The incredible value-generating success of the tech sector masks a relentless failure rate. And conventional business thinking is often your worst enemy. This is our guide to the 10 misconceptions that could be holding your business back. 

1. 10unicorn
traps. And how
to avoid them.

2. The incredible value-generating success
of the tech sector masks a relentless
failure rate.
And conventional business thinking is
often your worst enemy.
This is our guide to the 10
misconceptions that could be holding
your business back.

3. Fearing the wrong competitor#1

4. Fearing the wrong competitor#1 Blackberry thought they were competing with Nokia.

5. Fearing the wrong competitor#1 Blackberry thought they were competing with Nokia.
Filofax were worried about copycats and fakes.

6. Fearing the wrong competitor#1 Blackberry thought they were competing with Nokia.
Filofax were worried about copycats and fakes.
Kodak and Agfa thought they were competing with
each other.

7. Fearing the wrong competitor#1 Blackberry thought they were competing with Nokia.
Filofax were worried about copycats and fakes.
Kodak and Agfa thought they were competing with
each other.
When you’re focused on the obvious competition, how
do you see the disruptor coming over the horizon?

8. Fearing the wrong competitor#1 Blackberry thought they were competing with Nokia.
Filofax were worried about copycats and fakes.
Kodak and Agfa thought they were competing with
each other.
When you’re focused on the obvious competition, how
do you see the disruptor coming over the horizon?
Sooner or later, you’ll need to self-disrupt.

9. Fearing the wrong competitor#1 Blackberry thought they were competing with Nokia.
Filofax were worried about copycats and fakes.
Kodak and Agfa thought they were competing with
each other.
When you’re focused on the obvious competition, how
do you see the disruptor coming over the horizon?
Sooner or later, you’ll need to self-disrupt.
Question your sales people and customers to learn
what you can do differently.

10. Fearing the wrong competitor#1 Blackberry thought they were competing with Nokia.
Filofax were worried about copycats and fakes.
Kodak and Agfa thought they were competing with
each other.
When you’re focused on the obvious competition, how
do you see the disruptor coming over the horizon?
Sooner or later, you’ll need to self-disrupt.
Question your sales people and customers to learn
what you can do differently.
Even if you have to cannibalise yourself, it’s better
than becoming someone else’s lunch.

11. Expecting your incredible new product
to sell itself on features alone
#2

12. Expecting your incredible new product
to sell itself on features alone
#2 Beats headphones: adequate technology,
standout branding.

13. Expecting your incredible new product
to sell itself on features alone
#2 Beats headphones: adequate technology,
standout branding.
Stole the glory at the 2012 Olympics swimming pool.

14. Expecting your incredible new product
to sell itself on features alone
#2 Beats headphones: adequate technology,
standout branding.
Stole the glory at the 2012 Olympics swimming pool.
Sold to Apple for $3bn. While scores of worthy
competitors sank without trace.

15. Expecting your incredible new product
to sell itself on features alone
#2 Beats headphones: adequate technology,
standout branding.
Stole the glory at the 2012 Olympics swimming pool.
Sold to Apple for $3bn. While scores of worthy
competitors sank without trace.
And in the B2B world? How can branding get you past
procurement’s tickboxes?

16. Expecting your incredible new product
to sell itself on features alone
#2 Beats headphones: adequate technology,
standout branding.
Stole the glory at the 2012 Olympics swimming pool.
Sold to Apple for $3bn. While scores of worthy
competitors sank without trace.
And in the B2B world? How can branding get you past
procurement’s tickboxes?
Here’s the surprising conclusion of a recent Google
study:

17. Expecting your incredible new product
to sell itself on features alone
#2 Beats headphones: adequate technology,
standout branding.
Stole the glory at the 2012 Olympics swimming pool.
Sold to Apple for $3bn. While scores of worthy
competitors sank without trace.
And in the B2B world? How can branding get you past
procurement’s tickboxes?
Here’s the surprising conclusion of a recent Google
study:
B2B customers are “significantly more emotionally
connected to their vendors and service providers than
consumers”.
https://www.thinkwithgoogle.com/marketing-resources/promotion-emotion-b2b/

18. Trying to win business with a purely
rational proposition
#3

19. Trying to win business with a purely
rational proposition
#3 Emotive campaigns are almost 2x as likely to achieve
‘very large profit growth’ as rational campaigns.
(Balancing Short and Long-Term Marketing Strategies, Les Binet & Peter Field)

20. Trying to win business with a purely
rational proposition
#3 Emotive campaigns are almost 2x as likely to achieve
‘very large profit growth’ as rational campaigns.
(Balancing Short and Long-Term Marketing Strategies, Les Binet & Peter Field)
Why?

21. Trying to win business with a purely
rational proposition
#3 Emotive campaigns are almost 2x as likely to achieve
‘very large profit growth’ as rational campaigns.
(Balancing Short and Long-Term Marketing Strategies, Les Binet & Peter Field)
Why?
We process emotions 5x faster than rational thought.

22. Trying to win business with a purely
rational proposition
#3 Emotive campaigns are almost 2x as likely to achieve
‘very large profit growth’ as rational campaigns.
(Balancing Short and Long-Term Marketing Strategies, Les Binet & Peter Field)
Why?
We process emotions 5x faster than rational thought.
The result? We make decisions first.

23. Trying to win business with a purely
rational proposition
#3 Emotive campaigns are almost 2x as likely to achieve
‘very large profit growth’ as rational campaigns.
(Balancing Short and Long-Term Marketing Strategies, Les Binet & Peter Field)
Why?
We process emotions 5x faster than rational thought.
The result? We make decisions first.
Then we rationalise them.

24. Trying to win business with a purely
rational proposition
#3 Emotive campaigns are almost 2x as likely to achieve
‘very large profit growth’ as rational campaigns.
(Balancing Short and Long-Term Marketing Strategies, Les Binet & Peter Field)
Why?
We process emotions 5x faster than rational thought.
The result? We make decisions first.
Then we rationalise them.
Surprise is particularly powerful: releasing
noradrenalin (which aids concentration and focus) and
dopamine (which stimulates desire and pleasure).

25. Trying to win business with a purely
rational proposition
#3 Emotive campaigns are almost 2x as likely to achieve
‘very large profit growth’ as rational campaigns.
(Balancing Short and Long-Term Marketing Strategies, Les Binet & Peter Field)
Why?
We process emotions 5x faster than rational thought.
The result? We make decisions first.
Then we rationalise them.
Surprise is particularly powerful: releasing
noradrenalin (which aids concentration and focus) and
dopamine (which stimulates desire and pleasure).
Pow.

26. Trying to beat the competition at
their own game
#4

27. Trying to beat the competition at
their own game
#4
Feature fights drain profitability – as scores of PC and
phone manufacturers have discovered.

28. Trying to beat the competition at
their own game
#4
Feature fights drain profitability – as scores of PC and
phone manufacturers have discovered.
The trick is to be different.

29. Trying to beat the competition at
their own game
#4
Feature fights drain profitability – as scores of PC and
phone manufacturers have discovered.
The trick is to be different. As Apple was with the
iPhone…

30. Trying to beat the competition at
their own game
#4
Feature fights drain profitability – as scores of PC and
phone manufacturers have discovered.
The trick is to be different. As Apple was with the
iPhone… and again with the iPad.

31. Trying to beat the competition at
their own game
#4
Feature fights drain profitability – as scores of PC and
phone manufacturers have discovered.
The trick is to be different. As Apple was with the
iPhone… and again with the iPad.
The difference may be in the product itself.

32. Trying to beat the competition at
their own game
#4
Feature fights drain profitability – as scores of PC and
phone manufacturers have discovered.
The trick is to be different. As Apple was with the
iPhone… and again with the iPad.
The difference may be in the product itself.
Or it may be in the perception you create.

33. Trying to beat the competition at
their own game
#4
Feature fights drain profitability – as scores of PC and
phone manufacturers have discovered.
The trick is to be different. As Apple was with the
iPhone… and again with the iPad.
The difference may be in the product itself.
Or it may be in the perception you create.
Prius was the coolest of green cars.

34. Trying to beat the competition at
their own game
#4
Feature fights drain profitability – as scores of PC and
phone manufacturers have discovered.
The trick is to be different. As Apple was with the
iPhone… and again with the iPad.
The difference may be in the product itself.
Or it may be in the perception you create.
Prius was the coolest of green cars.
Tesla is the greenest of cool cars.

35. Trying to beat the competition at
their own game
#4
Feature fights drain profitability – as scores of PC and
phone manufacturers have discovered.
The trick is to be different. As Apple was with the
iPhone… and again with the iPad.
The difference may be in the product itself.
Or it may be in the perception you create.
Prius was the coolest of green cars.
Tesla is the greenest of cool cars.
Who’s winning?

36. Forgetting the value of experiences#5

37. Forgetting the value of experiences#5 Awesome is now your entry level.

38. Forgetting the value of experiences#5 Awesome is now your entry level.
Customer experience is set to overtake price and
product as the key brand differentiator by 2020.

39. Forgetting the value of experiences#5 Awesome is now your entry level.
Customer experience is set to overtake price and
product as the key brand differentiator by 2020.
We Netflix while commuting, listen to podcasts while
cooking, learn languages while driving.

40. Forgetting the value of experiences#5 Awesome is now your entry level.
Customer experience is set to overtake price and
product as the key brand differentiator by 2020.
We Netflix while commuting, listen to podcasts while
cooking, learn languages while driving.
Even the most functional solutions can now be
emotified, gamified and social-enabled.

41. Forgetting the value of experiences#5 Awesome is now your entry level.
Customer experience is set to overtake price and
product as the key brand differentiator by 2020.
We Netflix while commuting, listen to podcasts while
cooking, learn languages while driving.
Even the most functional solutions can now be
emotified, gamified and social-enabled.
Is your product, tool or solution a joy to use – or
drudgery?

42. #6 Selling the solution, rather than
the problem

43. Roadside emergency? Phone the AA.
#6 Selling the solution, rather than
the problem

44. Roadside emergency? Phone the AA.
Computer rage? Get a Mac.
#6 Selling the solution, rather than
the problem

45. Roadside emergency? Phone the AA.
Computer rage? Get a Mac.
Absolutely, positively have to get it there overnight?
Call Fedex.
#6 Selling the solution, rather than
the problem

46. Roadside emergency? Phone the AA.
Computer rage? Get a Mac.
Absolutely, positively have to get it there overnight?
Call Fedex.
If you’re the brand people think of when they
experience a problem or frustration, you own the
category – and the right to charge a premium.
#6 Selling the solution, rather than
the problem

47. #7 Not living your customer
experience for yourself

48. Today, every customer touchpoint is a brand-building
opportunity.
#7 Not living your customer
experience for yourself

49. Today, every customer touchpoint is a brand-building
opportunity.
Consistency is the absolute minimum requirement –
but requires your constant vigilance.
#7 Not living your customer
experience for yourself

50. Today, every customer touchpoint is a brand-building
opportunity.
Consistency is the absolute minimum requirement –
but requires your constant vigilance.
Have you recently tried to…
#7 Not living your customer
experience for yourself

51. Today, every customer touchpoint is a brand-building
opportunity.
Consistency is the absolute minimum requirement –
but requires your constant vigilance.
Have you recently tried to…
- Download your gated content?
#7 Not living your customer
experience for yourself

52. Today, every customer touchpoint is a brand-building
opportunity.
Consistency is the absolute minimum requirement –
but requires your constant vigilance.
Have you recently tried to…
- Download your gated content?
- Buy your own product online?
#7 Not living your customer
experience for yourself

53. Today, every customer touchpoint is a brand-building
opportunity.
Consistency is the absolute minimum requirement –
but requires your constant vigilance.
Have you recently tried to…
- Download your gated content?
- Buy your own product online?
- Retrieve your password on your own site?
#7 Not living your customer
experience for yourself

54. Today, every customer touchpoint is a brand-building
opportunity.
Consistency is the absolute minimum requirement –
but requires your constant vigilance.
Have you recently tried to…
- Download your gated content?
- Buy your own product online?
- Retrieve your password on your own site?
- Get a complaint resolved?
#7 Not living your customer
experience for yourself

55. Today, every customer touchpoint is a brand-building
opportunity.
Consistency is the absolute minimum requirement –
but requires your constant vigilance.
Have you recently tried to…
- Download your gated content?
- Buy your own product online?
- Retrieve your password on your own site?
- Get a complaint resolved?
Try it now – but prepare for disappointment.
#7 Not living your customer
experience for yourself

56. #8 Doing only what
you’re comfortable with

57. Bill Gates: “Success is a lousy teacher. It seduces
smart people into thinking they can’t lose.”
#8 Doing only what
you’re comfortable with

58. Bill Gates: “Success is a lousy teacher. It seduces
smart people into thinking they can’t lose.”
Which is why Google beat them in owning the internet.
#8 Doing only what
you’re comfortable with

59. Bill Gates: “Success is a lousy teacher. It seduces
smart people into thinking they can’t lose.”
Which is why Google beat them in owning the internet.
And Amazon beat them in owning cloud.
#8 Doing only what
you’re comfortable with

60. Bill Gates: “Success is a lousy teacher. It seduces
smart people into thinking they can’t lose.”
Which is why Google beat them in owning the internet.
And Amazon beat them in owning cloud.
What could you have embraced earlier?
#8 Doing only what
you’re comfortable with

61. Bill Gates: “Success is a lousy teacher. It seduces
smart people into thinking they can’t lose.”
Which is why Google beat them in owning the internet.
And Amazon beat them in owning cloud.
What could you have embraced earlier?
- Social media?
#8 Doing only what
you’re comfortable with

62. Bill Gates: “Success is a lousy teacher. It seduces
smart people into thinking they can’t lose.”
Which is why Google beat them in owning the internet.
And Amazon beat them in owning cloud.
What could you have embraced earlier?
- Social media?
- Mobile?
#8 Doing only what
you’re comfortable with

63. Bill Gates: “Success is a lousy teacher. It seduces
smart people into thinking they can’t lose.”
Which is why Google beat them in owning the internet.
And Amazon beat them in owning cloud.
What could you have embraced earlier?
- Social media?
- Mobile?
- Content marketing?
#8 Doing only what
you’re comfortable with

64. Bill Gates: “Success is a lousy teacher. It seduces
smart people into thinking they can’t lose.”
Which is why Google beat them in owning the internet.
And Amazon beat them in owning cloud.
What could you have embraced earlier?
- Social media?
- Mobile?
- Content marketing?
- Influencer marketing?
#8 Doing only what
you’re comfortable with

65. Bill Gates: “Success is a lousy teacher. It seduces
smart people into thinking they can’t lose.”
Which is why Google beat them in owning the internet.
And Amazon beat them in owning cloud.
What could you have embraced earlier?
- Social media?
- Mobile?
- Content marketing?
- Influencer marketing?
- Artificial intelligence?
#8 Doing only what
you’re comfortable with

66. Bill Gates: “Success is a lousy teacher. It seduces
smart people into thinking they can’t lose.”
Which is why Google beat them in owning the internet.
And Amazon beat them in owning cloud.
What could you have embraced earlier?
- Social media?
- Mobile?
- Content marketing?
- Influencer marketing?
- Artificial intelligence?
- Augmented reality?
#8 Doing only what
you’re comfortable with

67. Bill Gates: “Success is a lousy teacher. It seduces
smart people into thinking they can’t lose.”
Which is why Google beat them in owning the internet.
And Amazon beat them in owning cloud.
What could you have embraced earlier?
- Social media?
- Mobile?
- Content marketing?
- Influencer marketing?
- Artificial intelligence?
- Augmented reality?
And what are you experimenting with now?
#8 Doing only what
you’re comfortable with

68. #9 Relying on slideware to inspire
your workforce

69. A PowerPoint won’t change your culture.
#9 Relying on slideware to inspire
your workforce

70. A PowerPoint won’t change your culture.
How about…
#9 Relying on slideware to inspire
your workforce

71. A PowerPoint won’t change your culture.
How about…
- A gutsy manifesto
#9 Relying on slideware to inspire
your workforce

72. A PowerPoint won’t change your culture.
How about…
- A gutsy manifesto
- Empowering staff workshops
#9 Relying on slideware to inspire
your workforce

73. A PowerPoint won’t change your culture.
How about…
- A gutsy manifesto
- Empowering staff workshops
- Uplifting interior design
#9 Relying on slideware to inspire
your workforce

74. A PowerPoint won’t change your culture.
How about…
- A gutsy manifesto
- Empowering staff workshops
- Uplifting interior design
- A slick uniform
#9 Relying on slideware to inspire
your workforce

75. A PowerPoint won’t change your culture.
How about…
- A gutsy manifesto
- Empowering staff workshops
- Uplifting interior design
- A slick uniform
- A social media-enabled competition powered by a
real incentive
#9 Relying on slideware to inspire
your workforce

76. A PowerPoint won’t change your culture.
How about…
- A gutsy manifesto
- Empowering staff workshops
- Uplifting interior design
- A slick uniform
- A social media-enabled competition powered by a
real incentive
When you get your people behind your mission, you’re
unstoppable.
#9 Relying on slideware to inspire
your workforce

77. #10 Riding your curve too far
beyond its peak

78. When competition flattens your growth curve, it’s
tempting to throw more money behind your existing
offering.
#10 Riding your curve too far
beyond its peak

79. When competition flattens your growth curve, it’s
tempting to throw more money behind your existing
offering.
Until someone else puts out a free app that does
everything you do.
#10 Riding your curve too far
beyond its peak

80. When competition flattens your growth curve, it’s
tempting to throw more money behind your existing
offering.
Until someone else puts out a free app that does
everything you do. While dispensing lattes on the side.
#10 Riding your curve too far
beyond its peak

81. When competition flattens your growth curve, it’s
tempting to throw more money behind your existing
offering.
Until someone else puts out a free app that does
everything you do. While dispensing lattes on the side.
The alternative?
#10 Riding your curve too far
beyond its peak

82. When competition flattens your growth curve, it’s
tempting to throw more money behind your existing
offering.
Until someone else puts out a free app that does
everything you do. While dispensing lattes on the side.
The alternative? Self-disrupt.
#10 Riding your curve too far
beyond its peak

83. When competition flattens your growth curve, it’s
tempting to throw more money behind your existing
offering.
Until someone else puts out a free app that does
everything you do. While dispensing lattes on the side.
The alternative? Self-disrupt.
Who’s got it right?
#10 Riding your curve too far
beyond its peak

84. When competition flattens your growth curve, it’s
tempting to throw more money behind your existing
offering.
Until someone else puts out a free app that does
everything you do. While dispensing lattes on the side.
The alternative? Self-disrupt.
Who’s got it right? Microsoft (Office 365) and Adobe
(Creative Cloud).
#10 Riding your curve too far
beyond its peak

85. When competition flattens your growth curve, it’s
tempting to throw more money behind your existing
offering.
Until someone else puts out a free app that does
everything you do. While dispensing lattes on the side.
The alternative? Self-disrupt.
Who’s got it right? Microsoft (Office 365) and Adobe
(Creative Cloud).
They didn’t even have to come up with a whole new
product.
#10 Riding your curve too far
beyond its peak

86. When competition flattens your growth curve, it’s
tempting to throw more money behind your existing
offering.
Until someone else puts out a free app that does
everything you do. While dispensing lattes on the side.
The alternative? Self-disrupt.
Who’s got it right? Microsoft (Office 365) and Adobe
(Creative Cloud).
They didn’t even have to come up with a whole new
product. Just a different way to provide and package it.
#10 Riding your curve too far
beyond its peak

87. About Fox Parrack Singapour.
And Transformational Marketing.
Fox Parrack Singapour is a strategic and creative agency that uses
marketing techniques to drive cultural and business change.
We help tech disruptors define the problem only they can solve – and a category
they can own, defend and grow. We help them articulate their vision to investors,
workers, analysts and customers.
We help them create a 100% aligned workforce. A partner ecosystem that
multiplies their reach. A brand that captivates customers’ hearts as much as their
heads. And communications and events that excite, explain… and sell.
We call it Transformational Marketing.
To find out more:
- call +44 (0)20 8004 3828
- email info@foxps.com
- or visit http://foxps.com/