Superiority

David Ogilvy, who turned his genius for advertising into famous Ogilvy & Mather agency and, later, a huge chateau in France, once observed that marketers are wrong to emphasize superiority.
Ogilvy argued you can accomplish just as much by convincing a prospect that your service is "positively good."


You can test the validity of Ogilvy's observation with your own experience:
How often are you really looking for the very best service: the very best baby-sitter, cleaning lady, or tax adviser? (Not often.)
How often do you even know the best when you find it? (Not often.)
How long are you willing to look to find the very best, when someone very good is readily availabe? (Not long.)
How much more will you pay for the very best, especially if very good is good enough? (Not much.)
How much do you trust other people's assessment of the "very best"? (Not much.)
How good does anything have to be satisfy you? (Only very good; anything better is a bonus.)
And critical question: How do you respond when a service tells you it is the very best? (Skeptically, and not very well; it sounds like bragging and puffing.)


People who conduct oral surveys for service clients quickly learn something surprising and disappointing to their clients. if the surveyor asks: "What is the main reason you continue to do business with this company?" the most common answer they hear, even from clients of superior services, is "I just feel comfortable with them."
Not superiority. Not even excellence.
Just simple old leather-slippers comfort.
Our competitive culture fills us with the desire to be Number One. It's exciting to be part of the best; best does have its rewards. But the assumption that being the very best is a necessary marketing position, much less a uniquely powerful one, is refuted by experienced your own.
Convey that you are "positively good."