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Steve Van Remortel

STOP SELLING VANILLA ICE CREAM

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What Will You Learn?

Differentiate or die—escape commodity competition through strategic positioning – Stop Selling Vanilla Ice Cream by Van Remortel flavors your business uniqueness.

This comprehensive differentiation summary and strategic tools reveal:

  • Strategic Sweet Spot - Find where capabilities, market needs, and passion intersect perfectly
  • Talent-Strategy Alignment - Match people to strategy execution, not just job positions
  • Performance Breakthrough Process - Connect individual goals directly to company differentiation
  • Flavor Profile Development - Create unique value propositions competitors cannot copy easily



What most summaries miss: Van Remortel's "31 Flavors Test"—if you can't explain your uniqueness in 30 seconds, you're selling vanilla.

Launch Click.Apply.Grow™ differentiation: List what makes you vanilla today. Choose one aspect to transform this week. Make it remarkable tomorrow. Companies completing this strategic process report 90% increase in profit margins within one year.

Vanilla is safe. Remarkable is profitable.

stop-selling-vanilla-ice-cream original-book-image

About the Author

Steve Van Remortel is founder of Stop the Vanilla LLC who created 100+ methodologies for strategic differentiation and talent optimization.

Award-winning author of Stop Selling Vanilla Ice Cream, grew manufacturing company from $4.5M to $30M in five years. Led 1,000+ strategy sessions across hundreds of industries. Master's in Strategic Management, Certified Professional Behavioral Analyst. Named Green Bay Businessperson of the Year.

What sets Van Remortel apart: His "Stop the Vanilla" philosophy shows leaders how commodity thinking kills profits, even in differentiated markets.

Since 1999, helps CEOs achieve their vision through strategic clarity and talent alignment. Companies implementing Van Remortel's differentiation strategies see 40% margin improvement within 18 months.

The strategist ending vanilla thinking in business and life.

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