Positioning: The Battle for Your Mind by Al Ries & Jack Trout created a revolution in the advertising and marketing fields.                    @

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Positioning: The Battle for Your Mind by Al Ries &amp; Jack Trout created a revolution in the advertising and marketing fields.

Before the concept of “positioning”, advertising and marketing was all about being the “first,” “best,” or “finest” (just look at old labels). After positioning, firms often felt comfortable promoting themselves by admitting what they were not.

Before the concept of “positioning”, advertising and marketing was all about being the “first,” “best,” or “finest” (just look at old labels). After positioning, firms often felt comfortable promoting themselves by admitting what they were not.                    

For example, Avis’s famous campaign admitted it was number two to Hertz in car rental, but asked people to try them because “We try damned hard. (When you’re not the biggest, you have to.)”

For example, Avis’s famous campaign admitted it was number two to Hertz in car rental, but asked people to try them because “We try damned hard. (When you’re not the biggest, you have to.)”                   

The positioning idea is so powerful, Ries and Trout said, because it makes sense not just in business, but in life. Most people progress not through competition, but through differentiation.

The positioning idea is so powerful, Ries and Trout said, because it makes sense not just in business, but in life. Most people progress not through competition, but through differentiation.                   @

Positioning was written at a time when Pan Am was still around, Xerox and IBM ruled the roost in technology, and OJ Simpson was starring in ads for Hertz. Even the 2001 edition, which included updates on the original text in the margins, seems pretty dated.

Positioning was written at a time when Pan Am was still around, Xerox and IBM ruled the roost in technology, and OJ Simpson was starring in ads for Hertz. Even the 2001 edition, which included updates on the original text in the margins, seems pretty dated.                    @

But the positioning concept itself is timeless, and it is easy to think of new examples and iterations as you are reading.

But the positioning concept itself is timeless, and it is easy to think of new examples and iterations as you are reading.                   

Positioning is simply the way you differentiate yourself in the mind of the prospect—what in their eyes you stand for. In an age when we experience a torrent of information and advertising, being seen to stand for anything at all is an achievement.

Positioning is simply the way you differentiate yourself in the mind of the prospect—what in their eyes you stand for. In an age when we experience a torrent of information and advertising, being seen to stand for anything at all is an achievement.                   

You can’t be “creative” and try to win one over the customer with crafty advertising, since they will already have a firm view of what your product or service is about. And once they have that view, it’s very hard to change it, even if you throw buckets of money at a campaign.

You can’t be “creative” and try to win one over the customer with crafty advertising, since they will already have a firm view of what your product or service is about. And once they have that view, it’s very hard to change it, even if you throw buckets of money at a campaign.                   @

The way through the mass of communications bombarding people is to position a product or service so clearly that it doesn’t even need advertising, so that it becomes a space in people’s mind (e.g. Volvo = safety; FedEx = overnight; BMW = driving).

The way through the mass of communications bombarding people is to position a product or service so clearly that it doesn’t even need advertising, so that it becomes a space in people’s mind (e.g. Volvo = safety; FedEx = overnight; BMW = driving).                   @

The scope of products and services is potentially endless, but the human mind only has so much attention and bandwidth. In this “overcommunicated” world, people’s only defense is to simplify, staying with what they trust and are clear about, and filtering out all the noise.

The scope of products and services is potentially endless, but the human mind only has so much attention and bandwidth. In this “overcommunicated” world, people’s only defense is to simplify, staying with what they trust and are clear about, and filtering out all the noise.                   @

Stand for something - anything

From a marketing point of view, you have to work out what message has the best chance of sticking or getting through: “You concentrate on the perceptions of the product, not the reality of the product.” In advertising, as in politics, it is perception that matters.

From a marketing point of view, you have to work out what message has the best chance of sticking or getting through: “You concentrate on the perceptions of the product, not the reality of the product.” In advertising, as in politics, it is perception that matters.                   @

Everyone remembers the name of the first man to step on to the moon (Neil Armstrong). Not many can recall the second. Everyone can say the name of the highest mountain on earth (Mount Everest). Not many can name the second highest.

Everyone remembers the name of the first man to step on to the moon (Neil Armstrong). Not many can recall the second. Everyone can say the name of the highest mountain on earth (Mount Everest). Not many can name the second highest.                    @

In selling products or services, it doesn’t so matter so much whether yours is the best or not, but whether it is the first in people’s minds. IBM didn’t invent the computer (Sperry-Rand did, with the Univac), but was the first big computer company.

In selling products or services, it doesn’t so matter so much whether yours is the best or not, but whether it is the first in people’s minds. IBM didn’t invent the computer (Sperry-Rand did, with the Univac), but was the first big computer company.                    

Coca-Cola was the first cola, and still is. Hertz was the first rent-a-car company, and is still number one. Yes, it’s possible to be second or third in something, and still be successful. But it’s much easier to be the first.

Coca-Cola was the first cola, and still is. Hertz was the first rent-a-car company, and is still number one. Yes, it’s possible to be second or third in something, and still be successful. But it’s much easier to be the first.                   

The numbers show that the first brand that becomes well-known in a category will get twice the market share of the second, and the second will get twice as much as the number three.

The numbers show that the first brand that becomes well-known in a category will get twice the market share of the second, and the second will get twice as much as the number three.                    

Consider brands like Campbell’s soup, Colgate toothpaste, Gillette razors, Goodyear tires, Kellogg’s cereals, Lipton teas—the list goes on. McDonald’s will always outsell Burger King, Goodyear will always outsell Firestone, Harvard will always be more famous than Yale.

Consider brands like Campbell’s soup, Colgate toothpaste, Gillette razors, Goodyear tires, Kellogg’s cereals, Lipton teas—the list goes on. McDonald’s will always outsell Burger King, Goodyear will always outsell Firestone, Harvard will always be more famous than Yale.                   @

Coca-Cola’s best ever tagline was “The real thing.” Simple and true, because whatever brand is the first to fill a category, people naturally see it as the real thing. Heinz in ketchup, Xerox in copiers, Zippo in lighters. Any subsequent product is an imitation.

Coca-Cola’s best ever tagline was “The real thing.” Simple and true, because whatever brand is the first to fill a category, people naturally see it as the real thing. Heinz in ketchup, Xerox in copiers, Zippo in lighters. Any subsequent product is an imitation.                   @

If you can’t be first, admit it and make the most of it. After Avis had kept increasing revenue, it ditched the We Try Harder campaign for “Avis is going to be No.1” This was just braggadocio, betraying people’s liking for the underdog that was part of the old campaign.

If you can’t be first, admit it and make the most of it. After Avis had kept increasing revenue, it ditched the We Try Harder campaign for “Avis is going to be No.1” This was just braggadocio, betraying people’s liking for the underdog that was part of the old campaign.                    @

Nothing lasts forever, and there are plenty of big brands that were inadvertently killed off by their owners. Xerox lost focus and declined because it tried to get into computers. Kodak did the same by trying to be a player in areas that had nothing to do with photography.

Nothing lasts forever, and there are plenty of big brands that were inadvertently killed off by their owners. Xerox lost focus and declined because it tried to get into computers. Kodak did the same by trying to be a player in areas that had nothing to do with photography.                   @

Whatever they did, it failed, because in the public’s mind Kodak meant one thing only: photography. It’s hard to escape deep-rooted perceptions.

Whatever they did, it failed, because in the public’s mind Kodak meant one thing only: photography. It’s hard to escape deep-rooted perceptions.                   

The original and the best

If you’re an industry follower, the best strategy for finding some kind of dominance is to “look for the hole.” In other words, whatever the industry as a whole is doing, try to do the opposite.

If you’re an industry follower, the best strategy for finding some kind of dominance is to “look for the hole.” In other words, whatever the industry as a whole is doing, try to do the opposite.                    @

For years the motor industry was obsessed with making cars longer, lower, and sleeker. Then came the Volkswagen Beetle: short, fat, and ugly—and a hit. Its slogan for the American car market, which is famous for big machines: “Think small.”

For years the motor industry was obsessed with making cars longer, lower, and sleeker. Then came the Volkswagen Beetle: short, fat, and ugly—and a hit. Its slogan for the American car market, which is famous for big machines: “Think small.”                   @

Another way to carve out a position with a product is to charge a lot more for it. In a throw-away society, people are willing to pay more for things that are designed to last, like a Mercedes. Chivas Regal became a top scotch brand by being quite open about how expensive it was.

Another way to carve out a position with a product is to charge a lot more for it. In a throw-away society, people are willing to pay more for things that are designed to last, like a Mercedes. Chivas Regal became a top scotch brand by being quite open about how expensive it was.                   

“The price (high or low) is as much a feature of the product as anything else” Ries &amp; Trout

“The price (high or low) is as much a feature of the product as anything else” Ries & Trout                   

Another way to become number one is to attack or reposition the existing number one. When there emerged reports that aspirin could irritate the stomach lining in some people and cause allergic reactions, Tylenol (a paracetamol brand) wasn’t slow to write ads about it.

Another way to become number one is to attack or reposition the existing number one. When there emerged reports that aspirin could irritate the stomach lining in some people and cause allergic reactions, Tylenol (a paracetamol brand) wasn’t slow to write ads about it.                    

In its advertising, it attacked the Bayer aspirin brand and ending with the words, “Fortunately, there is Tylenol.” Tylenol became the number one painkiller brand in the United States.

In its advertising, it attacked the Bayer aspirin brand and ending with the words, “Fortunately, there is Tylenol.” Tylenol became the number one painkiller brand in the United States.                   

Emphasizing authenticity is a way to come out on top. Once upon a time, three American-made vodkas had most of the US market. The advertising firm behind another brand, Stolichnaya, decided to position it by making much of the fact that it was made in Leningrad, Russia.

Emphasizing authenticity is a way to come out on top. Once upon a time, three American-made vodkas had most of the US market. The advertising firm behind another brand, Stolichnaya, decided to position it by making much of the fact that it was made in Leningrad, Russia.                   

The firm pointed out in ads that the others, with fake Russian names like Samovar and Smirnoff, were made in Pennsylvania and Connecticut. Sales soared. “People like to see the high and mighty exposed,” Ries and Trout note, “They like to see bubbles burst.”

The firm pointed out in ads that the others, with fake Russian names like Samovar and Smirnoff, were made in Pennsylvania and Connecticut. Sales soared. “People like to see the high and mighty exposed,” Ries and Trout note, “They like to see bubbles burst.”                    

After Russia invaded Afghanistan, Stolichnaya’s distributor Pepsico got cold feet about the Russian origins, and changed its ads. Absolut was then launched and took the top spot instead.

After Russia invaded Afghanistan, Stolichnaya’s distributor Pepsico got cold feet about the Russian origins, and changed its ads. Absolut was then launched and took the top spot instead.                    

Today, there’s another reshuffling of brands and marketing based on Russia’s invasion of Ukraine. Ries’ and Trout’s point is that political events come and go, but the important thing is to create and maintain a long-term position in people’s minds.

Today, there’s another reshuffling of brands and marketing based on Russia’s invasion of Ukraine. Ries’ and Trout’s point is that political events come and go, but the important thing is to create and maintain a long-term position in people’s minds.                   @

Be authentic (and have an enemy)

Ries' &amp; Trout’s “Law of Two” states that there is usually one dominant brand in a category, and an also-ran with significant market share. Coke and Pepsi, Hertz and Avis, et cetera.The other players in the category, with little name recognition, scramble for a diminishing share.

Ries' & Trout’s “Law of Two” states that there is usually one dominant brand in a category, and an also-ran with significant market share. Coke and Pepsi, Hertz and Avis, et cetera.The other players in the category, with little name recognition, scramble for a diminishing share.                   @

This dynamic is now more evident than ever. The winner-takes-all nature of today’s online arena, with its “network effects” in which the more a platform is used, the stronger it gets, means the “Law of One” is more apt.

This dynamic is now more evident than ever. The winner-takes-all nature of today’s online arena, with its “network effects” in which the more a platform is used, the stronger it gets, means the “Law of One” is more apt.                    

There is no real competitor to Twitter in microblogging, Instagram in image-based social media, Facebook for friend connections, or LinkedIn for work. Amazon dominates online retailing, and despite the efforts of Microsoft with Bing, there is no real competitor to Google search.

There is no real competitor to Twitter in microblogging, Instagram in image-based social media, Facebook for friend connections, or LinkedIn for work. Amazon dominates online retailing, and despite the efforts of Microsoft with Bing, there is no real competitor to Google search.                   @

Just as Ries and Trout said, you rarely succeed by going head-to-head with the number one, but rather must position yourself as something different, even if that position is a smaller one.

Just as Ries and Trout said, you rarely succeed by going head-to-head with the number one, but rather must position yourself as something different, even if that position is a smaller one.                   

In a media-saturated world, firms should feel lucky that their brands are known for something, even if they would like to be something else. Tanqueray, the gin brand, tried to launch Tanqueray Sterling vodka. Silly. In everyone’s mind Tanqueray means gin.

In a media-saturated world, firms should feel lucky that their brands are known for something, even if they would like to be something else. Tanqueray, the gin brand, tried to launch Tanqueray Sterling vodka. Silly. In everyone’s mind Tanqueray means gin.                    

The Levi-Strauss company thought people would want to buy tailored slacks if they knew they were made by Levi-Strauss. Its “Levi’s Tailored Classics” line duly failed. But when it launched the same product under the name “Dockers,” it carved out a big global market.

The Levi-Strauss company thought people would want to buy tailored slacks if they knew they were made by Levi-Strauss. Its “Levi’s Tailored Classics” line duly failed. But when it launched the same product under the name “Dockers,” it carved out a big global market.                   

After decades of brand extension failures, big companies still don’t get it. It is the temptation to mess with people’s perceptions that has undone many great brands, just as much as the failure to keep ahead of technology or innovate.

After decades of brand extension failures, big companies still don’t get it. It is the temptation to mess with people’s perceptions that has undone many great brands, just as much as the failure to keep ahead of technology or innovate.                   

A final example: Cadillac once meant “large luxury American car” in the public’s mind. Then came the smaller Cadillac Seville. It led to a burst of sales for Cadillac, but weakened the Cadillac name.

A final example: Cadillac once meant “large luxury American car” in the public’s mind. Then came the smaller Cadillac Seville. It led to a burst of sales for Cadillac, but weakened the Cadillac name.                    @

The problem is, executives and investors always get in the way, wanting bigger product lines. This brings short term revenue and profit boosts, but often kills the brand in the long run.

The problem is, executives and investors always get in the way, wanting bigger product lines. This brings short term revenue and profit boosts, but often kills the brand in the long run.                    

Bottom line: It’s a simple fact of life, Ries and Trout say, that “strong positions in the prospect’s mind are built on major achievements. Not on broad product lines.” Don’t try to make your brand everything. Stand for something - one thing.

Bottom line: It’s a simple fact of life, Ries and Trout say, that “strong positions in the prospect’s mind are built on major achievements. Not on broad product lines.” Don’t try to make your brand everything. Stand for something - one thing.                   @

More skewed than ever

"Positioning" by Al Ries & Jack Trout

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