Agencies participating in the Agency Core 2025 research frequently reference market saturation and competitive pressure when discussing their positioning. Many describe operating in environments where services, pricing, and promises appear similar across firms. Within this context, agency leaders shared how they explain what makes their work distinct, using a range of language tied to expertise, focus, and perceived value.

This blog surfaces how agencies describe differentiation based on reported data. It reflects common patterns, areas of uncertainty, and variation across agency segments without evaluating effectiveness or offering guidance. The intent is to present how differentiation is being articulated today, as reported by agency leaders themselves.

Agency leaders describe differentiation using a mix of strategic language and practical descriptors. These descriptions often reflect how agencies explain themselves internally and to prospects.

• Common Language Used To Describe Differentiation

  Across responses, agencies frequently reference differentiation in terms of being different, specialized, or distinct, though the level of specificity varies. Common descriptors reported include:

  • Emphasis on being different from competitors without clearly defining how
  • References to quality, experience, or trust built over time
  • Statements about understanding client needs better than others

  In many cases, differentiation is described broadly rather than through narrowly defined attributes. The research shows that some agencies struggle to translate internal beliefs about uniqueness into externally clear language.

• Emphasis On Services, Expertise, Or Industry Focus

  Agencies also describe differentiation by pointing to what they do or who they serve. Reported approaches include:

  • Highlighting a specific service offering or capability
  • Positioning around expertise in a particular industry or client type
  • Describing a combination of services as a differentiator

  The data suggests that service-based descriptions are more common among agencies without a clearly articulated niche, while others reference expertise or specialization more directly.

Clarity around niche and positioning varies widely across the agency landscape. The research captures both confidence and uncertainty in how agencies define their place in the market.

• Agencies Describing A Clear Niche

  A portion of respondents strongly agree that their agency has a unique positioning or niche that sets them apart. These agencies are more likely to report:

  • Clear articulation of who they serve
  • Consistent language around their focus
  • Alignment between positioning and existing client work

  Agencies in this group tend to describe differentiation as something already established rather than aspirational. This confidence is more frequently reported among certain attitudinal segments.

• Agencies Reporting Ambiguity Or Overlap

  Many agencies report less clarity. Among these respondents:

  • Differentiation is cited as a severe challenge
  • Positioning is described as broad or flexible
  • Overlap with competitors is commonly acknowledged

  Some agencies also report concern that narrowing their focus could limit new business opportunities. This uncertainty contributes to hesitation in fully committing to a defined niche, even when differentiation is viewed as important.

Differentiation appears repeatedly in the research as an area of strain, particularly in crowded markets where agencies perceive increasing competition.

• Agencies Citing Difficulty Standing Out

  A notable share of agency leaders report that standing out from competitors is difficult. Reported contributing factors include:

  • Similar service offerings across agencies
  • Clients comparing agencies primarily on price
  • Difficulty communicating value beyond deliverables

  This challenge is not limited to agencies of a specific size or specialty, suggesting that perceived crowding affects a wide range of firms.

• Concerns About Narrowing Focus

  Alongside difficulty standing out, some agencies report concern about specialization itself. The research shows that:

  • A portion of agencies worry that a narrow niche limits opportunity
  • Differentiation is sometimes viewed as risky in uncertain markets
  • Broad positioning is used as a way to remain flexible

  These concerns coexist with acknowledgment that unclear positioning can make differentiation harder to communicate.

The way agencies describe differentiation varies noticeably across attitudinal segments identified in the research. These differences reflect how leaders perceive their positioning, confidence, and competitive environment.

• How Thought Leaders Describe Differentiation

  Agencies classified as Thought Leaders most often describe differentiation through clear specialization. They are more likely to report:

  • A defined niche aligned with recurring client needs
  • Strong confidence in how their agency is positioned
  • Consistent language around expertise rather than services alone

  In the research, Thought Leaders show the highest agreement that their agency has a distinct niche. Their descriptions of differentiation tend to be specific and rooted in what they are known for within a defined market space.

• How Change Seekers And Cobblers’ Kids Describe Differentiation

  Change Seekers and Cobblers’ Kids report more uncertainty when describing differentiation. Common patterns include:

  • Acknowledging difficulty standing out in crowded markets
  • Describing positioning as evolving or unclear
  • Referencing competitive pressure more frequently than uniqueness

  These segments are more likely to cite differentiation as a severe challenge. Their descriptions often emphasize struggle or transition rather than established identity.

• How Loyalty Builders Reference Positioning

  Loyalty Builders tend to reference differentiation indirectly. Rather than focusing on niche language, they more often describe:

  • Long-standing client relationships
  • Consistency and reliability
  • Depth of understanding built over time

  While not always framed explicitly as differentiation, these agencies describe elements that set them apart through retention and ongoing client engagement rather than outward positioning statements.

Across segments, agencies consistently describe operating in crowded and competitive environments. The research captures shared perceptions about how this crowding affects differentiation.

• Perceived Competition And Similarity

  Many agency leaders report that competitors appear similar in terms of services offered and claims made. Common observations include:

  • Difficulty identifying meaningful differences between agencies
  • Increased competition for the same types of clients
  • Pressure to justify pricing in crowded categories

  These perceptions contribute to the sense that differentiation is harder to communicate, even when agencies believe they offer unique value.

• Prospect Understanding Of Agency Positioning

  The research also surfaces gaps between how agencies describe themselves and how well prospects are reported to understand that positioning. Findings show that:

  • Not all agencies believe prospects clearly understand what sets them apart
  • Some agencies highlight differentiation in marketing, while others do not
  • Clarity of positioning does not always translate into external recognition

  This gap appears more frequently among agencies that report broader or less defined positioning.

The Agency Core 2025 research reflects a landscape where differentiation is widely acknowledged as important but unevenly articulated. Agencies describe their uniqueness using a range of language, from clear niche-based positioning to broader statements about experience or flexibility.

Across the data, confidence in differentiation varies by segment, clarity of niche, and perceived market crowding. Some agencies describe differentiation as an established part of their identity, while others frame it as an ongoing challenge shaped by competition and uncertainty. Together, these reported perspectives offer a snapshot of how agencies currently describe differentiation in a crowded market, without prescribing what that differentiation should look like.