Free Essay

Positioning the Battle for Your Mind

In:

Submitted By FrankRoss
Words 30800
Pages 124
redirecting...

| |cover |next page > |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
|title |
|: |
|Positioning : The Battle for Your Mind |
| |
|author |
|: |
|Ries, Al.; Trout, Jack. |
| |
|publisher |
|: |
|McGraw-Hill Professional |
| |
|isbn10 | asin |
|: |
|0071359168 |
| |
|print isbn13 |
|: |
|9780071359160 |
| |
|ebook isbn13 |
|: |
|9780071374613 |
| |
|language |
|: |
|English |
| |
|subject |
| |
|Positioning (Advertising) |
| |
|publication date |
|: |
|2000 |
| |
|lcc |
|: |
|HF5827.2.R53 2000eb |
| |
|ddc |
|: |
|659.1 |
| |
|subject |
|: |
|Positioning (Advertising) |
| |
| |cover |next page > |

| |
| |
| |
| |
| |
| |
|Page 1 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Introduction |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|''What we have here is a failure to communicate." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|How often have you heard that bromide? "Failure to communicate" is the single, most common, most universal reason given for problems that |
|develop. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Business problems, government problems, labor problems, marriage problems. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If only people took the time to communicate their feelings, to explain their reasons, the assumption is that many of the problems of the |
|world would somehow disappear. People seem to believe any problem can be solved if only the parties sit down and talk. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Unlikely. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Today, communication itself is the problem. We have become the world's first overcommunicated society. Each year, we send more and receive |
|less. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|A New Approach to Communication |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|This book has been written about a new approach to communication called "positioning." And most of the |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 10 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|is the reality." So, too, in advertising, in business and in life. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But what about truth? What about the facts of the situation? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What is truth? What is objective reality? Every human being seems to believe intuitively that he or she alone holds the key to universal |
|truth. When we talk about truth, what truth are we talking about? The view from the inside or the view from the outside? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It does make a difference. In the words of another era, "The customer is always right." And by extension, the seller or communicator is |
|always wrong. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Truth is irrelevant. What matters are the perceptions that exist in the mind. The essence of positioning thinking is to accept the |
|perceptions as reality and then restructure those perceptions to create the position you desire. We later called this process "outside-in" |
|thinking. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It may be cynical to accept the premise that the sender is wrong and the receiver is right. But you really have no other choice. Not if you |
|want to get your message accepted by another human mind. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Besides, who's to say that the view from the inside looking out is any more accurate than the view from the outside looking in? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The study of psychology is very useful in understanding how minds work. Advertising is "psychology in practice." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|By turning the process around, by focusing on the prospect rather than the product, you simplify the selection process. You also learn |
|principles and concepts that can greatly increase your communication effectiveness. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 100 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The name Eastern puts the airline in the same category with Piedmont, Ozark and Southern. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|We ranted and raved about the Eastern name for 20 years until the company finally collapsed into Chapter 11 bankruptcy in March 1989. When |
|Frank Borman (the former astronaut) was Eastern's president, he wrote us a letter admitting that the name is "somewhat provincial and has, |
|in some cases, made it difficult to get national attention." However, he pointed out that "the name now has some 47 years behind it." A bad |
|name doesn't get any better no matter how many years you have been using it. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You see what you expect to see. The passenger who has a bad experience on American or United says, "It was just one of those things." An |
|exception to the good service he or she was expecting. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The passenger who has a bad experience on Eastern says, "It's that Eastern Airlines again." A continuation of the bad service he or she was |
|expecting. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It's not that Eastern hasn't tried. A number of years ago, Eastern brought in some big-league marketing people and pulled out the throttle. |
|Eastern was among the first to "paint the planes." "improve the food" and "dress up the flight attendants" in an effort to improve its |
|reputation. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And Eastern hasn't been bashful when it comes to spending money. Year after year, it has one of the biggest advertising budgets in the |
|industry. In a recent year, Eastern spent more than $20 million on advertising. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|For all the money, what do you think of Eastern? Where do you think they fly? Up and down the East Coast, to New York, Boston, Philadelphia,|
|Washington, Miami, right? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Well, Eastern also goes to St. Louis, New Orleans, Atlanta, Denver, Los Angeles, Acapulco, Mexico City. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Look at the problem from just one of Eastern's cities, Indianapolis. From Indianapolis, Eastern flies north to places like Chicago, |
|Milwaukee and Minneapolis. And south to places like Louisville, Atlanta and Fort Lauderdale. They don't happen to fly east. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And then there is the lush San Juan run which Eastern has been serving for more than 30 years. East- |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 101 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|ern used to get the lion's share of this market. Then American Airlines took over Trans Caribbean. So today, who is No. 1 to the San Juan |
|sun? Why American, of course. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You can't hang "the wings of man" on a regional name. When prospects are given a choice, they are going to prefer the national airline, not |
|the regional one. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In 1969, we made a presentation to Mohawk Airlines explaining why they should change their name. (Mohawk is a good name for a haircut, but |
|not an airline.) In 1972, when Mohawk merged with Allegheny Airlines, we urged the surviving airline to change its name. "You're going to |
|have to repaint half your fleet anyway," was one of our arguments, not to mention their nickname, "Agony Airlines." But no, they kept the |
|Allegheny name. (Allegheny, Piedmont, Ozark: why were so many airlines named after mountain ranges?) In October 1979, they finally faced up |
|to reality and changed the name to USAir. Today, US Airways is flying high, while Eastern is grounded. The arguments against this line of |
|thinking are always the same. It's not the name, it's the product, the service, the price. That's not true at all. It's the perception of |
|the product, the perception of the service, the perception of the price. Along with a bad name comes a bad perception. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The airline industry's problem is typical of the difficulty people have in separating reality from perception. Many experienced marketing |
|people look at the Eastern situation in exactly the opposite way. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"It's not the name that gets Eastern into trouble," they say. "It's the poor service, the food, the baggage handling, the surly flight |
|attendants." The perception is the reality. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What do you think of Piedmont Airlines? How about Ozark Airlines? And what about Allegheny? (In a survey of frequent travelers, 3 percent |
|said they would avoid American and 3 percent United. But 26 percent said they would avoid Allegheny and 38 percent said they would avoid |
|Eastern.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Allegheny, of course, has thrown in the towel and become USAir. Even North Central and Southern gave up. In 1979 the two merged to become |
|Republic Airlines. Now watch them take off. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Akron Twins |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Another common name problem is represented by two companies headquartered in Akron, Ohio. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What does a company do when its name (Good- |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 102 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|rich) is similar to the name of a larger company in the same field (Goodyear)? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|There are a lot of companies like B.F. Goodrich that need a name change. The question is, how do you change a corporate name? The worst way |
|to do it is to hire an outside firm to develop a million-dollar name. That way, you get fanciful names like Agilent, Aventis, Navistar, |
|Novartis. (Navistar recently went back to its original International name.) What you should generally do is to develop a product brand name |
|that can eventually serve as a corporate name. For example, that's the strategy that B.F. Goodrich should follow. Introduce a fine brand |
|that could eventually serve as a corporate name. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Goodrich has problems. Research indicates that they could reinvent the wheel and Goodyear would get most of the credit. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Not surprisingly, B. F. Goodrich recognizes the problem. This is how they expressed it a number of years ago in an advertisement: |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
|The curse of Benjamin Franklin Goodrich. His name. It's one of fate's cruel accidents that our biggest competitor's name turns out to be |
|almost identical to our founder's. Goodyear. Goodrich. Awfully confusing. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|At the bottom of the ad, it says: "If you want Goodrich, you'll just have to remember Goodrich." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In other words, it's not Goodrich's problem at all. It's your problem. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|B. F. Goodrich was the first domestic company to market steel-belted radial-ply tires in the United States. Yet several years later when |
|tire buyers were asked which company makes steel-belted radials, 56 percent named Goodyear, which didn't make them for the domestic market. |
|Only 47 percent said Goodrich, which did. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|As they say in Akron, "Goodrich invents it. Firestone develops it. Goodyear sells it." In 1968 Goodyear had sales of $2.9 billion, while B. |
|F. Goodrich's sales were $1.3 billion. A ratio of 2.2 to 1. Ten years later, in 1978, Goodyear had sales of $7.4 billion while B. F. |
|Goodrich had sales of $2.5 billion. A ratio of 2.9 to 1. So the rich get richer. Fair enough. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 104 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It would be a lot easier if the company changed its name to the Fiberglas Corporation. Then if you want fiberglass (with a lowercase "f"), |
|all you have to remember is Fiberglas (with an uppercase "F"). This step would help focus the attention on the company's primary objective. |
|To turn fiberglass from a generic back into a brand name. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What should you do if your name is Hubert or Elmer or Eastern or Goodrich or Owens-Corning Fiberglas? Change it. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The smoothest corporate name change in history was the change from Standard Oil of New Jersey to Exxon. Three factors were crucial: (1) The |
|size of the company. Currently, Exxon is the fourth largest company in America and after its merger with Mobil, it should be the second |
|largest. When you are a big company and you change your name, you get a lot of media attention. In other words, the media does your job for |
|you. (2) The similarity of the Esso and Exxon names. The prospect was able to hook the two names together in the mind. (3) The street |
|visibility of the new Exxon name. The thousands of gasoline stations that changed their name overnight made a strong impression in the minds|
|of gasoline buyers. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But name changing is rare, in spite of the logic. Most companies are convinced they have too much equity in their present name. "Our |
|customers and employees would never accept a new name." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What about Olin and Mobil and Uniroyal and Xerox? And how about Exxon Corporation? It was only a few years ago Exxon changed its name |
|from . . . |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Well, do you even remember what Exxon's old name was? No, it wasn't Esso and it wasn't Humble Oil or Enjay, although the company did use |
|these names in its marketing operations. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The old name of Exxon Corporation was Standard Oil of New Jersey. Amazing what a few years and a few dollars can do. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|There is only negative equity in a bad name. When the name is bad, things tend to get worse. When the name is good, things tend to get |
|better. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Continental Confusion |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Do you know the difference between a $3.9 billion company called The Continental Group, Inc., and a |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 105 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|$3.1 billion company called The Continental Corporation? Not too many people do until they find out that the Continental Group is the |
|world's largest maker of cans and Continental Corporation is the big insurance company. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Ah, yes. Continental Can and Continental Insurance. Now I know the companies you meant." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Why would a company drop "can" and "insurance" in favor of the anonymity of "group" and "corporation''? The obvious answer is that these two|
|companies sell more than cans and insurance. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But is it possible to build an identity on a nothing name? Unlikely, especially when you consider the existence of other companies with |
|claims on the Continental name. Especially Continental Airlines. And then there is Continental Oil, Continental Telephone and Continental |
|Grain. Not to mention Continental Illinois Corp. (All billion-dollar companies, by the way.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Both The Continental Group and The Continental Corporation are no longer independent companies. The Continental Group changed its name back |
|to Continental Can and is now part of a dairy and packaging company, Suiza Foods. But they never learn. Recently Continental Grain changed |
|its name to ContiGroup Companies. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Or how about the executive who says to his or her secretary, "Get me Continental on the phone." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It's not just "group" or "corporation" either. In Manhattan alone, there are 235 listings in the telephone directory starting with |
|Continental. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Too-Appropriate Name |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Sometimes a name can be too appropriate. Too graphic, too suggestive. Especially in a product consumed in public. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Take the battle of the bulge. Mead Johnson's Metrecal versus Carnation's Slender. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 107 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|10 |
|The No-Name Trap |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"I'm going to L.A.," the corporate executive will say. "And then I have to make a trip to New York." Why is Los Angeles often called L.A., |
|but New York is seldom called N.Y.? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"I worked for GE for a couple of years and then went to Western Union." Why is General Electric often called GE, but Western Union is seldom|
|called WU? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|General Motors is often GM, American Motors is often AM, but Ford Motor is almost never FM. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Phonetic Shorthand |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The principle at work here is phonetic shorthand. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Ra-di-o Cor-po-ra-tion of A-mer-i-ca is 12 syllables long. No wonder most people use R-C-A, three syllables long. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Gen-er-al E-lec-tric is six syllables long, so most people use G-E, two syllables. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Gen-er-al Mo-tors is often GM. A-mer-i-can Mo- |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 108 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|tors is often AM. But Ford Mo-tor is almost never referred to as FM. The single syllable Ford says it all. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But where there's no phonetic advantage, most people won't use initials. New York and N.Y. are both two syllables long. So while the |
|initials N.Y. are often written, they are seldom spoken. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Los An-ge-les is four syllables long, so L.A. is frequently used. Note, too, that San Fran-cis-co, a four-syllable word, is seldom shortened|
|to "S.F." Why? There's a perfectly good two-syllable word (Frisco) to use as shorthand for San Francisco. Which is why people say "Jer-sey" |
|for New Jersey instead of ''N.J." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|When they have a choice of a word or a set of initials, both equal in phonetic length, people will invariably use the word, not the |
|initials. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|One exception to the use of the initials WU instead of Western Union took place inside the corporation itself. For some reason, insiders |
|consider it hip to use initials instead of names. So around the Western Union water coolers, you would hear not only WU, but also WUCO, |
|pronounced "Woo-Coo," for Western Union Company. (We should know; we worked for the company for more than a decade.) Translating insider |
|talk into language that outsiders can understand is one of the functions of a client's advertising and PR agencies. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Phonetic length can sometimes fool you. The initials WU look a lot shorter than the name Western Union. But phonetically they are exactly |
|the same length. Dou-ble-U U. West-ern Un-ion. (Except for W, every other English language letter is just one syllable.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|While customers refer to companies phonetically, the companies they talk about have a different way of looking at themselves. Companies are |
|visually oriented. They go to a lot of trouble making sure the name looks right without considering how it sounds. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Visual Shorthand |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Business people also fall into the same trap. The first thing to go is the given name. When young Edmund |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 11 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|2 |
|The Assault on the Mind |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|As a nation we have fallen in love with the concept of "communication." (In some progressive grade schools even "show and tell" is now being|
|called "communication.") We don't always appreciate the damage being done by our overcommunicated society. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In communication, more is less. Our extravagant use of communication to solve a host of business and social problems has so jammed our |
|channels that only a tiny fraction of all messages actually get through. And not the most important ones either. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|One of the remarkable developments in the last 20 years has been the spread of marketing thinking around the world. In many of the developed|
|countries, advertising volume is approaching U.S. levels. Today, America accounts for less than one-third of the world's advertising volume.|
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Transmission Traffic Jam |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Take advertising, for example. With only 6 percent of the world's population, America consumes 57 percent of the world's advertising. (And |
|you thought our use of energy was extravagant. Actually, we consume only 33 percent of the world's energy.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 110 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|sales of $375 million in a recent year and 13,900 employees. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If you select the next smaller company to every initial company on the Fortune 500 list, you will find the following: Rockwell |
|International, Monsanto, National Steel, Raytheon, Owens-Illinois, United Brands, American Cyanamid, Reynolds Metals, H. J. Heinz, Interco, |
|Hewlett-Packard, Carrier, Marmon, Polaroid, Diamond International, Blue Bell, Sperry & Hutchinson, Witco Chemical, Spencer Foods, Pabst |
|Brewing, Cabot, Hart Schaffner & Marx, Cutler-Hammer, Gardner-Denver, Questor, Arvin Industries and Varian Associates. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Here's the list of 44 "name" companies on the current Fortune 500 list that are just below the "initial" companies. Don't these companies |
|seem more familiar? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
|Ace Hardware |
|Allied Signal |
|Alltel |
|American Express |
|American Standard |
|Avery Dennison |
|Baltimore Gas & Electric |
|Bankamerica |
|Barnes & Noble |
|Campbell Soup |
|Central & South West |
|Consolidated Natural Gas |
|Consolidated Stores |
|Dana |
|Federated Department Stores |
|Gannett |
|Gateway |
|Harcourt General |
|Inacom |
|Kellogg |
|Kroger |
|Lear |
|Lehman Brothers |
|Masco |
|Merrill Lynch |
|Navistar International |
|Northeast Utilities |
|Owens-Illinois |
|Paccar |
|Phelps Dodge |
|Phillips Petroleum |
|Republic Industries |
|Safeco |
|Safeway |
|Sempra Energy |
|Shaw Industries |
|Sherwin-Williams |
|Tenet Healthcare |
|3Com |
|Transamerica |
|Tricon Global Restaurants |
|United Parcel Service |
|W.W. Grainger |
|Williams |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Which list of companies are better known? The name companies, of course. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Some of the initial companies like RCA and CBS are well known, to be sure. But like FDR and JFK, these companies were well known before they|
|dropped their names in favor of initials. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Which companies are likely to grow faster? Again, the name companies. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|To test this point, we conducted a survey of both "name" and "initial" companies using a Business Week subscriber list. The results show the|
|value of a name. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The average awareness of the "initial" companies was 49 percent. The average awareness of a matched group of "name" companies was 68 |
|percent, 19 percentage points higher. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What drives big companies into committing corporate suicide? For one thing, the top executives have seen the company's initials on internal |
|memos |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 112 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And, no question about it, today's fad is "initialitus." Look at RCA. Everyone knows that RCA stands for Radio Corporation of America. So |
|the company could use the initials to trigger the "Radio Corporation of America" words buried deep inside the mind. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But now that RCA is legally RCA, what will happen next? Nothing. At least in the next decade or so. The words are already buried in the |
|minds of millions of people. And they'll stay there indefinitely. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|RCA as a company, of course, is no longer with us. It was bought by General Electric. Even if your initials stand for something in the short|
|term, as RCA's initials did, you will generally weaken your company in the long term. We predict that many of the no-name companies |
|mentioned in the preceding pages will gradually fade away, generally being bought out by their stronger competitors. Make no mistake about |
|it. Initials make weak brand or company names. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But what about the next generation of prospects? What will they think when they see those strange initials, RCA? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Roman Catholic Archdiocese? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Positioning is like the game of life. A long-term proposition. Name decisions made today may not bear fruit until many, many years in the |
|future. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Mind Works by Ear |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The primary reason name selection errors are so common is that executives live in an ocean of paper. Letters, memos, reports. Swimming in |
|the Xerox sea, it's easy to forget that the mind works aurally. To utter a word, we first translate the letters into sounds. Which is why |
|beginners move their lips when they read. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|When you were a child, you first learned to speak and then to read. And you learned to read slowly and laboriously by saying the words out |
|loud as you forced your mind to connect the written word with the aural sound stored in the brain. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|By comparison, learning to speak requires much |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 113 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|less effort than learning to read. We store sounds directly and then play them back in various combinations as our mental dexterity |
|improves. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|As you grow up, you learn to translate written words into the aural language needed by the brain so rapidly that you are unaware the |
|translation process is taking place. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"The mind works by ear, not by eye." This is one of the most useful conceptual ideas in the entire book. Before you can file away a picture |
|in the mind, you have to verbalize it. Every successful positioning program we studied was a verbally oriented program, not a visual one. |
|(Think small, Avis is No. 2, etc.) It's not that pictures or illustrations weren't used, it's that the purpose of the visuals was to drive |
|verbal ideas into the mind. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
|Many advertising agencies, on the other hand, still worship the visual. They love to create weird pictures that only cause visual |
|distraction. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Then you read in the paper that 80 percent of learning takes place through the eyes. Of course it does. But reading is only a portion of the|
|learning process. Much learning occurs from visual clues which do not involve reading in the conventional sense at all. As when you learn |
|the emotional state of another person by "reading" body clues. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|When words are read, they are not understood until the visual/verbal translator in your brain takes over to make aural sense out of what you|
|have seen. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In the same way, a musician learns to read music and hear the sound in his or her head, just as if someone were actually playing the tune on|
|an instrument. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Try to memorize a poem without reading it out loud. It's far easier to memorize written material if we reinforce the aural component, the |
|working language of the brain. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Which is why not only names, but also headlines, slogans and themes should be examined for their aural qualities. Even if you plan to use |
|them in printed material only. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Did you think that Hubert and Elmer were bad names? If so, you must have translated the printed words into their aural equivalents. Because |
|Hubert and Elmer don't look bad. They only sound bad. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 115 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|greater. Much, much greater. When Corn Products Company changed its name to CPC International, it found little recognition of the CPC name. |
|The initials CPC are not phonetically shorter than Corn Products. Both are three syllables long, so the CPC initials were seldom used until |
|the name change was made. Ask someone in the business if they are familiar with CPC International. See if they don't say, "Oh, you mean Corn|
|Products Company?" |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|As the years go by, the AT&T name gets weaker. The "telephone" part of the name is all right, but "telegraph" is now an obsolete word. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In our initial-happy society, the first question the mind normally asks itself is, "What do those initials stand for?" |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The mind sees the letters AT&T and says, "Ah, American Telephone & Telegraph." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But what reply does the mind get when it sees TRW? Obviously, there are a fair number of people who remember the Thompson Ramo Wooldridge |
|Corporation. And TRW is a $3 billion company, so it gets a lot of press and does a lot of advertising. But would those advertising dollars |
|work harder if TRW had a "name" name instead of an initial name? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Some companies put sets of initials in series. How about trying to remember the D-M-E Corporation, a subsidiary of VSI Corporation? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|We're not trying to suggest that companies shouldn't change their names. Quite the contrary. Nothing remains the same for very long. Times |
|change. Products become obsolete. Markets come and go. And mergers are often necessary. So the time comes when a company must change its |
|name. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|U.S. Rubber was a worldwide corporation that marketed many products not made of rubber. Eaton |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 116 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Yale & Towne was the result of a merger that produced a big company with a complicated name. Socony-Mobil was saddled with a first name that|
|originally stood for Standard Oil Company of New York. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|All of these names have been changed for sound marketing reasons. The traditional "foot-in-the-past" approach could have produced USR |
|Corporation, EY&T Company and SM Inc. Three marketing monstrosities. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Instead, "forgetting the past" created three new modern corporate identities. Uniroyal, Eaton and Mobil. The marketing strengths of these |
|names speak for themselves. These companies successfully forgot the past and positioned themselves against the future. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|A company gets successful and then buys a Gulfstream V jet. You can't reverse the process and buy the jet first on the assumption that this |
|is going to make you successful. If you make your name famous, you can then use your initials. But you can't reverse the process. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Confusion between Cause and Effect |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In spite of the drawbacks, companies are lured to initials like moths to a candle. The success of the IBMs of this world seem to be proof |
|that initials are effective. It's the classic confusion between cause and effect. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|International Business Machines became so rich and famous (the cause) that everyone knew what company you were talking about when you used |
|its initials (the effect). |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|When you try to reverse the procedure, it doesn't work. You can't use the initials of a company that is only modestly successful (the cause)|
|and then expect it to become rich and famous (the effect). |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It's like trying to become rich and famous by buying limousines and corporate jets. First, you have to |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 118 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|and Sabena (Société Anonyme Belge d'Exploitation de la Navigation Aérienne). |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Often organizations will select names that form acronyms with meaning. Two examples: CARE (Committee for Aid and Rehabilitation in Europe) |
|and est (Erhardt Sensitivity Training). |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Other companies aren't so lucky. When General Aniline & Film changed its name to GAF, it obviously forgot that the acronym sounds like |
|"clumsy error." GAF is a gaffe in more ways than one. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|SAP is another initial company with an unfortunate acronym. Sure, the company is currently successful because its enterprise resource |
|planning software is a hot product in today's high-tech world. But in the long run, the name itself will tend to undermine the company's |
|performance. Baan is another company in the same field with a similar problem. Neither of these names is as bad as Sappi, the world's |
|largest producer of woodfree coated paper. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The other thing people tend to forget when they pick a name is finding it in the telephone directory. Since you seldom look up your own name|
|in a phone book, you might not realize how hard it is to locate. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Take USM Corporation, for example. In the Manhattan telephone directory, there are seven pages of listings starting with "US." So you ought |
|to be able to find USM somewhere between US Lithograph and US Nature Products Corp. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But, of course, it's not there. Those US listings stand for "United States," as in the United States Lithograph Inc. The US in USM doesn't |
|stand for anything. So following standard rules for alphabetizing, the phone company puts all initial names up front. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Generally speaking, it's a pretty depressing place. Look at a sample from the Rs: RHA Productions, RH Cleaners, RH Cosmetics, RH Cosmetics |
|Corp., R&H Custom Upholstering, RH Garage, etc. As a matter of fact, there 27 listings starting with RH alone. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|We were wrong. As we wrote earlier, alphabet soup names are alive and well. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Fortunately, more and more companies are recognizing the dangers of the no-name trap. You can expect to see fewer and fewer MBPXLs. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 119 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|11 |
|The Free-Ride Trap |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Take a product called Alka-Seltzer Plus. Let's see if we can visualize how Alka-Seltzer Plus might have gotten its name. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|A bunch of the boys are sitting around a conference table trying to name a new cold remedy designed to compete with Dristan and Contac. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"I have it," says Harry. "Let's call it Alka-Seltzer Plus. That way we can take advantage of the $20 million a year we're already spending |
|on the Alka-Seltzer name." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Customers are easily confused. The initial reaction to Alka-Seltzer Plus was that it was an improved form of Alka-Seltzer rather than a new |
|cold remedy. So the company made the Plus part of the name bigger. They should have given the brand a totally new name. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Good thinking, Harry," and another money-saving idea is instantly accepted, as most money-saving ideas usually are. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But lo and behold, instead of eating into the Dristan and Contac market, the new product turns around and eats into the Alka-Seltzer market.|
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Every so often the makers of Alka-Seltzer Plus redesign the bottle. The "Alka-Seltzer" gets smaller and smaller, and the "Plus" gets bigger |
|and bigger. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|A better name for the product would have been |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 120 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Bromo-Seltzer Plus. That way they could have taken business away from the competition. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Conglomeration of the Corporation |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In the product era life was simpler. Each company specialized in a single line. The name told it all. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Standard Oil, Singer, U.S. Steel, New York Central, Metro-Goldwyn-Mayer. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What happened in plain-paper copiers was a repeat of what happened in mainframe computers. After Xerox got into the mind first and |
|established the premier position in copiers, a fistful of big companies jumped into the field: IBM, Kodak, 3M, Pitney-Bowes and |
|Addressograph-Multigraph. None of these companies succeeded for the same reason that few of the dwarfs succeeded in the main-frame field. |
|Their names conjured up the wrong positions in the mind. IBM means main-frame computers, Kodak means film photography, 3M means tape, |
|Pitney-Bowes means postage meters and Addressograph-Multigraph used to mean printers. Why invent a new name when you can get a free ride on |
|your existing name? Why indeed? So you can establish a new position in the mind. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But technological progress created opportunities. So companies started branching into new fields. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Enter the conglomerate. The company that specializes in nothing. By development or acquisition, the conglomerate is prepared to enter any |
|field in which it thinks it can make a buck. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Take General Electric. GE makes everything from jet engines to nuclear power plants to plastics. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|RCA is in satellite communications, solid-state electronics and rent-a-cars. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Many people pooh-pooh the conglomerate. Companies should "stick to their knitting," they say. But conglomerates have provided the capital to|
|sustain vigorous competition in the marketplace. If it weren't for the conglomerates, we would be a nation of semi-monopolies. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Take office copiers, for example. Xerox, the pioneer in the plain-paper field, now faces competition from a computer manufacturer (IBM), |
|from a photo company (Kodak), from a mining company (3M), from a postage-meter company (Pitney-Bowes), from a mailing-list company |
|(Addressograph-Multigraph). |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Even when conglomerates grow by acquisition |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 121 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|(RCA's purchase of Hertz, ITT's purchase of Avis), they provide the money needed to sustain growth and competition. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Otherwise, when the original founders retired or died, the tax bite would leave the company too weak to defend its turf. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The typical life cycle of a corporation starts with an entrepreneur with an idea. If successful, you can count on two things, death and |
|taxes, to ensure that the operation will end up as part of a conglomerate. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Two Different Strategies |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Because companies grow by two different strategies (internal development or external acquisition), two different "name" strategies are |
|evolving. Corporate egos dictate the strategies. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|PricewaterhouseCoopers is our favorite ego name. No one loses face. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|When a company develops a product internally, it usually puts the corporate name on the product. For example, General Electric computers. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|When a company develops a product by external acquisition, it usually keeps the existing name. RCA kept the Hertz name. ITT kept the Avis |
|name. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But not always. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Even today, Hertz and Avis are still powerful brands because they stand for a specific position in the mind, while the conglomerates that |
|bought them (RCA and ITT) are weak brands. When you put your name on everything, you undermine your strength in the long term. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|When Sperry-Rand developed a computer line internally, they called the product Univac. When Xerox went into computers by external |
|acquisition, they changed the name from Scientific Data Systems to Xerox Data Systems. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Corporate egos aside, when should a company use the house name and when should they select a new name? (You can't really disregard corporate|
|egos. Try |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 123 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|septic, Colgate Toothbrushes and Colgate Toothpowder. Also Palmolive Liquid Detergent, Palmolive Rapid Shave, Palmolive Shaving Cream and |
|Palmolive Soap. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You won't find any house names in the Procter & Gamble lineup. [To consumers, Proctor, the iron, is as well known as Procter, the gamble.] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Procter & Gamble carefully positions each product so that it occupies a unique niche in the mind. For example: Tide makes clothes "white." |
|Cheer makes them "whiter than white." And Bold makes them "bright." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What can we say? Procter & Gamble has pretty much given up on separate brands for separate products and has joined the line-extension crowd.|
|(Their latest is the effort to extend the Oil of Olay brand into a general cosmetics brand.) Has Procter & Gamble done well lately? Of |
|course not. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|With fewer brands (51 major brands versus 65 for Colgate-Palmolive) Procter & Gamble does twice as much business and makes three times as |
|much profit as Colgate-Palmolive. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|While it's fashionable on Madison Avenue these days to pooh-pooh Procter & Gamble advertising, it's interesting to note that Procter & |
|Gamble makes more money every year than all of America's 6,000 advertising agencies combined. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|A New Product Needs a New Name |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|When a really new product comes along, it's almost always a mistake to hang a well-known name on it. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The reason is obvious. A well-known name got well known because it stood for something. It occupies a position in the prospect's mind. A |
|really well-known name sits on the top rung of a sharply defined ladder. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The new product, if it's going to be successful, is |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 124 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|going to require a new ladder. New ladder, new name. It's as simple as that. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|This Xerox computer advertisement nails the problem, but not the solution. Over the years, Xerox lost several billion dollars on their |
|computer division until they finally threw in the towel and shifted their positioning efforts to ''the document company." Everything that |
|doesn't make a copy is pretty much gone. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Yet the pressures to go with the well-known name are enormous. "A well-known name has built-in acceptance. Our customers and prospects know |
|us and our company, and they will be more likely to accept our new product if we have our name on it." The logic is overwhelming. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Yet history has destroyed this illusion. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Xerox spent almost a billion dollars for a profitable computer company with a perfectly good name, Scientific Data Systems. Then what did |
|Xerox do? Of course. They changed the name of the company from Scientific Data Systems to Xerox Data Systems. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Why? Obviously because Xerox was the better and more widely known name. And not only better known, but Xerox had a marketing mystique. A |
|corporate Cinderella, Xerox could do no wrong. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Teeter-Totter Principle |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|When you look into the prospect's mind, you can see what went wrong. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It's the teeter-totter principle. One name can't stand for two distinctly different products. When one goes up, the other goes down. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Xerox means copier, not computer. (If you asked your secretary to get you a Xerox copy, you'd be upset if you got a reel of mag tape.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Even Xerox knew this. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Funny. You don't look like a Xerox machine," said the headline of one of their computer ads. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 126 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The rapid rise of "nobody" John McCain illustrates the publicity advantages of anonymity. Steve Forbes, on the other hand, was well known |
|for his 1996 campaign and therefore got much less favorable publicity in the year 2000. McCain lost, in our opinion, because he did not |
|think through and refine his position. George Bush was the "compassionate conservative," but what was John McCain and what did he stand for?|
|Being all things to everybody doesn't work in politics either. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The rapid rise of "nobody" Jimmy Carter in the midst of a host of somebodies is proof that politics is a different game today. The old |
|maxims are no longer valid. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Richard Nixon may be the best-known political name in the world. But almost any nobody could beat him. The defeats of well-known political |
|figures like Bella Abzug and Clifford Case are further proof that just being well known is no longer enough. You need a position. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|A position that hopefully doesn't back you into the loser's corner. As age did to Senator Case and abrasiveness did to Ms. Abzug. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Publicity is like eating. Nothing kills the appetite quite as much as a hearty meal. And nothing kills the publicity potential of a product |
|or a person quite as much as a cover story in a national magazine. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The media are constantly looking for the new and different, the fresh young face. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In dealing with media, you must conserve your anonymity until you are ready to spend it. And then when you spend it, spend it big. Always |
|keeping in mind the objective is not publicity or communication for its own sake. But publicity to achieve a position in the prospect's |
|mind. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|An unknown company with an unknown product has much more to gain from publicity than a well-known company with an established product. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"In the future everyone will be famous for 15 minutes," Andy Warhol once predicted. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|When your 15 minutes arrive, make the most of every 60 seconds. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 127 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|12 |
|The Line-Extension Trap |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|When the marketing history of the past decade is written, the single most significant trend will have to be line extension. That is, taking |
|the name of an established product and using it on a new one. (The free-ride trap carried to its ultimate conclusion.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Dial soap. Dial deodorant. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Life Savers candy. Life Savers gum. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Kleenex tissue. Kleenex towels. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Line extension has swept through the advertising and marketing community like Sherman through Georgia. And for some very sound reasons. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|One of the loonier line extensions of recent years was Miller clear beer. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Logic is on the side of line extension. Arguments of economics. Trade acceptance. Consumer acceptance. Lower advertising costs. Increased |
|income. The corporate image. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Inside-Out Thinking |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|As we said, logic is on the side of line extension. Truth, unfortunately, is not. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 129 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Both Dial and Bayer hold strong positions inside the prospect's mind. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But what does it mean to own a position in the mind? Simply this: the brand name becomes a surrogate or substitute for the generic name. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Get me a Coke." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Where is the Bayer?" |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Hand me the Dial." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The stronger the position, the more often this substitution takes place. Some brands are so strong they are practically generic. Fiberglas, |
|Formica, Jello, Kleenex, Band-Aid, Sanka. "Generic" brand names are, of course, close to the edge, so they have to be handled carefully or |
|Uncle Sam will take your goodies away. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|From a communication point of view, the generic brand name is very efficient. One word serves in place of two. When you have a generic brand|
|name, you can afford to ignore the brand and promote the category. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Coffee keeps you awake? Drink Sanka brand." (You can see the heavy hand of the lawyers at work here. The theme would work better without |
|the redundant word "brand.") |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Serve your family low-calorie Jello instead of cake or pie." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Bayer didn't give up. After the failure of the Bayer non-aspirin brand, they launched the Bayer Select line. Five different pain-relief |
|products, none of which contains aspirin, all under the Bayer name. They spent $110 million launching the Bayer Select line. First year |
|sales: $25 million. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|From the prospect's point of view, line extension works against the generic brand position. It blurs the sharp focus of the brand in the |
|mind. No longer can the prospect say "Bayer" if he or she wants aspirin. Or "Dial" if one wants soap. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In a sense, line extension educates the prospect to the fact that Bayer is nothing but a brand name. It |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 13 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|receive four or more TV stations. (A third can receive ten or more.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The average American family watches television 7 hours and 22 minutes a day. (More than 51 hours a week.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Like motion pictures, the TV picture is really a still picture which changes 30 times a second. Which means the average American family is |
|exposed to some 795,000 television pictures a day. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Not only are we being pictured to death, we are being formed to death. Take that Xerox machine down the hall. American business currently |
|has more than 324 billion documents on hand. Each year another 72 billion are added to the pile. (Just to print the forms costs more than $4|
|billion a year.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Down the halls at the Pentagon, copy machines crank out 350,000 pages a day for distribution throughout the Defense Department. Equal to |
|1,000 good-sized novels. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In spite of the rapid adoption of the personal computer by U.S. businesses, we're still drowning in paper. The average office worker uses |
|250 pounds of copy paper a year. The "paperless office" seems a long way off. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"World War II will end," said Field Marshal Montgomery, "when the warring nations run out-of paper." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Take packaging. An 8-ounce package of Total breakfast cereal contains 1,268 words of copy on the box. Plus an offer for a free booklet on |
|nutrition. (Which contains another 3,200 words.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The assault on the mind takes place in many different ways. The U.S. Congress passes some 500 laws a year (that's bad enough), but |
|regulatory agencies promulgate some 10,000 new rules and regulations in the same amount of time. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Code of Federal Regulations now contains |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 131 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Terrific thinking, J. C." And another logical inside-out decision is made. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But when the tables are turned, the name makes no sense because the mind of the prospect is organized differently. The prospect thinks in |
|terms of products. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It should come as no surprise that in terms of brand preference (the battery ladder in the mind of the prospect) the DieHard sits on the top|
|rung and JCPenney is way down the line. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But doesn't a big retailer like JCPenney sell a lot of batteries? Of course, but as everyone knows, many products with the wrong name are |
|sold "in spite of" rather than "because of." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|On the other hand, doesn't the prospect have difficulty remembering that the DieHard battery can only be bought at Sears? Yes, it is a |
|problem for Sears and not everyone who might want to buy the DieHard will be able to make the connection. But it's better to establish a |
|position in the prospect's mind first and then worry about how to establish a retail connection later. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In positioning, the shortest distance between two points is not necessarily the best strategy. The obvious name isn't always the best name. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Inside-out thinking is the biggest barrier to success. Outside-in thinking is the biggest aid. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Two Ways of Looking at the Name |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The consumer and the manufacturer see things in totally different ways. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Would you believe that to the folks down in Atlanta, Coca-Cola is not a soft drink? To the manu- |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 132 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|facturer, Coca-Cola is a company, a brand name, an institution and a great place to work. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But to the consumer, Coca-Cola is a sweet, dark, carbonated beverage. What's in the glass is Coke. It's not a cola drink manufactured by a |
|company called Coca-Cola. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The tablets in a bottle of aspirin are Bayer. Not aspirin manufactured by a company called Bayer. (The company name, of course, is Sterling |
|Drug, not Bayer. So Bayer non-aspirin could just as logically have been called Sterling non-aspirin.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Marketing people know too much. They know that the name on the outside of the can is the brand name (and sometimes, too, the name of the |
|manufacturer) of the stuff inside the can. It's a cola made by Coca-Cola. So why can't the company introduce a lemonlime drink made by |
|Coca-Cola instead of Sprite? They could, but prospects would find this deeply disturbing. To the cola drinker, Coca-Cola is the stuff inside|
|the can. The brand name on the outside is just telling the drinker the name of the stuff on the inside. It's the real thing. You tinker with|
|these perceptions at your own risk. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The great strength of a generic brand name is this close identification with the product itself. In the consumer's mind, Bayer is aspirin |
|and every other aspirin brand becomes "imitation Bayer." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|That famous Coca-Cola slogan, "The real thing," capitalizes on the tendency of the prospect to put the first product into the mind on a |
|pedestal and to treat the me-too products as somehow inferior to the original. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If Coke or Kleenex or Bayer is not available or if other brands are cheap enough, then the prospect might buy something else. But Bayer |
|would still own a strong position in the mind. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But notice what happens when the same customer is asked to buy a product called "Bayer non-aspirin." If Bayer is aspirin, how can Bayer also|
|be non-aspirin? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Bayer timed-release aspirin, Bayer decongestant cold tablets, Bayer non-aspirin pain reliever. Each extension of the Bayer line undercuts |
|the brand's aspirin position. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 134 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Here are the current market shares for toilet tissue. Scott, once the leading brand, is now buried in third place. This is a bigger problem |
|than it seems. When you lose your leadership, you don't just lose some business. You lose your power with the distribution, you lose your |
|profit margins, you lose your reputation. Leadership alone is the most powerful position in marketing. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|ScotTowels, ScotTissue, Scotties, Scotkins, even BabyScott diapers. All of these names undermined the Scott foundation. The more products |
|hung on the Scott name, the less meaning the name had to the average consumer. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Take ScotTissue, for example. ScotTissue was the No. 1 brand in the toilet-tissue market. Then Mr. Whipple and his tissue squeezers at |
|Procter & Gamble moved in. Now ScotTissue is second to Charmin, and you can expect the rest of the Scott line to cave in just as readily. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In Scott's case, a large share of market didn't mean they owned the position. More important is a large share of mind. The housewife could |
|write ''Charmin, Kleenex, Bounty and Pampers" on her shopping list and we'd know exactly what products she was going to get. "Scott" on a |
|shopping list has no meaning. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The actual brand names aren't much help either. Which brand, for example, is engineered for the nose, Scotties or ScotTissue? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In positioning terms, the name Scott exists in limbo. It isn't firmly ensconced on any product ladder. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Scott has begun to see the error of its ways. Viva paper towels, a Scott brand, is a big winner. So is Cottonelle bathroom tissue. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What's a Life Saver? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Life Savers gum is another example of line extension that is going nowhere. Just hanging in there by the teeth, so to speak. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Again, the logic is on the side of line extension. In |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 135 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|an article in The New York Times, Life Savers' executive vice president explained the strategy: |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"I am convinced that one way to improve the odds is by transferring an existing strong name to a new product requiring similar attributes." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Then he explains the attributes of Life Savers candy: "Our consumer dialogue indicates that the Life Savers brand name conveys more than |
|merely the candy with the hole. It also means excellence in flavor, outstanding value and dependable quality." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Not exactly. How many people would have said "Life Savers" if you asked them, "What brand means excellence in flavor, outstanding value and |
|dependable quality?" None. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Now what if you ask them "What's the name of the candy with the hole?" |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|We felt so strongly about the line-extension issue that we ran a full-page ad on the subject in the March 7, 1984 issue of The New York |
|Times. "What is causing the decline of Miller High Life?" the ad asks, "It's the success of Miller Lite." History repeats itself. Coors |
|Light just about killed regular Coors. And currently the success of Bud Light is causing a substantial decline in regular Budweiser sales. |
|There's no such thing as a free launch. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Most people would say "Life Savers." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So what happened to the line extension? Life Savers gum never got more than a few percent of the market. One of those brands you won't see |
|anymore because it was quietly killed in 1978. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|As the television commercials used to say, "It's a great product, but where's the hole?" |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The hole, of course, is not in the product at all. It's in the marketing strategy. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Ironically, Life Savers Inc. also has a big success in the gum field. The bubble gum field. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|No, it wasn't Life Savers bubble gum. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It's Bubble Yum. The first brand of soft bubble gum. (The advantage of being first plus the advantage of not using a line-extension name.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Bubble Yum is a runaway success. Sales already |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 137 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Yet line extension seems so intuitively right that the only way to resist the temptation is to study the classic line-extension mistakes of |
|marketing history. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|They're not hard to find. It's a saga of opportunities missed. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The 100 mm Dud |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What's the name of the first extra-long, 100 mm cigarette? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Benson & Hedges, right? It's the best-known and largest-selling 100 mm brand. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"The disadvantages of Benson & Hedges" launched the brand and burned the name into the mind of the cigarette smokers. Benson & Hedges became|
|known as the first, the original, the inventor of the 100 mm concept. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But, of course, it wasn't. The first 100 mm cigarette was Pall Mall Gold, but Pall Mall fell into the line-extension trap. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You don't have to be first in the marketplace to be a big winner. You have to be first in the mind. Pall Mall's line extension mistake |
|allowed Benson & Hedges to get into the mind as the first 100mm cigarette. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Then Benson & Hedges moved in and preempted the long-cigarette position |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You'd think the missed opportunity represented by Pall Mall Gold would have discouraged them. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But it didn't. As we said, the logic in favor of line extension is overwhelming. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So now we have Pall Mall Menthol, Pall Mall Extra Mild and Pall Mall Light 100s. The confusion has detracted from sales of the basic Pall |
|Mall brand. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Take Pall Mall Menthol, for example. Again, the logic is unassailable to the manufacturer. "Menthol cigarettes like Kool and Salem are |
|getting a larger and |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 138 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|larger share of the market . . . If we had a menthol brand, we could capture a share of that growing market." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Introducing Pall Mall Menthol. Which never achieved more than 7 percent of the volume of Kool. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In 1964 Pall Mall was the No. 1 cigarette brand in the United States. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In 1965 Pall Mall line-extended for the first time. They also fell to second place in sales. Every year since, Pall Mall's share of the |
|American cigarette market has declined. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|From 14.4 percent in 1964 to less than half that today. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The logic works two ways. Since regular brands represent a large share of the market, would you introduce a Kool nonmenthol? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Of course not. Kool was the original menthol cigarette. Kool means menthol. Like Bayer means aspirin. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|We should say a word about the success of Marlboro, the brand that became the largest selling cigarette in the world. Virtually all |
|cigarette brands were making an effort to appeal to women. (Since most smokers were men, that's where the opportunity to expand the business|
|seemed to lie.) Phillip Morris did just the opposite. They established the masculine position by focusing on a man's man, the cowboy. What's|
|a Camel? Who knows? What's a Winston? Same answer. What's a Marlboro? A masculine cigarette that also happens to be the largest selling |
|cigarette brand among women. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It's a good thing for Kool, because most existing brands have become fair game for spin-off versions. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Today a well-stocked tobacco shop will carry well over 100 different brands (including line extensions). The industry produces in the |
|neighborhood of 175 brands. It boggles the mind. (The smoke must affect the minds as well as the lungs of cigarette marketing people.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Naturally, the two leading brands, Marlboro and Winston, have long since line-extended to lights, 100 mm and menthol. So according to the |
|theory, can you expect to see the Marlboro and Winston brands follow |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 14 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|more than 80,000 pages. And is growing by 5,000 pages a year. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|At the state level, over 250,000 bills are introduced each year. And 25,000 pass the legislatures to disappear into the labyrinths of the |
|law. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Ignorance of the law is no excuse. Ignorance of the lawmakers apparently is. Our legislators continue to pass thousands of laws that you |
|can't possibly keep track of. And even if you could, you couldn't possibly remember how a law might differ from one state to another. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Who reads, sees or listens to all this outpouring of communication? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|There's a traffic jam on the turnpikes of the mind. Engines are overheating. Tempers as well as temperatures are rising. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Brown, Connally and Chevrolet |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In 20 years, most people have learned just one more thing about Jerry Brown. He's now mayor of Oakland, California. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|How much do you know about Governor Jerry Brown of California? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Most people know just four things. (1) He's young. (2) He's good-looking. (3) He's dated Linda Ronstadt. (4) He's against big government. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Not very much residual effect for the enormous press coverage given a chief executive of the state of California. A man who had four books |
|written about him in a single year. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Aside from the governor of your own state, do you know the names of any of the governors of the other 49 states? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In the 1980 primaries, Big John Connally of Texas |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 140 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|between a liquor product and a margarine. (Who really believes that Cadillac dog food is made by General Motors?) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Coffee-Cup Caper |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Another missed opportunity took place in the freeze-dried coffee field. Today Taster's Choice is the leading brand and the largest seller. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But what was the name of the first freeze-dried coffee? Maxim. So why isn't Maxim the No. 1 brand? It's a story of intrigue and courage that|
|might be worth telling in more detail. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|With its Maxwell House brand, General Foods owned the coffee market. The company got the largest share and made the most money. Then it |
|invented a new process called "freeze-dried instant." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|On the surface this seemed to be a way for General Foods to increase its share of the coffee market. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The untold story is the argument at Unilever about the name of their freeze-dried brand designed to compete with Maxim. Unilever management |
|in Switzerland wanted to call the product "Nescafe Gold," to take advantage of Nescafe, the world's largest selling instant coffee. U.S. |
|management, on the other hand, insisted on Taster's Choice and eventually won the internal as well as the external battle. A better name and|
|a better strategy can sometimes overcome the disadvantage of being the second brand in the category. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Or was it? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|General Foods' opening move was good news for competition. By using the name Maxim, a spinoff of the Maxwell House name, the company |
|instantly became vulnerable. (Maxim, Maxwell, get it? Most people didn't.) Maxim is a meaningless word that doesn't connote a benefit. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Nestlé counterattack was named Taster's Choice. Not only was the strategic choice of the name superb, but Nestlé's timing was just about|
|perfect. They jumped in as soon as possible, before the competitive Maxim name had a chance to penetrate the mind of the coffee buyer. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 142 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|True, but customers call the product Intensive Care, not Vaseline. Vaseline is petroleum jelly. Intensive Care is a hand lotion. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Diet-Cola War |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|When you believe in line extension, you never let the facts get in the way of your beliefs. In spite of the fact that Tab outsold Diet |
|Pepsi, thereby confirming the inferiority of a line-extension name, Pepsi-Cola went on their merry, line-extension way introducing such |
|products as Crystal Pepsi, Wild Cherry Pepsi, Pepsi Max, and Pepsi XL. There's also Pepsi Light, Pepsi AM, Pepsi Max and Pepsi One. None of |
|these brands have gone or will go anywhere. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Very seldom does one get a chance to observe a direct confrontation between two products with such diametrically opposed strategies as the |
|conflict betwen Diet Pepsi and Tab. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What makes line extension so insidious is that all the advantages seemed to be on the Pepsi side of the counter. After all, a well-known |
|name like Pepsi combined with the descriptive adjective "Diet" would seem to be invincible. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Furthermore, Diet Pepsi was the first on the scene. According to the rules of positioning, the brand that gets into the mind of the prospect|
|first has an enormous advantage. But not enough to overcome the disadvantages of a line-extended name. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The marketing winner is Tab. The line extension of the Pepsi name into the diet cola field is not a strength. It's a weakness. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The cola drinker sees Diet Pepsi as an inferior product to regular Pepsi, while Tab stands on its own. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So with the brilliant Tab marketing success, did the Coca-Cola Company abide by the principles of positioning? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Why, of course not. They proceeded to make the same mistake. Tab now also comes in root beer, ginger ale and black cherry. If they wanted to|
|build brands in these categories, they should not have used the brand |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 143 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|name which has become the generic "diet cola" name. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And what about the loser? There's nothing like the loss of a key ballgame to get the coach to change the strategy. So what happened at Pepsi|
|Cola? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|They made the same mistake again. Enter Pepsi Light. A lightweight line-extension name. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Today's Light is Pepsi One. They can't stop fooling around. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Reverse Line Extension |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|While line extension is usually a mistake, the reverse can work. Reverse line extension is called "broadening the base." One of the best |
|examples is Johnson's baby shampoo. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|By promoting the mildness of the product to the adult market, the company has made Johnson's baby shampoo one of the leading brands of adult|
|shampoo. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Notice the characteristics of this broadening-the-base strategy. Same product, same package, same label. Only the application has changed. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Johnson's Baby Shampoo actually became the leading adult shampoo for a short period of time. Then Johnson & Johnson backed off its |
|advertising program and let the brand drift. Some products need heavy levels of advertising to keep the idea of the brand alive in the mind.|
|This strategy doesn't necessarily increase sales, rather it maintains them at existing levels. Too many companies, however, try to measure |
|advertising on a "return on investment" basis. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If Johnson & Johnson had line-extended the product and introduced Johnson's adult shampoo, the product would not have been nearly as |
|successful. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Other examples of broadening the base include Blue Nun, a white wine being promoted as equally good with meat courses as with fish. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But aren't these examples of the "everybody trap?" Not exactly. Johnson's baby shampoo is the first and only baby shampoo being promoted as |
|an adult product too. And Blue Nun is the only white wine being promoted as good with meat as well as fish. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If other brands tried the same approach, they wouldn't be nearly as successful as these two. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 145 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|13 |
|When Line Extension Can Work |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Line extension is popular. No doubt about it. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In New York City the professional baseball, football, basketball and tennis teams are known as the Mets, Jets, Nets and Sets. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The city's off-track betting offices have put up posters featuring the New York Bets. If the city had a gym team, presumably they would be |
|called the New York Sweats. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Why stop there? A street gang could be the New York Ghetts. City planners, the New York Debts. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Fortunately for one's sanity, the trend seems to be in the other direction. The tennis team has seen the light and has changed its name from|
|the New York Sets to the New York Apples. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Short-Term Advantages |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|One of the reasons for the continuing popularity of line extension is that in the short term, line extension has some advantages. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 146 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Let's say there was going to be a professional swimming team in New York. "Here come the Wets" might be a typical newspaper headline |
|announcing the event. With one word, "Wets," we know it's (1) a professional sports team, (2) located in the metropolitan New York area and |
|(3) involved in some kind of water sport. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But that's only in the short term. As the original announcement fades in the mind, confusion sets in. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Is there really a swimming team called the Wets? Or have I confused them with a basketball team called the Nets? Or was I thinking about a |
|tennis team called the Sets? Now let's see, the Nets changed their name to the Apples. Or was it the Sets? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Because the line-extension name is related to the original name, it achieves an instant flash of understanding. "Ah, yes, Diet Coca-Cola." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It also generates an instant flash of sales. When Alka-Seltzer announces a new product like Alka-Seltzer Plus, everybody stocks up on it. |
|Consumers aren't necessarily buying it, but retailers are. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So the early sales figures look good. (To book a million dollars' worth of business, you only have to sell five dollars' worth to every |
|supermarket.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Business looks great the first six months as you fill the pipelines. But when the reorders don't come in, all of a sudden things turn dark. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|One of the keys to understanding the line-extension issue is to separate the short-term effects from the long-term effects. Is alcohol a |
|stimulant or a depressant? Actually, it's both. In the short term alcohol is a stimulant; in the long term alcohol is a depressant. Line |
|extensions generally work the same way. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Long-Term Disadvantages |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|After the initial recognition of a line-extension brand, the prospect is never quite sure there is such a product. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 148 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|launching, would you believe, "Levi's for Feet." Levi is, by far, the market leader in jeans, but this time they booted it. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Then there is Avis flowers, Zenith watches, Old Grand-Dad tobacco, Bic pantyhose, Kleenex diapers. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And then there is Pierre Cardin wine. In both red and white, of course. And Chanel for Men. Which leads one to ask, "Will Burt Reynolds |
|replace Catherine Deneuve?" |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Levi Strauss first tried to introduce a product called "Levi's Tailored Classics," which didn't go anywhere. Then they took essentially the |
|same product and renamed it Dockers. Today Dockers is a worldwide brand that does $1.5 billion in business. Their shoe line "Levi's for |
|Feet" died a quick death. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Two" seems to be a popular line-extension concept. We have Alka-2, Dial 2, Sominex 2, as well as Jaws 2. (Almost never has a motion picture|
|sequel generated as much business as the original.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Even supposedly sophisticated advertising agencies have jumped into twos. So now we have Ogilvy & Mather 2, Doyle Dane Bernbach 2, N. W. |
|Ayer 2 and Grey 2, to name a few twos. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Shopping-List Test |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The classic test for line extension is the shopping list. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Just list the brands you want to buy on a piece of paper and send your spouse to the supermarket: Kleenex, Crest, Listerine, Life Savers, |
|Bayer and Dial. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|That's easy enough. Most husbands or wives would come back with Kleenex tissue, Crest toothpaste, Listerine mouthwash, Life Savers candy, |
|Bayer aspirin and Dial soap. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Line extensions like Kleenex towels, Life Savers gum, Bayer non-aspirin and Dial antiperspirants have not destroyed the brands' original |
|positions. Yet. But give them enough time to hang themselves. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 149 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|How about this list: Heinz, Scott, Protein 21, Kraft. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Will your spouse bring back Heinz pickles or ketchup (or perhaps baby food)? Scott tissue or towels? Protein 21 shampoo, hairspray or |
|conditioner? Kraft cheese, mayonnaise or salad dressing? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The confusion caused when one name stands for more than one product is slowly but surely sapping the strength of brands like Scott and |
|Kraft. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Like a star that's overexpanded, the brand eventually becomes a burned-out hulk. An enormous marketing white elephant. What makes line |
|extension so insidious is that the disease takes many years to exact its toll. Many years of slow, debilitating existence. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Take Kraft. A famous name which suffers from terminal line extension. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What's a Kraft? It's everything and yet it's nothing. In almost no categories is the Kraft brand number one. In mayonnaise, Kraft is second |
|to Hellmann's. In salad dressing, Kraft is second to Wishbone. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Where Kraftco has the leading brand in a category, they don't call it Kraft. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In cream cheese, it's Philadelphia, not Kraft. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In ice cream, it's Sealtest, not Kraft. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In margarine, it's Parkay, not Kraft. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Maybe we were a little too hard on the Kraft brand. It's a brand like General Electric that has been around forever. Fine for cheese, but |
|not necessarily powerful in other categories. If we were Kraft, we would focus on new brands for new categories. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Where is the strength of the Kraft name? It's too diffuse. Kraft means everything and nothing. Line extension is a weakness, not a strength.|
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What about cheese? Surely Kraft is a strong name in cheese. And it is. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"America," say the ads, "spells cheese K-R-A-F-T." Terrible spelling and terrible strategy. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 150 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Marketing is like horse racing. The winning horse is not necessarily a good horse. It all depends on the ability of the horses in the race. |
|In a claiming race, the winner is the best of the worst. In a stakes race, the best of the best. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Kraft has been successful in cheese. Now, name all of the other cheese brands you know. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Kraft is a winner in a claiming race. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Where there are no brands or weak brands, you can line-extend. But as soon as strong competition arrives, you're in trouble. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Bartender Test |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Tanqueray made a big splash when they tried to introduce a vodka to go along with their well-known gin brand. Is Tanqueray vodka going to |
|take business from Absolut and Stolichnaya? Absolutely not. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In addition to the shopping list test, there's the bartender test. What do you get when you order the brand by name? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"J&B on the rocks" should get you scotch. "A Beefeater martini" should arrive with gin. And ''a bottle of Dom Perignon" will definitely get |
|you champagne. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What about "Cutty on the rocks"? You'll get scotch, of course, but will you get Cutty Sark or the more expensive 12-year-old Cutty 12? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Cutty 12 is the Diet Pepsi of the scotch category. A well-known name (Cutty) combined with a descriptive adjective (12). Very logical from |
|the point of view of the distillery. But what about the point of view of the drinker? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|When you order "Chivas on the rocks,' you let everyone know you want the best. Chivas Regal. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|To get Cutty 12, you can't just say "Cutty." And when you add the "12," you're never quite sure |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 151 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|whether the bartender heard you or, just as important, whether the people around you heard the "12." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Nor does the promotion of Cutty 12 help the original Cutty Sark brand. It's a constant reminder to the Cutty Sark drinker that he or she is |
|drinking a lower-quality product. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Cutty 12 got into the ballgame after Chivas Regal, so we shouldn't have expected much. But there was a 12-year-old brand of scotch in the |
|U.S. market well before Chivas. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Johnnie Walker Black Label. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Today, of course, Chivas Regal outsells Johnnie Walker Black Label about two to one. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|No brand will live forever. There's a fashion element in many products such as clothing and liquor. The hot brands used to be "brown" goods,|
|whisky or scotch. Today the hot brands are "white" goods like vodka and tequila. It wouldn't surprise us at all to see tequila outsell vodka|
|somewhere down the road. Can we expect to see an Absolut tequila? Absolutely. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Give me a Johnnie Walker with a splash, bartender." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Black Label or Red Label, sir?" |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Aaaaaaaaaaah . . . the hell with it. Make it a Chivas." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Cutty 12 and Johnnie Walker Black Label are step-up examples of line extension. They usually result in anemic sales at the higher-priced |
|end. (Who wants to pay premium prices for a low-price name?) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What's a Packard? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The step-down problem is just the reverse. Step-down products are often instantly successful. The hangover comes later. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Before World War II Packard was the premier American automobile. More so even than Cadillac, it was a status symbol esteemed all over the |
|world. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Heads of state bought armored Packards. One was |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 153 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But from the buyer's point of view, Cadillac is a big luxury car. You can see the problem. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Because of the gasoline situation, Cadillac is worried. So to maintain that profitability, General Motors has introduced a small Cadillac, |
|the Seville. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Cadillacs that look like Chevrolets will always be losers. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Short-term, Cadillac will sell a lot of Sevilles. But long-term a mini-Cadillac conflicts with the big-car position that Cadillac owns in |
|the mind. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So the prospect looks at the Seville and asks, "Is it or isn't it a Cadillac?" |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Long-term, the Seville gets in the way of the most effective answer to the Mercedes challenge. A separate high-price name and a separate |
|dealer organization. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What's a Chevrolet? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|For automobiles as well as other products, you can ask yourself that age-old question and you'll know if you have a positioning problem. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What is it? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Chevrolet did lose their leadership to Ford. And, in our opinion, for the reason stated in the text. They tried to be all things to |
|everybody. Over the past two decades, Chevrolet has constantly marketed a broader range of automobiles than Ford. Currently, for example, |
|Chevrolet has 9 car models and Ford has only 7. But it's more than just the number of models. Ford has had more of a focus on its Taurus |
|model. What's the focus of the Chevrolet line? Who knows? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|For example, what's a Chevrolet? It's a car that's fallen into the everybody trap. By trying to appeal to everybody, a product winds up |
|appealing to nobody. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What's a Chevrolet? We'll tell you what a Chevrolet is. It's a big, small, cheap, expensive car. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|O.K., how come Chevy is still No. 1? How come they haven't lost their leadership to Ford? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|To which we reply, "What's a Ford?" Same problem. Ford is also a big, small, cheap, expensive car. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Ford has another problem. Not only is Ford an automobile. Ford is also a company and a person. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 154 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|A Ford might be all right, but there is a real problem in selling Ford Mercurys or Ford Lincolns. (One reason why the Ford Motor Company has|
|always had a hard time selling higher-priced cars.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What's a Volkswagen? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|A line-extension tragedy usually moves to its inevitable conclusion in three acts. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The rise and fall and rise of Volkswagen is one of the most remarkable stories of the power of perception. Volkswagen was the first |
|automobile to capture the small car position in the mind. Then they thought big and sales collapsed. Then they thought small again and sales|
|took off. Lesson: Don't try to change a human mind. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Act One is the big success, the big breakthrough. Usually the result of finding a wide-open creneau and then exploiting it brilliantly. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Volkswagen invented the small-car position and moved rapidly to exploit the breakthrough. "Think small," perhaps the most famous single |
|advertisement ever run, stated the position in no uncertain terms. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Very quickly, the Volkswagen Beetle established an exceptionally strong position in the automotive market. Like most classic success |
|stories, Volkswagen became more than a brand name for a product. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"I drive a Volkswagen" says more than who made the automobile the person owns. "I drive a Volkswagen" says something about the owner's way |
|of life. A no-nonsense, practical person, self-confident about his or her status in life. A simple, functional piece of transportation |
|equipment. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Volkswagen owner is a reverse snob. He or she loves to put down the car buyer who loves to impress the neighbors. "The 1970 Volkswagen |
|will stay ugly longer" expresses this attitude perfectly. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Act Two is fueled by greed and visions of unending successes. So Volkswagen extends Volkswagen re- |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 156 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|to find new fields to conquer. So how do they go about finding them? One way is obvious. They develop a new concept or a new product with a |
|new position and a new name to match. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What's a Volvo? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Many companies practice a more suitable form of line extension. They don't extend the line. They extend the concept behind the product. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Volvo started to take off when they forgot luxury and driving and dependability and decided to focus on safety. Currently Volvo sells |
|400,000 cars worldwide and owns the safety position in the mind of the car buyer. (Unfortunately, Volvo is now driving the wrong way with |
|convertibles and coupes.) BMW used exactly the same strategy in establishing the driving position. (The ultimate driving machine.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Take Volvo, for example. What's a Volvo? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Like many auto brands, Volvo has had trouble recently. Volvo used to own the reliability position for larger imported cars. (A big |
|dependable Beetle, if you will.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Volvos got expensive and Volvo started selling luxury sedans and driving cars and safety cars and even a station wagon. Volvo became "the |
|working car for the leisure class." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So what's a Volvo today? It's a dependable, luxurious, safety car that's fun to drive. But the more the merrier doesn't apply to positions. |
|Four positions aren't better than one. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So Volvo sales go down as the curse of conceptual line extension claims another victim. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|A Name Is a Rubber Band |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It will stretch, but not beyond a certain point. Furthermore, the more you stretch a name, the weaker it becomes. (Just the opposite of what|
|you might expect.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 157 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|How far should you stretch a name? This is an economics call as much as a judgment call. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Let's say you have a line of canned vegetables. Do you have a brand name for peas, another for corn and still a third for string beans? |
|Probably not. Economically, it wouldn't make sense. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So Del Monte is probably right to use the same brand name on its line of canned fruits and vegetables. But notice what happens when a |
|competitor zeroes in on a single product. The Dole line of canned pineapple. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Dole versus Del Monte in pineapple is no contest. Dole wins every time. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So what does Dole do next? It puts the Dole name on fresh bananas. The Dole banana. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Let's say Dole is successful in making Dole mean bananas. So what happens to pineapple? It's the teeter-totter principle with bananas on one|
|side and pineapple on the other. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But can't Dole do what Del Monte did? Become a full-line supplier of canned and fresh food products? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Sure, but only at the expense of sacrificing its valuable pineapple franchise. And with the added disadvantage of being the last to |
|line-extend. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Rules of the Road |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|We call line extension a "trap," not a mistake. Line extension can work if . . . |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But it's a big if. If your competitors are foolish. If your volume is small. If you have no competitors. If |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 159 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|14 |
|Positioning a Company: |
|Monsanto |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You can position anything. A person, a product, a politician. Even a company. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Why would anyone want to position a company? Aside from a few acquisition-oriented corporations, who buys a company? And why would a company|
|want to sell itself? To whom? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Buying and Selling of Companies |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Actually, a lot of buying and selling of companies is going on. Only it's called different names. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|When a new employee accepts a job, he or she "buys" the company. (With its recruiting programs, a company is actually selling itself.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Whom would you rather work for, General Electric or the Schenectady Electrical Works? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Every year companies across the country compete for top graduates at the nation's leading universities. Who do you think gets the cream of |
|the crop? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|That's right. The companies that occupy the best |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 16 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What this book suggests may seem shocking and immoral to you. (Fortunately, it's not illegal or ineffective.) To cut through the |
|transmission traffic jam, you must use Madison Avenue techniques. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Nearly half the jobs in the United States can be classified as information occupations. Virtually no one is immune from the consequences of |
|a deep involvement in our overcommunicated society. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And virtually everyone can learn to apply the lessons of Madison Avenue to his or her own life. At home and in the office. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Media Explosion |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|No one can predict the future. Add the Internet to the media list. The Internet, in our opinion, will become the greatest of all media with |
|the most impact on our lives. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Another reason our messages keep getting lost is the number of media we have invented to serve our communication needs. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|There is television. Commercial, cable and pay. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|There's radio. AM and FM. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|There's outdoor. Posters and billboards. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|There are newspapers. Morning, evening, daily, weekly and Sunday. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|There are magazines. Mass magazines, class magazines, enthusiast magazines, business magazines, trade magazines. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And, of course, buses, trucks, streetcars, subways and taxicabs. Generally speaking, anything that moves today is carrying a "message from |
|our sponsor." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Today, someone is even trying to put ads on the doors of public bathrooms. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Even the human body has become a walking billboard for Adidas, Gucci, Pucci and Gloria Vanderbilt. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Take advertising again. Just after World War II, the per-capita consumption of advertising in the United States was about $25 a year. Today |
|it's eight times |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 161 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But even with the right name, the corporate positioning job isn't done. Your company's name ought to stand for something within your |
|industry. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Standing for Something |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Consider Ford. Everyone knows that Ford is an automobile company. But what kind of car is a Ford? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Ford can't build a corporate position on a specific kind of car, because it builds them in all types and all sizes, including trucks. |
|(Whether it should or not is another matter.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Ford had a better idea and switched to its current "Quality is Job 1" campaign. Who owns the "quality" position in automobiles today? Our |
|guess would be Mercedes-Benz. It never pays to try to take somebody else's position away from them. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So the positioning question boils down to some quality to be found across the board in all vehicles. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The company has settled on "innovation" as the key attribute in a vehicle from Ford. Result: the "Ford has a better idea" campaign. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Not bad, but many corporate programs settle on a mundane and hackneyed approach. Of which the most mundane and hackneyed, perhaps, is one |
|based on people. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Our people are our greatest resource." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Gulf people: Meeting the challenge." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Grumman: We're proud of the many products we make. We're prouder of the people who make them." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Are there no differences in quality between the people in one company and those in another? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Of course there are. But it's quite another matter to build a position based on better people. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Rightly or wrongly, the bigger, more successful companies have the better people. And the smaller, less successful companies have the |
|leftovers. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 162 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So if your company occupies the top rung of the product ladder in the prospect's mind, you can be sure that the prospect will also think |
|that your company has the best people. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If you're not on top and you tell the prospect you have the better people . . . Well, that's one of those inconsistencies that doesn't |
|usually get resolved in your favor. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"If you're so smart, how come you're not rich?" It's a question that bears repeating. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Nor have the corporate campaigns run by General Motors, most notably its Mark of Excellence advertising, done much for the company either. |
|When your brands (Saturn, Chevrolet, Pontiac, Oldsmobile, Buick and Cadillac) don't incorporate the corporate name, a corporate advertising |
|program is usually a waste. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If Ford really has the better ideas, why doesn't it use them in the marketplace to overtake General Motors instead of using them in its |
|advertising to impress the public? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If Chrysler really has the better engineering, why doesn't it engineer better cars? And then use the better cars to outsell both Ford and |
|General Motors? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|These are not questions of fact. (Ford could have the better ideas and still be in second place.) These are questions that spring up in the |
|prospect's mind. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And your advertising, to be successful, must answer these questions. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Besides, is it really so far-fetched to think that the bigger companies have the better people? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Our sympathies go to the underdogs, but our résumés get sent to the overdogs. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Diversification Is Not the Answer |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Next to "people," the most common corporate positioning theme is "diversification." Companies want |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 164 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Kaiser Industries was consistently lower than the net value of its parts. After Kaiser was split up, stock-holders received $21 for shares |
|that sold at $12. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Sometimes companies think they are concentrating their communication efforts when they are really not. The positioning concept becomes so |
|broad that it is almost meaningless. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Which company calls itself "a developer and supplier of information systems for work, education and entertainment?" |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Would you believe Bell & Howell? That's right, Bell & Howell. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Monsanto Approach |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|A good place to start a corporate positioning program is with a clear, concise definition of what a company is. But the best corporate |
|positioning programs go beyond just a definition. The best programs do the job with actions, not just words. Or sometimes the words |
|themselves represent the action. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|As an example, let's discuss a corporate positioning program run recently by Monsanto. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Objective: To make Monsanto the leader and spokesperson for the industry. (Undefined, for the moment is what industry we are talking about.)|
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So, how do you get to be a leader? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|We believe that history shows that companies get to be a leader by being the first to do something. Not just by claiming leadership. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|IBM was first to market computers, Xerox was first to market plain-paper copiers, DuPont was first to |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 165 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|market nylon. What could Monsanto be the first to do? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|A company like Monsanto had three possible areas where it could establish a leadership position. Let's look at each possibility in turn. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|1. Product leadership. Where does Monsanto rank in product leadership? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Rather well, according to a recent research study among college graduates with annual incomes of $15,000 and over. Monsanto is not a General|
|Motors. Nor is it an American Motors. Rather, Monsanto is somewhere in between. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|DuPont |
|81 percent |
| |
|Dow |
|66 percent |
| |
|Monsanto |
|63 percent |
| |
|Union Carbide |
|57 percent |
| |
|Allied Chemica |
|34 percent |
| |
|American Cyanamid |
|29 percent |
| |
|Olin |
|25 percent |
| |
|FMC |
|13 percent |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|(Note how the initial company, FMC, is at the bottom of the list. Not untypical.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Actually, Monsanto, Dow and Union Carbide are clustered together in second place, with the differences statistically not very significant. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Second to whom? Why DuPont, of course. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|DuPont is another IBM, Xerox or Chivas Regal. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|With product achievements like Teflon, nylon and Dacron, DuPont is tough. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|A company has no hope of establishing product leadership by going head-to-head against DuPont. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 167 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It's a basic principle of positioning to avoid the areas that everyone else is talking about. The fad, if you will. To make progress, a |
|company has to strike out on its own into new, unexplored territory. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|3. Industry Leadership. Which left the third approach, industry leadership. Could Monsanto improve its leadership position in the chemical |
|industry? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|One thing was perfectly obvious when Monsanto first considered a corporate program. Chemicals were under attack. The public was being fed a |
|daily diet of bad chemical news. In newspapers and magazines. On radio and television. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The message was coming through loud and clear: "Chemicals cause cancer." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|An irrational, antichemical mood was sweeping the country. This comment on NBC Nightly News (September 4, 1976) was typical: "On one point |
|there's almost total agreement. The chance now of serious chemical accidents is far greater than the chance of nuclear accidents." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And the problem was serious. According to Yankelovich, Skelly and White, a highly regarded opinion research firm: "The chemical industry |
|stands out as a principal villain in terms of being a major souce of health problems." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Chemical Facts of Life |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What Monsanto decided to do was to speak up about chemicals. To tell the public about the benefits of chemicals as well as the risks. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Without chemicals, life itself would be impossi- |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 168 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|ble" was the theme of the Monsanto program. The first ad stated the message as follows: |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|This was the first advertisement in the Monsanto "Chemical Facts of Life" program. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
|Some people think anything "chemical" is bad and anything "natural" is good. Yet nature is chemical. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
|Plant life generates the oxygen we need through a chemical process called photosynthesis. When you breathe, your body absorbs that oxygen |
|through a chemical reaction with your blood. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
|Life is chemical. And with chemicals, companies like Monsanto are working to help improve the quality of life. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
|Chemicals help you live longer. Rickets was a common childhood disease until a chemical called Vitamin D was added to milk and other foods. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
|But no chemical is totally safe, all the time, everywhere. In nature or in the laboratory. The real challenge is to use chemicals properly. |
|To help make life a lot more livable. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Why Monsanto? Why should Monsanto speak up for what is essentially an industry problem? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The answer goes back to the positioning strategy. To be recognized as the leader of the chemical industry, Monsanto had to do what the |
|leader should do. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|That is, speak for the industry. By waiting for others to do so first, Monsanto would forfeit its opportunity to assume the leadership |
|mantle. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Monsanto Gets the Credit |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In life, timing is everything. An analysis of the chemical situation back in 1976 indicated that the pendu- |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 17 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|as much. (Inflation accounts for some of this increase, but the volume is also up substantially.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Do you know eight times as much about the products you buy? You may be exposed to much more advertising, but your mind can't absorb anymore |
|than it used to. There's a finite limit to how much you can take in, and advertising, even at $25 a year, was already way over the limit. |
|That one-quart container that sits on top of your neck can hold just so much. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Product development: 29% |
|Strategic planning: 27% |
|Public relations: 16% |
|Research and development: 14% |
|Financial strategies: 14% |
|Advertising: 10% |
|Legal: 3% |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
|One of the consequences of this rapid increase in advertising volume is the decline in advertising effectiveness and a rise in the use of |
|public relations as a marketing tool. A recent survey of 1,800 executives by the American Advertising Federation about the importance of |
|various functions shows that public relations is more highly regarded than advertising. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|At $200 per person, the average American consumer is already exposed to twice as much advertising per year as the average Canadian. Four |
|times as much as the average Englishman. And five times as much as the average Frenchman. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|While no one doubts the advertiser's financial ability to dish it out, there's some question about the consumer's mental ability to take it |
|all in. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Each day, thousands of advertising messages compete for a share of the prospect's mind. And make no mistake about it, the mind is the |
|battleground. Between 6 inches of gray matter is where the advertising war takes place. And the battle is rough, with no holds barred and no|
|quarter given. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Advertising is a brutal business where mistakes can be costly. But out of the advertising wars, principles have been developed to help you |
|cope with our overcommunicated society. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Product Explosion |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Another reason our messages keep getting lost is the number of products we have invented to take care of our physical and mental needs. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 170 |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Monsanto shifted its focus from chemicals to genetically engineered products. Turns out that they should have stayed in chemicals. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Business Week also noted the company's leadership role. ''Following Monsanto's lead," said the magazine, "DuPont Co. committed $4 million to|
|an institutional advertising campaign of its own." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In the business of corporate positioning, the perception of leadership is something you can cash at the bank. Whether you're a chemical |
|company, a bank or an automobile manufacturer, when your customers are impressed, you will always do better than your competitors. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 172 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|the wrong airline. Unless there was a hijacker aboard, every Sabena plane was going to land in Belgium. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|While Sabena captured the lion's share of the traffic to Belgium, they were on a very meager diet. Not too many people were flying to this |
|little country. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|These statistics are virtually unchanged in 20 years. The top five Eurpean destinations are still the United Kingdom, Germany, France, The |
|Netherlands, and Italy. The only change is that the Netherlands has moved to fourth place and Italy dropped to fifth place. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In a recent year, here were the percentages of North Atlantic passengers flying to the 16 leading countries: |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|United Kingdom |
|29 percent |
| |
|Germany |
|15 percent |
| |
|France |
|10 percent |
| |
|Italy |
|9 percent |
| |
|Netherlands |
|6 percent |
| |
|Spain |
|5 percent |
| |
|Ireland |
|5 percent |
| |
|Portugal |
|4 percent |
| |
|Switzerland |
|3 percent |
| |
|Iceland |
|3 percent |
| |
|Israel |
|3 percent |
| |
|Denmark |
|3 percent |
| |
|Greece |
|2 percent |
| |
|Belgium |
|2 percent |
| |
|Norway |
|1 percent |
| |
|Sweden |
|1 percent |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|On the country ladder in the prospective traveler's mind, Belgium was on one of the bottom rungs. If it was on the ladder at all. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|One look at these numbers and it was easy to tell what was wrong with Sabena's advertising. Sabena was using classic airline strategy. Sell |
|the food and the service. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Do I have to be a bon vivant to fly Sabena?" said a typical ad. But all the terrific food in the world won't |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 173 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|induce you to fly an airline that isn't going where you want to go. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Position the Country, Not the Airline |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Sabena's most productive strategy was obviously not to position the airline but to position the country. In other words, do what KLM had |
|done for Amsterdam. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Sabena had to make Belgium a place where a traveler would want to spend some time. Not a place you traveled through to get to somewhere |
|else. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Napoleon met his Waterloo in Belgium, but few people know that. When we were taken on a guided tour of the country, the Sabena advertising |
|manager refused to take us to Waterloo. "Nobody cares about war," he said. Nobody in Belgium maybe, but not in the United States. Six |
|million people a year visit Gettysburg, one of America's favorite tourist destinations. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Furthermore, there's a moral here that shines through loud and clear. Whether you're selling colas, companies or countries. Out of mind, out|
|of business. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Most Americans knew very little about Belgium. They thought Waterloo was a suburb of Paris and the most important product of Belgium was |
|waffles. Many didn't even know where the country was. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"If it's Tuesday, this must be Belgium," said it all. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But how do you find a position for a country? Well, if you think about it, the most successful countries all have strong mental images. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Say "England" and people think of pageantry, Big Ben and the Tower of London. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Say "Italy" and they think of the Coliseum and St. Peter's and works of art. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Say "Amsterdam" and it's tulips, Rembrandt and those wonderful canals. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Say "France" and it's food and the Eiffel Tower and the dazzling Riviera. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Your mind sees places as mental picture postcards. Take cities, for example. In your mind, New York is |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 175 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Little thought was really being given to making Belgium a tourist attraction. A brief stroll around downtown Brussels told it all. As you |
|walked into the Grand Place, with its goldleaf facade, probably the most beautiful square in all of Europe, you would discover that the |
|entire center of it was being used as a parking lot. (Cars were eventually banned from the square.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Grand Place, still the most beautiful square in all of Europe. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|There's an important lesson here. The perceptions of people living in a place are often different from those visiting it. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Many New Yorkers fail to see New York as a tourist attraction. They remember the garbage strikes and forget the Statue of Liberty. Yet New |
|York attracts 16 million visitors a year who all want to see those "big buildings." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Three-Star Cities |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But while "beautiful" was nice, it wasn't really enough as a tourist promotion theme. To position a country as a destination, you need |
|attractions that will keep the traveler around for at least a few days. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Nobody considers Monaco a destination because its number one attraction, Monte Carlo, can be seen in an evening. (Monaco's number two |
|attraction, Princess Grace, can't be seen at all.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Obviously, size is an important factor. Big countries have lots of attractions. Small countries are at a disadvantage. (If the Grand Canyon |
|ran through Belgium, you wouldn't have much land left to look at.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 176 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The answer to the size problem was found in one of those famous Michelin Guides. You may not know that Michelin rates cities as well as |
|restaurants. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Benelux edition lists six three-star "worth a special journey" cities. Five were in Belgium: Bruges, Ghent, Antwerp, Brussels and |
|Tournai. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But what was really surprising was the fact that the big tourist attraction to the North, Holland, had only one three-star city, Amsterdam. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Nothing much has changed in 20 years. Tournai lost a star and the Benelux edition of the Michelin Guide has been split in two. There's now |
|one for Belgium and Luxembourg and one for The Netherlands. There's still only one three-star city in The Netherlands. So Belgium now leads |
|Holland four to one. A marketing program is much more effective if it is based on "credentials" provided by an objective third party. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The ad that resulted was headlined, "In beautiful Belgium, there are five Amsterdams." The illustration was comprised of five beautiful |
|four-color pictures of Belgium's three-star cities. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|This advertisement generated an enormous number of inquiries about a country many travelers had seen only through a train window as they |
|traveled from Amsterdam to Paris. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|One of the inquiries came in the form of a call from the minister of tourism in Holland to his counterpart in Belgium. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Needless to say, there was one irate Dutchman who wanted that advertisement killed, along with the people who created it. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The "three-star city" strategy had three important things going for it. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|First, it related Belgium to a destination that was already in the mind of the traveler, Amsterdam. In any positioning program, if you can |
|start with a strongly held perception, you'll be that much ahead in your efforts to establish your own position. Second, the Michelin Guide,|
|another entity already in the mind of the traveler, gave the concept credibility. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 178 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|First, an organizational change took place at Sabena just as the television program was being developed. New management was not committed to|
|the program, and when headquarters in Brussels wanted to revive the "gateway to Europe" strategy, they quickly acquiesced. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Today, not too many people fly on Sabena or visit Belgium unless they happen to work for the European Community. It's too bad. "Beautiful |
|Belgium" could have been a powerful tourist positioning program, but it would have needed several decades of consistent publicity and |
|advertising to accomplish that objective. If we have learned one thing in 20 years, it's the power of consistency. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The lesson here is that a successful positioning program requires a major long-term commitment by the people in charge. Whether it's the |
|head of a corporation, a church or an airline. Winning the mind of a traveler is a lot like waging a war. Everyone in the army, from the top|
|down, must agree on what the objective is. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Another problem was the Belgian Tourist Office which, for political reasons, could never understand why other cities couldn't be part of the|
|program, even though they didn't rate three stars. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In this overcommunicated society, the only hope is the simple idea. Bringing in other cities would only confuse and complicate the issue. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The lesson here is that positioning may require you to oversimplify your communications. So be it. There is no other way. Confusion is the |
|enemy. Simplicity is the holy grail. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 179 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|16 |
|Positioning a Product: |
|Milk Duds |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The brand is Milk Duds, a product of Beatrice Foods. Milk Duds is a candy product that comes in a little yellow and brown box. It had a |
|reputation as a "movie" candy, but Beatrice Foods wanted to broaden its Milk Duds business down to the younger, candy-oriented crowd. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Milk Duds, a chocolate-coated caramel candy that comes in a box. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The First Step |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The first step in any positioning program is to look inside the mind of the prospect. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And who is the prospect for Milk Duds? It's not some little kid who doesn't know the score. Research indicates that the best Milk Duds |
|prospect is a sophisticated candy buyer. He or she has been in and out of candy stores several hundred times at least. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The average Milk Duds prospect is 10 years old. A cautious, suspicious, shrewd purchasing agent who is always on the lookout for value |
|received. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Most positioning programs are nothing more or |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 180 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|less than a search for the obvious. Yet the obvious is easy to miss if you zero in too quickly on the product itself. (As with the |
|''purloined letter" of Edgar Allan Poe, the obvious is often hard to find because it's too easy to see. It's too obvious.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What's in the prospect's mind when the subject of candy comes up? Not Milk Duds, even though the average 10-year-old kid might be vaguely |
|aware of the brand. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|For most 10-year-olds, the candy urge immediately conjures up the concept of candy bars. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The 10-year-old kid became the target for Milk Duds advertising. Isolating a narrow target is usually the first step in finding an effective|
|position. While a product like Milk Duds might appeal to everybody (and it does), it's usually a mistake to try to appeal to everybody in |
|your advertising. Let adults get the message indirectly. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Candy bars like Hersheys, Nestlés, Mounds, Almond Joys, Reeses, Snickers, Milky Ways. Put there, of course, by the millions of dollars' |
|worth of advertising spent on these and other candy bar brands. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Repositioning the Competition |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Since Milk Duds was getting only a small fraction of that kind of advertising money, it would have been hopeless to try to build an identity|
|for the brand. The only way to drive Milk Duds into the kid's mind was to find a way to reposition the candy-bar category. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In other words, find a way to make the millions of dollars spent by the competition work for Milk Duds by setting up the brand as a better |
|alternative to the candy bar. (Little would be gained by just putting another candy name in an overloaded mind.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Fortunately, there was a glaring weakness in the candy-bar competition that could be exploited. And the weakness is obvious once you look at|
|the size and shape and price of today's Hershey bar. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 181 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|A candy bar just doesn't last very long. A kid can go through a 30-cent Hershey bar in 2.3 seconds flat. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|There exists a strong undercurrent of dissatisfaction among America's candy eaters. As the candy bar has shrunk in size, this discontent has|
|grown. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"My hard-earned allowance doesn't last very long when it comes to candy bars." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Either I'm eating faster or candy bars are getting smaller." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"You can suck up a candy bar awfully fast these days!" |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|This is the soft, chocolaty underbelly of the candy-bar competition. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Milk Duds are different. They come in a box instead of a package. They give the kid 15 individual slow-eating chocolate-covered caramels. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Compared with a candy bar, a box of Milk Duds will last a long time. (If you try to stuff a whole box in your mouth, it will cement your |
|jaws shut.) Which is exactly why the product has been so popular in movie theaters. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So what is Milk Duds' new position? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Long-Lasting Alternative |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Why, it's America's long-lasting alternative to the candy bar. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If this seems like the obvious answer to you, it wasn't to the people who used to do the Milk Duds advertising. In some 15 years of Milk |
|Duds' television commercials, there wasn't one reference to the long-lasting idea. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 183 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|17 |
|Positioning a Service: |
|Mailgram |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What's the difference between the positioning of a product (like Milk Duds) and the positioning of a service (like Western Union's |
|Mailgram)? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Not much, especially from a strategic point of view. Most of the differences are in techniques. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Mailgram was a joint service of Western Union and the U.S. Postal Service. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Visual vs. Verbal |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In a product ad, the dominant element is usually the picture, the visual element. In a service ad, the dominant element is usually the |
|words, the verbal element. (So if you saw an advertisement with a big picture of an automobile, you would assume the car was being |
|advertised, not a car rental service.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|With a product like Milk Duds, the primary medium was television, a visually oriented vehicle. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|With a service like Mailgram, the primary medium was radio, a verbally oriented vehicle. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Naturally, there are a lot of exceptions to these principles. If everyone knows what the product looks |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 184 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|like, there is no advantage in using print, television or other forms of visual media. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Visuals can be extremely memorable, but unless they are connected to a verbal idea they lose their effectiveness. Who can ever forget O.J. |
|Simpson running through airport terminals, but what was the message that Hertz was trying to communicate? Who knows? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Conversely, if a service can make effective use of a visual symbol (O. J. Simpson for Hertz, for example), then visual media can often be |
|productive. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In spite of the exceptions, it's surprising how often these visual/verbal generalities hold up. In a four-way test of newspapers, magazines,|
|radio and television for Mailgram, the most effective medium was radio. But the essence of the Mailgram story is strategy, not media. Before|
|discussing strategy, it may be helpful to take a look at how the system works. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Electronic Mail |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Developed jointly with the U.S. Postal Service and inaugurated on a limited experimental basis in 1970, Mailgram is the nation's first |
|electronic mail. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|To send a Mailgram, you call Western Union, which transmits the message electronically to a post office near the recipient. The Mailgram is |
|delivered the next business day. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|To show how technologically advanced the system is, let's follow a typical Mailgram being sent from New York to the West Coast. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|1. The New York customer reaches for the telephone and calls Western Union. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|2. An operator in one of Western Union's central telephone answering bureaus, open around the clock, takes the customer's message and feeds |
|it into a computerized video display unit. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 186 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|up in the service and forget all about the customer. As a matter of fact, the traditional approach would have been to introduce Mailgram as |
|a "new, automated, computerized electronic communication service" or something of that sort. (Western Union spent millions on computer |
|programming alone, not to mention the enormous expense of earth stations, satellites, etc.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Low-Cost Telegram |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Regardless of how much money you spend, regardless of how technologically interesting your service is, to get inside the prospect's mind, |
|you have to relate to what's already there. You can't walk away from it. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And what's up there in the prospect's mind? The Telegram, of course. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Anytime you mention the word "Western Union," the average mind conjures up the most famous yellow message in the history of the world. And |
|the "gram" part of the Mailgram name only reinforces this perception. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You can't walk away from what's already in the prospect's mind. When you said "Western Union," most people thought "telegram." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So what's the difference between the new gram and the old gram? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Well, the main difference is price. Both have the same telegraphic format. Both demand immediate attention. But the yellow Telegram message |
|is three times the price of the new blue and white Mailgram message. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So the original positioning theme developed for Mailgram was simple: "Mailgram: Impact of a Telegram at a fraction of the cost." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|At this point, someone said "Wait a minute. Why |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 187 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|position Mailgram against the Telegram, also a Western Union service? Why take business away from ourselves? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Furthermore, the Telegram is a declining business. Why compare a new, modern service like Mailgram with an old service past its prime? The |
|Telegram still has an important role to play, but it is not a growth business." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Publicly we said that the "Telegram still has an important role to play," but privately we told the Western Union chairman that the service |
|was a dead duck. Advertising agencies have to be more diplomatic than that which is one reason that we are now marketing consultants. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The logic is impeccable. But as often happens, logic is not necessarily the best strategy for dealing with human minds. Still, the logic was|
|so sound, it was worthwhile rethinking the concept. Especially since there was another positioning strategy that also had merit. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The High-Speed Letter |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Actually the name itself suggests a second positioning approach. We could relate the Mailgram to the U.S. mail. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Then, too, if Western Union wanted the Mailgram to take business away from another service, the numbers suggest it would be much better to |
|position the new service against regular mail. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In a recent year, 58 billion first-class letters were dropped into the nation's 69 million letter boxes. That's 840 first-class letters per |
|household per year. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Telegram generates only a tiny fraction of that kind of volume. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So a second theme was developed: "Mailgram: A new high-speed service for important messages." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Which is the better approach? In spite of the nega- |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 189 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Statistically, not much difference. This indicates that the cities were pretty evenly matched. In other words, about one-fourth of the |
|market already knew. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|After the advertising ran, however, there was a big difference in the two groups of cities. Here are the Mailgram awareness levels 13 weeks |
|later. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|High-speed letter cities |
|25% |
| |
| |
| |
|Low-cost Telegram cities |
|47% |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|As unbelievable as it may seem, awareness in the high-speed letter cities actually declined. From 27 percent to 25 percent. (Not really |
|statistically significant.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Then where did the increased volume come from in the high-speed letter cities? Obviously from people who knew what a Mailgram was and were |
|reminded to use the service by the advertising. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It was a totally different story in the low-cost Telegram cities. Mailgram awareness more than doubled. From 23 percent to 47 percent. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Not only was this a big jump, but the numbers also suggested that Mailgram volume increases in the low-cost Telegram cities were likely to |
|continue over a much longer period of time. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|A note about the Telegram itself. While the Mailgram was being test-marketed, Western Union also measured Telegram volume in the test cities|
|before, during and after the advertising. They found that volume held fairly stable. Today the company feels that advertising the Mailgram |
|as the low-cost Telegram has helped rather than hurt Telegram volume. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And what happened to Mailgram since the adver- |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 19 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Take drugs. There are some 100,000 prescription drugs on the U.S. market. While many of these are specialized and used almost exclusively by|
|medical specialists, the general practitioner still has a herculean job to keep informed about the multitude of drug products available. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Herculean? No, it's an impossible job. Even Hercules himself could not have kept up with more than a small fraction of these drugs. To |
|expect more is to be totally ignorant of the finite capacity of even the most brilliant mind. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Thanks to stringent FDA regulations for drug approvals, the number of prescription drugs on the market has not increased very much. Where |
|the real explosion has occurred is in the over-the-counter market. There are now more than 50 varieties of Tylenol. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And how does the average person cope with the product and media explosions? Not very well. Studies on the sensitivity of the human brain |
|have established the existence of a phenomenon called ''sensory overload." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Scientists have discovered that a person is capable of receiving only a limited amount of sensation. Beyond a certain point, the brain goes |
|blank and refuses to function normally. (Dentists have been toying with some of these discoveries. Earphones are placed on the patient, and |
|the sound level is turned up until the sensation of pain no longer is felt.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Advertising Explosion |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Ironically, as the effectiveness of advertising goes down, the use of it goes up. Not just in volume, but in the number of users. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Doctors, lawyers, dentists, accountants are dipping their toes into the advertising pool. Even institutions like churches and government |
|have begun to adver- |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 191 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|18 |
|Positioning a Long Island Bank |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Like Western Union, banks sell a service and not a product. Unlike a Mailgram, however, which is a national service, banking is a regional |
|service. By law, banks are generally restricted to a single state, county or even city. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|This is no longer true. Today Citibank, Chase, Bank of America, Wells Fargo, Bank One, and others are fighting to become national banks. |
|History teaches us that only two of these banks will ultimately dominate the category. (The law of duality.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In fact, positioning a bank is much like positioning a department store, an appliance store or any other kind of retail establishment. To |
|successfully position a retail outlet, you must know the territory. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Long Island Banking Situation |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|To understand how a position for the Long Island Trust Company was developed, you should know a little bit about the territory. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|For many years Long Island Trust was the leading bank on the Island. It was the largest bank, it had the most branches and it made the most |
|money. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In the seventies, however, the bank battlefield on Long Island changed dramatically. A new law permit- |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 192 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|ted unrestricted branch banking throughout New York State. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Since then, many of the big New York City banks have become firmly entrenched in the Long Island area. Banks like Citibank, Chase Manhattan |
|and Chemical Bank. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Also, a good number of Long Island's residents commute to New York City everyday and do part of their banking at these same banks. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|However, the intrusion of the big city banks into Long Island Trust's territory was only part of the problem. The territory that really |
|counts is in the mind of the banking prospect. And a little research turned up a lot of bad news. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Mapping the Prospect's Mind |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|By now you can appreciate the importance of knowing what's in the prospect's mind. Not only about your product or service, but about |
|competitive offerings as well. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Often the insights are intuitive. Nobody needs a $10,000 research project to know that Western Union is strongly identified with the |
|Telegram. Nor was much research needed to determine the positions of Milk Duds, Belgium and Monsanto. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|More often than not, however, it can be exceedingly helpful to map the prospect's mind by means of formal positioning research. Helpful not |
|only in developing a strategy, but in selling the strategy to top management. (The chief executive who has spent 30 years with one company |
|will obviously see that |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 194 |
| |
| |
| |
| |
|Full range of services |
| |
| |
| |
|Chemical |
|7.7 |
| |
| |
| |
|Citibank |
|7.7 |
| |
| |
| |
|Chase Manhattan |
|7.6 |
| |
| |
| |
|National Bank of North America |
|7.4 |
| |
| |
| |
|European American |
|7.3 |
| |
| |
| |
|Long Island Trust |
|7.0 |
| |
| |
| |
| |
| |
| |
| |
| |
|Quality of service |
| |
| |
| |
|Chemical |
|7.2 |
| |
| |
| |
|Citibank |
|7.0 |
| |
| |
| |
|National Bank of North America |
|7.0 |
| |
| |
| |
|Chase Manhattan |
|6.9 |
| |
| |
| |
|European American |
|6.8 |
| |
| |
| |
|Long Island Trust |
|6.7 |
| |
| |
| |
| |
| |
| |
| |
| |
|Large capital |
| |
| |
| |
|Chemical |
|8.2 |
| |
| |
| |
|Chase Manhattan |
|8.2 |
| |
| |
| |
|Citibank |
|8.1 |
| |
| |
| |
|National Bank of North America |
|7.8 |
| |
| |
| |
|European American |
|7.7 |
| |
| |
| |
|Long Island Trust |
|7.1 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The positions were reversed, however, when the attributes concerned Long Island itself. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Helps Long Island residents |
| |
| |
| |
|Long Island Trust |
|7.5 |
| |
| |
| |
|National Bank of North America |
|6.6 |
| |
| |
| |
|European American |
|5.2 |
| |
| |
| |
|Chemical |
|5.1 |
| |
| |
| |
|Chase Manhattan |
|4.7 |
| |
| |
| |
|Citibank |
|4.5 |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 195 |
| |
| |
| |
| |
|Helps Long Island economy |
| |
| |
| |
|Long Island Trust |
|7.3 |
| |
| |
| |
|National Bank of North America |
|6.7 |
| |
| |
| |
|European American |
|5.4 |
| |
| |
| |
|Chemical |
|5.4 |
| |
| |
| |
|Citibank |
|5.3 |
| |
| |
| |
|Chase Manhattan |
|4.9 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|When the attributes concerned Long Island, the Long Island Trust Company went right to the top. A not too surprising result, considering the|
|power of the name. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Developing the Strategy |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What approach should Long Island Trust take? Conventional wisdom says you accept your strengths and work on improving your weaknesses. In |
|other words, run ads telling the prospects about the great service, friendly tellers, etc. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But conventional wisdom is not positioning thinking. Positioning theory says you must start with what the prospect is already willing to |
|give you. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The first advertisement in the Long Island Trust program. If we have learned anything in 20 years, it is that marketing programs like this |
|one need a much heavier emphasis on publicity. We should have encouraged the chairman to do radio and television as well as print |
|interviews. David versus Goliath is a sure-fire human-interest story. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And the only thing the prospect gave Long Island Trust was the "Long Island position." Accepting this position allowed the bank to repel the|
|invasion of the big city banks. The first ad stated the theme. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
|Why send your money to the city if you live on the Island? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
|It makes sense to keep your money close to home. Not at a city bank. But at Long Island Trust. Where it can work for Long Island. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 197 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"The city is a great place to visit, but would you want to bank there?" |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"To a city bank, the only island that really counts is Manhattan." (A tiny drawing of Long Island is dwarfed by an enormous drawing of |
|Manhattan.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The third advertisement in the Long Island Trust series. At the time of this campaign, New York City was having severe financial troubles. |
|The Implication of the ad is that perhaps the city might want to dip into your account in order to balance its budget. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"If times get tough, will the city banks get going? (Back to the city.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Fifteen months later, the same research was repeated. Notice how Long Island Trust's position improved in every attribute. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Many branches |
| |
| |
| |
|Long Island Trust |
|7.0 |
| |
| |
| |
|National Bank of North America |
|6.8 |
| |
| |
| |
|Chemical |
|6.6 |
| |
| |
| |
|Citibank |
|6.5 |
| |
| |
| |
|Chase Manhattan |
|6.1 |
| |
| |
| |
|European American |
|6.1 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|From last to first place in "many branches." In spite of the fact that Chemical Bank, for example, has more than twice as many branches on |
|Long Island. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Full range of services |
| |
| |
| |
|Citibank |
|7.8 |
| |
| |
| |
|Chemical |
|7.8 |
| |
| |
| |
|Chase Manhattan |
|7.6 |
| |
| |
| |
|Long Island Trust |
|7.3 |
| |
| |
| |
|National Bank of North America |
|7.3 |
| |
| |
| |
|European American |
|7.2 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In "full range of services" Long Island Trust moved up two spots. From sixth to fourth place. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 198 |
| |
| |
| |
| |
|Quality of service |
| |
| |
| |
|Citibank |
|7.8 |
| |
| |
| |
|Chemical |
|7.6 |
| |
| |
| |
|Chase Manhattan |
|7.5 |
| |
| |
| |
|Long Island Trust |
|7.1 |
| |
| |
| |
|National Bank of North America |
|7.1 |
| |
| |
| |
|European American |
|7.0 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In "quality of service" Long Island Trust also moved from sixth to fourth place. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Large capital |
| |
| |
| |
|Long Island Trust |
|7.0 |
| |
| |
| |
|Chemical |
|6.7 |
| |
| |
| |
|Citibank |
|6.7 |
| |
| |
| |
|National Bank of North America |
|6.6 |
| |
| |
| |
|Chase Manhattan |
|6.6 |
| |
| |
| |
|European American |
|6.4 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In "large capital" Long Island Trust moved from last to first place. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Results were seen not only in the research but in the branches too. "With the assistance of the advertising agency which pioneered the |
|widely accepted concept of positioning," said the bank's annual report, "our lead bank, Long Island Trust, assumed the mantle of the Long |
|Island Bank for Long Islanders. Acceptance of the campaign was immediate and gratifying." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You might think that a bank promoting the area that it serves is an obvious idea. And it is. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But the best positioning ideas are so simple that most people overlook them. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Long Island Trust is no longer with us having been absorbed by a larger bank. Hopefully, the advertising enhanced their selling price. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 2 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|examples are from the most difficult of all forms of communication. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Advertising. A form of communication that, from the point of view of the recipient, is held in low esteem. For the most part, advertising is|
|unwanted and unliked. In some cases, detested. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|To many intellectuals, advertising is selling your soul to corporate America. Not worthy of serious study. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In spite of its reputation, or perhaps because of it, the field of advertising is a superb testing ground for theories of communication. If |
|it works in advertising, most likely it will work in politics, religion or any activity that requires mass communication. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So the examples in this book could just as well have been taken from the field of politics, war, business or even the science of chasing the|
|opposite sex. Or any form of human activity which involves influencing the minds of other people. Whether you want to promote a car, a cola,|
|a computer, a candidate or your own career. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Positioning is a concept that has changed the nature of advertising. A concept so simple people have difficulty understanding how powerful |
|it is. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Adolf Hitler practiced positioning. So does Procter & Gamble as well as every successful politician. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|We got carried away. The "big lie" was never a part of positioning thinking. On the other hand, we got many calls from Washington political |
|strategists for more information about our positioning concepts. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Positioning Defined |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Positioning starts with a product. A piece of merchandise, a service, a company, an institution, or even a person. Perhaps yourself. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 20 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|tise. (In 1978 the U.S. government spent $128,452,200 on advertising.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Professional people used to consider advertising beneath their dignity. But even to some professionals, dollars are more important than |
|dignity. So to make a bigger buck, doctors, lawyers, dentists, optometrists, accountants and architects are starting to promote themselves. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Currently there is a raft of legal advertising (Injured? Call 1-800-LAWSUIT) and a raft of advertising by accountants like Arthur Andersen. |
|But Medicare, medicaid, and our tax laws have pretty much driven free enterprise out of the medical profession. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|They also face stiffer competition. A decade ago, there were 132,000 lawyers in the United States. Today there are 432,000. Compared with 10|
|years ago, there are 300,000 more lawyers today beating the bushes for business. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And the same thing is happening in the medical profession. Our overcommunicated society is in the process of becoming an overmedicated one |
|too. According to the Congressional Office of Technology Assessment, by the end of the decade the nation might have 185,000 more physicians |
|than it needs. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|How will these excess doctors find patients to practice on? By advertising, of course. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And now we have the dot.com crowd spilling into the media with endless Wall Street money. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But the professionals who are opposed to advertising say it downgrades their profession. And it does. To advertise effectively today, you |
|have to get off your pedestal and put your ear to the ground. You have to get on the same wavelength as the prospect. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In advertising, dignity as well as pride goeth before destruction, and a haughty spirit before a fall. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 201 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Church failed to recognize the scope of the problem on its hands. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Losing Its Influence |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What was painfully lacking was a clear presentation of what the new church was about. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The faithful quietly asked, "If you are not the teacher of the law, what are you?" |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In the years since Vatican II, there has been no simple answer forthcoming. No attempt to reposition the church in the minds of the laity. |
|Even in the minds of the clergy, for that matter. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And with no answers, confusion walked in and many people walked out. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|For the first time, regular Mass attendance dropped below 50 percent of the Catholic population. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|There are 20 percent fewer priests, nuns and brothers today than there were ten years ago. Vocations have dropped by 60 percent. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|One final set of statistics is especially significant. The Catholic Church is presently the "largest community of moral authority in |
|American society." (A title bestowed upon it recently by the Protestant theologian Peter Berger.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Yet when a group of 24,000 highly influential executives were asked by U. S. News & World Report to rate the influence of major |
|institutions, the Church and other organized religions came in dead last. (See table on next page.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The moral authority of the Catholic Church was obviously not being communicated very well. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 202 |
| |
| |
| |
| |
|Labor unions |
|66 percent |
| |
| |
| |
|Television |
|65 percent |
| |
| |
| |
|Supreme Court |
|65 percent |
| |
| |
| |
|White House |
|54 percent |
| |
| |
| |
|Newspapers |
|47 percent |
| |
| |
| |
|Government bureaucracy |
|46 percent |
| |
| |
| |
|U. S. Senate |
|43 percent |
| |
| |
| |
|U. S. House |
|36 percent |
| |
| |
| |
|Industry |
|33 percent |
| |
| |
| |
|Financial institutions |
|25 percent |
| |
| |
| |
|Democratic Party |
|22 percent |
| |
| |
| |
|Magazines |
|20 percent |
| |
| |
| |
|Educational institutions |
|18 percent |
| |
| |
| |
|The Cabinet |
|18 percent |
| |
| |
| |
|Radio |
|15 percent |
| |
| |
| |
|Advertising agencies |
|15 percent |
| |
| |
| |
|Republican Party |
|8 percent |
| |
| |
| |
|Organized religion |
|5 percent |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What Role for the Church? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"What is the role of the Catholic Church in the modern world?" |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|This question was asked of clergy, bishops, laity. Never was the same answer received twice. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Some say there is no simple answer. Some say there's more than one answer. (Recognize the everybody trap.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Corporate executives usually have answers to questions like this. If you ask the top executives at General Motors, they will more than |
|likely see their role as being the world's largest manufacturer of automobiles. Companies spend millions finding and |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 204 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Because he was "the Son of God," it must be assumed that his word is a word for all ages. Christ's parables were not just for the people of |
|his time, but also for now. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Hence they must have in their construction a universality which would never become dated. They are simple and deep. In them Jesus gives to |
|people of all ages food for thought and action. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So it can be assumed that those who proclaim the message today can and should transmit the old message in a new form in their own locality, |
|in their own time, in their own way. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Thus the retracing of steps led to defining the role of the Church as that of keeping Christ alive in the minds of each new generation and |
|relating his word to the problems of their time. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In many ways Vatican II seemed to point the Church backwards rather than forward. From "teacher of the law" to "teacher of the word." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|This may seem like a very simplistic, almost obvious answer to a complicated problem. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And it is. Experience has shown that a positioning exercise is a search for the obvious. Those are the easiest concepts to communicate |
|because they make the most sense to the recipient of a message. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Unfortunately, obvious concepts are also the most difficult to recognize and to sell. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The human mind tends to admire the complicated and dismiss the obvious as being too simplistic. (For example, many clerics in the Catholic |
|Church admire the definition of the role of the Church put forth by a noted theologian named Avery Dulles. His answer: |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 205 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Church hasn't one role. It has six different roles to play.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Implementing the Position |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Once the obvious concept had been isolated, the next thing to be done was to develop the techniques for implementing it. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|First and foremost was pulpit training. To fulfill the role of "teacher of the word," the clergy had to become far better speakers and to |
|give far better sermons. (Your best religious speakers today can be found not in church but on Sunday morning television). |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In addition to pulpit training, an introductory film entitled Return to the Beginning was proposed. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The start of any major communication effort often needs some drama to get people's attention. The emotion of the film medium is ideal for |
|this kind of effort. (Which is also why television is so powerful a tool for new product introductions.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|A wide range of other program elements was suggested, all carefully constructed around the role of the church as "teacher of the word." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The point here is that once a positioning strategy has been developed, it sets the direction for all the activities of the organization. |
|Even one as large and multifaceted as the Catholic Church. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What Happened? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Nothing. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It has been very difficult to convince the manage- |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 207 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|20 |
|Positioning Yourself and Your Career |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If positioning strategies can be used to promote a product, why can't they be used to promote yourself? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|No reason at all. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So let's review positioning theory as it might apply to your own personal career. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Define Yourself |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What are you? People suffer from the same disease as products. They try to be all things to all people. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The problem with this approach is the mind of the prospect. It's difficult enough to link one concept with each product. It's almost |
|impossible with two or three or more concepts. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The most difficult part of positioning is selecting that one specific concept to hang your hat on. Yet you must, if you want to cut through |
|the prospect's wall of indifference. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What are you? What is your own position in life? Can you sum up your own position in a single con- |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 208 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|cept? Then can you run your own career to establish and exploit that position? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Most people aren't ruthless enough to set up a single concept for themselves. They vacillate. They expect others to do it for them. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"I'm the best lawyer in Dallas." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Are you? How often would your name be mentioned if we took a survey of the Dallas legal community? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"I'm the best lawyer in Dallas" is a position that can be achieved with some talent, some luck and a lot of strategy. And the first step is |
|to isolate the concept that you are going to use to establish that long-term position. It's not easy. But the rewards can be great. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Make Mistakes |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Anything worthwhile doing is worthwhile doing lousy. If it wasn't worthwhile doing, you shouldn't have done it at all. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|On the other hand, if it is worthwhile doing and you wait until you can do it perfectly, if you procrastinate, you run the risk of not doing|
|it. Ever. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Therefore, anything worthwhile doing is worthwhile doing lousy. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Your reputation will probably be better within the company if you try many times and succeed sometimes than if you fear failure and only try|
|for sure things. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|People still remember Ty Cobb, who stole 96 bases out of 134 tries (70 percent). But they have forgotton Max Carey, who stole 51 bases out |
|of 53 (96 percent). |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Eddie Arcaro, perhaps the greatest jockey who ever |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 21 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|3 |
|Getting into the Mind |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In our overcommunicated society, the paradox is that nothing is more important than communication. With communication going for you, |
|anything is possible. Without it, nothing is possible. No matter how talented and ambitious you may be. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What's called luck is usually an outgrowth of successful communication. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Saying the right things to the right person at the right time. Finding what the NASA people in Houston call a window in space. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Positioning is an organized system for finding windows in the mind. It is based on the concept that communication can only take place at the|
|right time and under the right circumstances. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Easy Way into the Mind |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The easy way to get into a person's mind is to be first. You can demonstrate the validity of this principle by asking yourself a few simple |
|questions. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 210 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It's a mistake. You can afford to do that only if everyone knows who you are. If you're on your way up, if you're trying to burn your name |
|into the minds of top management, you need a name, not a set of initials. For exactly the same reasons your company does. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Write your name out and look at it. Roger P. Dinkelacker. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What a name like this says psychologically to managment is: We are such a big company and you have such an insignificant job that you must |
|use the ''P" to differentiate yourself from the other Roger Dinkelackers on the staff. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Not likely. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It is possible, if your name is something like John Smith or Mary Jones, that you actually do need a middle initial to differentiate |
|yourself from the other John Smiths or Mary Joneses. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If so, what you really need is a new name. Confusion is the enemy of successful positioning. You can't "burn in" a name that's too common. |
|How are other people going to differentiate between John T. Smith and John S. Smith? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|They won't bother. They'll just forget you along with the rest. And the no-name trap will have claimed another victim. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Avoid the Line-Extension Trap |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If you had three daughters, would you name them Mary 1, Mary 2 and Mary 3? As a matter of fact, would |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 212 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Wrong. Trying harder is rarely the pathway to success. Trying smarter is the better way. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It's the story of the shoemaker's children all over again. Too often, management people don't know how to manage their own careers. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Their own promotional strategy is often based on the naive assumption that ability and hard work are all that counts. And so they dig in and|
|work harder, waiting for the day that someone will tap them on the shoulder with the magic wand. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But that day seldom comes. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The truth is, the road to fame and fortune is rarely found within yourself. The only sure way to success is to find yourself a horse to |
|ride. It may be difficult for the ego to accept, but success in life is based more on what others can do for you than on what you can do for|
|yourself. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Kennedy was wrong. Ask not what you can do for your company. Ask what your company can do for you. Therefore, if you want to take maximum |
|advantage of the opportunities that your career has to offer, you must keep your eyes open and find yourself a horse to do the job for you. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|1. The First Horse to Ride Is Your Company. Where is your company going? Or more impolitely, is it going anywhere at all? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Too many good people have taken their good prospects and locked them into situations that are doomed to failure. But failure at least gives |
|you a second chance. Even worse is the company with less than average chances for growth. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|No matter how brilliant you are, it never pays to |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 213 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|cast your lot with a loser. Even the best officer on the Titantic wound up in the same lifeboat as the worst. And that's if he was lucky |
|enough to stay out of the water. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You can't do it yourself. If your company is going nowhere, get yourself a new one. While you can't always pick an IBM or a Xerox, you ought|
|to be able to do considerably better than average. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Place your bets on the growth industries. Tomorrow-type products like computers, electronics, optics, communications. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If you had cast your lot early on with almost any of these companies, you couldn't help but be rich today. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And don't forget that soft services of all types are growing at a much faster rate than hard products. So look at banks, leasing, insurance,|
|medical, financial and consulting service companies. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Don't forget that your experience with yesterday-type products can blind you to opportunities in totally different product areas. And |
|especially services. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And when you change jobs to join one of those tomorrow-type companies, don't just ask how much they are going to pay you today. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Also ask how much they are likely to pay you tomorrow. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|2. The Second Horse to Ride Is Your Boss. Ask yourself the same questions about your boss as you asked yourself about your company. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Is he or she going anywhere? If not, who is? Always try to work for the smartest, brightest, most competent person you can find. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If you look at biographies of successful people, it's amazing to find how many crawled up the ladder of success right behind someone else. |
|From their first |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 215 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|career happen because a business friend recommended that person. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The more business friends you make outside of your own organization, the more likely you are to wind up in a big, rewarding job. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It's not enough just to make friends. You have to take out that friendship horse and exercise it once in a while. If you don't, you won't be|
|able to ride it when you need it. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|When an old business friend you haven't heard from in ten years calls you and wants to have lunch, you know two things will happen: (1) |
|you're going to pay for the lunch, and (2) your friend is looking for a job. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|When you need a job, it's usually too late to try that type of tactic. The way to ride the friendship horse is to keep in touch regularly |
|with all your business friends. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Send them tear sheets of articles they may be interested in, clips of publicity items and congratulatory letters when they get promoted. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And don't assume people always see stories that might have mentioned them. They don't. And they always appreciate it when someone sends them|
|an item they may have missed. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|4. The Fourth Horse to Ride Is an Idea. On the night before he died, Victor Hugo wrote in his diary, "Nothing, not all the armies of the |
|world, can stop an idea whose time has come." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Everyone knows that an idea can take you to the top faster than anything else. But people sometimes expect too much of an idea. They want |
|one that is not |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 216 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|only great, but one that everyone else thinks is great too. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|There are no such ideas. If you wait until an idea is ready to be accepted, it's too late. Someone else will have preempted it. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Or in the in-out vocabulary of a few years ago: Anything definitely in is already on its way out. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|To ride the "idea" horse, you must be willing to expose yourself to ridicule and controversy. You must be willing to go against the tide. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You can't be first with a new idea or concept unless you are willing to stick your neck out. And take a lot of abuse. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And bide your time until your time comes. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So, too, with the positioning concept. The controversy was a factor in keeping the idea alive and talked about. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It wasn't long after the positioning articles appeared in Advertising Age that Leo Greenland wrote an article condemning the authors. "Gurus|
|and cultists" were two of the nicer things he had to say. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Even the head of the most respected advertising agency in the world summed up our positioning concept with one word. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Nonsense," said Bill Bernbach at an Association of National Advertisers meeting at the Homestead. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"One indication of the validity of a principle," according to psychologist Charles Osgood, "is the vigor and persistence with which it is |
|opposed. In any field," says Dr. Osgood, "if people see that a principle is obvious nonsense and easy to refute, they tend to ignore it. On |
|the other hand, if the principle is diffi- |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 218 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|the outsider who made the McDonald's chain a success. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Not two guys named McDonald. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In 1989, we expanded this chapter into a book called Horse Sense, which did poorly in the marketplace, Lesson learned: We have no |
|credentials in the self-motivation business. Leave that to Tony Robbins and Tom Peters. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|6. The Sixth Horse to Ride Is Yourself. There is one other horse. An animal that is mean, difficult and unpredictable. Yet people often try |
|to ride it. With very little success. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|That horse is yourself. It is possible to succeed in business or in life all by yourself. But it's not easy. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Like life itself, business is a social activity. As much cooperation as competition. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Take selling, for example. You don't make a sale all by yourself. Somebody has to buy. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So remember, the winningest jockeys are not necessarily the lightest, the smartest or the strongest. The best jockey doesn't win the race. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The jockey that wins the race is usually the one with the best horse. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So pick yourself a horse to ride and then ride it for all it's worth. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 219 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|21 |
|Six Steps to Success |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|How do you get started on a positioning program? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It's not easy. The temptation is to work on the solution without first thinking through the problem. Much better to think about your |
|situation in an organized way before leaping to a conclusion. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|To help you with this thinking process, here are six questions you can ask yourself to get your mental juices flowing. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Don't be deceived. The questions are simple to ask but difficult to answer. They often raise soul-searching issues that can test your |
|courage and your beliefs. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|1 |
|What Position Do You Own? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Positioning is thinking in reverse. Instead of starting with yourself, you start with the mind of the prospect. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Instead of asking what you are, you ask what position you already own in the mind of the prospect. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Changing minds in our overcommunicated so- |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 220 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|ciety is an extremely difficult task. It's much easier to work with what's already there. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In determining the state of the prospect's mind, it's important not to let corporate egos get in the way. You get the answer to the question|
|''What position do we own?" from the marketplace, not from the marketing manager. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If this requires a few dollars for research, so be it. Spend the money. It's better to know exactly what you're up against now than to |
|discover it later when nothing can be done about it. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Don't be narrow-minded. You must look at the big picture, not the details. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Sabena's problem is not Sabena, the airline, but Belgium, the country. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Seven-Up's problem is not the prospect's attitude toward lemon/lime drinks, but the overwhelming share of mind occupied by the colas. "Get |
|me a soda," to many people, means a Coke or a Pepsi. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Looking at the big picture helped Seven-Up develop its successful uncola program. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Most products today are like 7-Up before the uncola campaign. They have weak or nonexistent positions in the minds of most prospects. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What you must do is to find a way into the mind by hooking your product, service or concept to what's already there. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|2 |
|What Position Do You Want to Own? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Here is where you bring out your crystal ball and try to figure out the best position to own from a long- |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 221 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|term point of view. "Own" is the key word. Too many programs set out to communicate a position that is impossible to preempt because someone|
|else already owns it. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Ford failed to position the Edsel successfully. One reason was there simply was no room in the mind of the auto buyer for another heavily |
|chromed, medium-priced car. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|On the other hand, when Richardson Merrill was trying to position an entry in the cold-remedy field against Contac and Dristan, it wisely |
|avoided a direct confrontation. Leaving these two to fight it out in the daylight hours, Richardson Merrill chose to preempt the "nighttime |
|cold remedy" position for Nyquil. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Nyquil turned out to be the most successful new product they have introduced in recent years. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Sometimes you can want too much. You can want to own a position that's too broad. A position that can't be established in the prospect's |
|mind. And even if it could, it couldn't be defended against the assaults of narrowly based products like Nyquil. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|This, of course, is the everybody trap, and one example is a famous campaign for a beer called Rheingold. This brewery wanted to preempt New|
|York City's working class. (Not a bad objective when you consider the large number of heavy beer drinkers in this group.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So they produced some marvelous commercials featuring Italians drinking Rheingold, Blacks drinking Rheingold, Irish drinking Rheingold, Jews|
|drinking Rheingold, and so on. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Well, rather than appeal to everybody, they ended |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 223 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|all you have to do is carry the ball across the goal line. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What makes football difficult is not the problem of scoring. (The problem of defining a position, if you will.) What makes football |
|difficult is the 11 men in between you and the goal line. (The problem of establishing the position.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Coming to grips with the competition is also the main problem in most marketing situations. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|4 |
|Do You Have Enough Money? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|A big obstacle to successful positioning is attempting to achieve the impossible. It takes money to build a share of mind. It takes money to|
|establish a position. It takes money to hold a position once you've established it. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The noise level today is fierce. There are just too many me-too products and too many me-too companies vying for the mind of the prospect. |
|Getting noticed is getting tougher. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|During the course of a single year, the average human mind is exposed to some 200,000 advertising messages. When you remember that a |
|30-second $243,000 Super Bowl commercial can make only one of those 200,000 impressions, the odds against an advertiser today must be seen |
|as enormous. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|This is why a company like Procter & Gamble is such a formidable competitor. When it bets on a new product, it will slide $20 million on the|
|table, look around at the competition, and say, "Your bet." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If you don't spend enough to get above the noise level, you allow the Procter & Gambles of this world |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 224 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|to take your concept away from you. One way to cope with the noise-level problem is to reduce the geographical scope of your problem. To |
|introduce new products or new ideas on a market-by-market basis rather than nationally or even internationally. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|With a given number of dollars, it's better to over-spend in one city than to underspend in several cities. If you become successful in one |
|location, you can always roll out the program to other places. Provided the first location is appropriate. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If you can become the No. 1 scotch in New York (the No. 1 scotch-drinking area of the country), you can roll out the product to the rest of |
|the U.S.A. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|5 |
|Can You Stick It Out? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You can think of our overcommunicated society as a constant crucible of change. As one idea replaces another in bewildering succession. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|To cope with change, it's important to take a long-range point of view. To determine your basic position and then stick to it. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Positioning is a concept that is cumulative. Something that takes advantage of advertising's long-range nature. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You have to hang in there, year after year. Most successful companies rarely change a winning formula. How many years have you seen those |
|Marlboro men riding into the sunset? Crest has been fighting cavities for so long they're into their second generation of kids. Because of |
|change, a company must think even more strategically than it did before. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 226 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|An institution like this would have been much better off running the flip-chart with the strategy on it rather than the ad with thousands of|
|dollars worth of creativity applied. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Avis is only No. 2 in rent-a-cars, so why go with us? We try harder." This doesn't sound like an ad. It sounds like the presentation of the|
|marketing strategy. In truth, it's both. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Do your advertisements for yourself match your position? Do your clothes, for example, tell the world that you're a banker or a lawyer or an|
|artist? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Or do you wear creative clothes that undermine your position? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Creativity by itself is worthless. Only when it is subordinated to the positioning objective can creativity make a contribution. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Role of the Outsider |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The question sometimes arises: Do we do it ourselves or do we hire someone to position us? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The someone that often gets hired is an advertising agency. An ad agency? Who needs help from those Madison Avenue hucksters? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Everybody. But only the rich can afford to hire an advertising agency. All the others have to learn how to do it themselves. Have to learn |
|how to apply the invaluable ingredient only available from the outsider. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And what does the outsider supply? An ingredient called ignorance. In other words, objectivity. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|By not knowing what goes on inside a company, |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 227 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|the outsider is better able to see what is happening on the outside. In the mind of the prospect. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The outsider is naturally attuned to outside-in thinking, while the insider is more comfortable with inside-out thinking. (No wonder clients|
|sometimes have trouble getting along with their agencies.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Objectivity is the key ingredient supplied by the advertising or marketing communication or public relations agency. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What the Outsider Doesn't Supply |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In a word, magic. Some business managers believe that the role of an advertising agency is to wave a magic wand which causes prospects to |
|immediately rush out and buy the product. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The wand, of course, is called "creativity," a commodity much sought after by the neophyte advertiser. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The popular view is that the agency "creates." And that the best agencies are filled with a substance called "creativity" which they |
|liberally apply to their advertising solutions. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In advertising circles, the story is told about an advertising agency that was very creative. So creative, in fact, it could take straw and |
|spin it into gold. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Now you might have heard of them because they had a very creative name. Rumplestiltskin, Inc. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The legend lives on. Even today, some people think agencies are so creative that they can spin straw into gold. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Not true Advertising agencies can't spin straw |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 229 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|22 |
|Playing the Positioning Game |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Some people have trouble playing the positioning game because they are hung up on words. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|They assume, incorrectly, that words have meanings. They let Mr. Webster rule their life. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You Must Understand Words |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|As general semanticists have been saying for decades, words don't contain meanings. The meanings are not in the words. They are in the |
|people using the words. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Like a sugar bowl which is empty until someone fills it with sugar, a word has no meaning until someone uses it and fills it with meaning. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If you try to add sugar to a leaky sugar bowl, you won't get anywhere. So, too, if you try to add meaning to a leaky word. Much better to |
|discard that leaky word and use another. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The word "Volkswagen" won't hold the concept of a medium-sized luxury car, so you discard that sugar bowl and use another, "Audi," which |
|holds the |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 23 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|day-old duckling will always recognize its mother, no matter how much you mix up the flock. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Well, that's not quite true. If the imprinting process is interrupted by the substitution of a dog or cat or even a human being, the |
|duckling will treat the substitute as its natural mother. No matter how different the creature looks. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Falling in love is a similar phenomenon. While people are more selective than ducks, they're not nearly as selective as you might think. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What counts most is receptivity. Two people must meet in a situation in which both are receptive to the idea. Both have open windows. That |
|is, neither is deeply in love with someone else. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Marriage, as a human institution, depends on the concept of first being better than best. And so does business. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If you want to be successful in love or in business, you must appreciate the importance of getting into the mind first. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You build brand loyalty in a supermarket the same way you build mate loyalty in a marriage. You get there first and then be careful not give|
|them a reason to switch. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The Hard Way into the Mind |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And what if your name is not Charles or Neil or Kleenex or Hertz? What if someone else got into your prospect's mind first? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The hard way to get into a person's mind is second. Second is nowhere. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 231 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But they don't. Most people are unsane. They're not completely sane and they're not completely insane. They're somewhere in between. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What's the difference between sane people and insane people? What exactly do insane people do? Alfred Korzybski, who developed the concept |
|of general semantics, explains that insane people try to make the world of reality fit what is in their heads. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The insane person who thinks he is Napoleon makes the outside world fit that notion. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The sane person constantly analyzes the world of reality and then changes what's inside his or her head to fit the facts. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|That's an awful lot of trouble for most people. Besides, how many people want to constantly change their opinions to fit the facts? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|It's a whole lot easier to change the facts to fit your opinions. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Unsane people make up their minds and then find the facts to "verify" the opinion. Or even more commonly, they accept the opinion of the |
|nearest "expert," and then they don't have to bother with the facts at all. (Word of mouth.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|So you see the power of the psychologically right name. The mind makes the world of reality fit the name. A Mustang looks sportier, racier |
|and faster than if the same car had been called the Turtle. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Language is the currency of the mind. To think conceptually, you manipulate words. With the right choice of words, you can influence the |
|thinking process itself. (As proof that the mind "thinks with words" and not abstract thoughts, consider how a |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 232 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|language is learned. To be really fluent in a foreign language, say French, you must learn to think in French.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But there are limits. If a word is so far out of touch with reality, the mind just refuses to use the word. It says "large" on the tube that|
|everyone except the manufacturer calls a "small tube of toothpaste." It says ''economy" on the toothpaste tube that everyone calls "large." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The People's Republic of China is usually called "Red China" because no one believes it is a "people's republic." (Inside the country, the |
|People's Republic of China is undoubtedly an effective name.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You Must Be Careful of Change |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The more things change, the more they remain the same. Yet people today are caught up in the illusion of change. Every day, the world seems |
|to be turning faster. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Years ago a successful product might live 50 years or more before fading away. Today a product's life cycle is much shorter. Sometimes it |
|can be measured in months instead of years. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|New products, new services, new markets, even new media are constantly being born. They grow to adulthood and then slide to oblivion. And a |
|new cycle starts again. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Yesterday the well-groomed man had his hair cut every week. Today it's every month or two. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Yesterday the way to reach the masses was the mass magazines. Today it's network TV. Tomorrow it could |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 234 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|underlying currents are much more significant. To cope with change, you have to take a long-range point of view. To determine your basic |
|business and stick with it. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Changing the direction of a large company is like trying to turn an aircraft carrier. It takes a mile before anything happens. And if it was|
|a wrong turn, getting back on course takes even longer. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|To play the game successfully, you must make decisions on what your company will be doing not next month or next year but in five years, ten|
|years. In other words, instead of turning the wheel to meet each fresh wave, a company must point itself in the right direction. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You must have vision. There's no sense building a position based on a technology that's too narrow. Or a product that's becoming obsolete. |
|Or a name that's defective. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Most of all, you have to be able to see the difference between what works and what doesn't work. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Sounds simple, but it's not. When the tide is rising, everything seems to be working. When the tide is falling, nothing seems to be working.|
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You have to learn how to separate your efforts from the general movement of the economy. Many marketing experts are blessed with a generous |
|supply of luck. Be wary. Today's hula-hoop marketing genius could be tomorrow's welfare recipient. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Be patient. The sun shines tomorrow on those who have made the right decisions today. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If a company has positioned itself in the right direction, it will be able to ride the currents of change, |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 235 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|ready to take advantage of those opportunities that are right for it. But when an opportunity arrives, a company must move quickly. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You Need Courage |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|When you trace the history of how leadership positions were established, from Hershey in chocolate to Hertz in rent-a-cars, the common |
|thread is not marketing skill or even product innovation. The common thread is seizing the initiative before the competitor has a chance to |
|get established. In old-time military terms, the marketing leader "got there firstest with the mostest." The leader usually poured in the |
|marketing money while the situation was still fluid. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Hershey, for example, established a position in chocolate so strong that Hershey felt it didn't need to advertise at all. This conviction |
|was a luxury that competitors like Mars couldn't afford. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Finally Hershey decided to advertise. But not in time. Today the Hershey milk chocolate bar is not the largest seller. It's not even in the |
|top five. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You can see that establishing a leadership position depends not only on luck and timing, but also upon a willingness to pour it on when |
|others stand back and wait. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You Need Objectivity |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|To be successful in the positioning era, you must be brutally frank. You must try to eliminate all ego from the decision-making process. It |
|only clouds the issue. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 237 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Often the solution to a problem is so simple that thousands of people have looked at it without seeing it. When an idea is clever or |
|complicated, however, we should be suspicious. It probably won't work because it's not simple enough. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The history of science is a history of the Ketterings of this world who found simple solutions to complex problems. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The head of an advertising agency once insisted that his account executives paste down the marketing strategy on the back of each layout. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Then when the client asked what the ad was supposed to do, the account person could turn the layout over and read the strategy. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|But an ad should be simple enough so that it is the strategy. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The agency made a mistake. It ran the wrong side of the layout. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You Need Subtlety |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Beginners who play the positioning game often remark, "How easy this is. You just find a position you can call your own." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Simple, yes. But easy, no. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The difficulty is finding an open position that's also effective. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In politics, for example, it's easy to establish a position to the far right (a conservative position) or the far left (a socialist |
|position). You will undoubtedly preempt either position. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You will also lose. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 238 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What you must do is to find an opening near the center of the spectrum. You must be slightly conservative in a field of liberals or slightly|
|liberal in a field of conservatives. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|This calls for great restraint and subtlety. The big winners in business and in life are those people who have found open positions near the|
|center of the spectrum. Not at the edge. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You can sometimes have a positioning success and a sales failure. This might be termed "Rolls-Royce thinking." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"We're the Rolls-Royce of the industry" is a claim you often hear in business today. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Do you know how many Rolls-Royces are sold every year? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Very few. Only a few thousand a year, compared to nearly half a million Cadillacs. (In the United Kingdom today, it's a shock to see |
|Rolls-Royce ads in Arabic. But at $60,000 and up, mostly up, the market is very narrow.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Both Cadillac and Rolls-Royce are luxury cars, but the gulf between them is enormous. To the average automobile buyer, the Rolls-Royce is |
|out of reach. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Cadillac, like Michelob and other premium products, is not. The secret to establishing a successful position is to keep two things in |
|balance: (1) a unique position with (2) broad appeal. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You Need Patience |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Very few companies can afford to launch a new product on a nationwide scale. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 24 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Bert Hinkler was the second person to fly the Atlantic Ocean solo, but tell the truth, have you ever heard of Bert Hinkler? He left home and|
|his mother hasn't heard from him since. Call home, Bert, your mother is getting worried. (By the way, the second woman to fly the Atlantic |
|Ocean solo was Beryl Markham, another relatively unknown person.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|What's the largest-selling book ever published? (Also the first book ever printed with movable type?) The Bible, of course. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And the second largest-selling book ever published? Who knows? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|New York is the largest cargo port in the United States. But which one is second? Would you believe Hampton Roads, Virginia? It's true. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Who was the second person to fly solo across the North Atlantic? (The authors would really like to know the answer to this question. Save |
|your postage: Amelia Earhart was not the second person to fly the North Atlantic solo, although she was the first woman to do it. Now then, |
|who was the second woman?) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|If you didn't get into the mind of your prospect first (personally, politically or corporately), then you have a positioning problem. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In a physical contest, the odds favor the fastest horse, the strongest team, the best player. "The race isn't always to the swift, nor the |
|battle to the strong, but that's the way to bet," said Damon Runyan. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Not so in a mental contest. In a mental battle the odds favor the first person, the first product, the first politician to get into the mind|
|of the prospect. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In advertising, the first product to establish the position has an enormous advantage. Xerox, Polaroid, Bubble Yum, to name a few more |
|examples. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Second can also be successful. Consider those that challenged leaders: Crest vs. Colgate. Fuji vs. Kodak. Avis vs. Hertz. Pepsi vs. Coke. |
|It's No. 3 and No. 4 that have the most serious problems. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In advertising, it's best to have the best product in your particular field. But it's even better to be first. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Love might be wonderful the second time around, but nobody cares who the second person to fly solo |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 240 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|As companies start to operate on a worldwide basis, they often discover they have a name problem. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|A typical example is U.S. Rubber, a worldwide company that marketed many products not made of rubber. Changing the name to Uniroyal created |
|a new corporate identity that could be used worldwide. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|You Need to Be "They"-Oriented |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In 1988, we expanded the "we versus they" concept into a book called Bottom-Up Marketing. You don't find a position inside the company. You |
|find your position on the outside in terms of a tactic that will work in the mind of the prospect. Then you bring the tactic back inside the|
|company where you develop a strategy to exploit the tactic. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|There are two kinds of marketing people. "We" people and "they" people. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"We" people have trouble understanding the essence of the new concept: You don't position the product in the sales manager's office. You |
|position the product in the prospect's mind. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"We" people turn out in droves for self-help seminars. We people are convinced that with proper motivation, anything is possible. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"We" people make dynamic speakers. 'Our will, our determination, our hard work, our superior sales force, our loyal distributors, our this |
|and our that. With these things, we will be successful." |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Maybe. But "they" people usually see things more clearly. "They" people focus their attention on the competition. "They" people scan the |
|marketplace like a general scans the battlefield. "They" people seek out competitive weaknesses to exploit and learn to avoid competitive |
|strengths. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In particular, "they" people rapidly abandon the illusion that superior people are the key to success. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"We have the best people" is probably the biggest illusion of all. As every general knows deep in his |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 242 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|All too often, the product leader makes the fatal mistake of attributing its success to marketing skill. As a result, it thinks it can |
|transfer that skill to other products and other marketing situations. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Witness, for example, the sorry record of Xerox in computers. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And the mecca of marketing knowledge, International Business Machines Corporation, hasn't done much better. So far, IBM's plain-paper copier|
|hasn't made much of a dent in Xerox's business. Touché. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The rules of positioning hold for all types of products. In the packaged goods area, for example, Bristol-Myers tried to take on Crest |
|toothpaste with Fact (killed after $5 million was spent on promotion). Then they tried to go after Alka-Seltzer with Resolve (killed after |
|$11 million was spent). Then they tried to unseat Bayer with Dissolve, another financial headache. And then came the attack on Tylenol with |
|Datril. An even worse headache. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The suicidal bent of companies that go head-on against established competition is hard to understand. They know the score, yet they forge |
|ahead anyway. In the marketing war, a ''charge of the light brigade" happens every day. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"Don't go head to head with an established leader" became a mantra with us. In 1985, we expanded this concept into a book called Marketing |
|Warfare which is still a big seller today. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|With the same predictable result. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Most companies are in the No. 2, 3, 4 or even worse category. What then? |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Hope springs eternal in the human breast. Nine times out of ten, the also-ran sets out to attack the leader, like RCA's assault on IBM. |
|Result: Disaster |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|To repeat, the first rule of positioning is: To win the battle for the mind, you can't compete head-on |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

| |
| |
| |
| |
| |
| |
|Page 243 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|against a company that has a strong, established position. You can go around, under or over, but never head-to-head. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The leader owns the high ground. The No. 1 position in the prospect's mind. The top rung of the product ladder. To move up the ladder, you |
|must follow the rules of positioning. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|In our overcommunicated society, the name of the game today is positioning. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|And only the better players are going to survive. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|The law of leadership is obviously the first and most important law of marketing. But what do you do if you're not the leader? In 1993, we |
|answered that question (and many others) in the book, The 22 Immutable Laws of Marketing. Key observation: If you're not the leader, set up |
|a new category you can be the leader in. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
|Over the years, we've also written countless articles that focus on different aspects of this 20-year-old book. If nothing else, we have |
|been consistent in our beliefs. It's just that we continue to come across people who don't believe us. One who did was Harvard's Michael |
|Porter. He used "Positioning" for his competitive advantage. |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|This document is created from a CHM file automatically by an unregistered copy of CHM-2-Word Pro. |
|The content of this chapter is skipped, please register CHM-2-Word Pro to get full features. |
|For registration information, please refer to: http://www.macrobject.com |

| |
| |
| |
| |
| |
| |
|Page 246 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|(cont.) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Mind |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|changing prospects', 57 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|easy way into, 2122 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|hard way into, 2325 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|mapping of, 192195 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Mouthwash, 8384, 93, 148 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Multibrands, 6061 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|N |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Names |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|acronyms, 117118 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|appropriateness of, 105106 160161, 209, 231 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|aural effects of, 112114 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|broadening of, 6162 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|changing, 6263 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|experiments with, 99101 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|generic, 96, 129 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|house, 119123, 157158 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|vs. new product, 122126 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|initials, 107112, 116117, 209210 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|negative, 9497 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|obsolescence of, 114116 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|regional, 99101 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|selection of, 8997 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|shortening, 107111, 117 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|similarity of, 101105 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|strategies for, 121122 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"stretchability" of, 156157 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"two" syndrome, 148 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|O |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Oil, 7071, 104, 116, 120 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Overcommunicated society, 67, 1516, 66 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|P |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Pain relievers, 5960, 65, 79, 84, 119120, 128130, 132, 138, 146, 148, 242 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Paper products, 94, 125, 127, 129, 132134, 148149 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Perfume, 69, 7273, 89, 148 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Politicians, 9 1415, 78, 83, 109110, 126, 152, 212, 217 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Positioning |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"against", 3742, 4748 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|a bank, 191198 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|a church, 199206 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|commitment to, 178 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|as communication, 12, 179 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|a company, 159170 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|a country, 171178 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|era, 2829 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|a follower, 2325, 6576, 165 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|a leader, 2122, 5364, 164 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|needs for, 233240 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|a product, 179182 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|a service, 183190 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|themes, 161164 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|yourself, 207228 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|"horses to ride", 212218 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|steps to success, 219228 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Potato chips, 8082 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Price strategies, 6872 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Product(s) |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|era, 2728 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|ladder, 3638 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|number of, 1719, 2526, 232233 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Publicity, 125126 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|R |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Reality |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|in advertising, 5 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|created by expectations, 3335 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|as perception, 910 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Rent-a-cars, 4, 3839, 4143, 5154, 121, 148, 226, 235 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Repositioning, 7788, 180182 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|S |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Shampoo, 61, 90, 133, 148, 239 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Soft drinks, 28, 3943, 5154, 56, 58, 80, 84, 9394, 106, 129, 132, 142143, 151, 220, 239 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|T |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Tires, 52, 101104, 115, 240 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Toothpaste, 25, 61, 73, 8490, 148, 203, 224, 242 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Traps |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|everybody, 76 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|free-ride, 119125 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|line-extension, 127144, 210 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|no-name, 107118, 209 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|technology, 7576 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|V |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Vodka, 8081 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|W |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|[pic] |
| |
| |
| |
| |
| |
| |
| |
| |
| |
|Whiskey, 69, 75, 148, 150151, 165 |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |
| |

|

Similar Documents

Premium Essay

Management

...definitions of brand positioning, probably the most common is: identifying and attempting to occupy a market niche for a brand, product or service utilizing traditional marketing placement strategies (i.e. price, promotion, distribution, packaging, and competition). Positioning is also defined as the way by which the marketers attempt to create a distinct impression in the customer's mind. Positioning is a concept in marketing which was first introduced by Jack Trout ( "Industrial Marketing" Magazine- June/1969) and then popularized by Al Ries and Jack Trout in their bestseller book "Positioning - The Battle for Your Mind." (McGraw-Hill 1981) This differs slightly from the context in which the term was first published in 1969 by Jack Trout in the paper "Positioning" is a game people play in today’s me-too market place" in the publication Industrial Marketing, in which the case is made that the typical consumer is overwhelmed with unwanted advertising, and has a natural tendency to discard all information that does not immediately find a comfortable (and empty) slot in the consumers mind. It was then expanded into their ground-breaking first book, "Positioning: The Battle for Your Mind," in which they define Positioning as "an organized system for finding a window in the mind. It is based on the concept that communication can only take place at the right time and under the right circumstances" (p. 19 of 2001 paperback edition). What most will agree on is that Positioning is something...

Words: 627 - Pages: 3

Premium Essay

The Role of Product Positioning in Consumer Buying Decision Process

...he Role of Product Positioning in Consumer Buying Decision Process Segmenting, Targeting, Positioning (STP) is the process which marketers employ to select target markets. Segmentation is the process of ordering consumers into groups with similar product interests or needs. Targeting involves a company determining which market segments it believes it can satisfy, and then choosing an appropriate targeting strategy for the segments. Positioning is how consumers perceive a brand or product, particularly in relation to other brands and products. The relation between target segments and product positioning is dependent on the age of the company. For a new company, they have the opportunity to decide what perceptions that want the public to have about the company as they are yet to have a position. Therefore they can choose the target market, and then decide on brand positioning. For a company that has existed for some time, they already have a present brand position. Brand positioning often takes time to build, and much time to change. For this reason, established companies are likely to choose target markets that are ideal for its brand positioning. Positioning is a crucial element for any company as this is how the general public views a brand or product. The public perception of the brand or product is likely to be a determining factor as to whether they buy it or not. Brand positioning is delivered to the market through a marketing mix, which consists of: product strategy...

Words: 1134 - Pages: 5

Premium Essay

Zenith Computer Terminals

...Positioning: The Battle For Your Mind by Al Ries and Jack Trout Review An insightful look into the challenge of positioning your product in the prospect's mind. Chapter List Chapter 1. What Positioning Is All About Many people misunderstand the role of communication in business and politics today. In our over communicated society, very little communication actually takes place. Rather, a company must create a “position” in the prospect’s mind. A position that takes into consideration not only a company’s own strengths and weaknesses, but those of its competitors as well. Chapter 2. The Assault on the Mind There are just too many companies, too many products, too much marketing noise. The per-capita consumption of advertising in America is $376 per year. Chapter 3. Getting Into the Mind The easy way to get into a person’s mind is to be first. If you can’t be first, then you must find a way to position yourself against the product, the politician, the person who did get there first. Chapter 4. Those Little Ladders in Your Head To cope with our over communicated society, people have learned to rank products on mental ladders. In the rent-a-car field, for example, most people put Hertz on the top rung, Avis on the second rung, and National on the third. Before you can position anything, you must know where it is on the product ladder in the mind. Chapter 5. You Can’t Get There from Here A competitor has no hope of going head-to-head against the position IBM has established...

Words: 832 - Pages: 4

Premium Essay

Researching Ben

...cream has an established place in British food culture http://store.mintel.com/ice-cream-uk-june-2013 http://www.marketingmagazine.co.uk/article/985657/ben---jerrys-plots-first-tv-drive-uk hings are looking sweet for sales of ice cream and despite economic uncertainty, ice cream sales hit the £1 billion mark in 2011, up from £998 million in 2010. http://www.mintel.com/press-centre/food-and-drink/britains-big-scoop-ice-cream-sales-hit-the-billion-mark-in-2011 2. What is positioning Although there is no agreed definition for position I respect Ries and Trout’s (1981) definition which is “ An organised system for finding a window in the mind . Its is based on the concept that communication ncan only take plkace at the right time and under the right circumstances”. Ries, A. and Trout, J. (1981) Positioning, The battle for your mind, Warner Books - McGraw-Hill Inc., New York, 1981, ISBN 0-446-34794-9 1. evaluate the positioning of your chosen brand in its market and relative to its competitors. USP – Environmentally and socially conscious , values , premium quality icecream, flavours and slogan, product innovative names pricing luxury http://www.slideshare.net/connectshivak/ben-n-jerry-gnims he concentrated targeting strat Attempts to produce the ideal product for a single segment of the market • The concentrated approach is the most focused and involves specialising on serving one specific...

Words: 947 - Pages: 4

Premium Essay

Advertising Objectives

...their purchasing decisions. • Purchasing Behavior Purchasing behavior is the decision processes and acts of people involved in buying and using the products, which will ultimately be the consumer. The purchasing behavior of the consumers buying the product will be of a trend. Since the quality of the product will feature style and be cost effective the trend of the product will be easy. Everyone wants to have something stylish and sleek that will get a lot of compliments that will not break the pockets. The brand is reliable and has a great reputation so it is no doubt the products will sale. • Positioning According to the book written by Al Ries and Jack Trout “Positioning: The battle for your Mind” positioning is described as a communication tool used to reach target customers in a crowded marketplace. Getting into the mind of the consumer is all about positioning the...

Words: 1496 - Pages: 6

Premium Essay

Using Technology to Control Diabetes

...monitors and allow Type I Diabetics the option of keeping a written log of their blood test results and take with them to each doctor visit or keeping an electronic log and email the test results to the physician, anytime from anywhere. In today’s society, everyone is in a hurry to do everything. Business professions are always busy and hardly ever slow down. Those professionals with diabetes have to take care of themselves, but they cannot spend the day sitting in the physician’s office. Teenagers in today’s technical evolution society use computers to do everything. From dating to actual course work in school, a majority of a teenager’s communication is done via computer or some type of electronic media. With our product testing can be sent to your physician anytime anywhere. It is our mission to provide excellent customer service and to promote profitable and sustainable business activities that meet the customers’ needs. We are striving to increase our market share and our role in relations to social responsibility in order to gain the competitive edge so that we maintain our vision and strategic focus on adding value to our target market segments, the busy professional and the tech savvy teenager in our...

Words: 1165 - Pages: 5

Premium Essay

Crocs Repositioning

...CONTENTS Introduction................................................................................................................03 Crocs in India : To reposition or not? ............................................................................04 The best way to reposition ...........................................................................................06 Conclusion.................................................................................................................07 References..................................................................................................................08 Sushree Panda • Consumer Behaviour Report • Great Lakes Institute of Management 2 INTRODUCTION You know your brand needs a repositioning when a fashion consultant like Tim Gunn makes a statement "...the Croc - it looks like a plastic hoof. How can you take that seriously?" Well, being taken seriously is definitely not what CROCS INC. is looking for as the brand itself stands for innovation, fun and comfort for the people who want shoes that conform to their personalities and lifestyles, as well as to their feet. Crocs introduced an innovative shoe made of a revolutionary material called Croslite. The technology was unique as it allowed the shoe to perform both on land and in water, a characteristic that was new to the footwear industry. The brand was named Crocs after the multi-environment, amphibious nature of Crocodiles. Crocs provided consumers...

Words: 1884 - Pages: 8

Premium Essay

Sasktel Case Study - Term Papers - Fio1989 - Term Paper Warehouse

... and your internal environment (weaknesses and strengths), you can use these techniques to think about the strategy of your whole organization, a department or a team. You can also use them to think about a process, a marketing campaign, or even your own skills and experience. Our article on SWOT Analysis helps you perform a thorough SWOT/TOWS Analysis. At a practical level, the only difference between TOWS and SWOT is that TOWS emphasizes the external environment whilst SWOT emphasizes the internal environment. In both cases, this analysis results in a SWOT (or TOWS) Matrix like the one shown below: Strengths | Weaknesses | Opportunities | Threats | In this article, we look at how you can extend your use of SWOT and TOWS to think in detail about the strategic options open to you. While this approach can be used just as well with SWOT as TOWS, it's most often associated with TOWS. Identifying Strategic Options Mind Tools on Strategy: SWOT Analysis TOWS Analysis PEST Analysis Core Competence Analysis Value Chain Analysis Porter's Five Forces Porter's Generic Strategies Bowman's Strategy Clock Scenario Analysis SWOT or TOWS analysis helps you get a better understanding of the strategic choices that you face. (Remember that "strategy" is the art of determining how you'll "win" in business and life.) It helps you ask, and answer, the following questions: How do you: Make the most of your strengths? Circumvent your weaknesses? Capitalize on your opportunities...

Words: 2708 - Pages: 11

Premium Essay

Brand Positioning

...Introduction: In their 1981 book, Positioning: The Battle for your Mind, Al Ries and Jack Trout describe how positioning is used as a communication tool to reach target customers in a crowded marketplace. Regular use of the term dates back to 1972 when the same authors published a series of articles in Advertising Age called "The Positioning Era." Not long thereafter, Madison Avenue advertising executives began to develop positioning slogans for their clients and positioning became a key aspect of marketing communications. Positioning: The Battle for your Mind has become a classic in the field of marketing. The following is a summary of the key points made by Ries and Trout in their book What is Positioning? Positioning is a platform for the brand it facilitates the brand to get through to the target consumers. Positioning is act of fixing the locus of the product offer in the minds of the target consumers. In positioning, the firm decides how and around what parameters, the product offer has to be placed before the target consumers. The significance of product positioning can be easily understood from David Ogilvy’s words; the results of your campaign depends less on how we write your advertising than on how your product is positioned. Most authors define positioning as the perception that a target market has of a brand relative to its competitors. This definition raises two points. First, positioning is perceptual. In other words, positioning is not factual; instead...

Words: 12367 - Pages: 50

Premium Essay

Brend Management

...of the brand. Attention will also be directed on the tangible elements of brand management such as a product itself; look, price, the packaging, etc. It will include some components of brand management, laws of brending, strategic brand management and its importance, and also examples of well known companies, in order to show nowadays rising role of brands and made some conclusions. Key Words: brand management, brand, strategic brand management, brand identity, brand equity, brand recognition, brand awareness, brand elements, product, costumers, communication. Introduction Brand management involves a set of activities related to the creation and brand positioning, brand management through all phases of its life cycle and measuring the real value of the brand....

Words: 5941 - Pages: 24

Free Essay

The Art of War

...world. The book has been translated and published in almost all languages of the world and its principles have been applied to all walks of life. Indeed, Sun Tzu registered a tremendous influence on both Eastern and Western military thinking, business tactics, and beyond. Even in his times, Sun Tzu had recognized the importance of positioning in strategy as affected by both the physical environment and the opinions of all players in that environment. Sun Tzu taught that tactics is more important that actions-planning must concentrate on tactics. He taught that the strategy is not to a plan course of action, but rather to establish quick and appropriate responses to changing conditions. Planning works in a controlled environment, but in a competitive environment, competing plans collide, creating unexpected situations. The following are five of the 13 principles of Sun Tzu in the Art of War: 1. “Know your enemy and know yourself and in 100 battles you will never be in peril.” Nobody wins his war without knowing himself and his enemies. Unless you know your capacities and the resources available to you, you cannot set your goals and achieve it. In the business world, a manager must assess his resources and the capacities of the company to set goals and achieve it....

Words: 1023 - Pages: 5

Premium Essay

Week 4 Mkt/571

...and help to control the blood pressure, sugar regulation, market immune system stronger, keeps body young, keep heart healthy and prevent strokes, etc. (Gourmet Olive oil is healthier than other vegetable oils, 2009). It should be considered that how the product is being placed in the market. If the company opens some discount stores it should keep the prices low. It also depends on the target customers. If the company targets high-class customers the pricing will naturally be high. If it targets all the customers then reasonable pricing should be kept which will be in favor of all the people (Kotler, 2002). For both the domestic and international market it is necessary for the Kudler Fine and Foods to develop a brand positioning and value for...

Words: 1301 - Pages: 6

Premium Essay

Mcdonalds vs. Subway

...Compare and Contrast November 12, 2011 McDonald’s vs. Subway – The supersized fast food fight Who would have ever thought that our lives would become so complex and time starved that we would have to choose between two all-beef patties or five dollar foot long. McDonald’s and Subway are some of the first things that come to mind whenever you’re in a rush for work, school or for any other urgent matter and hungry at the same time. They both have a diverse variety of ready-to-go foods that you can bring along in the car, bus or as you make your way through the crowded sidewalks of any urban jungle. The difference between McDonald’s and Subway is not as obvious as people might think. They are totally different in terms of food offering so people with different palettes have to decide whether to frequent the golden arches for their famous hamburgers or visit the establishment that Gerard made famous for its submarine sandwiches. One similarity is their exponential growth in recent years, both in the United States and abroad. While both of them are scrumptious enough to get confused about, what is even more confusing is who will win the battle to become the leader of the quick service restaurant category? Quick service restaurants (QSR’s) are establishments where patrons generally order at a cash register or select items from a food bar and pay before they eat. They typically have limited service, drive-thru windows and can be further defined by being able to serve their...

Words: 1679 - Pages: 7

Free Essay

Chutiya

...CHAPTER 1- INTRODUCTION- The fascination of Indians for fair skin is well known. As several social commentators have pointed out, if there is any doubt about this, then people could just take a look at the matrimonial column of any newspaper. The preference for fair (or gori in the vernacular) brides screams at you from such columns. Social commentators go on to say that this preference is perhaps a hangover from the British colonial days, when the ruling colonizers, who were fair-skinned, had a higher status than the darker-skinned locals. Several social gatherings, clubs etc. were earmarked as being 'for whites only'. Perhaps the long years of colonial occupation have ingrained this fascination for white skin in the psyche of Indians. Or perhaps it is the fact that the traditionally higher castes in the country were of a somewhat fairer complexion than the lower castes. India Today, a popular magazine which did a story on fairness creams, mentioned that even the gods supposedly lamented their dark complexion as in a myth in which the popular dark-skinned god Krishna sang plaintively, 'Radha kyoon gori, main kyoon kala?' (Why is Radha so fair while I am dark?). The feature also mentioned that the ancient Ayurvedic sage Charaka wrote thousands of years ago about herbs that could help make the skin fair. This is what Sudarshan Singh, a brand manager with Nivea, has to say: 'Whitening emerges as the prime need. Since Indian men spend a lot of time outdoors, they desire to reverse...

Words: 4999 - Pages: 20

Free Essay

Level of Product Differentiaition

...Levels of Product Differentiation in the Global Mobile Phones Market The sixth product level called compliant product is a connecting element between the physical product characteristics and the strategy of the producer company Stanimir Andonov* The article discusses the differentiation among the product offers of companies working in the global markets, as well as the strategies which they use and could use in that respect. The main idea of the paper is that the principle “differentiate or die” (Jack Trout) has died. Today the global brands don’t strive to differ from their competitors in everything and at any cost. As an example, let’s have a global look at the business of mobile phones. In June 1998 Ericsson, Nokia, Motorola and Psion established their own International Strategic Alliance, a private independent company called “Symbian”. Symbian Ltd. is an independent, for-profit company whose mission is to establish Symbian OS as the world standard for mobile digital data systems, primarily for use in cellular telecoms. So, the three biggest mobile phone companies at that time and Psion, a mobile PC company, created a new way for competing and differentiating. Today Symbian Ltd. is owned by Ericsson, Nokia, Panasonic, Samsung, Siemens and Sony Ericsson. Figure 1 shows the percentage of shares of each shareholding company: Figure 1 Shareholding companies of Symbian and their percentage of shares Source: Symbian Ltd. – Company Ownership, http://www.symbian.com/about/ownership...

Words: 5436 - Pages: 22