Poor firms ignore their competitors; average firms copy their competitors; winning firms lead their competitors.
Philip KotlerRead
The key to branding, especially for smaller firms, is to focus on a limited number of issue areas and develop superb expertise in those areas.
Interpretation
Successful branding requires specialization and deep expertise in specific areas.
Philip Kotler emphasizes that for smaller firms, the path to strong branding lies in concentrating on a few select issues where they can develop in-depth knowledge and skills. By establishing expertise in these areas, smaller firms can differentiate themselves in the marketplace, leading to a stronger brand identity and greater recognition among consumers.
In practice
A marketing workshop discussing how to build a brand for small businesses.
Poor firms ignore their competitors; average firms copy their competitors; winning firms lead their competitors.
Marketing is becoming a battle based on information than on sales power.
The art of marketing is the art of brand building. If you arenot a brand, you are a commodity. Then price is everything and the low-cost producer is the only winner.
Marketing is a race without a finishing line
Companies pay too much attention to the cost of doing something. They should worry more about the cost of not doing it.
Marketing is not the art of finding clever ways to dispose of what you make. It is the art of creating genuine customer value.
The extravagance of any corporate office is directly proportional to management's reluctance to reward the shareholders.
The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for the disruption.
If you're competitor-focused, you have to wait until there is a competitor doing something. Being customer-focused allows you to be more pioneering.
The key is to set realistic customer expectations, and then not to just meet them, but to exceed them - preferably in unexpected and helpful ways.
Management innovation is going to be the most enduring source of competitive advantage. There will be lots of rewards for firms in the vanguard.
Your margin is my opportunity.
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