Step 11: Compare it with what already exists

This isn't a competitor analysis. It's a reality check: is your approach different enough to matter to the people you serve?

Not sure what a SWOT is? That's just business-speak for a grid where you write down your strengths, weaknesses, opportunities, and threats. You don't need one here. All you need is a clear sense of what's already out there, and why anyone should choose you.

You're not here to chase total originality—that's a myth. What matters is whether your approach is different enough to matter to the people you want to help. Sometimes it's a tiny detail that makes all the difference between "just another option" and "the only one that fits."

This taps into what psychologists call the differentiation paradox - people want something different, but only if it's still recognisably familiar. Your edge isn't about being completely original. It's about being different in the specific ways that matter to your specific audience.

Not This
A consultant's chart listing strengths and weaknesses to outsmart the market.
Do This
Check whether your difference is useful to the exact people you want to help.

Start here

Make a list of what's already out there that someone could pick instead of yours. Don't get distracted by the "big names" or polished LinkedIn profiles. Ask yourself: would any of these actually work for someone like me? Most of what's out there wasn't built for people juggling kids, chronic fatigue, ADHD, or a short fuse for nonsense.

If you're a misfit, don't waste your time comparing your idea to solutions that were never meant for people like you.

A simple lens (3 passes)

  1. What's similar?
    Name the other options, DIY hacks, or "good enough" alternatives your audience might actually pick. Don't just think about companies—think about any workaround or community that people already rely on.
  2. What are they missing?
    Find the gaps those options leave. Is it support? Pacing? A safe space for neurodivergent brains? Energy-friendly design? Focus on the things you refuse to sacrifice.
  3. What would you challenge?
    Name the assumption you reject. For example, "consistency means a 5am grind" or "one-size process fits everyone." Your difference often starts where you break the rules.
The real question isn't "Is this idea taken?" It's "What makes my version worth choosing?" That gap between "professional standard" and "actually useful for people like me" is exactly where your positioning lives.

What's next

You've found the gap. Next up is finding your personal, uncopyable angle on solving it.

The trap most founders fall into isn't building the wrong thing—it's believing you have to "look" successful at all times. Grace Beverley became a poster-child for modern hustle: launching two companies by her twenties, all while racking up magazine features and social media followers.

But what you didn't see behind the scenes was the breakdowns, the panic attacks, and the exhaustion that comes from always performing. In her book Working Hard, Hardly Working, Grace spells it out: "I was addicted to achievement, terrified of slipping, and constantly hiding how tough it really was."

The take-away: If you're building something for misfits, don't copy the highlight reel. Focus on what works for real humans—not what looks good for a podcast interview or a founder profile.

Want to hear it direct? BBC: The 22-year-old taking on the gym wear world | Podcast: The Diary Of A CEO - Grace Beverley

The easy way out is to stick with what's working—right up until it stops. Back in the DVD days, Netflix was already successful. Most of their customers couldn't even imagine streaming. Blockbuster thought it was a joke. But Reed Hastings saw the shift coming, and took a risk that nearly killed the company—pivoting to streaming long before it was the norm.

Most founders wait until the market forces them to change. Netflix nearly broke itself by acting early, but it survived. Blockbuster waited, and you know how that ended.

Founder lesson: If your gut says the world's moving, don't ignore it. The safest move is often the one that feels risky today.

Watch it happen: The Netflix story (YouTube)

Here's where most new ideas get lost: they describe what makes them "unique," but never show how that actually helps anyone. Don't just say your offer is "different"—give real examples. For instance, maybe you respond to messages at odd hours because your customers are night owls. Maybe you use voice notes because your people hate reading long emails. Maybe your advice fits around care responsibilities or chronic illness.

Tiny shifts like these are the reason your version is actually useful—while "better marketing" alone isn't.

Challenge: Pick one thing you do differently because of who you are—not because it sounds good on a website. That's your edge.

The differentiation paradox is a concept from consumer psychology: people claim they want something "completely different," but in practice, they choose options that feel familiar with a twist. Too similar, and you're invisible. Too different, and you're incomprehensible. The sweet spot is being different in ways that solve a real problem your audience already recognises.

This is why Airbnb worked - it wasn't "completely new" accommodation. It was hotels, but with the twist of feeling like a local experience. The core need (somewhere to sleep) was familiar. The difference (stay in someone's actual home) was specific enough to matter.

Example: A therapist who only works with ADHD clients isn't offering "completely different" therapy - the core service is recognisable. But the difference (understanding ADHD-specific challenges, flexible scheduling, text-based follow-ups) makes it the only viable option for that audience. That's the differentiation paradox in action.
Practical takeaway: Don't aim for total originality. Aim for useful difference. Ask: "What's the smallest change I could make that would make this the obvious choice for my specific audience?" That's your positioning.

Plain English: Your edge isn't being weird for the sake of it. It's being different in the exact ways that matter to the people you serve - and familiar enough that they trust you can actually deliver.