’t unique. Nearly every invoicing software I looked at highlighted some version of speed, saving time, and getting paid faster. These are all valuable features, but what's the benefit that's going to make the customer choose you?
Let’s take a look at three more. Invoice Simple says you can invoice customers in seconds. Xero gives you a real-time view of your cash flow. Scoro says they can help you stop using and paying for six or more different tools.
These benefits are a lot more clear. Invoice Simple says they don’t just save you time, but they help you get invoices done in seconds. That specificity puts it over the edge. Xero’s real-time view of cash flow is incredibly important to businesses; the ability to see and make decisions from that information immediately is very valuable. And Scoro’s benefit of cutting back your tool stack really hit home. It's very common for SMBs to add one tool at a time over time and then find that they're drowning in accounting software, and maybe they're making more mistakes or just losing time to keeping up with it all.
5 components of competitive advantage
Start with your “est.” Best. Fastest. Smartest. Cheapest. Most innovative. Most horizontally integrated. What is something that better delivers more value to customers, or comparable value for a better price? This is a great brainstorming exercise to ask yourself initially what you are or want to be best at. Keep in mind, maybe it's not the "est" over all - maybe it's the "est" for a specific segment of your audience or need state of your customer or even just a geographic region. But then you have to check those "ests" against a few criteria to ensure it's really a competitive advantage.
Unique
Is your advantage unique? If anyone can claim the same thing, it's not unique. Your advantage should serve a unique need, a distinct audience, or deliver your product or service in a unique way. Dig deep to find something specific and tangible that sets you apart from your competition.
Defensible
A defensible advantage is a distinct, specific claim that is not generic or vague, and avoids superlatives. If you can copy and paste any brand name in place of yours, it's not defensible. Make sure your unique benefit or advantage is clear and specific. Avoid superlatives and hyperbolic language that can't be quantified in any way. The typical mistake I see is generic language that doesn't paint a picture for customers as to what makes you special.
Sustainable
Meaningful competitive advantage should be lasting and endure over a long period of time. I frequently heard in the survey that people believe they have competitive advantage for being first to market with their type of service. That does confer some benefits initially, but once the market figures out there's money to be made and little competition, that's when they swoop in to encroach. First mover advantage is a competitive advantage for a while, but it is not a sustainable competitive advantage. If you can't hold onto that competitive advantage for a while, it's too short-term.
Valuable
Something the customer feels is a greater value than competitors. If your customer doesn’t care about it, it’s not valuable, and thus it’s not a competitive advantage. What your business does isn’t solely defined by what you sell, but rather by what your customer actually wants. (And in the search business, that's especially true - if people aren't searching for it, it's not valuable to the business.) Your customer has to feel that what you offer is a greater value than your competitors. That can be a product, service or feature at a comparable price that excels, or it can be a comparable product, service or feature at a better price.
Consistent
Competitive advantage must be something you can bring to life in every aspect of your business. This is why typical CSR (corporate social responsibility) fails to be an adequate competitive advantage for many brands. They put a page on their website and maybe make a few donations, but they're not really living that purpose from top to bottom in their organization, and customers see right through it. It can't be a competitive advantage on the website that isn't also reflected at the C-level, with your sales reps who work with customers, in your factories, and so on.
For all their flaws and my moral beef with Jeff Bezos, Amazon was unwavering in their commitment to fast, affordable shipping. That's what turned them into the monolith they are today. People know that Ben & Jerry's is vocal and activist in all aspects of what they do, and they live up to the promises they make.
A competitive advantage framework
One of the most important attributes to understand about competitive advantage is that it’s temporary. It’s a moving target, so you can never get too comfortable. The moment you identify your competitive advantage and you're enjoying nice profit margins or share of voice in a space, competitors will start racing to take advantage of new learnings themselves. This leads to eventual parity among competitors, and the cycle starts again.
So you need to figure out where to evolve or re-invent to stay competitive. This is a handy little framework for finding, establishing, articulating and maintaining your competitive advantage. But note that this isn't purely linear -- once competitors encroach on your previous advantage you're at risk of losing it, so be sure to look ahead to what your next competitive advantage can be OR how you can elevate and defend the one you already have.
Discover: tools to find your competitive advantage
Discovering what makes you different is half the battle. In an increasingly crowded and commoditized competitive landscape, how do you figure out where you can win?
Ask
The number one recommendation from my survey is to ask. Tools from formal surveys to in-depth interviews, to casual feedback forms and ad hoc conversations can reveal some very insightful advantages. The objective is to figure out why you over someone else. A few things you might ask them:
Why did you hire us over another firm?
Why did you hire another firm over us?
Why did you choose to leave us and switch to another firm?
Why do you continue to work with us after all these years?
Look for patterns. Your competitive advantage might be hiding in there -- or insight into your competitor's advantage.
Listen
Try listening quietly, too. Check conversations on Reddit, Nextdoor or relevant forums where people have frank dialogue about problems they need solutions to, people recommending for or against brands, people are likely to be honest when helping their neighbors.
You can also read ratings and reviews on popular sites like Amazon or Yelp. Granted, it's easy to fake some of these, but look for patterns in what people say about your brand, your products and services, or your competitors. What are their common complaints? What do other brands do poorly or not at all, gaps that you can fill?
Workshop
Getting experts with multiple perspectives in a room to workshop and brainstorm can also help uncover your competitive advantage. Evaluate your brand, your customers, your competition, the industry, new developments, and more. Also look beyond your own industry - often great ideas can come from entirely different verticals outside your own. Ask yourself hard questions about who you are, what you can commit to, and what you can follow through on to offer customers. I’ll share just two of many possible competitive advantage workshop tools below.
SWOT analysis
Conduct a SWOT analysis of your strengths, weaknesses, opportunities and threats - do the same for competitors. This is best conducted with people across multiple disciplines to consider different angles. It's also key to do your research - look as closely at competitors as you do your own brand.
Strengths are the powerful capabilities and value you bring to the table. Weaknesses are the gaps in your resources or offerings that might hold you back from being best in class. Opportunities are untapped or unexplored areas of potential growth. Threats are outside forces or external factors that put your business at risk - like economic downturn and susceptibility global pandemic, for example, or the entry of a disruptive new competitor.
Porter’s 5 Forces Model
The second tool I want to introduce is Porter’s Five Forces model. Most folks who attend business school will learn about this, but you can also read about it in Michael Porter's book Competitive Advantage. It's a method to analyze the competitive pressures on your business. His model asserts that these five forces determine how intense the competition is, and thus, how attractive it is to enter an industry based on profitability. But it's also a very valuable critical thinking tool even if you're already in the industry to figure out where you can compete and edge out the opposition.
The first force at the center of the model is competitive rivalry. What is the quantity, quality, and diversity of your competitors in the space? How fast or slow is the industry currently growing? What's the growth potential in the future? Are customers typically loyal to a brand, or are they brand-agnostic, switching a round frequently in your industry?
Then we have to think about the toggle between new entrants into the market, or the threat of substitute products or services. For new entrants, is it an easy industry to enter, or are there high barriers to entry? A brand with high threat of new entrants (low barriers to entry) might be food trucks. With some good recipes, enough capital to set up a high cost to start up, and some elbow grease, you're in business. But industries with low threat of new entrants (high barriers to entry) might be things like airlines. It's very expensive to buy planes and hire qualified pilots, and it's an industry loaded with government regulations.
For the threat of substitutes, is there a high quantity of other products or services on the market your customer can choose from? Is it easy or hard to switch brands? Also, could there be an entirely alternative solution or abstention? For example, perhaps an alternative to highly commoditized toilet paper would be an alternative solution like a bidet like Tushy. Or perhaps a makeup brand like Sephora faces "substitution" from people who choose to abstain from wearing makeup at all.
And finally, we have to think about how well suppliers can bargain and how well buyers can bargain with your company. Every company has a supply chain, even service businesses like digital marketing.For manufacturing companies, suppliers might be the raw materials or transportation providers. For digital marketing companies, suppliers might be technology companies or the talent you hire to do the work.
If demand is greater than supply - either due to quantity of suppliers, the unique needs you have for securing that talent (like GMO-free, organic, locally sourced ingredients from companies that donate money to offset their carbon impact), this force has high-pressure. But if the resources you need are a dime a dozen (PC laptops come to mind), bargaining power of suppliers is low.
End users and buyers are part of your supply chain too. If they can easily "bargain" by choosing other competitors or driving down costs through competition, you have high pressure here. If you're truly the only player in the market, or one of few, who do what you do, then bargaining power of buyers is lower. Also consider the cost of someone switching to another company or a substitute.
Define: choose your competitive strategy
Once you have found the gap you want to fill, you need to choose your area of focus. Often we make the mistake of trying to be all things to all people all the time. Brands can't pull this off in a sustainable way forever. If you are trying to be adequate at everything, it's difficult to be great at anything.
While not impossible, it's very difficult to maintain deep focus on things when you are spread too thin. My MBA professors told me that smart strategy isn't just choosing what you will do, it's also choosing what you won't do. That has stuck with me ever since. We need to make hard choices about where to spend time, budget, energy and attention. To get truly great at something, and achieve competitive advantage, you need to set your sights on something specific.
One problematic example I heard from a big client was challenging our Paid and Organic Search teams to win at efficiency and return on ad spend, while also winning on volume and share-of-voice concurrently. Efficiency and ROAS focus on a selective approach to advertising on certain terms or topics to optimize for the most efficient acquisitions and cost savings, and it often results in a narrower reach but highly efficient use of advertising dollars. On the flip-side, focusing on volume or achieving the largest share-of-voice in a space typically requires casting a wider net, and that traffic may convert at a lower rate and profit margins and ROAS may be tighter.
Another common challenge is trying to be a company or person who is both broad and versatile, while also being deeply specialized. This isn't absolutely impossible, but maintenance and upkeep becomes challenging over time. If your brand wants to be perceived as the most versatile brand that can adapt to anything or meet everyone's needs, it's difficult to also be the brand that is perceived as deeply specialized in a certain field.
Let's use grocers as a working example. WalMart may be the generalist for being able to get just about anything you could possibly want in one place, while Natural Grocers might be the deeply specialized whole, organic, local foods shop. Far less variety and versatility, but you can be assured they hit on certain quality and sourcing criteria within their more curated selection.
Consider what that means for you as a business or an individual professional.
Examine your brand and narrow your focus.
Let's walk through a few of the questions you can ask yourself to closely examine your brand and narrow your strategic focus on a clear competitive advantage.
What are the core activities that make up your business? Think about your core products or services, core audiences you serve, and core problems you solve.
Who are the people the brand was created to serve? Consider the individuals, decision-makers, customers or firms you serve. Are they in certain industries or job titles? Where do they get their information? How can you best reach them where they are?
What do your potential customers, or a specific segment of them, want or need? How does your brand, product or service solve that need? What do you enable them to do? What keeps them up at night? What problems do they have to solve or decisions do they have to make that you can help with? What are points of friction or frustration that you or your business are uniquely equipped to alleviate?
What do your customers value? According to a book called The Purpose Advantage by Jeff Fromm and his team, the business you’re in is defined by what the customer wants, not by what you’re selling. Reflecting on this question can help you identify a higher purpose for the company through the eyes of the customer.
When customers have a huge range of choices, why should they choose you? What would they do if you didn't exist? You have to be able to answer the “why you” question with a unique and persuasive reason. If that doesn't immediately jump out at you, try the "Five Whys" exercise. This is an iterative technique that helps you dig deeper on cause-and-effect relationships. You work your way backwards, asking "why" time and again until you get to the core.
Five Whys exercise
Let’s try a quick example of the Five Whys exercise. The Ordinary is a makeup company that sells affordable, back-to-basics skin care products is growing incredibly fast. In the three years since parent company Deciem launched the brand, they grew to nearly $300M in sales last year. Brand name recognition and sales volume have spiked.
Why? The brand is taking off with budget-conscious Millennials over 30 who take interest in skincare.
Why? None of their products cost more than $15.
Why? Their products have only the most essential active ingredients - avoiding parabens, sulfates, mineral oil, formaldehyde, mercury, oxybenzone and a bunch of other ingredients I can't pronounce.
Why? This creates an affordable skin care regimen without scary unknown ingredients, all without animal testing, and without excess wasteful packaging.
Why? This hits on several core morals and values of the Millennial skin care audience who want to minimize their impact/footprint, but without paying a premium to do it.
Competitive advantage takes many forms
Once you have done the due diligence of truly reflecting on these questions, examine your answers. Look for clues and patterns and start to formulate a plan for which areas have the most unique value to your customers.
There are typically several avenues a brand can take to own a certain customer benefit, audience segment, industry, or price point. Here are a few clues to watch for in the patterns. Are you the most personalized brand in your space? Do you have an incredible community with loyal advocates and rich conversation that people want to be a part of? Brands like Moz and Tableau seem to have this advantage in their spaces. Do you have a reputation for constant innovation, rapid evolution, and generally outsmarting the competition or disrupting an industry? Tesla is iconic for its innovation. Also consider things like supply chain efficiencies, breadth or depth in certain markets, the ratio of cost to value, your ethics or commitment to certain causes, and more.
Write a brand statement
Now that you’ve done your due diligence, it’s time to boil it down to a simple brand statement to make it crystal clear what your competitive advantage will be. Please note that this should not be a simple exercise. If it's too easy, be skeptical of whether you have truly found your competitive advantage. Put in the work. Writing these statements is hard and takes time. And you should expect to revisit and revise over time as your competitive environment and customer preferences evolve.
Using the brand The Ordinary, I drafted an example competitive advantage statement: We, The Ordinary, create high-performing, minimalist skincare products so that cost- and cause-conscious skincare enthusiasts can have an ethical, effective skincare regimen without paying a premium price.
Then, check your work. Pressure test your brand statement. Does it meet the five criteria for competitive advantage? If not, keep digging. And once you have a clear competitive advantage statement, be sure to connect and reconnect with that intention, time and again.
Demonstrate: living your competitive advantage
Now that you've discovered your potential competitive advantage and chosen where to focus, it's time to bring it to life. The difference between the average brand which merely puts a mission statement on their website and a brand with true, sustainable competitive advantage, is whether they walk the talk in every single thing they do. It has to be consistent with your products and services. It has to happen at all levels of a company. It has to be true in every moment you communicate with customers.
Once again, we find ourselves pressure-testing the competitive advantage. Can you realistically live this across departments, offices, teams, roles, initiatives, processes, marketing efforts and everything in between? You can’t be casual about competitive advantage. You have to be obsessed. Let's talk about some questions you should ask yourself to activate your competitive advantage in every respect:
How does this affect existing ways of working? What changes do you need to make to how you operate to live it fully? If you're just now identifying your competitive advantage, which is totally ok!, you may have work to do in order to make sure it's consistent across the organization.
What are some things you won't do in support of your advantage? These could be things you choose not to focus on, or things you will actively avoid.
What team members can you bring together from across functions to activate this competitive advantage? Be sure to provide common language and targets for the team so you can all be united in action to drive better outcomes
How will you prove your commitment to the competitive advantage outside the organization? Your team from top to bottom needs to fully believe and commit to this mission. But your customers also need to believe in your mission. Ask yourself what proof looks like. How will everyone know you are in fact achieving the competitive advantage you claim?
What indicators can measure how you're putting your competitive advantage to work in action? Make sure to define what "winning" looks like and establish a baseline for how you and the competition are doing. Create metrics and rewards that support the new purpose. Is it a high win:loss ratio of winning new business? A company size or revenue growth rate? Is it share-of-voice in an industry or among a certain audience segment? Is it perhaps retention of ideal clients and high referral rates? Know what you want to achieve, know how the competition currently measures up, and revisit these measurements regularly.
Defend: evolving your competitive advantage
Remember: competitive advantage is temporary. It's a moving target, and that's why it's so difficult for brands to achieve and maintain. It’s important to understand the natural lifecycle of every business and industry.
The business lifecycle
I'll reference the typical product lifecycle here — another MBA classic — and stretch it a bit to fit my point about defending competitive advantage.
When a new brand emerges with a new product, service, audience, or competitive advantage, much of the effort and investment is spent raising awareness and amassing your first customers. Then you start to build up preference for your brand and increase your market share. Competition may be lower at this stage, and you're getting some scale, growing your audience. Then your steep growth trajectory starts to level off. The competition sees that you're onto a good thing and they start cutting into your piece of the pie. You may fight it by adding more features, or perhaps you lower your price.
In a typical business, this is the point where sales may even start to decline. You have a choice here. You can maintain your existing service and try to rejuvenate it. You can cut costs to stay competitive, though that cuts into your profit margin and makes it less worthwhile. Or perhaps you decide to get out of the game entirely because it's not financially attractive anymore.
Or, you can find new ways to achieve competitive advantage. You could explore new areas of expansion, or even completely reinvent yourself to renew your competitiveness. The cycle starts again, and once again you become the one that others want to catch up to.
Fight or flight or evolve?
You can only fight off the competition for so long doing the same things. Fighting isn't always the answer. At some point you may need to evolve, and there are a few ways you might do that.
You can explore new markets - are there under-served or untapped audiences you can reach?
You can expand new, closely related product lines or services
You can add new features or innovations to your existing service or product.
Similarly can also and enhance and elevate existing benefits
You can cut costs to produce or ship and find economies of scale, which drives price down, and makes your parity product more valuable relative to price.
Or you can go through mergers and acquisitions (join forces) or even divest certain pieces of the business (stop offering) to be able to focus on a new competitive advantage.
This is hardly an exhaustive list, just a few thought starters on what evolution might look like if you are at this stage of your career, or if your business is at this point in its natural lifecycle.
In order to create, keep and defend sustainable competitive advantage long-term, evolution is necessary. Keep rooting out the opportunity for renewed competitive advantage and master the art of reinvention. If you can adapt and transform, you can compete and survive.
Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!
0 notes
localwebmgmt · 4 years
Text
Competitive Advantage in a Commoditized Industry
Posted by HeatherPhysioc
In a world where search companies are a dime a dozen and brands tout bland "unique selling propositions" that aren't unique at all, how can you avoid drowning in the sea of sameness? What are you doing that's any different from every other SEO firm?
In this article, you'll learn how to find, activate, and articulate your competitive advantage. You’ll discover how to identify unique strengths and innovative offerings that equate to competitive advantage through real, working examples so you can bring them to life in search. And finally, you'll get actionable tips and homework to help your business stand out.
The state of our industry
“SEO is dead.” Have you ever heard this eye-roller before? This is a common refrain in the search industry every time Google takes more precious real estate into its clutches and away from website owners, when our tactics become less impactful, when Google increasingly automates answers and paid search efforts, or as we watch the internet become inundated with "content for SEO" that's drowning the best content out. It's enough to make any search expert feel like it's impossible to win.
But I argue that search and content marketing aren’t dead. Far from it. Google is still the main place people turn to for information and answers, and humans will continue to search. However, the industry is becoming increasingly commoditized, and it provides challenges and lessons that can change the landscape for our industry and many others.
I conducted an informal survey of more than 100 digital marketers around the globe, asking whether they believe our field is becoming commoditized. Of those, more than two-thirds said content marketing is moderately or highly commoditized, nearly 73% said the SEO industry is commoditized, and nearly three-quarters said the paid search space is becoming moderately or highly commoditized.
Barriers to competitive advantage
The trouble with the commoditization of an industry is that it makes it difficult for any business to stand out. It gets harder to stay competitive, which makes it harder for a business to grow. This isn’t entirely surprising, because achieving real, sustainable competitive advantage is no easy task.
The reasons people say it's hard to stay competitive in their industry range from knowing what opportunity is available to own, to challenges being able to innovate rapidly enough, to internal barriers like buy-in or fear of risk-taking. According to my survey, some of the most common barriers to competitive advantage are:
Knowing what opportunity makes sense to try to own
Prioritizing billable client work over non-billable brand-building work
Time, bandwidth, and budget
An internal fear of or aversion to taking risks
Cultural challenges like buy-in
Overcoming customer perception of the brand’s position
Lack of focus and slowness in innovation
Competitive advantage is a changing, moving target
While the survey I conducted was limited to digital marketers, nearly every business vertical experiences commoditization and competition. Our client brands are fighting it, too. But without truly understanding competitive advantage — much less how to find, prove and defend it — we risk drowning in that sea of sameness. I’ll continue to use digital marketing professions like search and content as working examples, but know that the principles here can benefit you, your clients, and your business, regardless of industry. It could even help you assess your individual competitive advantage to help you land a dream job or get that big promotion.
What is competitive advantage?
There are a few traits professionals agree on, but the open-ended survey answered revealed a lot of disparity and confusion. Let’s try to clear that up.
Often when we talk about a brand's competitive edge, we talk about mission and vision statements. But the sad truth is that many, many businesses are claiming competitive advantages in meaningless mission statements that aren't competitive advantages at all. Let’s look at an example: “Profitable growth through superior customer service, innovation, quality and commitment.”
This is a commonly used example of a bad mission statement for many reasons - it’s vague with no specificity whatsoever, it has a long list of intangible advantages with no focus, and these things every business should probably be doing. These are table stakes. You could copy and paste any brand name in front of this. In fact, I found a dozen companies in just the first two pages of search results that did exactly this, even though this is heralded as a prime example of a meaningless mission statement.
And if the meaningless mission statement wasn't persuasive enough, let's also examine what many brands consider their "unique selling propositions." I actually object to the "unique selling proposition" or "USP," because it's all about the brand. I much prefer "UCB,” or unique customer benefit, which puts the customer at the center, but I digress.
Let’s take a look at a few examples in the invoicing software space. In fairness, the brands below do list other benefits on their sites, and many are good, but this is often what they lead with. FreshBooks says they have invoice software that saves you time, Invoice2Go says they have time-saving features that keep you in control, and Sliq Tools can help you organize and speed up invoicing.
Saving customers time is important, but the problem is that none of these offerings aren’t unique. Nearly every invoicing software I looked at highlighted some version of speed, saving time, and getting paid faster. These are all valuable features, but what's the benefit that's going to make the customer choose you?
Let’s take a look at three more. Invoice Simple says you can invoice customers in seconds. Xero gives you a real-time view of your cash flow. Scoro says they can help you stop using and paying for six or more different tools.
These benefits are a lot more clear. Invoice Simple says they don’t just save you time, but they help you get invoices done in seconds. That specificity puts it over the edge. Xero’s real-time view of cash flow is incredibly important to businesses; the ability to see and make decisions from that information immediately is very valuable. And Scoro’s benefit of cutting back your tool stack really hit home. It's very common for SMBs to add one tool at a time over time and then find that they're drowning in accounting software, and maybe they're making more mistakes or just losing time to keeping up with it all.
5 components of competitive advantage
Start with your “est.” Best. Fastest. Smartest. Cheapest. Most innovative. Most horizontally integrated. What is something that better delivers more value to customers, or comparable value for a better price? This is a great brainstorming exercise to ask yourself initially what you are or want to be best at. Keep in mind, maybe it's not the "est" over all - maybe it's the "est" for a specific segment of your audience or need state of your customer or even just a geographic region. But then you have to check those "ests" against a few criteria to ensure it's really a competitive advantage.
Unique
Is your advantage unique? If anyone can claim the same thing, it's not unique. Your advantage should serve a unique need, a distinct audience, or deliver your product or service in a unique way. Dig deep to find something specific and tangible that sets you apart from your competition.
Defensible
A defensible advantage is a distinct, specific claim that is not generic or vague, and avoids superlatives. If you can copy and paste any brand name in place of yours, it's not defensible. Make sure your unique benefit or advantage is clear and specific. Avoid superlatives and hyperbolic language that can't be quantified in any way. The typical mistake I see is generic language that doesn't paint a picture for customers as to what makes you special.
Sustainable
Meaningful competitive advantage should be lasting and endure over a long period of time. I frequently heard in the survey that people believe they have competitive advantage for being first to market with their type of service. That does confer some benefits initially, but once the market figures out there's money to be made and little competition, that's when they swoop in to encroach. First mover advantage is a competitive advantage for a while, but it is not a sustainable competitive advantage. If you can't hold onto that competitive advantage for a while, it's too short-term.
Valuable
Something the customer feels is a greater value than competitors. If your customer doesn’t care about it, it’s not valuable, and thus it’s not a competitive advantage. What your business does isn’t solely defined by what you sell, but rather by what your customer actually wants. (And in the search business, that's especially true - if people aren't searching for it, it's not valuable to the business.) Your customer has to feel that what you offer is a greater value than your competitors. That can be a product, service or feature at a comparable price that excels, or it can be a comparable product, service or feature at a better price.
Consistent
Competitive advantage must be something you can bring to life in every aspect of your business. This is why typical CSR (corporate social responsibility) fails to be an adequate competitive advantage for many brands. They put a page on their website and maybe make a few donations, but they're not really living that purpose from top to bottom in their organization, and customers see right through it. It can't be a competitive advantage on the website that isn't also reflected at the C-level, with your sales reps who work with customers, in your factories, and so on.
For all their flaws and my moral beef with Jeff Bezos, Amazon was unwavering in their commitment to fast, affordable shipping. That's what turned them into the monolith they are today. People know that Ben & Jerry's is vocal and activist in all aspects of what they do, and they live up to the promises they make.
A competitive advantage framework
One of the most important attributes to understand about competitive advantage is that it’s temporary. It’s a moving target, so you can never get too comfortable. The moment you identify your competitive advantage and you're enjoying nice profit margins or share of voice in a space, competitors will start racing to take advantage of new learnings themselves. This leads to eventual parity among competitors, and the cycle starts again.
So you need to figure out where to evolve or re-invent to stay competitive. This is a handy little framework for finding, establishing, articulating and maintaining your competitive advantage. But note that this isn't purely linear -- once competitors encroach on your previous advantage you're at risk of losing it, so be sure to look ahead to what your next competitive advantage can be OR how you can elevate and defend the one you already have.
Discover: tools to find your competitive advantage
Discovering what makes you different is half the battle. In an increasingly crowded and commoditized competitive landscape, how do you figure out where you can win?
Ask
The number one recommendation from my survey is to ask. Tools from formal surveys to in-depth interviews, to casual feedback forms and ad hoc conversations can reveal some very insightful advantages. The objective is to figure out why you over someone else. A few things you might ask them:
Why did you hire us over another firm?
Why did you hire another firm over us?
Why did you choose to leave us and switch to another firm?
Why do you continue to work with us after all these years?
Look for patterns. Your competitive advantage might be hiding in there -- or insight into your competitor's advantage.
Listen
Try listening quietly, too. Check conversations on Reddit, Nextdoor or relevant forums where people have frank dialogue about problems they need solutions to, people recommending for or against brands, people are likely to be honest when helping their neighbors.
You can also read ratings and reviews on popular sites like Amazon or Yelp. Granted, it's easy to fake some of these, but look for patterns in what people say about your brand, your products and services, or your competitors. What are their common complaints? What do other brands do poorly or not at all, gaps that you can fill?
Workshop
Getting experts with multiple perspectives in a room to workshop and brainstorm can also help uncover your competitive advantage. Evaluate your brand, your customers, your competition, the industry, new developments, and more. Also look beyond your own industry - often great ideas can come from entirely different verticals outside your own. Ask yourself hard questions about who you are, what you can commit to, and what you can follow through on to offer customers. I’ll share just two of many possible competitive advantage workshop tools below.
SWOT analysis
Conduct a SWOT analysis of your strengths, weaknesses, opportunities and threats - do the same for competitors. This is best conducted with people across multiple disciplines to consider different angles. It's also key to do your research - look as closely at competitors as you do your own brand.
Strengths are the powerful capabilities and value you bring to the table. Weaknesses are the gaps in your resources or offerings that might hold you back from being best in class. Opportunities are untapped or unexplored areas of potential growth. Threats are outside forces or external factors that put your business at risk - like economic downturn and susceptibility global pandemic, for example, or the entry of a disruptive new competitor.
Porter’s 5 Forces Model
The second tool I want to introduce is Porter’s Five Forces model. Most folks who attend business school will learn about this, but you can also read about it in Michael Porter's book Competitive Advantage. It's a method to analyze the competitive pressures on your business. His model asserts that these five forces determine how intense the competition is, and thus, how attractive it is to enter an industry based on profitability. But it's also a very valuable critical thinking tool even if you're already in the industry to figure out where you can compete and edge out the opposition.
The first force at the center of the model is competitive rivalry. What is the quantity, quality, and diversity of your competitors in the space? How fast or slow is the industry currently growing? What's the growth potential in the future? Are customers typically loyal to a brand, or are they brand-agnostic, switching a round frequently in your industry?
Then we have to think about the toggle between new entrants into the market, or the threat of substitute products or services. For new entrants, is it an easy industry to enter, or are there high barriers to entry? A brand with high threat of new entrants (low barriers to entry) might be food trucks. With some good recipes, enough capital to set up a high cost to start up, and some elbow grease, you're in business. But industries with low threat of new entrants (high barriers to entry) might be things like airlines. It's very expensive to buy planes and hire qualified pilots, and it's an industry loaded with government regulations.
For the threat of substitutes, is there a high quantity of other products or services on the market your customer can choose from? Is it easy or hard to switch brands? Also, could there be an entirely alternative solution or abstention? For example, perhaps an alternative to highly commoditized toilet paper would be an alternative solution like a bidet like Tushy. Or perhaps a makeup brand like Sephora faces "substitution" from people who choose to abstain from wearing makeup at all.
And finally, we have to think about how well suppliers can bargain and how well buyers can bargain with your company. Every company has a supply chain, even service businesses like digital marketing.For manufacturing companies, suppliers might be the raw materials or transportation providers. For digital marketing companies, suppliers might be technology companies or the talent you hire to do the work.
If demand is greater than supply - either due to quantity of suppliers, the unique needs you have for securing that talent (like GMO-free, organic, locally sourced ingredients from companies that donate money to offset their carbon impact), this force has high-pressure. But if the resources you need are a dime a dozen (PC laptops come to mind), bargaining power of suppliers is low.
End users and buyers are part of your supply chain too. If they can easily "bargain" by choosing other competitors or driving down costs through competition, you have high pressure here. If you're truly the only player in the market, or one of few, who do what you do, then bargaining power of buyers is lower. Also consider the cost of someone switching to another company or a substitute.
Define: choose your competitive strategy
Once you have found the gap you want to fill, you need to choose your area of focus. Often we make the mistake of trying to be all things to all people all the time. Brands can't pull this off in a sustainable way forever. If you are trying to be adequate at everything, it's difficult to be great at anything.
While not impossible, it's very difficult to maintain deep focus on things when you are spread too thin. My MBA professors told me that smart strategy isn't just choosing what you will do, it's also choosing what you won't do. That has stuck with me ever since. We need to make hard choices about where to spend time, budget, energy and attention. To get truly great at something, and achieve competitive advantage, you need to set your sights on something specific.
One problematic example I heard from a big client was challenging our Paid and Organic Search teams to win at efficiency and return on ad spend, while also winning on volume and share-of-voice concurrently. Efficiency and ROAS focus on a selective approach to advertising on certain terms or topics to optimize for the most efficient acquisitions and cost savings, and it often results in a narrower reach but highly efficient use of advertising dollars. On the flip-side, focusing on volume or achieving the largest share-of-voice in a space typically requires casting a wider net, and that traffic may convert at a lower rate and profit margins and ROAS may be tighter.
Another common challenge is trying to be a company or person who is both broad and versatile, while also being deeply specialized. This isn't absolutely impossible, but maintenance and upkeep becomes challenging over time. If your brand wants to be perceived as the most versatile brand that can adapt to anything or meet everyone's needs, it's difficult to also be the brand that is perceived as deeply specialized in a certain field.
Let's use grocers as a working example. WalMart may be the generalist for being able to get just about anything you could possibly want in one place, while Natural Grocers might be the deeply specialized whole, organic, local foods shop. Far less variety and versatility, but you can be assured they hit on certain quality and sourcing criteria within their more curated selection.
Consider what that means for you as a business or an individual professional.
Examine your brand and narrow your focus.
Let's walk through a few of the questions you can ask yourself to closely examine your brand and narrow your strategic focus on a clear competitive advantage.
What are the core activities that make up your business? Think about your core products or services, core audiences you serve, and core problems you solve.
Who are the people the brand was created to serve? Consider the individuals, decision-makers, customers or firms you serve. Are they in certain industries or job titles? Where do they get their information? How can you best reach them where they are?
What do your potential customers, or a specific segment of them, want or need? How does your brand, product or service solve that need? What do you enable them to do? What keeps them up at night? What problems do they have to solve or decisions do they have to make that you can help with? What are points of friction or frustration that you or your business are uniquely equipped to alleviate?
What do your customers value? According to a book called The Purpose Advantage by Jeff Fromm and his team, the business you’re in is defined by what the customer wants, not by what you’re selling. Reflecting on this question can help you identify a higher purpose for the company through the eyes of the customer.
When customers have a huge range of choices, why should they choose you? What would they do if you didn't exist? You have to be able to answer the “why you” question with a unique and persuasive reason. If that doesn't immediately jump out at you, try the "Five Whys" exercise. This is an iterative technique that helps you dig deeper on cause-and-effect relationships. You work your way backwards, asking "why" time and again until you get to the core.
Five Whys exercise
Let’s try a quick example of the Five Whys exercise. The Ordinary is a makeup company that sells affordable, back-to-basics skin care products is growing incredibly fast. In the three years since parent company Deciem launched the brand, they grew to nearly $300M in sales last year. Brand name recognition and sales volume have spiked.
Why? The brand is taking off with budget-conscious Millennials over 30 who take interest in skincare.
Why? None of their products cost more than $15.
Why? Their products have only the most essential active ingredients - avoiding parabens, sulfates, mineral oil, formaldehyde, mercury, oxybenzone and a bunch of other ingredients I can't pronounce.
Why? This creates an affordable skin care regimen without scary unknown ingredients, all without animal testing, and without excess wasteful packaging.
Why? This hits on several core morals and values of the Millennial skin care audience who want to minimize their impact/footprint, but without paying a premium to do it.
Competitive advantage takes many forms
Once you have done the due diligence of truly reflecting on these questions, examine your answers. Look for clues and patterns and start to formulate a plan for which areas have the most unique value to your customers.
There are typically several avenues a brand can take to own a certain customer benefit, audience segment, industry, or price point. Here are a few clues to watch for in the patterns. Are you the most personalized brand in your space? Do you have an incredible community with loyal advocates and rich conversation that people want to be a part of? Brands like Moz and Tableau seem to have this advantage in their spaces. Do you have a reputation for constant innovation, rapid evolution, and generally outsmarting the competition or disrupting an industry? Tesla is iconic for its innovation. Also consider things like supply chain efficiencies, breadth or depth in certain markets, the ratio of cost to value, your ethics or commitment to certain causes, and more.
Write a brand statement
Now that you’ve done your due diligence, it’s time to boil it down to a simple brand statement to make it crystal clear what your competitive advantage will be. Please note that this should not be a simple exercise. If it's too easy, be skeptical of whether you have truly found your competitive advantage. Put in the work. Writing these statements is hard and takes time. And you should expect to revisit and revise over time as your competitive environment and customer preferences evolve.
Using the brand The Ordinary, I drafted an example competitive advantage statement: We, The Ordinary, create high-performing, minimalist skincare products so that cost- and cause-conscious skincare enthusiasts can have an ethical, effective skincare regimen without paying a premium price.
Then, check your work. Pressure test your brand statement. Does it meet the five criteria for competitive advantage? If not, keep digging. And once you have a clear competitive advantage statement, be sure to connect and reconnect with that intention, time and again.
Demonstrate: living your competitive advantage
Now that you've discovered your potential competitive advantage and chosen where to focus, it's time to bring it to life. The difference between the average brand which merely puts a mission statement on their website and a brand with true, sustainable competitive advantage, is whether they walk the talk in every single thing they do. It has to be consistent with your products and services. It has to happen at all levels of a company. It has to be true in every moment you communicate with customers.
Once again, we find ourselves pressure-testing the competitive advantage. Can you realistically live this across departments, offices, teams, roles, initiatives, processes, marketing efforts and everything in between? You can’t be casual about competitive advantage. You have to be obsessed. Let's talk about some questions you should ask yourself to activate your competitive advantage in every respect:
How does this affect existing ways of working? What changes do you need to make to how you operate to live it fully? If you're just now identifying your competitive advantage, which is totally ok!, you may have work to do in order to make sure it's consistent across the organization.
What are some things you won't do in support of your advantage? These could be things you choose not to focus on, or things you will actively avoid.
What team members can you bring together from across functions to activate this competitive advantage? Be sure to provide common language and targets for the team so you can all be united in action to drive better outcomes
How will you prove your commitment to the competitive advantage outside the organization? Your team from top to bottom needs to fully believe and commit to this mission. But your customers also need to believe in your mission. Ask yourself what proof looks like. How will everyone know you are in fact achieving the competitive advantage you claim?
What indicators can measure how you're putting your competitive advantage to work in action? Make sure to define what "winning" looks like and establish a baseline for how you and the competition are doing. Create metrics and rewards that support the new purpose. Is it a high win:loss ratio of winning new business? A company size or revenue growth rate? Is it share-of-voice in an industry or among a certain audience segment? Is it perhaps retention of ideal clients and high referral rates? Know what you want to achieve, know how the competition currently measures up, and revisit these measurements regularly.
Defend: evolving your competitive advantage
Remember: competitive advantage is temporary. It's a moving target, and that's why it's so difficult for brands to achieve and maintain. It’s important to understand the natural lifecycle of every business and industry.
The business lifecycle
I'll reference the typical product lifecycle here — another MBA classic — and stretch it a bit to fit my point about defending competitive advantage.
When a new brand emerges with a new product, service, audience, or competitive advantage, much of the effort and investment is spent raising awareness and amassing your first customers. Then you start to build up preference for your brand and increase your market share. Competition may be lower at this stage, and you're getting some scale, growing your audience. Then your steep growth trajectory starts to level off. The competition sees that you're onto a good thing and they start cutting into your piece of the pie. You may fight it by adding more features, or perhaps you lower your price.
In a typical business, this is the point where sales may even start to decline. You have a choice here. You can maintain your existing service and try to rejuvenate it. You can cut costs to stay competitive, though that cuts into your profit margin and makes it less worthwhile. Or perhaps you decide to get out of the game entirely because it's not financially attractive anymore.
Or, you can find new ways to achieve competitive advantage. You could explore new areas of expansion, or even completely reinvent yourself to renew your competitiveness. The cycle starts again, and once again you become the one that others want to catch up to.
Fight or flight or evolve?
You can only fight off the competition for so long doing the same things. Fighting isn't always the answer. At some point you may need to evolve, and there are a few ways you might do that.
You can explore new markets - are there under-served or untapped audiences you can reach?
You can expand new, closely related product lines or services
You can add new features or innovations to your existing service or product.
Similarly can also and enhance and elevate existing benefits
You can cut costs to produce or ship and find economies of scale, which drives price down, and makes your parity product more valuable relative to price.
Or you can go through mergers and acquisitions (join forces) or even divest certain pieces of the business (stop offering) to be able to focus on a new competitive advantage.
This is hardly an exhaustive list, just a few thought starters on what evolution might look like if you are at this stage of your career, or if your business is at this point in its natural lifecycle.
In order to create, keep and defend sustainable competitive advantage long-term, evolution is necessary. Keep rooting out the opportunity for renewed competitive advantage and master the art of reinvention. If you can adapt and transform, you can compete and survive.
Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!
0 notes
nutrifami · 4 years
Text
Competitive Advantage in a Commoditized Industry
Posted by HeatherPhysioc
In a world where search companies are a dime a dozen and brands tout bland "unique selling propositions" that aren't unique at all, how can you avoid drowning in the sea of sameness? What are you doing that's any different from every other SEO firm?
In this article, you'll learn how to find, activate, and articulate your competitive advantage. You’ll discover how to identify unique strengths and innovative offerings that equate to competitive advantage through real, working examples so you can bring them to life in search. And finally, you'll get actionable tips and homework to help your business stand out.
The state of our industry
“SEO is dead.” Have you ever heard this eye-roller before? This is a common refrain in the search industry every time Google takes more precious real estate into its clutches and away from website owners, when our tactics become less impactful, when Google increasingly automates answers and paid search efforts, or as we watch the internet become inundated with "content for SEO" that's drowning the best content out. It's enough to make any search expert feel like it's impossible to win.
But I argue that search and content marketing aren’t dead. Far from it. Google is still the main place people turn to for information and answers, and humans will continue to search. However, the industry is becoming increasingly commoditized, and it provides challenges and lessons that can change the landscape for our industry and many others.
I conducted an informal survey of more than 100 digital marketers around the globe, asking whether they believe our field is becoming commoditized. Of those, more than two-thirds said content marketing is moderately or highly commoditized, nearly 73% said the SEO industry is commoditized, and nearly three-quarters said the paid search space is becoming moderately or highly commoditized.
Barriers to competitive advantage
The trouble with the commoditization of an industry is that it makes it difficult for any business to stand out. It gets harder to stay competitive, which makes it harder for a business to grow. This isn’t entirely surprising, because achieving real, sustainable competitive advantage is no easy task.
The reasons people say it's hard to stay competitive in their industry range from knowing what opportunity is available to own, to challenges being able to innovate rapidly enough, to internal barriers like buy-in or fear of risk-taking. According to my survey, some of the most common barriers to competitive advantage are:
Knowing what opportunity makes sense to try to own
Prioritizing billable client work over non-billable brand-building work
Time, bandwidth, and budget
An internal fear of or aversion to taking risks
Cultural challenges like buy-in
Overcoming customer perception of the brand’s position
Lack of focus and slowness in innovation
Competitive advantage is a changing, moving target
While the survey I conducted was limited to digital marketers, nearly every business vertical experiences commoditization and competition. Our client brands are fighting it, too. But without truly understanding competitive advantage — much less how to find, prove and defend it — we risk drowning in that sea of sameness. I’ll continue to use digital marketing professions like search and content as working examples, but know that the principles here can benefit you, your clients, and your business, regardless of industry. It could even help you assess your individual competitive advantage to help you land a dream job or get that big promotion.
What is competitive advantage?
There are a few traits professionals agree on, but the open-ended survey answered revealed a lot of disparity and confusion. Let’s try to clear that up.
Often when we talk about a brand's competitive edge, we talk about mission and vision statements. But the sad truth is that many, many businesses are claiming competitive advantages in meaningless mission statements that aren't competitive advantages at all. Let’s look at an example: “Profitable growth through superior customer service, innovation, quality and commitment.”
This is a commonly used example of a bad mission statement for many reasons - it’s vague with no specificity whatsoever, it has a long list of intangible advantages with no focus, and these things every business should probably be doing. These are table stakes. You could copy and paste any brand name in front of this. In fact, I found a dozen companies in just the first two pages of search results that did exactly this, even though this is heralded as a prime example of a meaningless mission statement.
And if the meaningless mission statement wasn't persuasive enough, let's also examine what many brands consider their "unique selling propositions." I actually object to the "unique selling proposition" or "USP," because it's all about the brand. I much prefer "UCB,” or unique customer benefit, which puts the customer at the center, but I digress.
Let’s take a look at a few examples in the invoicing software space. In fairness, the brands below do list other benefits on their sites, and many are good, but this is often what they lead with. FreshBooks says they have invoice software that saves you time, Invoice2Go says they have time-saving features that keep you in control, and Sliq Tools can help you organize and speed up invoicing.
Saving customers time is important, but the problem is that none of these offerings aren’t unique. Nearly every invoicing software I looked at highlighted some version of speed, saving time, and getting paid faster. These are all valuable features, but what's the benefit that's going to make the customer choose you?
Let’s take a look at three more. Invoice Simple says you can invoice customers in seconds. Xero gives you a real-time view of your cash flow. Scoro says they can help you stop using and paying for six or more different tools.
These benefits are a lot more clear. Invoice Simple says they don’t just save you time, but they help you get invoices done in seconds. That specificity puts it over the edge. Xero’s real-time view of cash flow is incredibly important to businesses; the ability to see and make decisions from that information immediately is very valuable. And Scoro’s benefit of cutting back your tool stack really hit home. It's very common for SMBs to add one tool at a time over time and then find that they're drowning in accounting software, and maybe they're making more mistakes or just losing time to keeping up with it all.
5 components of competitive advantage
Start with your “est.” Best. Fastest. Smartest. Cheapest. Most innovative. Most horizontally integrated. What is something that better delivers more value to customers, or comparable value for a better price? This is a great brainstorming exercise to ask yourself initially what you are or want to be best at. Keep in mind, maybe it's not the "est" over all - maybe it's the "est" for a specific segment of your audience or need state of your customer or even just a geographic region. But then you have to check those "ests" against a few criteria to ensure it's really a competitive advantage.
Unique
Is your advantage unique? If anyone can claim the same thing, it's not unique. Your advantage should serve a unique need, a distinct audience, or deliver your product or service in a unique way. Dig deep to find something specific and tangible that sets you apart from your competition.
Defensible
A defensible advantage is a distinct, specific claim that is not generic or vague, and avoids superlatives. If you can copy and paste any brand name in place of yours, it's not defensible. Make sure your unique benefit or advantage is clear and specific. Avoid superlatives and hyperbolic language that can't be quantified in any way. The typical mistake I see is generic language that doesn't paint a picture for customers as to what makes you special.
Sustainable
Meaningful competitive advantage should be lasting and endure over a long period of time. I frequently heard in the survey that people believe they have competitive advantage for being first to market with their type of service. That does confer some benefits initially, but once the market figures out there's money to be made and little competition, that's when they swoop in to encroach. First mover advantage is a competitive advantage for a while, but it is not a sustainable competitive advantage. If you can't hold onto that competitive advantage for a while, it's too short-term.
Valuable
Something the customer feels is a greater value than competitors. If your customer doesn’t care about it, it’s not valuable, and thus it’s not a competitive advantage. What your business does isn’t solely defined by what you sell, but rather by what your customer actually wants. (And in the search business, that's especially true - if people aren't searching for it, it's not valuable to the business.) Your customer has to feel that what you offer is a greater value than your competitors. That can be a product, service or feature at a comparable price that excels, or it can be a comparable product, service or feature at a better price.
Consistent
Competitive advantage must be something you can bring to life in every aspect of your business. This is why typical CSR (corporate social responsibility) fails to be an adequate competitive advantage for many brands. They put a page on their website and maybe make a few donations, but they're not really living that purpose from top to bottom in their organization, and customers see right through it. It can't be a competitive advantage on the website that isn't also reflected at the C-level, with your sales reps who work with customers, in your factories, and so on.
For all their flaws and my moral beef with Jeff Bezos, Amazon was unwavering in their commitment to fast, affordable shipping. That's what turned them into the monolith they are today. People know that Ben & Jerry's is vocal and activist in all aspects of what they do, and they live up to the promises they make.
A competitive advantage framework
One of the most important attributes to understand about competitive advantage is that it’s temporary. It’s a moving target, so you can never get too comfortable. The moment you identify your competitive advantage and you're enjoying nice profit margins or share of voice in a space, competitors will start racing to take advantage of new learnings themselves. This leads to eventual parity among competitors, and the cycle starts again.
So you need to figure out where to evolve or re-invent to stay competitive. This is a handy little framework for finding, establishing, articulating and maintaining your competitive advantage. But note that this isn't purely linear -- once competitors encroach on your previous advantage you're at risk of losing it, so be sure to look ahead to what your next competitive advantage can be OR how you can elevate and defend the one you already have.
Discover: tools to find your competitive advantage
Discovering what makes you different is half the battle. In an increasingly crowded and commoditized competitive landscape, how do you figure out where you can win?
Ask
The number one recommendation from my survey is to ask. Tools from formal surveys to in-depth interviews, to casual feedback forms and ad hoc conversations can reveal some very insightful advantages. The objective is to figure out why you over someone else. A few things you might ask them:
Why did you hire us over another firm?
Why did you hire another firm over us?
Why did you choose to leave us and switch to another firm?
Why do you continue to work with us after all these years?
Look for patterns. Your competitive advantage might be hiding in there -- or insight into your competitor's advantage.
Listen
Try listening quietly, too. Check conversations on Reddit, Nextdoor or relevant forums where people have frank dialogue about problems they need solutions to, people recommending for or against brands, people are likely to be honest when helping their neighbors.
You can also read ratings and reviews on popular sites like Amazon or Yelp. Granted, it's easy to fake some of these, but look for patterns in what people say about your brand, your products and services, or your competitors. What are their common complaints? What do other brands do poorly or not at all, gaps that you can fill?
Workshop
Getting experts with multiple perspectives in a room to workshop and brainstorm can also help uncover your competitive advantage. Evaluate your brand, your customers, your competition, the industry, new developments, and more. Also look beyond your own industry - often great ideas can come from entirely different verticals outside your own. Ask yourself hard questions about who you are, what you can commit to, and what you can follow through on to offer customers. I’ll share just two of many possible competitive advantage workshop tools below.
SWOT analysis
Conduct a SWOT analysis of your strengths, weaknesses, opportunities and threats - do the same for competitors. This is best conducted with people across multiple disciplines to consider different angles. It's also key to do your research - look as closely at competitors as you do your own brand.
Strengths are the powerful capabilities and value you bring to the table. Weaknesses are the gaps in your resources or offerings that might hold you back from being best in class. Opportunities are untapped or unexplored areas of potential growth. Threats are outside forces or external factors that put your business at risk - like economic downturn and susceptibility global pandemic, for example, or the entry of a disruptive new competitor.
Porter’s 5 Forces Model
The second tool I want to introduce is Porter’s Five Forces model. Most folks who attend business school will learn about this, but you can also read about it in Michael Porter's book Competitive Advantage. It's a method to analyze the competitive pressures on your business. His model asserts that these five forces determine how intense the competition is, and thus, how attractive it is to enter an industry based on profitability. But it's also a very valuable critical thinking tool even if you're already in the industry to figure out where you can compete and edge out the opposition.
The first force at the center of the model is competitive rivalry. What is the quantity, quality, and diversity of your competitors in the space? How fast or slow is the industry currently growing? What's the growth potential in the future? Are customers typically loyal to a brand, or are they brand-agnostic, switching a round frequently in your industry?
Then we have to think about the toggle between new entrants into the market, or the threat of substitute products or services. For new entrants, is it an easy industry to enter, or are there high barriers to entry? A brand with high threat of new entrants (low barriers to entry) might be food trucks. With some good recipes, enough capital to set up a high cost to start up, and some elbow grease, you're in business. But industries with low threat of new entrants (high barriers to entry) might be things like airlines. It's very expensive to buy planes and hire qualified pilots, and it's an industry loaded with government regulations.
For the threat of substitutes, is there a high quantity of other products or services on the market your customer can choose from? Is it easy or hard to switch brands? Also, could there be an entirely alternative solution or abstention? For example, perhaps an alternative to highly commoditized toilet paper would be an alternative solution like a bidet like Tushy. Or perhaps a makeup brand like Sephora faces "substitution" from people who choose to abstain from wearing makeup at all.
And finally, we have to think about how well suppliers can bargain and how well buyers can bargain with your company. Every company has a supply chain, even service businesses like digital marketing.For manufacturing companies, suppliers might be the raw materials or transportation providers. For digital marketing companies, suppliers might be technology companies or the talent you hire to do the work.
If demand is greater than supply - either due to quantity of suppliers, the unique needs you have for securing that talent (like GMO-free, organic, locally sourced ingredients from companies that donate money to offset their carbon impact), this force has high-pressure. But if the resources you need are a dime a dozen (PC laptops come to mind), bargaining power of suppliers is low.
End users and buyers are part of your supply chain too. If they can easily "bargain" by choosing other competitors or driving down costs through competition, you have high pressure here. If you're truly the only player in the market, or one of few, who do what you do, then bargaining power of buyers is lower. Also consider the cost of someone switching to another company or a substitute.
Define: choose your competitive strategy
Once you have found the gap you want to fill, you need to choose your area of focus. Often we make the mistake of trying to be all things to all people all the time. Brands can't pull this off in a sustainable way forever. If you are trying to be adequate at everything, it's difficult to be great at anything.
While not impossible, it's very difficult to maintain deep focus on things when you are spread too thin. My MBA professors told me that smart strategy isn't just choosing what you will do, it's also choosing what you won't do. That has stuck with me ever since. We need to make hard choices about where to spend time, budget, energy and attention. To get truly great at something, and achieve competitive advantage, you need to set your sights on something specific.
One problematic example I heard from a big client was challenging our Paid and Organic Search teams to win at efficiency and return on ad spend, while also winning on volume and share-of-voice concurrently. Efficiency and ROAS focus on a selective approach to advertising on certain terms or topics to optimize for the most efficient acquisitions and cost savings, and it often results in a narrower reach but highly efficient use of advertising dollars. On the flip-side, focusing on volume or achieving the largest share-of-voice in a space typically requires casting a wider net, and that traffic may convert at a lower rate and profit margins and ROAS may be tighter.
Another common challenge is trying to be a company or person who is both broad and versatile, while also being deeply specialized. This isn't absolutely impossible, but maintenance and upkeep becomes challenging over time. If your brand wants to be perceived as the most versatile brand that can adapt to anything or meet everyone's needs, it's difficult to also be the brand that is perceived as deeply specialized in a certain field.
Let's use grocers as a working example. WalMart may be the generalist for being able to get just about anything you could possibly want in one place, while Natural Grocers might be the deeply specialized whole, organic, local foods shop. Far less variety and versatility, but you can be assured they hit on certain quality and sourcing criteria within their more curated selection.
Consider what that means for you as a business or an individual professional.
Examine your brand and narrow your focus.
Let's walk through a few of the questions you can ask yourself to closely examine your brand and narrow your strategic focus on a clear competitive advantage.
What are the core activities that make up your business? Think about your core products or services, core audiences you serve, and core problems you solve.
Who are the people the brand was created to serve? Consider the individuals, decision-makers, customers or firms you serve. Are they in certain industries or job titles? Where do they get their information? How can you best reach them where they are?
What do your potential customers, or a specific segment of them, want or need? How does your brand, product or service solve that need? What do you enable them to do? What keeps them up at night? What problems do they have to solve or decisions do they have to make that you can help with? What are points of friction or frustration that you or your business are uniquely equipped to alleviate?
What do your customers value? According to a book called The Purpose Advantage by Jeff Fromm and his team, the business you’re in is defined by what the customer wants, not by what you’re selling. Reflecting on this question can help you identify a higher purpose for the company through the eyes of the customer.
When customers have a huge range of choices, why should they choose you? What would they do if you didn't exist? You have to be able to answer the “why you” question with a unique and persuasive reason. If that doesn't immediately jump out at you, try the "Five Whys" exercise. This is an iterative technique that helps you dig deeper on cause-and-effect relationships. You work your way backwards, asking "why" time and again until you get to the core.
Five Whys exercise
Let’s try a quick example of the Five Whys exercise. The Ordinary is a makeup company that sells affordable, back-to-basics skin care products is growing incredibly fast. In the three years since parent company Deciem launched the brand, they grew to nearly $300M in sales last year. Brand name recognition and sales volume have spiked.
Why? The brand is taking off with budget-conscious Millennials over 30 who take interest in skincare.
Why? None of their products cost more than $15.
Why? Their products have only the most essential active ingredients - avoiding parabens, sulfates, mineral oil, formaldehyde, mercury, oxybenzone and a bunch of other ingredients I can't pronounce.
Why? This creates an affordable skin care regimen without scary unknown ingredients, all without animal testing, and without excess wasteful packaging.
Why? This hits on several core morals and values of the Millennial skin care audience who want to minimize their impact/footprint, but without paying a premium to do it.
Competitive advantage takes many forms
Once you have done the due diligence of truly reflecting on these questions, examine your answers. Look for clues and patterns and start to formulate a plan for which areas have the most unique value to your customers.
There are typically several avenues a brand can take to own a certain customer benefit, audience segment, industry, or price point. Here are a few clues to watch for in the patterns. Are you the most personalized brand in your space? Do you have an incredible community with loyal advocates and rich conversation that people want to be a part of? Brands like Moz and Tableau seem to have this advantage in their spaces. Do you have a reputation for constant innovation, rapid evolution, and generally outsmarting the competition or disrupting an industry? Tesla is iconic for its innovation. Also consider things like supply chain efficiencies, breadth or depth in certain markets, the ratio of cost to value, your ethics or commitment to certain causes, and more.
Write a brand statement
Now that you’ve done your due diligence, it’s time to boil it down to a simple brand statement to make it crystal clear what your competitive advantage will be. Please note that this should not be a simple exercise. If it's too easy, be skeptical of whether you have truly found your competitive advantage. Put in the work. Writing these statements is hard and takes time. And you should expect to revisit and revise over time as your competitive environment and customer preferences evolve.
Using the brand The Ordinary, I drafted an example competitive advantage statement: We, The Ordinary, create high-performing, minimalist skincare products so that cost- and cause-conscious skincare enthusiasts can have an ethical, effective skincare regimen without paying a premium price.
Then, check your work. Pressure test your brand statement. Does it meet the five criteria for competitive advantage? If not, keep digging. And once you have a clear competitive advantage statement, be sure to connect and reconnect with that intention, time and again.
Demonstrate: living your competitive advantage
Now that you've discovered your potential competitive advantage and chosen where to focus, it's time to bring it to life. The difference between the average brand which merely puts a mission statement on their website and a brand with true, sustainable competitive advantage, is whether they walk the talk in every single thing they do. It has to be consistent with your products and services. It has to happen at all levels of a company. It has to be true in every moment you communicate with customers.
Once again, we find ourselves pressure-testing the competitive advantage. Can you realistically live this across departments, offices, teams, roles, initiatives, processes, marketing efforts and everything in between? You can’t be casual about competitive advantage. You have to be obsessed. Let's talk about some questions you should ask yourself to activate your competitive advantage in every respect:
How does this affect existing ways of working? What changes do you need to make to how you operate to live it fully? If you're just now identifying your competitive advantage, which is totally ok!, you may have work to do in order to make sure it's consistent across the organization.
What are some things you won't do in support of your advantage? These could be things you choose not to focus on, or things you will actively avoid.
What team members can you bring together from across functions to activate this competitive advantage? Be sure to provide common language and targets for the team so you can all be united in action to drive better outcomes
How will you prove your commitment to the competitive advantage outside the organization? Your team from top to bottom needs to fully believe and commit to this mission. But your customers also need to believe in your mission. Ask yourself what proof looks like. How will everyone know you are in fact achieving the competitive advantage you claim?
What indicators can measure how you're putting your competitive advantage to work in action? Make sure to define what "winning" looks like and establish a baseline for how you and the competition are doing. Create metrics and rewards that support the new purpose. Is it a high win:loss ratio of winning new business? A company size or revenue growth rate? Is it share-of-voice in an industry or among a certain audience segment? Is it perhaps retention of ideal clients and high referral rates? Know what you want to achieve, know how the competition currently measures up, and revisit these measurements regularly.
Defend: evolving your competitive advantage
Remember: competitive advantage is temporary. It's a moving target, and that's why it's so difficult for brands to achieve and maintain. It’s important to understand the natural lifecycle of every business and industry.
The business lifecycle
I'll reference the typical product lifecycle here — another MBA classic — and stretch it a bit to fit my point about defending competitive advantage.
When a new brand emerges with a new product, service, audience, or competitive advantage, much of the effort and investment is spent raising awareness and amassing your first customers. Then you start to build up preference for your brand and increase your market share. Competition may be lower at this stage, and you're getting some scale, growing your audience. Then your steep growth trajectory starts to level off. The competition sees that you're onto a good thing and they start cutting into your piece of the pie. You may fight it by adding more features, or perhaps you lower your price.
In a typical business, this is the point where sales may even start to decline. You have a choice here. You can maintain your existing service and try to rejuvenate it. You can cut costs to stay competitive, though that cuts into your profit margin and makes it less worthwhile. Or perhaps you decide to get out of the game entirely because it's not financially attractive anymore.
Or, you can find new ways to achieve competitive advantage. You could explore new areas of expansion, or even completely reinvent yourself to renew your competitiveness. The cycle starts again, and once again you become the one that others want to catch up to.
Fight or flight or evolve?
You can only fight off the competition for so long doing the same things. Fighting isn't always the answer. At some point you may need to evolve, and there are a few ways you might do that.
You can explore new markets - are there under-served or untapped audiences you can reach?
You can expand new, closely related product lines or services
You can add new features or innovations to your existing service or product.
Similarly can also and enhance and elevate existing benefits
You can cut costs to produce or ship and find economies of scale, which drives price down, and makes your parity product more valuable relative to price.
Or you can go through mergers and acquisitions (join forces) or even divest certain pieces of the business (stop offering) to be able to focus on a new competitive advantage.
This is hardly an exhaustive list, just a few thought starters on what evolution might look like if you are at this stage of your career, or if your business is at this point in its natural lifecycle.
In order to create, keep and defend sustainable competitive advantage long-term, evolution is necessary. Keep rooting out the opportunity for renewed competitive advantage and master the art of reinvention. If you can adapt and transform, you can compete and survive.
Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!
0 notes
daynamartinez22 · 4 years
Text
Competitive Advantage in a Commoditized Industry
Posted by HeatherPhysioc
In a world where search companies are a dime a dozen and brands tout bland "unique selling propositions" that aren't unique at all, how can you avoid drowning in the sea of sameness? What are you doing that's any different from every other SEO firm?
In this article, you'll learn how to find, activate, and articulate your competitive advantage. You’ll discover how to identify unique strengths and innovative offerings that equate to competitive advantage through real, working examples so you can bring them to life in search. And finally, you'll get actionable tips and homework to help your business stand out.
The state of our industry
“SEO is dead.” Have you ever heard this eye-roller before? This is a common refrain in the search industry every time Google takes more precious real estate into its clutches and away from website owners, when our tactics become less impactful, when Google increasingly automates answers and paid search efforts, or as we watch the internet become inundated with "content for SEO" that's drowning the best content out. It's enough to make any search expert feel like it's impossible to win.
But I argue that search and content marketing aren’t dead. Far from it. Google is still the main place people turn to for information and answers, and humans will continue to search. However, the industry is becoming increasingly commoditized, and it provides challenges and lessons that can change the landscape for our industry and many others.
I conducted an informal survey of more than 100 digital marketers around the globe, asking whether they believe our field is becoming commoditized. Of those, more than two-thirds said content marketing is moderately or highly commoditized, nearly 73% said the SEO industry is commoditized, and nearly three-quarters said the paid search space is becoming moderately or highly commoditized.
Barriers to competitive advantage
The trouble with the commoditization of an industry is that it makes it difficult for any business to stand out. It gets harder to stay competitive, which makes it harder for a business to grow. This isn’t entirely surprising, because achieving real, sustainable competitive advantage is no easy task.
The reasons people say it's hard to stay competitive in their industry range from knowing what opportunity is available to own, to challenges being able to innovate rapidly enough, to internal barriers like buy-in or fear of risk-taking. According to my survey, some of the most common barriers to competitive advantage are:
Knowing what opportunity makes sense to try to own
Prioritizing billable client work over non-billable brand-building work
Time, bandwidth, and budget
An internal fear of or aversion to taking risks
Cultural challenges like buy-in
Overcoming customer perception of the brand’s position
Lack of focus and slowness in innovation
Competitive advantage is a changing, moving target
While the survey I conducted was limited to digital marketers, nearly every business vertical experiences commoditization and competition. Our client brands are fighting it, too. But without truly understanding competitive advantage — much less how to find, prove and defend it — we risk drowning in that sea of sameness. I’ll continue to use digital marketing professions like search and content as working examples, but know that the principles here can benefit you, your clients, and your business, regardless of industry. It could even help you assess your individual competitive advantage to help you land a dream job or get that big promotion.
What is competitive advantage?
There are a few traits professionals agree on, but the open-ended survey answered revealed a lot of disparity and confusion. Let’s try to clear that up.
Often when we talk about a brand's competitive edge, we talk about mission and vision statements. But the sad truth is that many, many businesses are claiming competitive advantages in meaningless mission statements that aren't competitive advantages at all. Let’s look at an example: “Profitable growth through superior customer service, innovation, quality and commitment.”
This is a commonly used example of a bad mission statement for many reasons - it’s vague with no specificity whatsoever, it has a long list of intangible advantages with no focus, and these things every business should probably be doing. These are table stakes. You could copy and paste any brand name in front of this. In fact, I found a dozen companies in just the first two pages of search results that did exactly this, even though this is heralded as a prime example of a meaningless mission statement.
And if the meaningless mission statement wasn't persuasive enough, let's also examine what many brands consider their "unique selling propositions." I actually object to the "unique selling proposition" or "USP," because it's all about the brand. I much prefer "UCB,” or unique customer benefit, which puts the customer at the center, but I digress.
Let’s take a look at a few examples in the invoicing software space. In fairness, the brands below do list other benefits on their sites, and many are good, but this is often what they lead with. FreshBooks says they have invoice software that saves you time, Invoice2Go says they have time-saving features that keep you in control, and Sliq Tools can help you organize and speed up invoicing.
Saving customers time is important, but the problem is that none of these offerings aren’t unique. Nearly every invoicing software I looked at highlighted some version of speed, saving time, and getting paid faster. These are all valuable features, but what's the benefit that's going to make the customer choose you?
Let’s take a look at three more. Invoice Simple says you can invoice customers in seconds. Xero gives you a real-time view of your cash flow. Scoro says they can help you stop using and paying for six or more different tools.
These benefits are a lot more clear. Invoice Simple says they don’t just save you time, but they help you get invoices done in seconds. That specificity puts it over the edge. Xero’s real-time view of cash flow is incredibly important to businesses; the ability to see and make decisions from that information immediately is very valuable. And Scoro’s benefit of cutting back your tool stack really hit home. It's very common for SMBs to add one tool at a time over time and then find that they're drowning in accounting software, and maybe they're making more mistakes or just losing time to keeping up with it all.
5 components of competitive advantage
Start with your “est.” Best. Fastest. Smartest. Cheapest. Most innovative. Most horizontally integrated. What is something that better delivers more value to customers, or comparable value for a better price? This is a great brainstorming exercise to ask yourself initially what you are or want to be best at. Keep in mind, maybe it's not the "est" over all - maybe it's the "est" for a specific segment of your audience or need state of your customer or even just a geographic region. But then you have to check those "ests" against a few criteria to ensure it's really a competitive advantage.
Unique
Is your advantage unique? If anyone can claim the same thing, it's not unique. Your advantage should serve a unique need, a distinct audience, or deliver your product or service in a unique way. Dig deep to find something specific and tangible that sets you apart from your competition.
Defensible
A defensible advantage is a distinct, specific claim that is not generic or vague, and avoids superlatives. If you can copy and paste any brand name in place of yours, it's not defensible. Make sure your unique benefit or advantage is clear and specific. Avoid superlatives and hyperbolic language that can't be quantified in any way. The typical mistake I see is generic language that doesn't paint a picture for customers as to what makes you special.
Sustainable
Meaningful competitive advantage should be lasting and endure over a long period of time. I frequently heard in the survey that people believe they have competitive advantage for being first to market with their type of service. That does confer some benefits initially, but once the market figures out there's money to be made and little competition, that's when they swoop in to encroach. First mover advantage is a competitive advantage for a while, but it is not a sustainable competitive advantage. If you can't hold onto that competitive advantage for a while, it's too short-term.
Valuable
Something the customer feels is a greater value than competitors. If your customer doesn’t care about it, it’s not valuable, and thus it’s not a competitive advantage. What your business does isn’t solely defined by what you sell, but rather by what your customer actually wants. (And in the search business, that's especially true - if people aren't searching for it, it's not valuable to the business.) Your customer has to feel that what you offer is a greater value than your competitors. That can be a product, service or feature at a comparable price that excels, or it can be a comparable product, service or feature at a better price.
Consistent
Competitive advantage must be something you can bring to life in every aspect of your business. This is why typical CSR (corporate social responsibility) fails to be an adequate competitive advantage for many brands. They put a page on their website and maybe make a few donations, but they're not really living that purpose from top to bottom in their organization, and customers see right through it. It can't be a competitive advantage on the website that isn't also reflected at the C-level, with your sales reps who work with customers, in your factories, and so on.
For all their flaws and my moral beef with Jeff Bezos, Amazon was unwavering in their commitment to fast, affordable shipping. That's what turned them into the monolith they are today. People know that Ben & Jerry's is vocal and activist in all aspects of what they do, and they live up to the promises they make.
A competitive advantage framework
One of the most important attributes to understand about competitive advantage is that it’s temporary. It’s a moving target, so you can never get too comfortable. The moment you identify your competitive advantage and you're enjoying nice profit margins or share of voice in a space, competitors will start racing to take advantage of new learnings themselves. This leads to eventual parity among competitors, and the cycle starts again.
So you need to figure out where to evolve or re-invent to stay competitive. This is a handy little framework for finding, establishing, articulating and maintaining your competitive advantage. But note that this isn't purely linear -- once competitors encroach on your previous advantage you're at risk of losing it, so be sure to look ahead to what your next competitive advantage can be OR how you can elevate and defend the one you already have.
Discover: tools to find your competitive advantage
Discovering what makes you different is half the battle. In an increasingly crowded and commoditized competitive landscape, how do you figure out where you can win?
Ask
The number one recommendation from my survey is to ask. Tools from formal surveys to in-depth interviews, to casual feedback forms and ad hoc conversations can reveal some very insightful advantages. The objective is to figure out why you over someone else. A few things you might ask them:
Why did you hire us over another firm?
Why did you hire another firm over us?
Why did you choose to leave us and switch to another firm?
Why do you continue to work with us after all these years?
Look for patterns. Your competitive advantage might be hiding in there -- or insight into your competitor's advantage.
Listen
Try listening quietly, too. Check conversations on Reddit, Nextdoor or relevant forums where people have frank dialogue about problems they need solutions to, people recommending for or against brands, people are likely to be honest when helping their neighbors.
You can also read ratings and reviews on popular sites like Amazon or Yelp. Granted, it's easy to fake some of these, but look for patterns in what people say about your brand, your products and services, or your competitors. What are their common complaints? What do other brands do poorly or not at all, gaps that you can fill?
Workshop
Getting experts with multiple perspectives in a room to workshop and brainstorm can also help uncover your competitive advantage. Evaluate your brand, your customers, your competition, the industry, new developments, and more. Also look beyond your own industry - often great ideas can come from entirely different verticals outside your own. Ask yourself hard questions about who you are, what you can commit to, and what you can follow through on to offer customers. I’ll share just two of many possible competitive advantage workshop tools below.
SWOT analysis
Conduct a SWOT analysis of your strengths, weaknesses, opportunities and threats - do the same for competitors. This is best conducted with people across multiple disciplines to consider different angles. It's also key to do your research - look as closely at competitors as you do your own brand.
Strengths are the powerful capabilities and value you bring to the table. Weaknesses are the gaps in your resources or offerings that might hold you back from being best in class. Opportunities are untapped or unexplored areas of potential growth. Threats are outside forces or external factors that put your business at risk - like economic downturn and susceptibility global pandemic, for example, or the entry of a disruptive new competitor.
Porter’s 5 Forces Model
The second tool I want to introduce is Porter’s Five Forces model. Most folks who attend business school will learn about this, but you can also read about it in Michael Porter's book Competitive Advantage. It's a method to analyze the competitive pressures on your business. His model asserts that these five forces determine how intense the competition is, and thus, how attractive it is to enter an industry based on profitability. But it's also a very valuable critical thinking tool even if you're already in the industry to figure out where you can compete and edge out the opposition.
The first force at the center of the model is competitive rivalry. What is the quantity, quality, and diversity of your competitors in the space? How fast or slow is the industry currently growing? What's the growth potential in the future? Are customers typically loyal to a brand, or are they brand-agnostic, switching a round frequently in your industry?
Then we have to think about the toggle between new entrants into the market, or the threat of substitute products or services. For new entrants, is it an easy industry to enter, or are there high barriers to entry? A brand with high threat of new entrants (low barriers to entry) might be food trucks. With some good recipes, enough capital to set up a high cost to start up, and some elbow grease, you're in business. But industries with low threat of new entrants (high barriers to entry) might be things like airlines. It's very expensive to buy planes and hire qualified pilots, and it's an industry loaded with government regulations.
For the threat of substitutes, is there a high quantity of other products or services on the market your customer can choose from? Is it easy or hard to switch brands? Also, could there be an entirely alternative solution or abstention? For example, perhaps an alternative to highly commoditized toilet paper would be an alternative solution like a bidet like Tushy. Or perhaps a makeup brand like Sephora faces "substitution" from people who choose to abstain from wearing makeup at all.
And finally, we have to think about how well suppliers can bargain and how well buyers can bargain with your company. Every company has a supply chain, even service businesses like digital marketing.For manufacturing companies, suppliers might be the raw materials or transportation providers. For digital marketing companies, suppliers might be technology companies or the talent you hire to do the work.
If demand is greater than supply - either due to quantity of suppliers, the unique needs you have for securing that talent (like GMO-free, organic, locally sourced ingredients from companies that donate money to offset their carbon impact), this force has high-pressure. But if the resources you need are a dime a dozen (PC laptops come to mind), bargaining power of suppliers is low.
End users and buyers are part of your supply chain too. If they can easily "bargain" by choosing other competitors or driving down costs through competition, you have high pressure here. If you're truly the only player in the market, or one of few, who do what you do, then bargaining power of buyers is lower. Also consider the cost of someone switching to another company or a substitute.
Define: choose your competitive strategy
Once you have found the gap you want to fill, you need to choose your area of focus. Often we make the mistake of trying to be all things to all people all the time. Brands can't pull this off in a sustainable way forever. If you are trying to be adequate at everything, it's difficult to be great at anything.
While not impossible, it's very difficult to maintain deep focus on things when you are spread too thin. My MBA professors told me that smart strategy isn't just choosing what you will do, it's also choosing what you won't do. That has stuck with me ever since. We need to make hard choices about where to spend time, budget, energy and attention. To get truly great at something, and achieve competitive advantage, you need to set your sights on something specific.
One problematic example I heard from a big client was challenging our Paid and Organic Search teams to win at efficiency and return on ad spend, while also winning on volume and share-of-voice concurrently. Efficiency and ROAS focus on a selective approach to advertising on certain terms or topics to optimize for the most efficient acquisitions and cost savings, and it often results in a narrower reach but highly efficient use of advertising dollars. On the flip-side, focusing on volume or achieving the largest share-of-voice in a space typically requires casting a wider net, and that traffic may convert at a lower rate and profit margins and ROAS may be tighter.
Another common challenge is trying to be a company or person who is both broad and versatile, while also being deeply specialized. This isn't absolutely impossible, but maintenance and upkeep becomes challenging over time. If your brand wants to be perceived as the most versatile brand that can adapt to anything or meet everyone's needs, it's difficult to also be the brand that is perceived as deeply specialized in a certain field.
Let's use grocers as a working example. WalMart may be the generalist for being able to get just about anything you could possibly want in one place, while Natural Grocers might be the deeply specialized whole, organic, local foods shop. Far less variety and versatility, but you can be assured they hit on certain quality and sourcing criteria within their more curated selection.
Consider what that means for you as a business or an individual professional.
Examine your brand and narrow your focus.
Let's walk through a few of the questions you can ask yourself to closely examine your brand and narrow your strategic focus on a clear competitive advantage.
What are the core activities that make up your business? Think about your core products or services, core audiences you serve, and core problems you solve.
Who are the people the brand was created to serve? Consider the individuals, decision-makers, customers or firms you serve. Are they in certain industries or job titles? Where do they get their information? How can you best reach them where they are?
What do your potential customers, or a specific segment of them, want or need? How does your brand, product or service solve that need? What do you enable them to do? What keeps them up at night? What problems do they have to solve or decisions do they have to make that you can help with? What are points of friction or frustration that you or your business are uniquely equipped to alleviate?
What do your customers value? According to a book called The Purpose Advantage by Jeff Fromm and his team, the business you’re in is defined by what the customer wants, not by what you’re selling. Reflecting on this question can help you identify a higher purpose for the company through the eyes of the customer.
When customers have a huge range of choices, why should they choose you? What would they do if you didn't exist? You have to be able to answer the “why you” question with a unique and persuasive reason. If that doesn't immediately jump out at you, try the "Five Whys" exercise. This is an iterative technique that helps you dig deeper on cause-and-effect relationships. You work your way backwards, asking "why" time and again until you get to the core.
Five Whys exercise
Let’s try a quick example of the Five Whys exercise. The Ordinary is a makeup company that sells affordable, back-to-basics skin care products is growing incredibly fast. In the three years since parent company Deciem launched the brand, they grew to nearly $300M in sales last year. Brand name recognition and sales volume have spiked.
Why? The brand is taking off with budget-conscious Millennials over 30 who take interest in skincare.
Why? None of their products cost more than $15.
Why? Their products have only the most essential active ingredients - avoiding parabens, sulfates, mineral oil, formaldehyde, mercury, oxybenzone and a bunch of other ingredients I can't pronounce.
Why? This creates an affordable skin care regimen without scary unknown ingredients, all without animal testing, and without excess wasteful packaging.
Why? This hits on several core morals and values of the Millennial skin care audience who want to minimize their impact/footprint, but without paying a premium to do it.
Competitive advantage takes many forms
Once you have done the due diligence of truly reflecting on these questions, examine your answers. Look for clues and patterns and start to formulate a plan for which areas have the most unique value to your customers.
There are typically several avenues a brand can take to own a certain customer benefit, audience segment, industry, or price point. Here are a few clues to watch for in the patterns. Are you the most personalized brand in your space? Do you have an incredible community with loyal advocates and rich conversation that people want to be a part of? Brands like Moz and Tableau seem to have this advantage in their spaces. Do you have a reputation for constant innovation, rapid evolution, and generally outsmarting the competition or disrupting an industry? Tesla is iconic for its innovation. Also consider things like supply chain efficiencies, breadth or depth in certain markets, the ratio of cost to value, your ethics or commitment to certain causes, and more.
Write a brand statement
Now that you’ve done your due diligence, it’s time to boil it down to a simple brand statement to make it crystal clear what your competitive advantage will be. Please note that this should not be a simple exercise. If it's too easy, be skeptical of whether you have truly found your competitive advantage. Put in the work. Writing these statements is hard and takes time. And you should expect to revisit and revise over time as your competitive environment and customer preferences evolve.
Using the brand The Ordinary, I drafted an example competitive advantage statement: We, The Ordinary, create high-performing, minimalist skincare products so that cost- and cause-conscious skincare enthusiasts can have an ethical, effective skincare regimen without paying a premium price.
Then, check your work. Pressure test your brand statement. Does it meet the five criteria for competitive advantage? If not, keep digging. And once you have a clear competitive advantage statement, be sure to connect and reconnect with that intention, time and again.
Demonstrate: living your competitive advantage
Now that you've discovered your potential competitive advantage and chosen where to focus, it's time to bring it to life. The difference between the average brand which merely puts a mission statement on their website and a brand with true, sustainable competitive advantage, is whether they walk the talk in every single thing they do. It has to be consistent with your products and services. It has to happen at all levels of a company. It has to be true in every moment you communicate with customers.
Once again, we find ourselves pressure-testing the competitive advantage. Can you realistically live this across departments, offices, teams, roles, initiatives, processes, marketing efforts and everything in between? You can’t be casual about competitive advantage. You have to be obsessed. Let's talk about some questions you should ask yourself to activate your competitive advantage in every respect:
How does this affect existing ways of working? What changes do you need to make to how you operate to live it fully? If you're just now identifying your competitive advantage, which is totally ok!, you may have work to do in order to make sure it's consistent across the organization.
What are some things you won't do in support of your advantage? These could be things you choose not to focus on, or things you will actively avoid.
What team members can you bring together from across functions to activate this competitive advantage? Be sure to provide common language and targets for the team so you can all be united in action to drive better outcomes
How will you prove your commitment to the competitive advantage outside the organization? Your team from top to bottom needs to fully believe and commit to this mission. But your customers also need to believe in your mission. Ask yourself what proof looks like. How will everyone know you are in fact achieving the competitive advantage you claim?
What indicators can measure how you're putting your competitive advantage to work in action? Make sure to define what "winning" looks like and establish a baseline for how you and the competition are doing. Create metrics and rewards that support the new purpose. Is it a high win:loss ratio of winning new business? A company size or revenue growth rate? Is it share-of-voice in an industry or among a certain audience segment? Is it perhaps retention of ideal clients and high referral rates? Know what you want to achieve, know how the competition currently measures up, and revisit these measurements regularly.
Defend: evolving your competitive advantage
Remember: competitive advantage is temporary. It's a moving target, and that's why it's so difficult for brands to achieve and maintain. It’s important to understand the natural lifecycle of every business and industry.
The business lifecycle
I'll reference the typical product lifecycle here — another MBA classic — and stretch it a bit to fit my point about defending competitive advantage.
When a new brand emerges with a new product, service, audience, or competitive advantage, much of the effort and investment is spent raising awareness and amassing your first customers. Then you start to build up preference for your brand and increase your market share. Competition may be lower at this stage, and you're getting some scale, growing your audience. Then your steep growth trajectory starts to level off. The competition sees that you're onto a good thing and they start cutting into your piece of the pie. You may fight it by adding more features, or perhaps you lower your price.
In a typical business, this is the point where sales may even start to decline. You have a choice here. You can maintain your existing service and try to rejuvenate it. You can cut costs to stay competitive, though that cuts into your profit margin and makes it less worthwhile. Or perhaps you decide to get out of the game entirely because it's not financially attractive anymore.
Or, you can find new ways to achieve competitive advantage. You could explore new areas of expansion, or even completely reinvent yourself to renew your competitiveness. The cycle starts again, and once again you become the one that others want to catch up to.
Fight or flight or evolve?
You can only fight off the competition for so long doing the same things. Fighting isn't always the answer. At some point you may need to evolve, and there are a few ways you might do that.
You can explore new markets - are there under-served or untapped audiences you can reach?
You can expand new, closely related product lines or services
You can add new features or innovations to your existing service or product.
Similarly can also and enhance and elevate existing benefits
You can cut costs to produce or ship and find economies of scale, which drives price down, and makes your parity product more valuable relative to price.
Or you can go through mergers and acquisitions (join forces) or even divest certain pieces of the business (stop offering) to be able to focus on a new competitive advantage.
This is hardly an exhaustive list, just a few thought starters on what evolution might look like if you are at this stage of your career, or if your business is at this point in its natural lifecycle.
In order to create, keep and defend sustainable competitive advantage long-term, evolution is necessary. Keep rooting out the opportunity for renewed competitive advantage and master the art of reinvention. If you can adapt and transform, you can compete and survive.
Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!
0 notes
xaydungtruonggia · 4 years
Text
Competitive Advantage in a Commoditized Industry
Posted by HeatherPhysioc
In a world where search companies are a dime a dozen and brands tout bland "unique selling propositions" that aren't unique at all, how can you avoid drowning in the sea of sameness? What are you doing that's any different from every other SEO firm?
In this article, you'll learn how to find, activate, and articulate your competitive advantage. You’ll discover how to identify unique strengths and innovative offerings that equate to competitive advantage through real, working examples so you can bring them to life in search. And finally, you'll get actionable tips and homework to help your business stand out.
The state of our industry
“SEO is dead.” Have you ever heard this eye-roller before? This is a common refrain in the search industry every time Google takes more precious real estate into its clutches and away from website owners, when our tactics become less impactful, when Google increasingly automates answers and paid search efforts, or as we watch the internet become inundated with "content for SEO" that's drowning the best content out. It's enough to make any search expert feel like it's impossible to win.
But I argue that search and content marketing aren’t dead. Far from it. Google is still the main place people turn to for information and answers, and humans will continue to search. However, the industry is becoming increasingly commoditized, and it provides challenges and lessons that can change the landscape for our industry and many others.
I conducted an informal survey of more than 100 digital marketers around the globe, asking whether they believe our field is becoming commoditized. Of those, more than two-thirds said content marketing is moderately or highly commoditized, nearly 73% said the SEO industry is commoditized, and nearly three-quarters said the paid search space is becoming moderately or highly commoditized.
Barriers to competitive advantage
The trouble with the commoditization of an industry is that it makes it difficult for any business to stand out. It gets harder to stay competitive, which makes it harder for a business to grow. This isn’t entirely surprising, because achieving real, sustainable competitive advantage is no easy task.
The reasons people say it's hard to stay competitive in their industry range from knowing what opportunity is available to own, to challenges being able to innovate rapidly enough, to internal barriers like buy-in or fear of risk-taking. According to my survey, some of the most common barriers to competitive advantage are:
Knowing what opportunity makes sense to try to own
Prioritizing billable client work over non-billable brand-building work
Time, bandwidth, and budget
An internal fear of or aversion to taking risks
Cultural challenges like buy-in
Overcoming customer perception of the brand’s position
Lack of focus and slowness in innovation
Competitive advantage is a changing, moving target
While the survey I conducted was limited to digital marketers, nearly every business vertical experiences commoditization and competition. Our client brands are fighting it, too. But without truly understanding competitive advantage — much less how to find, prove and defend it — we risk drowning in that sea of sameness. I’ll continue to use digital marketing professions like search and content as working examples, but know that the principles here can benefit you, your clients, and your business, regardless of industry. It could even help you assess your individual competitive advantage to help you land a dream job or get that big promotion.
What is competitive advantage?
There are a few traits professionals agree on, but the open-ended survey answered revealed a lot of disparity and confusion. Let’s try to clear that up.
Often when we talk about a brand's competitive edge, we talk about mission and vision statements. But the sad truth is that many, many businesses are claiming competitive advantages in meaningless mission statements that aren't competitive advantages at all. Let’s look at an example: “Profitable growth through superior customer service, innovation, quality and commitment.”
This is a commonly used example of a bad mission statement for many reasons - it’s vague with no specificity whatsoever, it has a long list of intangible advantages with no focus, and these things every business should probably be doing. These are table stakes. You could copy and paste any brand name in front of this. In fact, I found a dozen companies in just the first two pages of search results that did exactly this, even though this is heralded as a prime example of a meaningless mission statement.
And if the meaningless mission statement wasn't persuasive enough, let's also examine what many brands consider their "unique selling propositions." I actually object to the "unique selling proposition" or "USP," because it's all about the brand. I much prefer "UCB,” or unique customer benefit, which puts the customer at the center, but I digress.
Let’s take a look at a few examples in the invoicing software space. In fairness, the brands below do list other benefits on their sites, and many are good, but this is often what they lead with. FreshBooks says they have invoice software that saves you time, Invoice2Go says they have time-saving features that keep you in control, and Sliq Tools can help you organize and speed up invoicing.
Saving customers time is important, but the problem is that none of these offerings aren’t unique. Nearly every invoicing software I looked at highlighted some version of speed, saving time, and getting paid faster. These are all valuable features, but what's the benefit that's going to make the customer choose you?
Let’s take a look at three more. Invoice Simple says you can invoice customers in seconds. Xero gives you a real-time view of your cash flow. Scoro says they can help you stop using and paying for six or more different tools.
These benefits are a lot more clear. Invoice Simple says they don’t just save you time, but they help you get invoices done in seconds. That specificity puts it over the edge. Xero’s real-time view of cash flow is incredibly important to businesses; the ability to see and make decisions from that information immediately is very valuable. And Scoro’s benefit of cutting back your tool stack really hit home. It's very common for SMBs to add one tool at a time over time and then find that they're drowning in accounting software, and maybe they're making more mistakes or just losing time to keeping up with it all.
5 components of competitive advantage
Start with your “est.” Best. Fastest. Smartest. Cheapest. Most innovative. Most horizontally integrated. What is something that better delivers more value to customers, or comparable value for a better price? This is a great brainstorming exercise to ask yourself initially what you are or want to be best at. Keep in mind, maybe it's not the "est" over all - maybe it's the "est" for a specific segment of your audience or need state of your customer or even just a geographic region. But then you have to check those "ests" against a few criteria to ensure it's really a competitive advantage.
Unique
Is your advantage unique? If anyone can claim the same thing, it's not unique. Your advantage should serve a unique need, a distinct audience, or deliver your product or service in a unique way. Dig deep to find something specific and tangible that sets you apart from your competition.
Defensible
A defensible advantage is a distinct, specific claim that is not generic or vague, and avoids superlatives. If you can copy and paste any brand name in place of yours, it's not defensible. Make sure your unique benefit or advantage is clear and specific. Avoid superlatives and hyperbolic language that can't be quantified in any way. The typical mistake I see is generic language that doesn't paint a picture for customers as to what makes you special.
Sustainable
Meaningful competitive advantage should be lasting and endure over a long period of time. I frequently heard in the survey that people believe they have competitive advantage for being first to market with their type of service. That does confer some benefits initially, but once the market figures out there's money to be made and little competition, that's when they swoop in to encroach. First mover advantage is a competitive advantage for a while, but it is not a sustainable competitive advantage. If you can't hold onto that competitive advantage for a while, it's too short-term.
Valuable
Something the customer feels is a greater value than competitors. If your customer doesn’t care about it, it’s not valuable, and thus it’s not a competitive advantage. What your business does isn’t solely defined by what you sell, but rather by what your customer actually wants. (And in the search business, that's especially true - if people aren't searching for it, it's not valuable to the business.) Your customer has to feel that what you offer is a greater value than your competitors. That can be a product, service or feature at a comparable price that excels, or it can be a comparable product, service or feature at a better price.
Consistent
Competitive advantage must be something you can bring to life in every aspect of your business. This is why typical CSR (corporate social responsibility) fails to be an adequate competitive advantage for many brands. They put a page on their website and maybe make a few donations, but they're not really living that purpose from top to bottom in their organization, and customers see right through it. It can't be a competitive advantage on the website that isn't also reflected at the C-level, with your sales reps who work with customers, in your factories, and so on.
For all their flaws and my moral beef with Jeff Bezos, Amazon was unwavering in their commitment to fast, affordable shipping. That's what turned them into the monolith they are today. People know that Ben & Jerry's is vocal and activist in all aspects of what they do, and they live up to the promises they make.
A competitive advantage framework
One of the most important attributes to understand about competitive advantage is that it’s temporary. It’s a moving target, so you can never get too comfortable. The moment you identify your competitive advantage and you're enjoying nice profit margins or share of voice in a space, competitors will start racing to take advantage of new learnings themselves. This leads to eventual parity among competitors, and the cycle starts again.
So you need to figure out where to evolve or re-invent to stay competitive. This is a handy little framework for finding, establishing, articulating and maintaining your competitive advantage. But note that this isn't purely linear -- once competitors encroach on your previous advantage you're at risk of losing it, so be sure to look ahead to what your next competitive advantage can be OR how you can elevate and defend the one you already have.
Discover: tools to find your competitive advantage
Discovering what makes you different is half the battle. In an increasingly crowded and commoditized competitive landscape, how do you figure out where you can win?
Ask
The number one recommendation from my survey is to ask. Tools from formal surveys to in-depth interviews, to casual feedback forms and ad hoc conversations can reveal some very insightful advantages. The objective is to figure out why you over someone else. A few things you might ask them:
Why did you hire us over another firm?
Why did you hire another firm over us?
Why did you choose to leave us and switch to another firm?
Why do you continue to work with us after all these years?
Look for patterns. Your competitive advantage might be hiding in there -- or insight into your competitor's advantage.
Listen
Try listening quietly, too. Check conversations on Reddit, Nextdoor or relevant forums where people have frank dialogue about problems they need solutions to, people recommending for or against brands, people are likely to be honest when helping their neighbors.
You can also read ratings and reviews on popular sites like Amazon or Yelp. Granted, it's easy to fake some of these, but look for patterns in what people say about your brand, your products and services, or your competitors. What are their common complaints? What do other brands do poorly or not at all, gaps that you can fill?
Workshop
Getting experts with multiple perspectives in a room to workshop and brainstorm can also help uncover your competitive advantage. Evaluate your brand, your customers, your competition, the industry, new developments, and more. Also look beyond your own industry - often great ideas can come from entirely different verticals outside your own. Ask yourself hard questions about who you are, what you can commit to, and what you can follow through on to offer customers. I’ll share just two of many possible competitive advantage workshop tools below.
SWOT analysis
Conduct a SWOT analysis of your strengths, weaknesses, opportunities and threats - do the same for competitors. This is best conducted with people across multiple disciplines to consider different angles. It's also key to do your research - look as closely at competitors as you do your own brand.
Strengths are the powerful capabilities and value you bring to the table. Weaknesses are the gaps in your resources or offerings that might hold you back from being best in class. Opportunities are untapped or unexplored areas of potential growth. Threats are outside forces or external factors that put your business at risk - like economic downturn and susceptibility global pandemic, for example, or the entry of a disruptive new competitor.
Porter’s 5 Forces Model
The second tool I want to introduce is Porter’s Five Forces model. Most folks who attend business school will learn about this, but you can also read about it in Michael Porter's book Competitive Advantage. It's a method to analyze the competitive pressures on your business. His model asserts that these five forces determine how intense the competition is, and thus, how attractive it is to enter an industry based on profitability. But it's also a very valuable critical thinking tool even if you're already in the industry to figure out where you can compete and edge out the opposition.
The first force at the center of the model is competitive rivalry. What is the quantity, quality, and diversity of your competitors in the space? How fast or slow is the industry currently growing? What's the growth potential in the future? Are customers typically loyal to a brand, or are they brand-agnostic, switching a round frequently in your industry?
Then we have to think about the toggle between new entrants into the market, or the threat of substitute products or services. For new entrants, is it an easy industry to enter, or are there high barriers to entry? A brand with high threat of new entrants (low barriers to entry) might be food trucks. With some good recipes, enough capital to set up a high cost to start up, and some elbow grease, you're in business. But industries with low threat of new entrants (high barriers to entry) might be things like airlines. It's very expensive to buy planes and hire qualified pilots, and it's an industry loaded with government regulations.
For the threat of substitutes, is there a high quantity of other products or services on the market your customer can choose from? Is it easy or hard to switch brands? Also, could there be an entirely alternative solution or abstention? For example, perhaps an alternative to highly commoditized toilet paper would be an alternative solution like a bidet like Tushy. Or perhaps a makeup brand like Sephora faces "substitution" from people who choose to abstain from wearing makeup at all.
And finally, we have to think about how well suppliers can bargain and how well buyers can bargain with your company. Every company has a supply chain, even service businesses like digital marketing.For manufacturing companies, suppliers might be the raw materials or transportation providers. For digital marketing companies, suppliers might be technology companies or the talent you hire to do the work.
If demand is greater than supply - either due to quantity of suppliers, the unique needs you have for securing that talent (like GMO-free, organic, locally sourced ingredients from companies that donate money to offset their carbon impact), this force has high-pressure. But if the resources you need are a dime a dozen (PC laptops come to mind), bargaining power of suppliers is low.
End users and buyers are part of your supply chain too. If they can easily "bargain" by choosing other competitors or driving down costs through competition, you have high pressure here. If you're truly the only player in the market, or one of few, who do what you do, then bargaining power of buyers is lower. Also consider the cost of someone switching to another company or a substitute.
Define: choose your competitive strategy
Once you have found the gap you want to fill, you need to choose your area of focus. Often we make the mistake of trying to be all things to all people all the time. Brands can't pull this off in a sustainable way forever. If you are trying to be adequate at everything, it's difficult to be great at anything.
While not impossible, it's very difficult to maintain deep focus on things when you are spread too thin. My MBA professors told me that smart strategy isn't just choosing what you will do, it's also choosing what you won't do. That has stuck with me ever since. We need to make hard choices about where to spend time, budget, energy and attention. To get truly great at something, and achieve competitive advantage, you need to set your sights on something specific.
One problematic example I heard from a big client was challenging our Paid and Organic Search teams to win at efficiency and return on ad spend, while also winning on volume and share-of-voice concurrently. Efficiency and ROAS focus on a selective approach to advertising on certain terms or topics to optimize for the most efficient acquisitions and cost savings, and it often results in a narrower reach but highly efficient use of advertising dollars. On the flip-side, focusing on volume or achieving the largest share-of-voice in a space typically requires casting a wider net, and that traffic may convert at a lower rate and profit margins and ROAS may be tighter.
Another common challenge is trying to be a company or person who is both broad and versatile, while also being deeply specialized. This isn't absolutely impossible, but maintenance and upkeep becomes challenging over time. If your brand wants to be perceived as the most versatile brand that can adapt to anything or meet everyone's needs, it's difficult to also be the brand that is perceived as deeply specialized in a certain field.
Let's use grocers as a working example. WalMart may be the generalist for being able to get just about anything you could possibly want in one place, while Natural Grocers might be the deeply specialized whole, organic, local foods shop. Far less variety and versatility, but you can be assured they hit on certain quality and sourcing criteria within their more curated selection.
Consider what that means for you as a business or an individual professional.
Examine your brand and narrow your focus.
Let's walk through a few of the questions you can ask yourself to closely examine your brand and narrow your strategic focus on a clear competitive advantage.
What are the core activities that make up your business? Think about your core products or services, core audiences you serve, and core problems you solve.
Who are the people the brand was created to serve? Consider the individuals, decision-makers, customers or firms you serve. Are they in certain industries or job titles? Where do they get their information? How can you best reach them where they are?
What do your potential customers, or a specific segment of them, want or need? How does your brand, product or service solve that need? What do you enable them to do? What keeps them up at night? What problems do they have to solve or decisions do they have to make that you can help with? What are points of friction or frustration that you or your business are uniquely equipped to alleviate?
What do your customers value? According to a book called The Purpose Advantage by Jeff Fromm and his team, the business you’re in is defined by what the customer wants, not by what you’re selling. Reflecting on this question can help you identify a higher purpose for the company through the eyes of the customer.
When customers have a huge range of choices, why should they choose you? What would they do if you didn't exist? You have to be able to answer the “why you” question with a unique and persuasive reason. If that doesn't immediately jump out at you, try the "Five Whys" exercise. This is an iterative technique that helps you dig deeper on cause-and-effect relationships. You work your way backwards, asking "why" time and again until you get to the core.
Five Whys exercise
Let’s try a quick example of the Five Whys exercise. The Ordinary is a makeup company that sells affordable, back-to-basics skin care products is growing incredibly fast. In the three years since parent company Deciem launched the brand, they grew to nearly $300M in sales last year. Brand name recognition and sales volume have spiked.
Why? The brand is taking off with budget-conscious Millennials over 30 who take interest in skincare.
Why? None of their products cost more than $15.
Why? Their products have only the most essential active ingredients - avoiding parabens, sulfates, mineral oil, formaldehyde, mercury, oxybenzone and a bunch of other ingredients I can't pronounce.
Why? This creates an affordable skin care regimen without scary unknown ingredients, all without animal testing, and without excess wasteful packaging.
Why? This hits on several core morals and values of the Millennial skin care audience who want to minimize their impact/footprint, but without paying a premium to do it.
Competitive advantage takes many forms
Once you have done the due diligence of truly reflecting on these questions, examine your answers. Look for clues and patterns and start to formulate a plan for which areas have the most unique value to your customers.
There are typically several avenues a brand can take to own a certain customer benefit, audience segment, industry, or price point. Here are a few clues to watch for in the patterns. Are you the most personalized brand in your space? Do you have an incredible community with loyal advocates and rich conversation that people want to be a part of? Brands like Moz and Tableau seem to have this advantage in their spaces. Do you have a reputation for constant innovation, rapid evolution, and generally outsmarting the competition or disrupting an industry? Tesla is iconic for its innovation. Also consider things like supply chain efficiencies, breadth or depth in certain markets, the ratio of cost to value, your ethics or commitment to certain causes, and more.
Write a brand statement
Now that you’ve done your due diligence, it’s time to boil it down to a simple brand statement to make it crystal clear what your competitive advantage will be. Please note that this should not be a simple exercise. If it's too easy, be skeptical of whether you have truly found your competitive advantage. Put in the work. Writing these statements is hard and takes time. And you should expect to revisit and revise over time as your competitive environment and customer preferences evolve.
Using the brand The Ordinary, I drafted an example competitive advantage statement: We, The Ordinary, create high-performing, minimalist skincare products so that cost- and cause-conscious skincare enthusiasts can have an ethical, effective skincare regimen without paying a premium price.
Then, check your work. Pressure test your brand statement. Does it meet the five criteria for competitive advantage? If not, keep digging. And once you have a clear competitive advantage statement, be sure to connect and reconnect with that intention, time and again.
Demonstrate: living your competitive advantage
Now that you've discovered your potential competitive advantage and chosen where to focus, it's time to bring it to life. The difference between the average brand which merely puts a mission statement on their website and a brand with true, sustainable competitive advantage, is whether they walk the talk in every single thing they do. It has to be consistent with your products and services. It has to happen at all levels of a company. It has to be true in every moment you communicate with customers.
Once again, we find ourselves pressure-testing the competitive advantage. Can you realistically live this across departments, offices, teams, roles, initiatives, processes, marketing efforts and everything in between? You can’t be casual about competitive advantage. You have to be obsessed. Let's talk about some questions you should ask yourself to activate your competitive advantage in every respect:
How does this affect existing ways of working? What changes do you need to make to how you operate to live it fully? If you're just now identifying your competitive advantage, which is totally ok!, you may have work to do in order to make sure it's consistent across the organization.
What are some things you won't do in support of your advantage? These could be things you choose not to focus on, or things you will actively avoid.
What team members can you bring together from across functions to activate this competitive advantage? Be sure to provide common language and targets for the team so you can all be united in action to drive better outcomes
How will you prove your commitment to the competitive advantage outside the organization? Your team from top to bottom needs to fully believe and commit to this mission. But your customers also need to believe in your mission. Ask yourself what proof looks like. How will everyone know you are in fact achieving the competitive advantage you claim?
What indicators can measure how you're putting your competitive advantage to work in action? Make sure to define what "winning" looks like and establish a baseline for how you and the competition are doing. Create metrics and rewards that support the new purpose. Is it a high win:loss ratio of winning new business? A company size or revenue growth rate? Is it share-of-voice in an industry or among a certain audience segment? Is it perhaps retention of ideal clients and high referral rates? Know what you want to achieve, know how the competition currently measures up, and revisit these measurements regularly.
Defend: evolving your competitive advantage
Remember: competitive advantage is temporary. It's a moving target, and that's why it's so difficult for brands to achieve and maintain. It’s important to understand the natural lifecycle of every business and industry.
The business lifecycle
I'll reference the typical product lifecycle here — another MBA classic — and stretch it a bit to fit my point about defending competitive advantage.
When a new brand emerges with a new product, service, audience, or competitive advantage, much of the effort and investment is spent raising awareness and amassing your first customers. Then you start to build up preference for your brand and increase your market share. Competition may be lower at this stage, and you're getting some scale, growing your audience. Then your steep growth trajectory starts to level off. The competition sees that you're onto a good thing and they start cutting into your piece of the pie. You may fight it by adding more features, or perhaps you lower your price.
In a typical business, this is the point where sales may even start to decline. You have a choice here. You can maintain your existing service and try to rejuvenate it. You can cut costs to stay competitive, though that cuts into your profit margin and makes it less worthwhile. Or perhaps you decide to get out of the game entirely because it's not financially attractive anymore.
Or, you can find new ways to achieve competitive advantage. You could explore new areas of expansion, or even completely reinvent yourself to renew your competitiveness. The cycle starts again, and once again you become the one that others want to catch up to.
Fight or flight or evolve?
You can only fight off the competition for so long doing the same things. Fighting isn't always the answer. At some point you may need to evolve, and there are a few ways you might do that.
You can explore new markets - are there under-served or untapped audiences you can reach?
You can expand new, closely related product lines or services
You can add new features or innovations to your existing service or product.
Similarly can also and enhance and elevate existing benefits
You can cut costs to produce or ship and find economies of scale, which drives price down, and makes your parity product more valuable relative to price.
Or you can go through mergers and acquisitions (join forces) or even divest certain pieces of the business (stop offering) to be able to focus on a new competitive advantage.
This is hardly an exhaustive list, just a few thought starters on what evolution might look like if you are at this stage of your career, or if your business is at this point in its natural lifecycle.
In order to create, keep and defend sustainable competitive advantage long-term, evolution is necessary. Keep rooting out the opportunity for renewed competitive advantage and master the art of reinvention. If you can adapt and transform, you can compete and survive.
Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!
0 notes
ductrungnguyen87 · 4 years
Text
Competitive Advantage in a Commoditized Industry
Posted by HeatherPhysioc
In a world where search companies are a dime a dozen and brands tout bland "unique selling propositions" that aren't unique at all, how can you avoid drowning in the sea of sameness? What are you doing that's any different from every other SEO firm?
In this article, you'll learn how to find, activate, and articulate your competitive advantage. You’ll discover how to identify unique strengths and innovative offerings that equate to competitive advantage through real, working examples so you can bring them to life in search. And finally, you'll get actionable tips and homework to help your business stand out.
The state of our industry
“SEO is dead.” Have you ever heard this eye-roller before? This is a common refrain in the search industry every time Google takes more precious real estate into its clutches and away from website owners, when our tactics become less impactful, when Google increasingly automates answers and paid search efforts, or as we watch the internet become inundated with "content for SEO" that's drowning the best content out. It's enough to make any search expert feel like it's impossible to win.
But I argue that search and content marketing aren’t dead. Far from it. Google is still the main place people turn to for information and answers, and humans will continue to search. However, the industry is becoming increasingly commoditized, and it provides challenges and lessons that can change the landscape for our industry and many others.
I conducted an informal survey of more than 100 digital marketers around the globe, asking whether they believe our field is becoming commoditized. Of those, more than two-thirds said content marketing is moderately or highly commoditized, nearly 73% said the SEO industry is commoditized, and nearly three-quarters said the paid search space is becoming moderately or highly commoditized.
Barriers to competitive advantage
The trouble with the commoditization of an industry is that it makes it difficult for any business to stand out. It gets harder to stay competitive, which makes it harder for a business to grow. This isn’t entirely surprising, because achieving real, sustainable competitive advantage is no easy task.
The reasons people say it's hard to stay competitive in their industry range from knowing what opportunity is available to own, to challenges being able to innovate rapidly enough, to internal barriers like buy-in or fear of risk-taking. According to my survey, some of the most common barriers to competitive advantage are:
Knowing what opportunity makes sense to try to own
Prioritizing billable client work over non-billable brand-building work
Time, bandwidth, and budget
An internal fear of or aversion to taking risks
Cultural challenges like buy-in
Overcoming customer perception of the brand’s position
Lack of focus and slowness in innovation
Competitive advantage is a changing, moving target
While the survey I conducted was limited to digital marketers, nearly every business vertical experiences commoditization and competition. Our client brands are fighting it, too. But without truly understanding competitive advantage — much less how to find, prove and defend it — we risk drowning in that sea of sameness. I’ll continue to use digital marketing professions like search and content as working examples, but know that the principles here can benefit you, your clients, and your business, regardless of industry. It could even help you assess your individual competitive advantage to help you land a dream job or get that big promotion.
What is competitive advantage?
There are a few traits professionals agree on, but the open-ended survey answered revealed a lot of disparity and confusion. Let’s try to clear that up.
Often when we talk about a brand's competitive edge, we talk about mission and vision statements. But the sad truth is that many, many businesses are claiming competitive advantages in meaningless mission statements that aren't competitive advantages at all. Let’s look at an example: “Profitable growth through superior customer service, innovation, quality and commitment.”
This is a commonly used example of a bad mission statement for many reasons - it’s vague with no specificity whatsoever, it has a long list of intangible advantages with no focus, and these things every business should probably be doing. These are table stakes. You could copy and paste any brand name in front of this. In fact, I found a dozen companies in just the first two pages of search results that did exactly this, even though this is heralded as a prime example of a meaningless mission statement.
And if the meaningless mission statement wasn't persuasive enough, let's also examine what many brands consider their "unique selling propositions." I actually object to the "unique selling proposition" or "USP," because it's all about the brand. I much prefer "UCB,” or unique customer benefit, which puts the customer at the center, but I digress.
Let’s take a look at a few examples in the invoicing software space. In fairness, the brands below do list other benefits on their sites, and many are good, but this is often what they lead with. FreshBooks says they have invoice software that saves you time, Invoice2Go says they have time-saving features that keep you in control, and Sliq Tools can help you organize and speed up invoicing.
Saving customers time is important, but the problem is that none of these offerings aren’t unique. Nearly every invoicing software I looked at highlighted some version of speed, saving time, and getting paid faster. These are all valuable features, but what's the benefit that's going to make the customer choose you?
Let’s take a look at three more. Invoice Simple says you can invoice customers in seconds. Xero gives you a real-time view of your cash flow. Scoro says they can help you stop using and paying for six or more different tools.
These benefits are a lot more clear. Invoice Simple says they don’t just save you time, but they help you get invoices done in seconds. That specificity puts it over the edge. Xero’s real-time view of cash flow is incredibly important to businesses; the ability to see and make decisions from that information immediately is very valuable. And Scoro’s benefit of cutting back your tool stack really hit home. It's very common for SMBs to add one tool at a time over time and then find that they're drowning in accounting software, and maybe they're making more mistakes or just losing time to keeping up with it all.
5 components of competitive advantage
Start with your “est.” Best. Fastest. Smartest. Cheapest. Most innovative. Most horizontally integrated. What is something that better delivers more value to customers, or comparable value for a better price? This is a great brainstorming exercise to ask yourself initially what you are or want to be best at. Keep in mind, maybe it's not the "est" over all - maybe it's the "est" for a specific segment of your audience or need state of your customer or even just a geographic region. But then you have to check those "ests" against a few criteria to ensure it's really a competitive advantage.
Unique
Is your advantage unique? If anyone can claim the same thing, it's not unique. Your advantage should serve a unique need, a distinct audience, or deliver your product or service in a unique way. Dig deep to find something specific and tangible that sets you apart from your competition.
Defensible
A defensible advantage is a distinct, specific claim that is not generic or vague, and avoids superlatives. If you can copy and paste any brand name in place of yours, it's not defensible. Make sure your unique benefit or advantage is clear and specific. Avoid superlatives and hyperbolic language that can't be quantified in any way. The typical mistake I see is generic language that doesn't paint a picture for customers as to what makes you special.
Sustainable
Meaningful competitive advantage should be lasting and endure over a long period of time. I frequently heard in the survey that people believe they have competitive advantage for being first to market with their type of service. That does confer some benefits initially, but once the market figures out there's money to be made and little competition, that's when they swoop in to encroach. First mover advantage is a competitive advantage for a while, but it is not a sustainable competitive advantage. If you can't hold onto that competitive advantage for a while, it's too short-term.
Valuable
Something the customer feels is a greater value than competitors. If your customer doesn’t care about it, it’s not valuable, and thus it’s not a competitive advantage. What your business does isn’t solely defined by what you sell, but rather by what your customer actually wants. (And in the search business, that's especially true - if people aren't searching for it, it's not valuable to the business.) Your customer has to feel that what you offer is a greater value than your competitors. That can be a product, service or feature at a comparable price that excels, or it can be a comparable product, service or feature at a better price.
Consistent
Competitive advantage must be something you can bring to life in every aspect of your business. This is why typical CSR (corporate social responsibility) fails to be an adequate competitive advantage for many brands. They put a page on their website and maybe make a few donations, but they're not really living that purpose from top to bottom in their organization, and customers see right through it. It can't be a competitive advantage on the website that isn't also reflected at the C-level, with your sales reps who work with customers, in your factories, and so on.
For all their flaws and my moral beef with Jeff Bezos, Amazon was unwavering in their commitment to fast, affordable shipping. That's what turned them into the monolith they are today. People know that Ben & Jerry's is vocal and activist in all aspects of what they do, and they live up to the promises they make.
A competitive advantage framework
One of the most important attributes to understand about competitive advantage is that it’s temporary. It’s a moving target, so you can never get too comfortable. The moment you identify your competitive advantage and you're enjoying nice profit margins or share of voice in a space, competitors will start racing to take advantage of new learnings themselves. This leads to eventual parity among competitors, and the cycle starts again.
So you need to figure out where to evolve or re-invent to stay competitive. This is a handy little framework for finding, establishing, articulating and maintaining your competitive advantage. But note that this isn't purely linear -- once competitors encroach on your previous advantage you're at risk of losing it, so be sure to look ahead to what your next competitive advantage can be OR how you can elevate and defend the one you already have.
Discover: tools to find your competitive advantage
Discovering what makes you different is half the battle. In an increasingly crowded and commoditized competitive landscape, how do you figure out where you can win?
Ask
The number one recommendation from my survey is to ask. Tools from formal surveys to in-depth interviews, to casual feedback forms and ad hoc conversations can reveal some very insightful advantages. The objective is to figure out why you over someone else. A few things you might ask them:
Why did you hire us over another firm?
Why did you hire another firm over us?
Why did you choose to leave us and switch to another firm?
Why do you continue to work with us after all these years?
Look for patterns. Your competitive advantage might be hiding in there -- or insight into your competitor's advantage.
Listen
Try listening quietly, too. Check conversations on Reddit, Nextdoor or relevant forums where people have frank dialogue about problems they need solutions to, people recommending for or against brands, people are likely to be honest when helping their neighbors.
You can also read ratings and reviews on popular sites like Amazon or Yelp. Granted, it's easy to fake some of these, but look for patterns in what people say about your brand, your products and services, or your competitors. What are their common complaints? What do other brands do poorly or not at all, gaps that you can fill?
Workshop
Getting experts with multiple perspectives in a room to workshop and brainstorm can also help uncover your competitive advantage. Evaluate your brand, your customers, your competition, the industry, new developments, and more. Also look beyond your own industry - often great ideas can come from entirely different verticals outside your own. Ask yourself hard questions about who you are, what you can commit to, and what you can follow through on to offer customers. I’ll share just two of many possible competitive advantage workshop tools below.
SWOT analysis
Conduct a SWOT analysis of your strengths, weaknesses, opportunities and threats - do the same for competitors. This is best conducted with people across multiple disciplines to consider different angles. It's also key to do your research - look as closely at competitors as you do your own brand.
Strengths are the powerful capabilities and value you bring to the table. Weaknesses are the gaps in your resources or offerings that might hold you back from being best in class. Opportunities are untapped or unexplored areas of potential growth. Threats are outside forces or external factors that put your business at risk - like economic downturn and susceptibility global pandemic, for example, or the entry of a disruptive new competitor.
Porter’s 5 Forces Model
The second tool I want to introduce is Porter’s Five Forces model. Most folks who attend business school will learn about this, but you can also read about it in Michael Porter's book Competitive Advantage. It's a method to analyze the competitive pressures on your business. His model asserts that these five forces determine how intense the competition is, and thus, how attractive it is to enter an industry based on profitability. But it's also a very valuable critical thinking tool even if you're already in the industry to figure out where you can compete and edge out the opposition.
The first force at the center of the model is competitive rivalry. What is the quantity, quality, and diversity of your competitors in the space? How fast or slow is the industry currently growing? What's the growth potential in the future? Are customers typically loyal to a brand, or are they brand-agnostic, switching a round frequently in your industry?
Then we have to think about the toggle between new entrants into the market, or the threat of substitute products or services. For new entrants, is it an easy industry to enter, or are there high barriers to entry? A brand with high threat of new entrants (low barriers to entry) might be food trucks. With some good recipes, enough capital to set up a high cost to start up, and some elbow grease, you're in business. But industries with low threat of new entrants (high barriers to entry) might be things like airlines. It's very expensive to buy planes and hire qualified pilots, and it's an industry loaded with government regulations.
For the threat of substitutes, is there a high quantity of other products or services on the market your customer can choose from? Is it easy or hard to switch brands? Also, could there be an entirely alternative solution or abstention? For example, perhaps an alternative to highly commoditized toilet paper would be an alternative solution like a bidet like Tushy. Or perhaps a makeup brand like Sephora faces "substitution" from people who choose to abstain from wearing makeup at all.
And finally, we have to think about how well suppliers can bargain and how well buyers can bargain with your company. Every company has a supply chain, even service businesses like digital marketing.For manufacturing companies, suppliers might be the raw materials or transportation providers. For digital marketing companies, suppliers might be technology companies or the talent you hire to do the work.
If demand is greater than supply - either due to quantity of suppliers, the unique needs you have for securing that talent (like GMO-free, organic, locally sourced ingredients from companies that donate money to offset their carbon impact), this force has high-pressure. But if the resources you need are a dime a dozen (PC laptops come to mind), bargaining power of suppliers is low.
End users and buyers are part of your supply chain too. If they can easily "bargain" by choosing other competitors or driving down costs through competition, you have high pressure here. If you're truly the only player in the market, or one of few, who do what you do, then bargaining power of buyers is lower. Also consider the cost of someone switching to another company or a substitute.
Define: choose your competitive strategy
Once you have found the gap you want to fill, you need to choose your area of focus. Often we make the mistake of trying to be all things to all people all the time. Brands can't pull this off in a sustainable way forever. If you are trying to be adequate at everything, it's difficult to be great at anything.
While not impossible, it's very difficult to maintain deep focus on things when you are spread too thin. My MBA professors told me that smart strategy isn't just choosing what you will do, it's also choosing what you won't do. That has stuck with me ever since. We need to make hard choices about where to spend time, budget, energy and attention. To get truly great at something, and achieve competitive advantage, you need to set your sights on something specific.
One problematic example I heard from a big client was challenging our Paid and Organic Search teams to win at efficiency and return on ad spend, while also winning on volume and share-of-voice concurrently. Efficiency and ROAS focus on a selective approach to advertising on certain terms or topics to optimize for the most efficient acquisitions and cost savings, and it often results in a narrower reach but highly efficient use of advertising dollars. On the flip-side, focusing on volume or achieving the largest share-of-voice in a space typically requires casting a wider net, and that traffic may convert at a lower rate and profit margins and ROAS may be tighter.
Another common challenge is trying to be a company or person who is both broad and versatile, while also being deeply specialized. This isn't absolutely impossible, but maintenance and upkeep becomes challenging over time. If your brand wants to be perceived as the most versatile brand that can adapt to anything or meet everyone's needs, it's difficult to also be the brand that is perceived as deeply specialized in a certain field.
Let's use grocers as a working example. WalMart may be the generalist for being able to get just about anything you could possibly want in one place, while Natural Grocers might be the deeply specialized whole, organic, local foods shop. Far less variety and versatility, but you can be assured they hit on certain quality and sourcing criteria within their more curated selection.
Consider what that means for you as a business or an individual professional.
Examine your brand and narrow your focus.
Let's walk through a few of the questions you can ask yourself to closely examine your brand and narrow your strategic focus on a clear competitive advantage.
What are the core activities that make up your business? Think about your core products or services, core audiences you serve, and core problems you solve.
Who are the people the brand was created to serve? Consider the individuals, decision-makers, customers or firms you serve. Are they in certain industries or job titles? Where do they get their information? How can you best reach them where they are?
What do your potential customers, or a specific segment of them, want or need? How does your brand, product or service solve that need? What do you enable them to do? What keeps them up at night? What problems do they have to solve or decisions do they have to make that you can help with? What are points of friction or frustration that you or your business are uniquely equipped to alleviate?
What do your customers value? According to a book called The Purpose Advantage by Jeff Fromm and his team, the business you’re in is defined by what the customer wants, not by what you’re selling. Reflecting on this question can help you identify a higher purpose for the company through the eyes of the customer.
When customers have a huge range of choices, why should they choose you? What would they do if you didn't exist? You have to be able to answer the “why you” question with a unique and persuasive reason. If that doesn't immediately jump out at you, try the "Five Whys" exercise. This is an iterative technique that helps you dig deeper on cause-and-effect relationships. You work your way backwards, asking "why" time and again until you get to the core.
Five Whys exercise
Let’s try a quick example of the Five Whys exercise. The Ordinary is a makeup company that sells affordable, back-to-basics skin care products is growing incredibly fast. In the three years since parent company Deciem launched the brand, they grew to nearly $300M in sales last year. Brand name recognition and sales volume have spiked.
Why? The brand is taking off with budget-conscious Millennials over 30 who take interest in skincare.
Why? None of their products cost more than $15.
Why? Their products have only the most essential active ingredients - avoiding parabens, sulfates, mineral oil, formaldehyde, mercury, oxybenzone and a bunch of other ingredients I can't pronounce.
Why? This creates an affordable skin care regimen without scary unknown ingredients, all without animal testing, and without excess wasteful packaging.
Why? This hits on several core morals and values of the Millennial skin care audience who want to minimize their impact/footprint, but without paying a premium to do it.
Competitive advantage takes many forms
Once you have done the due diligence of truly reflecting on these questions, examine your answers. Look for clues and patterns and start to formulate a plan for which areas have the most unique value to your customers.
There are typically several avenues a brand can take to own a certain customer benefit, audience segment, industry, or price point. Here are a few clues to watch for in the patterns. Are you the most personalized brand in your space? Do you have an incredible community with loyal advocates and rich conversation that people want to be a part of? Brands like Moz and Tableau seem to have this advantage in their spaces. Do you have a reputation for constant innovation, rapid evolution, and generally outsmarting the competition or disrupting an industry? Tesla is iconic for its innovation. Also consider things like supply chain efficiencies, breadth or depth in certain markets, the ratio of cost to value, your ethics or commitment to certain causes, and more.
Write a brand statement
Now that you’ve done your due diligence, it’s time to boil it down to a simple brand statement to make it crystal clear what your competitive advantage will be. Please note that this should not be a simple exercise. If it's too easy, be skeptical of whether you have truly found your competitive advantage. Put in the work. Writing these statements is hard and takes time. And you should expect to revisit and revise over time as your competitive environment and customer preferences evolve.
Using the brand The Ordinary, I drafted an example competitive advantage statement: We, The Ordinary, create high-performing, minimalist skincare products so that cost- and cause-conscious skincare enthusiasts can have an ethical, effective skincare regimen without paying a premium price.
Then, check your work. Pressure test your brand statement. Does it meet the five criteria for competitive advantage? If not, keep digging. And once you have a clear competitive advantage statement, be sure to connect and reconnect with that intention, time and again.
Demonstrate: living your competitive advantage
Now that you've discovered your potential competitive advantage and chosen where to focus, it's time to bring it to life. The difference between the average brand which merely puts a mission statement on their website and a brand with true, sustainable competitive advantage, is whether they walk the talk in every single thing they do. It has to be consistent with your products and services. It has to happen at all levels of a company. It has to be true in every moment you communicate with customers.
Once again, we find ourselves pressure-testing the competitive advantage. Can you realistically live this across departments, offices, teams, roles, initiatives, processes, marketing efforts and everything in between? You can’t be casual about competitive advantage. You have to be obsessed. Let's talk about some questions you should ask yourself to activate your competitive advantage in every respect:
How does this affect existing ways of working? What changes do you need to make to how you operate to live it fully? If you're just now identifying your competitive advantage, which is totally ok!, you may have work to do in order to make sure it's consistent across the organization.
What are some things you won't do in support of your advantage? These could be things you choose not to focus on, or things you will actively avoid.
What team members can you bring together from across functions to activate this competitive advantage? Be sure to provide common language and targets for the team so you can all be united in action to drive better outcomes
How will you prove your commitment to the competitive advantage outside the organization? Your team from top to bottom needs to fully believe and commit to this mission. But your customers also need to believe in your mission. Ask yourself what proof looks like. How will everyone know you are in fact achieving the competitive advantage you claim?
What indicators can measure how you're putting your competitive advantage to work in action? Make sure to define what "winning" looks like and establish a baseline for how you and the competition are doing. Create metrics and rewards that support the new purpose. Is it a high win:loss ratio of winning new business? A company size or revenue growth rate? Is it share-of-voice in an industry or among a certain audience segment? Is it perhaps retention of ideal clients and high referral rates? Know what you want to achieve, know how the competition currently measures up, and revisit these measurements regularly.
Defend: evolving your competitive advantage
Remember: competitive advantage is temporary. It's a moving target, and that's why it's so difficult for brands to achieve and maintain. It’s important to understand the natural lifecycle of every business and industry.
The business lifecycle
I'll reference the typical product lifecycle here — another MBA classic — and stretch it a bit to fit my point about defending competitive advantage.
When a new brand emerges with a new product, service, audience, or competitive advantage, much of the effort and investment is spent raising awareness and amassing your first customers. Then you start to build up preference for your brand and increase your market share. Competition may be lower at this stage, and you're getting some scale, growing your audience. Then your steep growth trajectory starts to level off. The competition sees that you're onto a good thing and they start cutting into your piece of the pie. You may fight it by adding more features, or perhaps you lower your price.
In a typical business, this is the point where sales may even start to decline. You have a choice here. You can maintain your existing service and try to rejuvenate it. You can cut costs to stay competitive, though that cuts into your profit margin and makes it less worthwhile. Or perhaps you decide to get out of the game entirely because it's not financially attractive anymore.
Or, you can find new ways to achieve competitive advantage. You could explore new areas of expansion, or even completely reinvent yourself to renew your competitiveness. The cycle starts again, and once again you become the one that others want to catch up to.
Fight or flight or evolve?
You can only fight off the competition for so long doing the same things. Fighting isn't always the answer. At some point you may need to evolve, and there are a few ways you might do that.
You can explore new markets - are there under-served or untapped audiences you can reach?
You can expand new, closely related product lines or services
You can add new features or innovations to your existing service or product.
Similarly can also and enhance and elevate existing benefits
You can cut costs to produce or ship and find economies of scale, which drives price down, and makes your parity product more valuable relative to price.
Or you can go through mergers and acquisitions (join forces) or even divest certain pieces of the business (stop offering) to be able to focus on a new competitive advantage.
This is hardly an exhaustive list, just a few thought starters on what evolution might look like if you are at this stage of your career, or if your business is at this point in its natural lifecycle.
In order to create, keep and defend sustainable competitive advantage long-term, evolution is necessary. Keep rooting out the opportunity for renewed competitive advantage and master the art of reinvention. If you can adapt and transform, you can compete and survive.
Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!
0 notes