How do you stand out from the crowd when you are anonymous? "John is an ordinary manager in a run-of-the-mill company. He just spent a long day working on some arcane file of which he is the sole person understanding the complexity. He knows that his contribution is not always appreciated by his peers. Despite the fatigue, he raises his gaze with pride on a newly published book where his accomplishments are quoted as an example. He belongs to an elite. He is one of the best experts in his domain." This is the promise that the new collection 20 Questions makes to its readers. It is a powerful demonstration of unprecedented value brought to clients. This new disruptive approach has the potential of overturning the rules of the game of the publishing market.
This is a story of a start-up who is launching a major innovation in the publishing world. It was told to me by Etienne Pluvinage, director of 20 Questions. 
When he talks to me about his project, his eyes twinkle and his voice resonates. He shares with me his passion for reading. He has a long carrier as a small business executive where, although swamped by his responsibilities, he manages to take some reading time and achieve a personal balance. “At the age of 52, I decided to combine my passion and my professional project. I undertook a new mission: I decided to create a new business book series to efficiently circulate ideas among managers. That is how I started 20 Questions.
The initial vision has a hard time convincing potential readers. At first, the concept aims the needs of managers who, during their career, rapidly become generalists. They are constantly confronted to new problems. They have to tackle new concepts that largely exceed the scope of their education. Etienne Pluvinage explains : "In response, 20 Questions is a series of books covering multiple topics in a simple and graspable manner. Each book is divided in 20 frequently asked questions that the author answers. Its content is made up from examples that seem familiar to the reader. It’s a simple format that is easy to read and generates concrete results. The readers subscribe and receive one book every month." Despite the clarity of his speech, his ideas do not spark the readers’ enthusiasm he was hoping for: they are good but not revolutionary enough.
The key to the unprecedented value of 20 Questions is found in the exchange between readers and authors. To help authors illustrate their books with real examples, the publisher gives subscribers the possibility of participating in the book's writing. These subscribers can consult books in progress on the Internet and offer their insight on the questions being discussed. If the input is interesting, the author can use it and immediately publish it on the site. The ones that brought the information can earn the privilege of being quoted as an example in the book. They can enter in contact with the other subscribers and read their comments. They are, at no expense nor travel, incorporated in a network of experts. Etienne Pluvinage reports : "When I speak about my project, it is the possibility of participating in the books’ writing that appeals most to readers".
The power of this value is explained by a regulatory disruption in today's employment market. The tacit contract that ties the company to the employee has considerably evolved these last years. Formerly, in exchange of a well-done job, a contributor benefited from the promise of a flourishing career and lifetime employment. The high marks given by his superiors were enough to support his social status. Today, with the pressure of competition and globalisation, companies can not pretend escaping from the necessity of downsizing. Whatever may be the quality of an employee's work, he can be brutally laid-off and find himself unemployed. The esteem of his superiors is only of small interest since they too can prematurely leave the company.
This situation leads to another disruption in the behaviour of managers who are the clients of 20 Questions. They have to find new ways to satisfy two needs: feeling important and secure. Since the company is no longer a reliable source of self-esteem, they need to be appraised beyond the walls of their company. They aspire to inform the world of their expertise. While doing their job, they do not want to be caught off-guard when a new competency is requested. In case of lay-off, they need to develop a network that will allow them to find a new job. They have to accumulate visible and appreciated achievements outside of the company.
The approach of 20 Questions perfectly responds to managers’ worries and aspirations. Without having to put in a lot of time, its subscribers build up a network made up of professionals that appreciate their know-how. They have the possibility of exposing accomplishments that are published in a book. Such quotations will of course be part of their resume. The contact with experts in a number of domains will help them dominate unexpected situations in their company. If they find themselves unemployed, they can immediately activate a network that will be very precious when searching for a new position.
The presence of an unprecedented value often makes the difference between success and failure. We have here a very good example of unprecedented value that should translate into success.
