Al Ries Quotes

Marketing is a battle of perceptions, not products.

The only reality you can be sure about is in your own perceptions. If the universe exists, it exists inside your own mind and the minds of others.

A perception that exists in the mind is often interpreted as a universal truth.

The single most wasteful thing you can do in marketing is try to change a mind.

Don't play semantic games with the prospect. Advertising is not a debate. It's a seduction.

Today brands are born, not made. A new brand must be capable of generating favorable publicity in the media or it won’t have a chance in the marketplace.

The mind, as a defense against the volume of today’s communications, screens and rejects much of the information offered it. In general, the mind accepts only that which matches prior knowledge or experience.

Mind-changing is the road to advertising disaster.

The basic approach of positioning is not to create something new and different, but to manipulate what’s already up there in the mind, to retie the connections that already exist.

When you try to be everything, you wind up being nothing.

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.

You want to change something in a computer? Just type over or delete the existing material. You want to change something in a mind? Forget it.

The essence of positioning is sacrifice. You must be willing to give up something in order to establish that unique position. Nyquil,

successful positioning requires consistency. You must keep at it year after year.

What’s called luck is usually an outgrowth of successful communication.

Too often, however, greed gets confused with positioning thinking. Charging high prices is not the way to get rich. Being the first to (1) establish the high-price position (2) with a valid product story (3) in a category where consumers are receptive to a high-priced brand is the secret of success. Otherwise, your high price just drives prospective customers away.

With a name like Smucker’s, it has to be good.” Most companies, especially family companies, would never make fun of their own name. Yet the Smucker family did, which is one reason why Smucker’s is the No.1 brand of jams and jellies. If your name is bad, you have two choices: change the name or make fun of it.

companies are focused on building products rather than brands. A product is something made in a factory. A brand is something made in the mind. To be successful today, you have to build brands, not products. And you build brands by using positioning strategies, starting with a good name. Any

If you were forced to drink a beaker of di-hydrogen oxide, your response would probably be negative. If you asked for a glass of water, you might enjoy it. That's right. There's no difference on the palate. The difference, in the brain.

What should a brand leader advertise? Brand leadership, of course. Leadership is the single most important motivating factor in consumer behavior.

The Avis campaign will go down in marketing history as a classic example of establishing the “against” position.

Most marketing mistakes stem from the assumption that you’re fighting a product battle rooted in reality.

Quality is a nice thing to have, but brands are not built by quality alone.

Marriage, as a human institution, depends on the concept of first being better than best. And so does business.

Building your brand on quality is like building your house on sand. You can build quality into your product, but that has little to do with your success in the marketplace.

The easy way to get into a person’s mind is to be first.

Success in business inflates the egos of top management.

Positioning is 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.

To find a unique position, you must ignore conventional logic. Conventional logic says you find your concept inside yourself or inside the product. Not true. What you must do is look inside the prospect’s mind.

The primary objective of a branding program is never the market for the product or service. The primary objective of a branding program is always the mind of the prospect. The mind comes first; the market follows where the mind leads.

The average person can tolerate being told something which he or she knows nothing about. (Which is why "news" is an effective advertising approach.) But the average person cannot tolerate being told he or she is wrong. Mind-­changing is the road to advertising disaster.

Elvis Presley’s manager, Colonel Parker, made a deliberate attempt to restrict the number of appearances and records the King made. As a result, every time Elvis appeared, it was an event of enormous impact. (Elvis himself contributed to this strategy by overdosing early and severely dampening his future appearances. Likewise Marilyn Monroe and James Dean.)

Големите компании виждат нещата такива, кавито са. Предприемачите ги виждат такива, каквито могат да бъдат.

The essence of marketing is narrowing the focus. You become stronger when you reduce the scope of your operations. You can’t stand for something if you chase after everything.

In our overcommunicated society, the paradox is that nothing is more important than communication.

In politics,” said John Lindsay, “the perception is the reality.” So, too, in advertising, in business, and in life.

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.

In the communication jungle out there, the only hope to score big is to be selective, to concentrate on narrow targets, to practice segmentation. In a word, "positioning.

Futurist Faith Popcorn goes even further. By the year 2010, she predicts, 90 percent of all consumer products will be home-delivered. “They’ll put a refrigerator in your garage and bar code your kitchen. Every week they’ll restock your favorites, without your ever having to reorder. They’ll even pick up your dry cleaning, return your videotapes, whatever you need.

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?' In other words, what category is this new product first in?

All truth is relative. Relative to your mind or the mind of another human being. When you say, 'I’m right and the next person is wrong,' all you’re really saying is that you’re a better perceiver than someone else.

Traditional marketing is not focused on creating new categories. Traditional marketing is focused on creating new customers. Traditional marketing involves finding out what consumers want and then giving them what they want, better and cheaper than the competition.

Today brands are born, not made. A new brand must be capable of generating favorable publicity in the media or it won’t have a chance in the marketplace. And just how do you generate publicity? The best way to generate publicity is by being first. In other words, by being the first brand in a new category.

You see this in the toy business. Some owners of hot toys want to put their hot toy name on everything. The result is that it becomes an enormous fad that is bound to collapse. When everybody has a Ninja turtle, nobody wants one anymore. The Ninja turtle is a good example of a fad that collapses in a hurry because the owner of the concept got greedy. The owner fans the fad rather than dampening it. On the other hand, the Barbie doll is a trend. When Barbie was invented years ago, the doll was never heavily merchandised into other areas. As a result, the Barbie doll has become a long-term trend in the toy business.

While tracking trends can be a useful tool in dealing with the unpredictable future, market research can be more of a problem than a help. Research does best at measuring the past. New ideas and concepts are almost impossible to measure. No one has a frame of reference. People don’t know what they will do until they face an actual decision. The classic example is the research conducted before Xerox introduced the plain-paper copier. What came back was the conclusion that no one would pay five cents for a plain-paper copy when they could get a Thermofax copy for a cent and a half. Xerox ignored the research, and the rest is history.

Positioning defined Positioning starts with a product. A piece of merchandise, a service, a company, an institution, or even a person. Perhaps yourself. But positioning is not what you do to a product. Positioning is what you do to the mind of the prospect. That is, you position the product in the mind of the prospect.

Rachel Ries is a wonderful singer/performer/songwriter who writes her music with a literary and poetic style. In an interview with Amanda Miller for Rumpus Magazine Rachel Ries listed some of her literary influences. You can listen to her perform at this site too, if you've never heard her before. Here is her list in the order she gave them: Al Kennedy – Everything You Need Umberto Eco – Foucault’s Pendulum China Miéville – Perdido Street Station Everything by Tolkien Jeannette Winterson Dostoevsky – The Idiot John Steinbeck – East of Eden Willa Cather – Song of the Lark Diana Gabaldon – Anything Outlander Neil Gaiman – American Gods Victor Hugo – Les Miserables Marilynne Robinson – Housekeeping Justin Cronin – The Passage David Wroblewski - The Story of Edgar Sawtelle

You “burn” your way into the mind by narrowing the focus to a single word or concept. It’s the ultimate marketing sacrifice. Federal Express was able to put the word overnight into the minds of its prospects because it sacrificed its product line and focused on overnight package delivery only. In a way, the law of leadership—it’s better to be first than to be better—enables the first brand or company to own a word in the mind of the prospect. But the word the leader owns is so simple that it’s invisible. The leader owns the word that stands for the category. For example, IBM owns computer. This is another way of saying that the brand becomes a generic name for the category. “We need an IBM machine.” Is there any doubt that a computer is being requested? You can also test the validity of a leadership claim by a word association test. If the given words are computer, copier, chocolate bar, and cola, the four most associated words are IBM, Xerox, Hershey’s, and Coke. An astute leader will go one step further to solidify its position. Heinz owns the word ketchup. But Heinz went on to isolate the most important ketchup attribute. “Slowest ketchup in the West” is how the company

With a plethora of products in every category, how does a company use advertising to blast its way into the mind? The basic underlying marketing strategy has got to be “reposition the competition.” Because there are so few creneaus to fill, a company must create one by repositioning the competitors that occupy the positions in the mind. In other words, to move a new idea or product into the mind, you must first move an old one out.

To be successful today, you must touch base with reality. And the only reality that counts is what’s already in the prospect’s mind. To be creative, to create something that doesn’t already exist in the mind, is becoming more and more difficult. If not impossible. The basic approach of positioning is not to create something new and different, but to manipulate what’s already up there in the mind, to retie the connections that already exist.

fad is a wave in the ocean, and a trend is the tide. A fad gets a lot of hype, and a trend gets very little. Like a wave, a fad is very visible, but it goes up and down in a big hurry. Like the tide, a trend is almost invisible, but it’s very powerful over the long term. A fad is a short-term phenomenon that might be profitable, but a fad doesn’t last long enough to do a company much good. Furthermore, a company often tends to gear up as if a fad were a trend. As a result, the company is often stuck with a lot of staff, expensive manufacturing facilities, and distribution networks. (A fashion, on the other hand, is a fad that repeats itself. Examples: short skirts for women and double-breasted suits for men. Halley’s Comet is a fashion because it comes back every 75 years or so.) When the fad disappears, a company often goes into a deep financial shock. What happened to Atari is typical in this respect. And look how Coleco Industries handled the Cabbage Patch Kids. Those homely dolls hit the market in 1983 and started to take off. Coleco’s strategy was to milk the kids for all they were worth. Hundreds of Cabbage Patch novelties flooded the toy stores. Pens, pencils, crayon boxes, games, clothing. Two years later, Coleco racked up sales of $776 million and profits of $83 million. Then the bottom dropped out of the Cabbage Patch Kids. By 1988 Coleco went into Chapter 11. Coleco died, but the kids live on. Acquired by Hasbro in 1989, the Cabbage Patch Kids are now being handled conservatively. Today they’re doing quite well.

issue is clear. It’s the difference between building brands and milking brands. Most managers want to milk. “How far can we extend the brand? Let’s spend some serious research money and find out.” Sterling Drug was a big advertiser and a big buyer of research. Its big brand was Bayer aspirin, but aspirin was losing out to acetaminophen (Tylenol) and ibuprofen (Advil). So Sterling launched a $116-million advertising and marketing program to introduce a selection of five “aspirin-free” products. The Bayer Select line included headache-pain relief, regular pain relief, nighttime pain relief, sinus-pain relief, and a menstrual relief formulation, all of which contained either acetaminophen or ibuprofen as the core ingredient. Results were painful. The first year Bayer Select sold $26 million worth of pain relievers in a $2.5 billion market, or about 1 percent of the market. Even worse, the sales of regular Bayer aspirin kept falling at about 10 percent a year. Why buy Bayer aspirin if the manufacturer is telling you that its “select” products are better because they are “aspirin-free”? Are consumers stupid or not?

Names don't matter, many managers believe; it's the product that matters. With the right product at the right price, goes the thinking, we can win the battle of the marketplace. Names do matter. Depending on the category, the name alone can represent the primary reason for the brand's success. A company might spend hundreds of millions of dollars to develop a new product and then give that new product a brand name that almost guarantees failure. Innovation alone is never enough. Along with innovation, a company needs marketing to assure the brand's eventual success and survival. The heart of a good marketing program is a great name.

All the recent marketing successes have been PR successes, not advertising successes. To name a few: Starbucks, The Body Shop, Amazon.com, Yahoo!, eBay, Palm, Google, Linus, PlayStation, Harry Potter, Botox, Red Bull, Microsoft, Intel, and BlackBerry. A closer look at the history of most major brands shows this to be true. As a matter of fact, an astonishing number of well-known brands have been built with virtually no advertising at all. Anita Roddick built The Body Shop into a worldwide brand without any advertising. Instead she traveled the world looking for ingredients for her natural cosmetics, a quest that resulted in endless publicity. Until recently Starbucks didn’t spend a hill of beans on advertising either. In its first ten years, the company spent less that $10 million (total) on advertising in the United States, a trivial amount for a brand that delivers annual sales of $1.3 billion today. Wal-Mart became the world’s largest retailer, ringing up sales approaching $200 billion, with little advertising. Sam’s Club, a Wal-Mart sibling, averages $56 million per store with almost no advertising. In the pharmaceutical field, Viagra, Prozac, and Vioxx became worldwide brands with almost no advertising. In the toy field, Beanie Babies, Tickle Me Elmo, and Pokémon became highly successful brands with almost no advertising. In the high-technology field, Oracle, Cisco, and SAP became multibillion-dollar companies (and multibillion-dollar brands) with almost no advertising.

She was the first close friend who I felt like I’d re­ally cho­sen. We weren’t in each other’s lives be­cause of any obli­ga­tion to the past or con­ve­nience of the present. We had no shared his­tory and we had no rea­son to spend all our time to­ gether. But we did. Our friend­ship in­ten­si­fied as all our friends had chil­dren – she, like me, was un­con­vinced about hav­ing kids. And she, like me, found her­self in a re­la­tion­ship in her early thir­ties where they weren’t specif­i­cally work­ing to­wards start­ing a fam­ily. By the time I was thirty-four, Sarah was my only good friend who hadn’t had a baby. Ev­ery time there was an­other preg­nancy an­nounce­ment from a friend, I’d just text the words ‘And an­other one!’ and she’d know what I meant. She be­came the per­son I spent most of my free time with other than Andy, be­cause she was the only friend who had any free time. She could meet me for a drink with­out plan­ning it a month in ad­vance. Our friend­ship made me feel lib­er­ated as well as safe. I looked at her life choices with no sym­pa­thy or con­cern for her. If I could ad­mire her de­ci­sion to re­main child-free, I felt en­cour­aged to ad­mire my own. She made me feel nor­mal. As long as I had our friend­ship, I wasn’t alone and I had rea­son to be­lieve I was on the right track. We ar­ranged to meet for din­ner in Soho af­ter work on a Fri­day. The waiter took our drinks or­der and I asked for our usual – two Dirty Vodka Mar­ti­nis. ‘Er, not for me,’ she said. ‘A sparkling wa­ter, thank you.’ I was ready to make a joke about her un­char­ac­ter­is­tic ab­sti­nence, which she sensed, so as soon as the waiter left she said: ‘I’m preg­nant.’ I didn’t know what to say. I can’t imag­ine the ex­pres­sion on my face was par­tic­u­larly en­thu­si­as­tic, but I couldn’t help it – I was shocked and felt an un­war­ranted but in­tense sense of be­trayal. In a de­layed re­ac­tion, I stood up and went to her side of the ta­ble to hug her, un­able to find words of con­grat­u­la­tions. I asked what had made her change her mind and she spoke in va­garies about it ‘just be­ing the right time’ and wouldn’t elab­o­rate any fur­ther and give me an an­swer. And I needed an an­swer. I needed an an­swer more than any­thing that night. I needed to know whether she’d had a re­al­iza­tion that I hadn’t and, if so, I wanted to know how to get it. When I woke up the next day, I re­al­ized the feel­ing I was ex­pe­ri­enc­ing was not anger or jeal­ousy or bit­ter­ness – it was grief. I had no one left. They’d all gone. Of course, they hadn’t re­ally gone, they were still my friends and I still loved them. But huge parts of them had dis­ap­peared and there was noth­ing they could do to change that. Un­less I joined them in their spa­ces, on their sched­ules, with their fam­i­lies, I would barely see them. And I started dream­ing of an­other life, one com­pletely re­moved from all of it. No more chil­dren’s birth­day par­ties, no more chris­ten­ings, no more bar­be­cues in the sub­urbs. A life I hadn’t ever se­ri­ously con­tem­plated be­fore. I started dream­ing of what it would be like to start all over again. Be­cause as long as I was here in the only Lon­don I knew – mid­dle-class Lon­don, cor­po­rate Lon­don, mid-thir­ties Lon­don, mar­ried Lon­don – I was in their world. And I knew there was a whole other world out there.

The fickle-fingers affair Another missed opportunity is known in hand lotion circles as “the fickle-fingers affair.” The story starts with Jergens, the No. 1 brand with the dominant share of market. First, the company introduced Jergens Extra Dry, a creamlike product in an era of liquidlike lotions. Jergens Extra Dry was really a significant innovation smothered by the similarity of names. The prospect didn’t recognize the difference. But the competition did. Chesebrough-Pond’s introduced Intensive Care. Now for the first time, the new creamlike lotion had a name which positioned the product clearly in the consumer’s mind. And the product took off. Of course, when Jergens realized what was happening, they countered with a brand called Direct Aid. But it was the old story of too little and too late because the marketing victory went to Intensive Care. Today Intensive Care is the No. 1 brand. It outsells Jergens, Jergens Extra Dry, and Direct Aid combined. But isn’t the brand really called “Vaseline Intensive Care,” a line-extended name? True, but customers call the product Intensive Care, not Vaseline. In the mind of the prospect Vaseline is petroleum jelly; Intensive Care is a hand lotion.

According to a recent Spencer Stuart survey, a company’s chief marketing officer has the shortest tenure of any top executive. “This job is radioactive,

It’s a conundrum. “Marketing is too important,” said David Packard, cofounder of Hewlett-Packard, “to be left to the marketing people.” On the other hand, marketing is too complicated to be left to management people who have little experience in marketing and who don’t understand its principles.

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.

And the regulatory agencies are not stingy with their words either. Consider this: The Lord’s Prayer contains 56 words; the Gettysburg Address, 266; the Ten Commandments, 297; the Declaration of Independence, 300; and a recent U.S. government order setting the price of cabbage, 26,911.

como dicen Al Ries y Jack Trout en la ley de la percepción, «el marketing no es una batalla de productos, es una batalla de percepciones»

Don’t try to trick the prospect. Advertising is not a debate. It’s a seduction. The

Everyone is interested in what's new. Few people are interested in what's better.

People don't like to change their minds. Once they perceive you one way, that's it. They kind of file you away in their minds as a certain kind of person. You cannot become a different person in their minds.

Cuando vaya a crear su propio producto mínimo viable, siga esta simple regla: elimine cualquier elemento, proceso o esfuerzo que no contribuya directamente al aprendizaje que está buscando.

Medir Al principio, una startup es poco más que un modelo sobre un papel. El plan financiero y el plan de negocio incluyen proyecciones sobre cuántos consumidores espera atraer la empresa, cuánto gastará y qué ingresos y beneficios obtendrá. Es un ideal que suele estar lejos de la startup en esta primera etapa. El trabajo de una startup es 1) medir rigurosamente dónde está en el momento actual, afrontando la dura verdad que revele esa evaluación y, entonces, 2) diseñar experimentos para descubrir cómo hacer avanzar las cifras reales hacia el ideal reflejado en su plan de negocios. La mayoría de productos, incluso los que fracasan, no tienen una fuerza motriz de cero. La mayoría de productos tienen algunos consumidores, algo de crecimiento y algunos resultados positivos.

Un catálogo de pivotes Hay pivotes de diferentes sabores. La palabra pivote a veces se usa de forma incorrecta como sinónimo de cambio. Un pivote es un tipo especial de cambio, diseñado para probar una nueva hipótesis fundamental sobre el producto, el modelo de negocio y el motor del crecimiento. PIVOTE DE ACERCAMIENTO (ZOOM-IN) En este caso, lo que antes se consideraba una característica del producto se convierte en el producto. Es el tipo de pivote que hizo Votizen cuando pasó de ser una red social entera a un simple producto de contacto para los votantes. PIVOTE DE ALEJAMIENTO (ZOOM-OUT) Es la situación inversa. A veces una única característica es insuficiente para sostener todo el producto. En este tipo de pivote, lo que se consideraba el producto entero se convierte en una simple característica de un producto mucho mayor. PIVOTE DE SEGMENTO DE CONSUMIDOR En este pivote, la empresa se da cuenta de que el producto que está creando resuelve un problema real para consumidores reales, pero que éstos no son el tipo de consumidores que inicialmente había planeado atender. En otras palabras, la hipótesis de producto se confirma parcialmente, resolviendo bien el problema, pero para un tipo de consumidor diferente al que se había anticipado inicialmente. PIVOTE DE NECESIDAD DEL CONSUMIDOR Como resultado de alcanzar un conocimiento del consumidor extremadamente bueno, a veces está claro que el problema que se intenta solucionar no es demasiado importante para ellos. Sin embargo, debido a esta gran intimidad con el consumidor, descubrimos otros problemas que son importantes y que pueden ser solucionados por nuestro equipo. En muchos casos, estos problemas relacionados pueden requerir algo más que el reposicionamiento del producto existente. En otros casos, puede demandar un producto totalmente nuevo. De nuevo, es un caso en el que la hipótesis del producto se confirma parcialmente; el consumidor objetivo tiene un problema que vale la pena solucionar, pero no es el que se había anticipado inicialmente. Un ejemplo famoso es la cadena Potbelly Sandwich Shop, que hoy en día tiene más de doscientas tiendas. Empezó como una tienda de antigüedades en 1977; los propietarios comenzaron a vender bocadillos como forma de reforzar la clientela de sus tiendas. Pronto tuvieron que pivotar hasta transformarse en una línea de negocio totalmente diferente.

PIVOTE DE PLATAFORMA Un pivote de plataforma se refiere a un cambio de aplicación en una plataforma o viceversa. Habitualmente, las startups que aspiran a crear una nueva plataforma empiezan vendiendo una única aplicación, la llamada aplicación killer, para su plataforma. Más adelante la plataforma emerge como vehículo para terceros, como forma de crear sus propios productos relacionados. Sin embargo, este orden no siempre está claro y a veces las empresas necesitan ejecutar este pivote varias veces. PIVOTE DE ARQUITECTURA DEL NEGOCIO Este pivote toma un concepto de Geoffrey Moore, quien observó que las empresas suelen seguir una de estas dos arquitecturas de negocio mayoritarias: alto margen y bajo volumen (modelo de sistema complejo) o bajo margen y alto volumen (modelo de volumen de operaciones).[41] El primero habitualmente se asocia con los negocios para negocios (B2B) o ciclos de ventas a empresas, y el segundo con los productos para los consumidores en general (aunque hay notables excepciones). En un pivote de arquitectura del negocio, la empresa cambia de arquitectura. Algunas empresas cambian de alto margen y bajo volumen pasándose al mercado de masas (por ejemplo, el dispositivo de búsqueda de Google); otros, originariamente diseñados para el mercado de masas, se transforman y pasan a un modelo que requiere ciclos de ventas largos y costosos.

More money is wasted in marketing than in any other human activity (outside of government activities, of course).

Los sistemas que tan bien funcionan en las empresas pequeñas no pueden trasladarse al ecosistema más grande que necesitan las empresas en crecimiento, por lo que la empresa llega a un punto de estancamiento.

A company can become incredibly successful if it can find a way to own a word in the mind of the prospect. Not a complicated word. Not an invented one. The simple words are best, words taken right out of the dictionary. This is the law of focus. You “burn” your way into the mind by narrowing the focus to a single word or concept. It’s the ultimate marketing sacrifice.

Successful business owners not only have compelling visions for their organizations, but also know how to communicate those visions to the people around them. They get everyone in the organization seeing the same clear image of where the business is going and how it’s going to get there. It sounds easy, but it’s not. Are your staff all rowing in the same direction? Chances are they’re not. Some are rowing to the right, some are rowing to the left, and some probably aren’t rowing at all. If you met individually with each of your employees and asked them what the company’s vision was, you’d likely get a range of different answers. The more clearly everyone can see your vision, the likelier you are to achieve it. Focus everyone’s energy toward one thing and amazing results will follow. In his book Focus, Al Ries illustrates the point in this way: The sun provides the earth with billions of kilowatts of energy, yet if you stand in it for an hour, the worst you will get is a little sunburn. On the other hand, a few watts of energy focused in one direction is all a laser beam needs to cut through diamonds.

Per­fec­tion is nearly al­ways im­possible, but it is never dif­fi­cult. Which is to say that if there is any dif­fi­culty to it, any lack of ease, then it has already failed of per­fec­tion. All per­fect things are easy. But they are not fre­quent. The mar­ried life of Charles Peis­son and Dotty was per­fect. From the mo­ment that Charles re­turned to town, everything was per­fect. The mark of per­fec­tion is its very sim­pli­city. Charles had a knack for un­ty­ing knots, for resolv­ing dif­fi­culties. The knack does not con­sist of ig­nor­ing the dif­fi­culties nor in skirt­ing them. It doesn’t even con­sist of fa­cing them and con­quer­ing them in the old copy-book fash­ion, though ap­par­ently they are faced and conquered in an­other fash­ion. Or some of them are never conquered at all. Part of the idea is just not to be dif­fi­cult about dif­fi­culties. If the rest of the idea were un­der­stood, then every­one would have per­fec­tion; and they do not.

The caliphate of al-Nasir saw the first sustained involvement by the Umayyads in North African politics.26 Morocco at this stage was, compared with Muslim Spain, a very underdeveloped country. There had been very little Arab settlement and the country remained over-whelmingly Berber and largely rural, the inhabitants living either as pastoral nomads or settled farmers. Tribal allegiances and rival-ries remained the basis of political activity. Only Fes, settled in the ninth century by colonists from Qayrawan and Cordoba, was a really urban community, although Sijilmassa, the great entrepot for Saharan trade far to the south, was a large oasis settlement. In theory much of the area was under the authority of the Idrisids, based in Fes. The Idrisids were descendants of 'Ali, who had fled west in 786 after a failed rebellion against the Abbasids.27 They did not rule a state in the conventional sense but, somewhat like the traditional Zaydi Imams of Yemen, enjoyed a certain prestige among the tribal leaders because of their religious status and were acknowledged as mediators if not rulers. They seem to have had no organized administration or government apparatus. By the beginning of the tenth century, the Idrisid family had split into many different branches which vied ineffectually for such authority as the family name could still command. Smaller but more coherent were the political units based on Sijilmassa and Nakur. Sijilmassa on the fringes of the Sahara was ruled by the Midrarids, a Berber dynasty of Kharijite persuasions. Nakur on the Mediterranean coast was a small city-state ruled by a popular Sunni dynasty, the Banu Witt, who had had contacts with the Umayyads in the previous century. There had certainly been commercial and personal contacts between al-Andalus and North Africa in the ninth century, especially with the Rustamid dynasty of Tahert in central Algeria.

Sólo se puede crear algo sólido y resistente a largo plazo cuando se crean ecosistemas vivos de ideas y mecanismos para lograr que las mejores lleguen rápido al mercado.

«Si yo eligiera un empleado al azar de cualquier nivel, departamento o región, y ese empleado tuviera una idea absolutamente brillante que abriera una fuente de crecimiento radicalmente nueva, ¿qué tendría que hacer para llevar su idea a la práctica? ¿Dispone la empresa de las herramientas de gestión necesarias para ampliar esa idea a fin de que genere el máximo impacto, aun cuando no se ajuste a ninguna de las líneas de negocio actuales?

Step 6: When Filofax grew enormously in the 1980s as an expensive, aspirational product, the absence of a generic niche description became a problem for the leader. People began to use ‘filofax’ to describe the category, which meant that every competitor could describe their product as a filofax (note the lower case f ). In 1986 David Collischon wisely coined the term ‘personal organiser’ to describe the category and encouraged everyone to use the term. Marketing experts are adamant that it is easier for us to think first about a category generally, and then about the brand. ‘I need a personal organiser to keep all my bits of paper.What brand should I ask for in the shop? Well, Filofax is the best known.’ This is an easier and more natural way of thinking than, ‘I need a Filofax.’ The clear benefit of a personal organiser was that it helped people be better organised . If the term ‘personal organiser’ had not gained widespread currency the benefit of the new category would have been much less clear, and Filofax’s brand name would have become devalued. Contrast the confusion caused in the electronic-organiser niche. When this developed in the 1990s, the leading brand was PalmPilot. But what was the category name? As Al and Laura Ries comment, ‘Some people call the Palm an electronic organiser. Others call the Palm a handheld computer. And still others, a PDA (personal digital assistant). All of these names are too long and complicated. They lack the clarity and simplicity a good category name should possess. If . . . a personal computer that fits on your lap is called a laptop computer, then the logical name for a computer that fits in the palm of your hand is a palm computer . . . Of course, Palm Computer pre-empted Palm as a brand name, leaving a nascent industry struggling to find an appropriate generic name . . . Palm Computer should have been just as concerned with choosing an appropriate generic name as it was in choosing an appropriate brand name.’9

Decide cuál es tu negocio y dedícate a ese negocio. Como expresa el dicho, “El que persigue dos conejos no caza ninguno”. O como Al Ries indica en Enfoque, “Imagina a un médico pensando: ‘Somos excelentes neurocirujanos, adentrémonos también a los negocios del corazón, hígado, pulmón y extremidades.

Marketing is a battle of ideas. So if you are to succeed, you must have an idea or attribute of your own to focus your efforts around. Without one, you had better have a low price. A very low price. Some say all attributes are not created equal. Some attributes are more important to customers than others. You must try and own the most important attribute. Cavity prevention is the most important attribute in toothpaste. It’s the one to own. But the law of exclusivity points to the simple truth that once an attribute is successfully taken by your competition, it’s gone. You must move on to a lesser attribute and live with a smaller share of the category. Your job is to seize a different attribute, dramatize the value of your attribute, and thus increase your share.

The more clearly everyone can see your vision, the likelier you are to achieve it. Focus everyone’s energy toward one thing and amazing results will follow. In his book Focus, Al Ries illustrates the point in this way: The sun provides the earth with billions of kilowatts of energy, yet if you stand in it for an hour, the worst you will get is a little sunburn. On the other hand, a few watts of energy focused in one direction is all a laser beam needs to cut through diamonds.

Las historias de las revistas son mentira: el trabajo duro y la perseverancia no llevan al éxito.

Branding opportunities do not lie in the pursuit of existing markets. Branding opportunities lie in the creation of new markets.

To build a new brand, you must overcome the logical notion of serving a market. Instead you must focus on creating a market.

But positioning is not what you do to a product. Positioning is what you do to the mind of the prospect. That is, you position the product in the mind of the prospect.

If you want to build a successful brand, you have to understand divergence. You have to look for opportunities to create new categories by divergence of existing categories. And then you have to become the first brand in this emerging new category.

Test marketing has some benefits, but we believe the negatives far outweigh the benefits. Some of the negatives include: WASTED TIME. You can't afford to waste the time that test marketing takes, especially since the essence of branding is getting into the mind first. TIPPING OFF THE COMPETITION. Test marketing will alert competitors and perhaps stimulate one or more of them to introduce similar products. UNPROJECTABLE RESULTS. Test marketing for Enamelon toothpaste projected $50 million in annual sales nationally. Actual sales: $10 million. One of the problems with test marketing is overstimulation of demand. To get enough tangible results to measure, you usually have to run a local marketing program that you can't afford to run nationwide.

Aflac, the company that brought us the duck. In the year 2000, the company had a name recognition of 12 percent. Today it’s 94 percent. And sales have gone up just as dramatically. Aflac sales in the American market went up 29 percent the first year after the duck arrived. And 28 percent the second year. And 18 percent the third year.

You can change “words” in a marketing program, but heaven help you if you try to change a

Advertising can only maintain brands that have been created by publicity.

Never run advertising until the major publicity possibilities have been exploited.

10. What books would you recommend to an aspiring entrepreneur? Some quick favorites: The 22 Immutable Laws of Marketing: Violate Them at Your Own Risk! by Al Ries and Jack Trout The 48 Laws of Power by Robert Greene The 33 Strategies of War by Robert Greene Antifragile: Things That Gain from Disorder by Nassim Nicholas Taleb The Fish That Ate the Whale: The Life and Times of America’s Banana King by Rich Cohen Wikinomics: How Mass Collaboration Changes Everything by Don Tapscott and Anthony D. Williams Contagious: Why Things Catch On by Jonah Berger The Pirate’s Dilemma: How Youth Culture Is Reinventing Capitalism by Matt Mason Rules for Radicals: A Pragmatic Primer for Realistic Radicals by Saul D. Alinsky The New New Thing: A Silicon Valley Story by Michael Lewis Here Comes Everybody: The Power of Organizing Without Organizations by Clay Shirky Purple Cow: Transform Your Business by Being Remarkable by Seth Godin Eleven Rings: The Soul of Success by Phil Jackson and Hugh Delehanty Billion Dollar Lessons: What You Can Learn from the Most Inexcusable Business Failures of the Last 25 Years by Paul B. Carroll and Chunka Mui Gonzo Marketing: Winning Through Worst Practices by Christopher Locke

The world is round,” said Christopher Columbus. “No, it’s not,” said the public, “it’s flat.” To convince the public otherwise, fifteenth-century scientists first had to prove that the world wasn’t flat. One of their more convincing arguments was the fact that sailors at sea were first able to observe the tops of the masts of an approaching ship, then the sails, then the hull. If the world were flat, they would see the whole ship at once. All the mathematical arguments in the world weren’t as effective as a simple observation the public could verify themselves.

The issue is clear. It’s the difference between building brands and milking brands. Most managers want to milk. “How far can we extend the brand? Let’s spend some serious research money and find out.” Sterling Drug was a big advertiser and a big buyer of research. Its big brand was Bayer aspirin, but aspirin was losing out to acetaminophen (Tylenol) and ibuprofen (Advil). So Sterling launched a $116-million advertising and marketing program to introduce a selection of five “aspirin-free” products. The Bayer Select line included headache-pain relief, regular pain relief, nighttime pain relief, sinus-pain relief, and a menstrual relief formulation, all of which contained either acetaminophen or ibuprofen as the core ingredient. Results were painful. The first year Bayer Select sold $26 million worth of pain relievers in a $2.5 billion market, or about 1 percent of the market. Even worse, the sales of regular Bayer aspirin kept falling at about 10 percent a year. Why buy Bayer aspirin if the manufacturer is telling you that its “select” products are better because they are “aspirin-free”? Are consumers stupid or not?

If “what is the size of the market?” is the first question your company asks itself, then you are taking the wrong road to success.

Take facsimile, for example. Over the past two decades, the facsimile has become an indispensable part of every company’s communication portfolio. Americans will send 65 billion pages of faxes this year, more than 230 per person. And 50 percent of all international telephone calls are now fax calls.