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Companies spend big share of their budget trying to ‘differentiate’ their product and services from those of their peer-group companies. Usually these differentiations are add-ons to the core category benefits which are expected from their product or service. But do such differentiations work?

Would you return to a restaurant that has an impressive interior and calming music but serves absolutely tasteless food?

This is the theme of ‘Simply Better‘, a book that, Gary Silverman calls, “… a book about marketing for people who have read too many books about marketing”.  Drawing upon experience of Tesco, Toyota and similar companies, Patrick Barwise and Sean Meehan, authors of the book, argues that, customers expect a predictable and reliable delivery of category benefits, every time; all the time. Differentiation does not matter to customers when category benefits fail.

The authors also emphasize the marketing principle put forwarded by Peter Drucker, ‘Marketing is not a specialized business activity…it is the whole enterprise seen from the customer’s point of view‘. Companies should spend their resources on improving customer’s experience at every point of contact  – be it marketing, sales, delivery or post-sales support.

These are simple yet fundamental concepts for any company’s success. Fact is, simple concepts are easy to be missed.

“Am I a freelancer?” or
“Am I a consultant?” or
“Am I a freelancing consultant?”

Those were some of the questions on my mind when I decided to quit the corporate world and be on my own. I googled and understood that they are not the same.

Generally, creative artists – like photographers and journalists – like to retain their creative freedom and they equally dislike being constrained by the company rule books. They prefer to roll their sleeves, get the work done and be paid; and not bother with other overheads. So they sign-up for specific assignments and if they like the company (the team, the work, the money), they continue to work with the same company; else they go with another. There is another group of people who prefer freelancing – those who can’t commit to a full time work schedule, primarily due to their personal commitments. In both categories, freelancers need not visit client office on a day-to-day basis.

Consultants are a different breed. They are (considered to be) experts in a specific domain and they advice their clients in solving problems in those domains. Their service will significantly influence the policies and projects of their clients. While freelancers are their own bosses, consultants need not be; they could be employed. It is common for employees in an IT firm, to have job roles as consultants. However, realizing their self-worth, some consultants quit their employers and take up independent contracts. It is expected that these consultants visit client office regularly, even on a daily basis.

Considering that I’m my own boss but work from client site, should I call myself as a freelance consultant? How about Independent Consultant? It sounds fancier, right?

Ref: http://freelance.geekinterview.com/42-Difference-Between-A-Freelancer-And-A-Consultant-.html