What if we’re thinking about whitespace all wrong? A common strategy exercise involves mapping competitors on the four quadrants created by two axes, like “inclusive vs. exclusive” or “traditional vs. futuristic.” This is a neat and tidy way to visualize a given marketplace.

The problem begins when strategists use where competitors are not to determine where their client should be. Rather than let competitors define the niche our client will occupy, we like to start with our client’s unique strengths: the things they can do better than anyone else.

That may mean they end up sitting close to an existing competitor on the quadrants. This is, of course, visually claustrophobic. But accentuating conflict with an existing competitor by highlighting why you are the rightful owner of that position is perfectly acceptable.

Storytelling is essential to good branding, and conflict is essential to a good story. When you don’t let the market define you, you empower yourself to define the market.