Differentiate or Die E-Book

Jack Trout

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch
• Veröffentlichungsjahr: 2010

Seitenzahl: 312

Beschreibung

A newly revised and expanded edition of the revolutionary business classic, Differentiate or Die, Second Edition shows you how to differentiate your products, services, and business in order to dominate the competition. Veteran marketing guru Jack Trout uses real-world examples and his own unique insight to show you how to bind customers to your products for long-term success and loyalty. This edition includes new case studies, new research, and updated examples from around the world.

Leseprobe

Table of Contents

Title Page

Copyright Page

Dedication

PREFACE

CHAPTER 1 - The Tyranny of Choice

Fishing for Dinner

Going to Dinner

An Explosion of Choice

Choice in Healthcare

Choice in Consumer Electronics

Choice Is Spreading

The Law of Division

The “Choice Industry”

You Have to Be Careful

And It Will Only Get Worse

CHAPTER 2 - The Creeping Commoditization of Categories

Wishful Thinking versus Reality

The Hard Facts

CHAPTER 3 - Whatever Happened to the Unique Selling Proposition?

The Definition

The Argument Still Rages

Where’s Rosser Now That We Need Him?

Step 1 in Building Brands

How People Figure Things Out

You Can Differentiate Anything

CHAPTER 4 - Reinventing the Unique Selling Proposition

What Happened?

Is It Really “New?”

Is It Really Protected?

Analyzing Them to Death

It’s Not Impossible

Improve, Upgrade, and Innovate

Hot Chicken and Cool Music

Beyond Product and Benefit

Ted Levitt’s Warning

CHAPTER 5 - Quality and Customer Orientation Are Rarely Differentiating Ideas

The War on Quality

Who Wins with Quality?

The War for Customer Satisfaction

It Can Happen with Bicycles

Love Those Miles

The Rising Tide

The Myth

Satisfaction versus Commitment

Michael Porter Gets “On Board”

It Can Happen

CHAPTER 6 - Creativity Is Not a Differentiating Idea

The Creativity Trap

An Industry Debate

The “Creativity” Defense

The Ghost of Bill Bernbach

The Ghost of Mean Joe Greene

Sergio Gets Religion

Information, Not Ads

Difference, Not Slogans

CHAPTER 7 - Price Is Rarely a Differentiating Idea

The Case of Cheaper Carrots

Building a Price Advantage

The Wal-Mart Success

Dell’s Approach

Charles Schwab’s Approach

Getting around Price

Some Words about Promotions

David Ogilvy on Price

Getting Hammered in Russia

The Travails of Sports Retailing

The Ultimate Price: Free

Differentiating with High Price

CHAPTER 8 - Breadth of Line Is a Difficult Way to Differentiate

Category Killers

Enter the Discounters

How Big Is Too Big?

Becoming More Shopper Friendly

Wal-Mart Junior

Breadth of Line on the Web

If the Shoe Fits, You Can Sell It Online

Cybersqueeze

A Digital Gold Rush?

What’s Really Needed

An Important Lesson

CHAPTER 9 - The Steps to Differentiation

The Power of Logic

Creativity versus Logic

Some Words about Resources

Advertising Is Expensive

It Helps to Be Rich

Iron Computer Melts Down

CHAPTER 10 - Differentiation Takes Place in the Mind

Minds Can’t Cope

Electronic Bombardment

Minds Are Limited

Minds Hate Confusion

The Power of Simplicity

Minds Are Insecure

Buying What Others Buy

Minds Don’t Change

Minds Can Lose Focus

Some Surprising Research

The Power of the Specialist

CHAPTER 11 - Being First Is a Differentiating Idea

Firsts That Are Still Firsts

So It Is in Families

Why Firsts Stay Firsts

When Seconds Die

The Generic Advantage

Now the Bad News

Still More Bad News

Needed: A Good Idea

One More Sad Tale

A “First” Ignored

A Healthy First

A Merger Tale

A Do-Good First

A Borrowed First

CHAPTER 12 - Attribute Ownership Is a Way to Differentiate

Owning an Attribute

Focus Is the Key

Attributes Are Not Created Equal

Attributes in Automobiles

No Attribute Uncovered

Attributes in Credit Cards

Attributes in Retailing

Attributes in Fast Food

Attributes in Water

The Use of “Negative” Attributes

Bloodless in New Jersey

Smaller in New York

Bigger in Massachusetts

Simple in Massachusetts

Is “Being Green” a Difference?

CHAPTER 13 - Leadership Is a Way to Differentiate

Leadership Psychology

Owning a Category

Don’t Be Afraid to Brag

Our Kind of Leader

Different Forms of Leadership

Leadership Is a Platform

The Strength of Leadership

The Leading Lollipop?

CHAPTER 14 - Heritage Is a Differentiating Idea

The Psychology of Heritage

A Substitute for Leadership

Bringing Heritage Forward

Heritage in Politics and Law

Doubling Back on Heritage

DDB Tries to Double Back

Updating Heritage

Locational Heritage

Family Heritage

A Heritage Landmark

The Character

CHAPTER 15 - Market Specialty Is a Differentiating Idea

A Lesson Learned

Big Names Are Weak

The Same Goes for Retail

The Specialist Has Weapons

Becoming the Expert

A Publisher’s Dream

Becoming Generic

Now the Bad News

Beware of the CEO’s Hobby

Tell It Like It Is

Too Many Specialists

CHAPTER 16 - Preference Is a Differentiating Idea

Following the Herd

Social Proof

The Rain in Britain

The Beer in Chile

No Preference Overlooked

A Questionable Preference

A Legitimate Preference

Getting the Nod from J.D. Power

An Ethical Preference

Preference in Sneakers

The Spirit of Emulation

The Importance of “Fit”

China Loves Heroes

China Loves Cognac

An Exercise in Hotel Preference

CHAPTER 17 - How a Product Is Made Can Be a Differentiating Idea

The Magic Ingredient

High-Tech Ingredients

Dramatize the Difference

Product Innovation

System Innovation

Making It the Right Way

A Better-Made Pizza

Making It Square

Making It the Old-Fashioned Way

Giving Up the Old Way

Charge a Little More

Handmade in Malaysia

Environments That Help Heal

Caskets That Are Different

Crackers That Are Different

CHAPTER 18 - Being the Latest Can Be a Differentiating Idea

Making Yourself Obsolete

A Ski Boot Saga

The Battle over Acid Stomachs

Break with the Past

Add Another Technology

Take Advantage of History

The Latest Doesn’t Always Work

The Latest Can Sneak Up on You

What’s Next Should Be Different

CHAPTER 19 - Hotness Is a Way to Differentiate

Afraid to Boast

Corbett Canyon: A Case in Point

Hot Chicken

Many Ways to Be Hot

Every Way to Be Hot

The Press Can Make You Hot

The Press Can Cool You Down

How iPhone Got Hot

Publicizing a Problem You’re Solving

CHAPTER 20 - Growth Can Destroy Differentiation

Problem 1: Distraction

Problem 2: Line Extension

ESPN everything?

Damaging Your Difference

Wall Street Rebels

Less Can Be More

Growth via Multiple Brands

A Spanish Multibrand Story

A Korean Disaster

CHAPTER 21 - Differentiation Often Requires Sacrifice

More Is Less

What Do Cowboys Smoke?

The Basic Problem

What’s a Porsche?

Convergence: The Latest “More”

Different Kinds of Sacrifice

CHAPTER 22 - Being Different in Different Places

Play It Where It Lies

The Finnish Coffee Caper

The Universals

A Global Pioneer Finds There Are Limits

Hold the Beef, Please

Beer That Travels

Different in India

Some Rules for the Road

One for All?

CHAPTER 23 - Maintaining Your Difference

Remember Your Difference

The Sears Story

Stay Contrary

A Contrary Move in Jet Engines

Be Consistent

Making the Tough Calls

Consistency in Operation

Stay Connected

Evolve Your Difference

Don’t Just Sit There

An Irish Legend

Evolving versus Tinkering

CHAPTER 24 - Differentiation in the New World of Buzz

It’s Not so New

Now the Bad News

Now for Really Bad News

An Enlightening Interview

Buzz Is Only Another Tool

Some Real World Research

The Ultimate Example

CHAPTER 25 - You Can Differentiate Anything

Study the Trends

Shift the Battlefield

America Dislikes Losers

Making Over America’s Image

Differentiating the Democrats

CHAPTER 26 - Who Is in Charge of Differentiation?

Why CEOs Fail

Missing the Point

What Really Went Wrong?

Why CEOs Must Be Involved

“I’m in Charge”

One That Went Right

The Best Do Their Own

A Success from Finland

A Successful Lady’s View

EPILOGUE

NOTES

Index

Copyright © 2000, 2008 by Jack Trout. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.

Published simultaneously in Canada.

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Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically disclaim any implied warranties of merchantability or fitness for a particular purpose. No warranty may be created or extended by sales representatives or written sales materials. The advice and strategies contained herein may not be suitable for your situation. You should consult with a professional where appropriate. Neither the publisher nor author shall be liable for any loss of profit or any other commercial damages, including but not limited to special, incidental, consequential, or other damages.

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Library of Congress Cataloging-in-Publication Data:

Trout, Jack.

Includes bibliographical references and index.

ISBN 978-0-470-22339-0 (cloth)

1. Advertising—Brand name products. 2. Brand name products. 3. Competition. I. Rivkin, Steve, 1947- II. Title.

HF5415.T727 2008

658.8—dc22

2007052393

To Rosser Reeves, the man who made the “unique selling proposition” famous. He was truly a man ahead of his time. Little did any of us realize just how competitive the world would become.

PREFACE

For what seems like several lifetimes, my partners and I have been preaching the importance of being different:

• In Positioning, being different meant differentiating yourself in the mind of your prospect.

• In Marketing Warfare, being different meant using a differentiating idea to defend, attack, flank, or become a guerrilla.

• In the 22 Immutable Laws of Marketing, being different meant using a differentiating idea to build a brand.

• In the Power of Simplicity, being different meant using a strategy that was all about differentiation.

Being different is at the heart of everything we’ve done for over 30 years.

You might assume that by now the message has been delivered. Everyone is busy building “differentiation” into their plans. And no one would leave home without his or her differentiating idea. Right?

Wrong.

What we tend to see are two types of organizations. One type still doesn’t get it. They’re out there doing battle with “higher quality” or “good value” or good old “better products.” They feel that they are better than their competitors and that truth will prevail.

They surround themselves with gurus who talk about quality, empowerment, customer orientation, and various forms of leadership.

Unfortunately, all of their competitors are surrounded by the same cast of “you-can-get-better” gurus. Nothing different.

The other type of organization understands the need to be different. But after some prodding, they will admit that they just don’t know how to do it. Their excuse: Our product or salesforce just isn’t that much different from our competitors.

They tend to get sucked in by the motivation crowd that promises peak performance, a winning attitude, and effective habits. Unfortunately, the same cast of characters is hanging around and motivating their competitors. Nothing different.

They don’t get much help from the big-name academics. Harvard’s Michael Porter, for example, does talk about the need for a unique position, but he never offers much help on how to be unique. Instead, he talks about strategic continuity, deepening strategic position, and minimizing trade-offs. Nothing different.

Their advertising agencies aren’t much better. They talk about bonding, likability, breakthroughs, and cool. To them it’s all about being artful, not scientific. Nothing different.

This book is about changing all that. It outlines the many ways you can be different while avoiding the lure of those things that sound different but really aren’t.

With this information in hand, you should be in a better position to thrive in a very unforgiving and competitive world. It’s a book, if you’ll pardon the pun, that can make a difference in your business.

JACK TROUT