Our main competitor just raised a massive venture round to build a fully automated version of our core service, threatening to turn our premium offering into a cheap commodity. How do we rewrite our Three Uniques™ on the V/TO® to double down on the non-automatable parts of our business, and how do we communicate this defense to our sales team?

Question

Tyler Smith · Accepted Answer

When a competitor uses venture capital to automate and commoditize your industry, trying to compete on price or speed is a losing game. Instead, you must run toward complexity and human relationships. Use your next quarterly planning session to review and rewrite your Three Uniques™ on your V/TO®.

Your new uniques must focus entirely on the aspects of your service delivery that AI cannot replicate: deep strategic context, emotional intelligence, and high-accountability human partnership. For example, if your old uniques were speed, accuracy, and reports, your new uniques should be proactive strategic advisory, personalized change management, and a guaranteed human partner. This shift redefines your business from a transactional software substitute into an essential, strategic advisory partner.

Once you have solidified these new uniques, you must train your sales team to use them as a defense against commoditization. In your weekly Level 10 Meeting™, IDS® the specific objections your sales team is hearing in the field. Arm them with a narrative that highlights the risks of purely automated solutions, such as lack of contextual judgment, model hallucination, and the absence of real accountability. Your sales team must position your automated competitors as tools, while positioning your firm as the strategic guide that uses those same tools to deliver guaranteed, human-vetted outcomes. This approach protects your premium pricing, maintains your margins, and makes your business far more attractive to buyers looking for a highly defensible market position.