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Marketing is a battle of
perception, not products.
• Law #1: The Law of Leadership
• Law #2: The Law of the Category
• Law #3: The Law of the Mind
• Law #4: The Law of Perception
• Law #5: The Law of Focus
• Law #6: The Law of Exclusivity
• Law #7: The Law of the Ladder
• Law #8: The Law of Duality
• Law #9: The Law of the Opposite
• Law #10: The Law of Division
• Law #11: The Law of Perspective
• Law #12: The Law of Line Extension
• Law #13: The Law of Sacrifice
• Law #14: The Law of Attributes
• Law #15: The Law of Candor
• Law #16: The Law of Singularity
• Law #17: The Law of Unpredictability
• Law #18: The Law of Success
• Law #19: The Law of Failure
• Law #20: The Law of Hype
• Law #21: The Law of Acceleration
• Law #22: The Law of Resources
• The leading brand in any category is almost
always the first brand into the prospect’s mind.
E.g Hertz in rent-a-cars, IBM in computers, Coca-
Cola in cola.
• The basic issue in marketing is not convincing
prospects that you have a better product or
service. The basic issue in marketing is creating a
category you can be first in.
• It’s much easier to get into the mind first than to
try to convince someone you have a better
product than the one who got there first.
• The law of leadership applies to any product,
brand or category.
• Imagine you didn’t know the name of the first
college founded in America. You can always
make a good guess by substituting leading for
first. What’s the name of the leading college in
US? Most people would say Harvard, and that
is indeed the name of the first college founded
in America.
• One reason why the first brand tends to
maintain its leadership is that the name often
becomes generic. Xerox, the first plain-paper
copier became the name for all plain-paper
copies. Kleenex. Coke. Scotch tape.
• If you can’t be first in a category, set up a new
category you can be first in.
• When you launch a new product, the first
question to ask yourself is not “How is this new
product better than the competition?”, but “First
what?”
• Forget the brand. Think categories.
• Everyone is interested in what’s new. Few people
are interested in what’s better.
• Example: What’s the name of the third person to
fly the Atlantic Ocean solo? You probably don’t
know. Yet you do. It’s Amelia Earhart. But she
isn’t known for that. She is known as the first
woman to do so.
• Being first in the mind is everything in marketing.
• It’s better to be first in the mind than it is to be
first in the marketplace.
• The law of the mind modifies the law of
leadership.
• You can’t change a mind once it’s made up. The
conventional solution is money. But it’s not. More
money is wasted in marketing than any other
human activity.
• Having a simple, easy-to-remember name helps
get into prospect’s minds.
• The problem for would-be entrepreneurs is
getting the revolutionary idea or concept into the
prospect’s mind.
• Marketing is not a battle of products, it’s a battle
of perception.
• The perception is the reality. Everything else is an
illusion. Marketing is a manipulation of these
perceptions. This is why the natural, logical way
to market a product is invariably wrong.
• It’s an illusion. There is no objective reality. There
are no facts. There are no best products.
• What some marketing people see as the natural
laws of marketing are based on a flawed premise
that the product is the hero of the marketing
program and that you’ll win or lose based on the
merits of the product.
• The most powerful concept in marketing is
owning a word in the prospect’s mind.
• Not a complicated word, or an invented word.
Simplest words are the best, words taken right
out of the dictionary.
• You “burn” your way into the mind by narrowing
the focus to a single word or concept.
• The law of leadership enables the first brand or
company to own a word in the mind of the
prospect.
• The leader owns the word that stands for the
category.
• If you’re not a leader, your word has to have a
narrow focus.
• Your word has to be “available” in your category.
No one else can have a lock on it.
• The most effective words are simple and benefit-
oriented.
• No matter how complicated the product, no
matter how complicated the needs of the market,
it’s always better to focus on one word or benefit
rather than two or three or four.
• While words stick in the mind, nothing lasts
forever. There comes a time when a company
must change words.
• What won’t work is leaving your own word in
search of a word owned by others.
• The essence of marketing is narrowing the focus.
You can’t stand for something if you chase after
everything.
• You can’t narrow the focus with quality or any
other idea that doesn’t have proponents for the
opposite point of view. For example You can’t
position yourself as an honest politician, because
nobody is willing to take the opposite position.
• Once you have your word, you must go out of
your way to protect it in the marketplace.
• Two companies cannot own the same word in
the prospect’s mind.
• It’s wrong to think that if you spend enough
money, you can own the idea.
• The strategy to use depends on which rung you
occupy on the ladder.
• All products are not created equal.
• There is a hierarchy in the mind that prospects
use in making decisions.
• For each category, there is a product ladder in the
mind. On each rung is a brand name. For e.g car
rental. Hertz is on the top rung, Avis is on the 2nd
rung, and National on the third.
• Your marketing strategy should depend on how
soon you got into the mind and consequently
which rung of the ladder you occupy.
• Example: Avis admitted it was #2. Told prospects to go with
them because they tried harder. They made money.
• The mind is selective. Prospects use their ladders in
deciding which information to accept and which
information to reject.
• In general, a mind only accepts new data that is consistent
with its product ladder in that category. Everything else is
ignored.
• How many rungs are there on your ladder?
• Products you use every day tend to be high-interest
products with many rungs. And vice versa.
• There’s a relationship between market share and your
position on the ladder in the prospect’s mind.
• Sometimes your own ladder or category might be too
small. It might be better to be a small fish in a big pond
than to be a big fish in a small pond. It’s sometimes better
to be №3 on a big ladder than №1 on a small ladder.
• In the long run, every market becomes a two-
horse race.
• Early on, a new category is a ladder of many
rungs. Gradually, the ladder becomes a two-
rung affair. E.g Coke vs Pepsi.
• If you’re shooting for second place, your
strategy is determined by the leader.
• Wherever the leader is strong, there is an
opportunity for a would-be №2 to turn the
tables.
• A company should leverage the leader’s
strength into a weakness.
• You must discover the essence of the leader
and then present the prospect with the
opposite.
• Too many potential №2 try to emulate the
leader. This is an error. You must present
yourself as an alternative.
• The law of the opposite is a two-edged sword.
It requires honing in on a weakness that your
prospect will quickly acknowledge.
• Marketing is often a battle for legitimacy. The
first brand that captures the concept is often
able to portray its competitors as illegitimate
pretenders.
• A good#2 cannot afford to be timid.
• Over time, a category will divide and become two
or more categories
• Each segment is a separate, distinct entity. Each
segment has its own reason for existence. Each
segment has its own leader, which is rarely the
same as the leader of the original category.
• The way for the leader to maintain its dominance
is to address each emerging category with a
different brand name.
• Marketing effects take place over an extended
period of time.
• Many marketing move exhibit the same
phenomenon. The long-term effect is often
the exact opposite of the short-term effect.
For e.g a sale. A sale increase in business in
the short-term, but there is increasing
evidence that shows that sales educate
customers not to buy at regular prices.
• There’s an irresistible pressure to extend the equity of a
brand.
• One day a company is tightly focused on a single product
that is highly profitable. The next day the same company is
spread thin over many products and is losing money.
• When you try to be all things to all people, you inevitably
wind up in trouble.
• Line extension usually involves taking the brand name of a
successful and putting it on a new product you plan to
introduce.
• Marketing is a battle of perception, not product. In the
mind, for example, A-1 is not the brand name, but the steak
sauce itself.
• Less is more. If you want to be successful today, you have to
narrow the focus in order to build a position in the
prospect’s mind.
• You have to give up something in order to get
something
• If you want to be successful, you have to give
up something.
• There are 3 things to sacrifice: product line,
target market and constant change.
• The generalist is weak.
• For every attribute, there is an opposite, effective
attribute.
• Too often a company attempts to emulate the
leader. It’s much better to search for an opposite
attribute that will allow you to play off against
the leader.
• All attributes are not created equal. Some
attributes are more important to customers than
others. You must try and own the most important
attribute.
• You cannot predict the size of a new attribute’s
share, so never laugh at one.
• When you admit a negative, the prospect will give you a
positive.
• It goes against corporate and human nature to admit a
problem. Yet one of the most effective ways to get into a
prospect’s mind is to first admit a negative and twist it into
a positive.
• Candor is disarming.
• Every negative statement you make about yourself is
instantly accepted as truth (NOTE: This is a similar law
stated in 48 Laws of Power.)
• You have to prove a positive statement to the prospect’s
satisfaction. No proof is needed for a negative statement.
• When a company starts a message by admitting a problem,
people tend to almost instinctively open their minds.
• Example: Listerine used to advertise with “The
taste you hate twice a day.” which set them up for
selling the idea of killing a lot of germs.
• The Law of Candor must be used carefully and
with great skill.
• Your negative must be widely perceived as a
negative.
• It has to trigger an instant agreement with your
prospect’s mind.
• Next, you have to shift quickly to the positive. The
purpose of candor isn’t to apologize. It is to set
up a benefit that will convince your prospect.
• In each situation, only one move will produce
substantial results (similar to 80/20 principle.)
• Many marketing people see success as the sum total of
a lot of small efforts beautifully executed. They think
they can pick and choose from a number of different
strategies and still be successful as long as they put
enough effort into the program.
• They seem to think the best approach is “get into
everything.”
• Trying harder is not the secret of marketing success.
• Unless you write your competitor’s plans, you can’t
predict the future.
• Implicit in most marketing plans is an assumption
about the future. Yet such marketing plans are usually
wrong.
• Most companies live from quarterly report to quarterly
report. That’s a recipe for problems. Companies that
live by the numbers die by the numbers.
• Good short-term planning is coming up with that angle
or word that differentiates your product or company.
Then you set up a coherent long-term marketing
direction that builds a program to maximize that idea
or angle.
• Not a long-term plan, but a long-term direction.
• While you can’t predict the future, you can get a
handle on trends, which is a way to take
advantage of change.
• The danger of working with trends is
extrapolation. Many companies will jump to
conclusions about how far a trend will go.
• Equally as bad as extrapolation is the common
practice of assuming the future will be a replay of
the present.
• One way to cope with an unpredictable world is
to build an enormous amount of flexibility into
your organization.
• NOTE: There is a difference between predicting
the future and taking a chance on the future.
• Success often leads to arrogance, and arrogance
to failure.
• Ego is the enemy of successful marketing.
• Objectivity is what is needed.
• When people become successful, they tend to
become less objective. They often substitute their
own judgment for what the market wants.
• Ego can be an effective driving force in building a
business. What hurts is injecting your ego in the
marketing process.
• Brilliant marketers have the ability to think like
how a prospect thinks. They put themselves in
the shoes of their customers.
• Failure is to be expected and accepted.
• Too many companies try to fix things rather
than drop things.
• Admitting a mistake and not doing anything
about it is bad for your career. A better
strategy is to recognize failure early and cut
losses.
• The situation is often the opposite of the way
it appears in the press.
• When things are going well, a company
doesn’t need the hype. When you need the
hype, it usually means you’re in trouble.
• Real revolutions in the industry don’t arrive at
high noon with marching bands. They arrive
unannounced in the middle of the night and
sneak up on you.
• Successful programs are not built on fads, they
are built on trends.
• A fad is like a wave in the ocean, and a trend is a
tide. Like the wave, the fad is very visible but it
goes up and down in a hurry. Like the tide, a
trend is almost invisible but very powerful over
the long-term.
• A paradox: if you were faced with a rapidly rising
business, with all the characteristics of a fad, the
best thing you could do is to dampen the fad and
stretch it out.
• Without adequate funding, an idea won’t get
off the ground.
• You need money to get into a mind. And you
need money to stay there.
• First get the idea, then get the money to
exploit it.

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Marketing Laws: 22 Principles for Perception, Leadership and Success in Business

  • 1.
  • 2. Marketing is a battle of perception, not products.
  • 3. • Law #1: The Law of Leadership • Law #2: The Law of the Category • Law #3: The Law of the Mind • Law #4: The Law of Perception • Law #5: The Law of Focus • Law #6: The Law of Exclusivity • Law #7: The Law of the Ladder • Law #8: The Law of Duality • Law #9: The Law of the Opposite • Law #10: The Law of Division • Law #11: The Law of Perspective • Law #12: The Law of Line Extension • Law #13: The Law of Sacrifice • Law #14: The Law of Attributes • Law #15: The Law of Candor • Law #16: The Law of Singularity • Law #17: The Law of Unpredictability • Law #18: The Law of Success • Law #19: The Law of Failure • Law #20: The Law of Hype • Law #21: The Law of Acceleration • Law #22: The Law of Resources
  • 4.
  • 5. • The leading brand in any category is almost always the first brand into the prospect’s mind. E.g Hertz in rent-a-cars, IBM in computers, Coca- Cola in cola. • The basic issue in marketing is not convincing prospects that you have a better product or service. The basic issue in marketing is creating a category you can be first in. • It’s much easier to get into the mind first than to try to convince someone you have a better product than the one who got there first. • The law of leadership applies to any product, brand or category.
  • 6. • Imagine you didn’t know the name of the first college founded in America. You can always make a good guess by substituting leading for first. What’s the name of the leading college in US? Most people would say Harvard, and that is indeed the name of the first college founded in America. • One reason why the first brand tends to maintain its leadership is that the name often becomes generic. Xerox, the first plain-paper copier became the name for all plain-paper copies. Kleenex. Coke. Scotch tape.
  • 7.
  • 8. • If you can’t be first in a category, set up a new category you can be first in. • When you launch a new product, the first question to ask yourself is not “How is this new product better than the competition?”, but “First what?” • Forget the brand. Think categories. • Everyone is interested in what’s new. Few people are interested in what’s better. • Example: What’s the name of the third person to fly the Atlantic Ocean solo? You probably don’t know. Yet you do. It’s Amelia Earhart. But she isn’t known for that. She is known as the first woman to do so.
  • 9.
  • 10. • Being first in the mind is everything in marketing. • It’s better to be first in the mind than it is to be first in the marketplace. • The law of the mind modifies the law of leadership. • You can’t change a mind once it’s made up. The conventional solution is money. But it’s not. More money is wasted in marketing than any other human activity. • Having a simple, easy-to-remember name helps get into prospect’s minds. • The problem for would-be entrepreneurs is getting the revolutionary idea or concept into the prospect’s mind.
  • 11.
  • 12. • Marketing is not a battle of products, it’s a battle of perception. • The perception is the reality. Everything else is an illusion. Marketing is a manipulation of these perceptions. This is why the natural, logical way to market a product is invariably wrong. • It’s an illusion. There is no objective reality. There are no facts. There are no best products. • What some marketing people see as the natural laws of marketing are based on a flawed premise that the product is the hero of the marketing program and that you’ll win or lose based on the merits of the product.
  • 13.
  • 14. • The most powerful concept in marketing is owning a word in the prospect’s mind. • Not a complicated word, or an invented word. Simplest words are the best, words taken right out of the dictionary. • You “burn” your way into the mind by narrowing the focus to a single word or concept. • The law of leadership enables the first brand or company to own a word in the mind of the prospect. • The leader owns the word that stands for the category.
  • 15. • If you’re not a leader, your word has to have a narrow focus. • Your word has to be “available” in your category. No one else can have a lock on it. • The most effective words are simple and benefit- oriented. • No matter how complicated the product, no matter how complicated the needs of the market, it’s always better to focus on one word or benefit rather than two or three or four. • While words stick in the mind, nothing lasts forever. There comes a time when a company must change words.
  • 16. • What won’t work is leaving your own word in search of a word owned by others. • The essence of marketing is narrowing the focus. You can’t stand for something if you chase after everything. • You can’t narrow the focus with quality or any other idea that doesn’t have proponents for the opposite point of view. For example You can’t position yourself as an honest politician, because nobody is willing to take the opposite position. • Once you have your word, you must go out of your way to protect it in the marketplace.
  • 17.
  • 18. • Two companies cannot own the same word in the prospect’s mind. • It’s wrong to think that if you spend enough money, you can own the idea.
  • 19.
  • 20. • The strategy to use depends on which rung you occupy on the ladder. • All products are not created equal. • There is a hierarchy in the mind that prospects use in making decisions. • For each category, there is a product ladder in the mind. On each rung is a brand name. For e.g car rental. Hertz is on the top rung, Avis is on the 2nd rung, and National on the third. • Your marketing strategy should depend on how soon you got into the mind and consequently which rung of the ladder you occupy.
  • 21. • Example: Avis admitted it was #2. Told prospects to go with them because they tried harder. They made money. • The mind is selective. Prospects use their ladders in deciding which information to accept and which information to reject. • In general, a mind only accepts new data that is consistent with its product ladder in that category. Everything else is ignored. • How many rungs are there on your ladder? • Products you use every day tend to be high-interest products with many rungs. And vice versa. • There’s a relationship between market share and your position on the ladder in the prospect’s mind. • Sometimes your own ladder or category might be too small. It might be better to be a small fish in a big pond than to be a big fish in a small pond. It’s sometimes better to be №3 on a big ladder than №1 on a small ladder.
  • 22.
  • 23. • In the long run, every market becomes a two- horse race. • Early on, a new category is a ladder of many rungs. Gradually, the ladder becomes a two- rung affair. E.g Coke vs Pepsi.
  • 24.
  • 25. • If you’re shooting for second place, your strategy is determined by the leader. • Wherever the leader is strong, there is an opportunity for a would-be №2 to turn the tables. • A company should leverage the leader’s strength into a weakness. • You must discover the essence of the leader and then present the prospect with the opposite.
  • 26. • Too many potential №2 try to emulate the leader. This is an error. You must present yourself as an alternative. • The law of the opposite is a two-edged sword. It requires honing in on a weakness that your prospect will quickly acknowledge. • Marketing is often a battle for legitimacy. The first brand that captures the concept is often able to portray its competitors as illegitimate pretenders. • A good#2 cannot afford to be timid.
  • 27.
  • 28. • Over time, a category will divide and become two or more categories • Each segment is a separate, distinct entity. Each segment has its own reason for existence. Each segment has its own leader, which is rarely the same as the leader of the original category. • The way for the leader to maintain its dominance is to address each emerging category with a different brand name.
  • 29.
  • 30. • Marketing effects take place over an extended period of time. • Many marketing move exhibit the same phenomenon. The long-term effect is often the exact opposite of the short-term effect. For e.g a sale. A sale increase in business in the short-term, but there is increasing evidence that shows that sales educate customers not to buy at regular prices.
  • 31.
  • 32. • There’s an irresistible pressure to extend the equity of a brand. • One day a company is tightly focused on a single product that is highly profitable. The next day the same company is spread thin over many products and is losing money. • When you try to be all things to all people, you inevitably wind up in trouble. • Line extension usually involves taking the brand name of a successful and putting it on a new product you plan to introduce. • Marketing is a battle of perception, not product. In the mind, for example, A-1 is not the brand name, but the steak sauce itself. • Less is more. If you want to be successful today, you have to narrow the focus in order to build a position in the prospect’s mind.
  • 33.
  • 34. • You have to give up something in order to get something • If you want to be successful, you have to give up something. • There are 3 things to sacrifice: product line, target market and constant change. • The generalist is weak.
  • 35.
  • 36. • For every attribute, there is an opposite, effective attribute. • Too often a company attempts to emulate the leader. It’s much better to search for an opposite attribute that will allow you to play off against the leader. • All attributes are not created equal. Some attributes are more important to customers than others. You must try and own the most important attribute. • You cannot predict the size of a new attribute’s share, so never laugh at one.
  • 37.
  • 38. • When you admit a negative, the prospect will give you a positive. • It goes against corporate and human nature to admit a problem. Yet one of the most effective ways to get into a prospect’s mind is to first admit a negative and twist it into a positive. • Candor is disarming. • Every negative statement you make about yourself is instantly accepted as truth (NOTE: This is a similar law stated in 48 Laws of Power.) • You have to prove a positive statement to the prospect’s satisfaction. No proof is needed for a negative statement. • When a company starts a message by admitting a problem, people tend to almost instinctively open their minds.
  • 39. • Example: Listerine used to advertise with “The taste you hate twice a day.” which set them up for selling the idea of killing a lot of germs. • The Law of Candor must be used carefully and with great skill. • Your negative must be widely perceived as a negative. • It has to trigger an instant agreement with your prospect’s mind. • Next, you have to shift quickly to the positive. The purpose of candor isn’t to apologize. It is to set up a benefit that will convince your prospect.
  • 40.
  • 41. • In each situation, only one move will produce substantial results (similar to 80/20 principle.) • Many marketing people see success as the sum total of a lot of small efforts beautifully executed. They think they can pick and choose from a number of different strategies and still be successful as long as they put enough effort into the program. • They seem to think the best approach is “get into everything.” • Trying harder is not the secret of marketing success.
  • 42.
  • 43. • Unless you write your competitor’s plans, you can’t predict the future. • Implicit in most marketing plans is an assumption about the future. Yet such marketing plans are usually wrong. • Most companies live from quarterly report to quarterly report. That’s a recipe for problems. Companies that live by the numbers die by the numbers. • Good short-term planning is coming up with that angle or word that differentiates your product or company. Then you set up a coherent long-term marketing direction that builds a program to maximize that idea or angle. • Not a long-term plan, but a long-term direction.
  • 44. • While you can’t predict the future, you can get a handle on trends, which is a way to take advantage of change. • The danger of working with trends is extrapolation. Many companies will jump to conclusions about how far a trend will go. • Equally as bad as extrapolation is the common practice of assuming the future will be a replay of the present. • One way to cope with an unpredictable world is to build an enormous amount of flexibility into your organization. • NOTE: There is a difference between predicting the future and taking a chance on the future.
  • 45.
  • 46. • Success often leads to arrogance, and arrogance to failure. • Ego is the enemy of successful marketing. • Objectivity is what is needed. • When people become successful, they tend to become less objective. They often substitute their own judgment for what the market wants. • Ego can be an effective driving force in building a business. What hurts is injecting your ego in the marketing process. • Brilliant marketers have the ability to think like how a prospect thinks. They put themselves in the shoes of their customers.
  • 47.
  • 48. • Failure is to be expected and accepted. • Too many companies try to fix things rather than drop things. • Admitting a mistake and not doing anything about it is bad for your career. A better strategy is to recognize failure early and cut losses.
  • 49.
  • 50. • The situation is often the opposite of the way it appears in the press. • When things are going well, a company doesn’t need the hype. When you need the hype, it usually means you’re in trouble. • Real revolutions in the industry don’t arrive at high noon with marching bands. They arrive unannounced in the middle of the night and sneak up on you.
  • 51.
  • 52. • Successful programs are not built on fads, they are built on trends. • A fad is like a wave in the ocean, and a trend is a tide. Like the wave, the fad is very visible but it goes up and down in a hurry. Like the tide, a trend is almost invisible but very powerful over the long-term. • A paradox: if you were faced with a rapidly rising business, with all the characteristics of a fad, the best thing you could do is to dampen the fad and stretch it out.
  • 53.
  • 54. • Without adequate funding, an idea won’t get off the ground. • You need money to get into a mind. And you need money to stay there. • First get the idea, then get the money to exploit it.