{"id":43697,"date":"2026-02-02T06:00:00","date_gmt":"2026-02-02T05:00:00","guid":{"rendered":"https:\/\/strtgy.design\/articles\/reverse-benchmarking-or-how-to-win-easily\/"},"modified":"2026-02-05T09:51:30","modified_gmt":"2026-02-05T08:51:30","slug":"reverse-benchmarking-or-how-to-win-easily","status":"publish","type":"post","link":"https:\/\/strtgy.design\/en\/strtgy-notes-en\/reverse-benchmarking-or-how-to-win-easily\/","title":{"rendered":"Reverse benchmarking, or how to win easily"},"content":{"rendered":"\n
VERY SHORT WORKSHOP WEEK begins today.<\/strong> At 2:00 PM we’ll be working on North Star Metric. Tickets available.<\/a> Quick call<\/strong> to see if MAKE PROGRESS is right for you. Book now.<\/a> Demo + Bonus<\/strong> still available. Watch now.<\/a><\/td><\/tr><\/tbody><\/table><\/figure>\n\n
\"\"
This wine bar in Nice has a secret underground cellar, where guests can step out to retrieve special bottles.<\/figcaption><\/figure>\n\n

\u201cNo one who has ever changed the rules of the game has done so with reason.\u201d<\/em><\/p>\n\n

Will Guidara, Unreasonable Hospitality<\/a><\/em><\/p>\n\n

\n\n

It’s not the fault of competitors who lower prices.<\/p>\n\n

It’s not the algorithm that changes.<\/p>\n\n

It’s not even the customer who asks for the discount.<\/p>\n\n

It’s your strategy that’s unsustainable.<\/strong><\/p>\n\n

The ability to stay focused on a single thing for long enough has become rare.<\/p>\n\n

But often it’s not our attention’s fault.<\/p>\n\n

It’s the fault of strategies that cost more than they yield<\/em> .<\/p>\n\n

You’re looking for your uniqueness in the wrong place.<\/strong><\/h2>\n\n

We try to be better than others at things that cost everyone a lot.<\/p>\n\n

More marketing, more content, more features, more everything.<\/p>\n\n

But if it costs you a lot, it also costs your competitors a lot.<\/p>\n\n

And it becomes a war of attrition that no one can win.<\/p>\n\n

You can win an impossible race<\/h2>\n\n

Teams working with MAKE PROGRESS\u00ae internalize this concept:<\/p>\n\n

“Sustainable superiority is something that distinguishes the company from competitors, that does not involve additional costs for them, and that competitors cannot or will not copy.”<\/em><\/p>\n\n

It’s something you can do for so long that it’s easier to win because competitors will destroy themselves.<\/p>\n\n

    \n
  1. It becomes so much a part of you that it would cost you more to stop.<\/strong> It’s not just that “it’s cheap to make.” It’s that after a while, it becomes your identity. And changing your identity is very expensive. <\/li>\n\n\n\n
  2. It’s not just adding, it’s also taking away.<\/strong> You become very good at eliminating what your customers don’t value. While competitors continue to add complexity, you subtract. And simplicity scales. <\/li>\n\n\n\n
  3. Competitors can’t or won’t copy you.<\/strong> Sometimes they could, but they don’t want to<\/em> . Because it’s too off-brand for them. Too far from their history. And that gives you a head start. <\/li>\n<\/ol>\n\n

    The question becomes: how do I find this sustainable \u201cedge\u201d?<\/strong><\/p>\n\n

    Think the unthinkable<\/h2>\n\n

    One of the books that has fascinated me most in recent years is Unreasonable Hospitality<\/em> by Will Guidara ( Italian<\/a> \/ English<\/a> ).<\/p>\n\n

    Guidara is the former co-owner of Eleven Madison Park, the New York restaurant he led to become the #1 in the world in 2017 (World’s 50 Best Restaurants) and to earn 3 Michelin stars.<\/p>\n\n

    Why am I talking about a book about hospitality? Because every business is a hospitality business.<\/strong> <\/p>\n\n

    I also talked about it in newsletter #186<\/a> , where I collected the strategies for differentiation through customer experience: how to exceed expectations, personalize every interaction, and why small gestures create a big impact. If you haven’t read it, catch up.<\/p>\n\n

    Every time a customer enters your world\u2014be it a website, an app, an office, or a call\u2014you’re hosting them. You’re giving them an experience in your space. And that experience determines whether they’ll return or not. <\/p>\n\n

    The book is powerful because it doesn’t (just) talk about catering. It’s about creating experiences people won’t forget.<\/strong> And how to do it sustainably.<\/p>\n\n

    But today I want to talk to you about a different concept, which I discovered while rereading the book.<\/p>\n\n

    The concept is the “reverse benchmark”<\/em> .<\/p>\n\n

    We usually look at competitors to copy what they do well.<\/p>\n\n

    Guidara suggests the opposite: look at what they do poorly (or don’t do at all) and go all-in on that (if you’re good at it).<\/strong><\/p>\n\n

    It seems counterintuitive. But if your competitors ignore a detail because it’s “hard” or “doesn’t scale,” and you build a system around it, magic happens. <\/p>\n\n

    You can pay so much attention to that detail that everything you do immediately becomes of enormous quality.<\/p>\n\n

    When Guidara decided to eliminate the classic “no”s of luxury dining and serve a street-style hot dog on a 3-Michelin-star plate, he found his uniqueness.<\/p>\n\n

    It was cheap (a hot dog).<\/p>\n\n

    It was differentiating (nobody did it).<\/p>\n\n

    It was sustainable (they could do it forever).<\/p>\n\n

    This is the best way to find your sustainable uniqueness.<\/p>\n\n

    Don’t try to be better everywhere.<\/p>\n\n

    Look for where others are lazy, distracted, or bored.<\/p>\n\n

    And plant your flag there.<\/p>\n\n

    Forever.<\/p>\n\n

    Examples of Reverse Benchmarking<\/h2>\n\n

    See how the giants used the reverse benchmark to destroy the competition.<\/p>\n\n

    They didn’t try to do what others were doing better<\/em> . They looked at what others were doing poorly<\/em> (often profiting from it) and did the opposite. <\/p>\n\n

    1. Dyson vs. Vacuum Cleaner Manufacturers<\/h3>\n\n

    What competitors were doing wrong:<\/em> Vacuum cleaner manufacturers made money by selling replacement bags. But the bags clogged, smelled bad, and caused the vacuum cleaner to lose power. Customers paid more for a product that performed worse. <\/p>\n\n

    The Reverse Benchmark:<\/em> Dyson eliminated bags. It invented cyclonic technology that never loses suction. It forgot the recurring revenue from bags to offer a product that always performs at its best. <\/p>\n\n

    Result:<\/em> Competitors couldn\u2019t copy it without destroying their consumables-based business model.<\/p>\n\n

    2. IKEA vs. Traditional Furniture Manufacturers<\/h3>\n\n

    What competitors were doing wrong:<\/em> Furniture manufacturers sold furniture either pre-assembled or with paid assembly. It was expensive, required complex deliveries, and the customer had no control. <\/p>\n\n

    The Reverse Benchmark:<\/em> IKEA had its customers assemble furniture. What seemed like a flaw became an advantage: when you build something yourself, you add value to it. It’s called the “IKEA effect.” <\/p>\n\n

    The result:<\/em> lower prices, simplified logistics, and customers who love their furniture because they put in the work.<\/p>\n\n

    3. Moxy Hotels vs. Traditional Hotel Chains<\/h3>\n\n

    What competitors were doing wrong:<\/em> Hotels focused on large rooms and room service. It was expensive for them and their guests. But most guests only used their rooms to sleep. <\/p>\n\n

    The Reverse Benchmark:<\/em> Moxy has stripped down rooms to a bare minimum and transformed the lobby into a social hub: a bar, games, and 24\/7 workspaces. Check-in takes place at the bar counter. <\/p>\n\n

    The result:<\/em> lower costs, more accessible prices, and an experience that business travelers and young people love. Traditional hotels can’t copy this without distorting their brand. <\/p>\n\n

    Be strategically unreasonable<\/h2>\n\n

    What is the one thing your competitors are neglecting that you could do better than anyone else, at next to no cost, for the next 10 years?<\/p>\n\n

    Write to me, I’m curious.<\/p>\n\n

    ALWAYS MAKE PROGRESS \u25cf\u2191Antonio<\/p>\n\n

    <\/p>\n","protected":false},"excerpt":{"rendered":"

    4:37 read \u2014 How to find the one thing your competitors can’t (or won’t) copy.<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"episode_type":"","audio_file":"","podmotor_file_id":"","podmotor_episode_id":"","cover_image":"","cover_image_id":"","duration":"","filesize":"","filesize_raw":"","date_recorded":"","explicit":"","block":"","footnotes":""},"categories":[97],"tags":[],"class_list":["post-43697","post","type-post","status-publish","format-standard","hentry","category-strtgy-notes-en"],"acf":[],"yoast_head":"\nReverse benchmarking, or how to win easily - STRTGY<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/strtgy.design\/en\/strtgy-notes-en\/reverse-benchmarking-or-how-to-win-easily\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Reverse benchmarking, or how to win easily - 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