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There are laws of nature, so why shouldn't there be laws of marketing?

As Al Ries and Jack Trout--the world-renowned marketing consultants and bestselling authors of Positioning--note, you can build an impressive airplane, but it will never leave the ground if you ignore the laws of physics, especially gravity. Why then, they ask, shouldn't there also be laws of marketing that must be followed to launch and maintain winning brands? In The 22 Immutable Laws of Marketing, Ries and Trout offer a compendium of twenty-two innovative rules for understanding and succeeding in the international marketplace. From the Law of Leadership, to The Law of the Category, to The Law of the Mind, these valuable insights stand the test of time and present a clear path to successful products. Violate them at your own risk.

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The 22 Immutable Laws of Marketing Exposed and Explained by the World's Two Chapter One The Law of Leadership It's better to be first than it is to be better. Many people believe that the basic issue in marketing is convincing prospects that you have a better product or service. Not true. If you have a small market share and you have to do battle with larger, better-financed com-petitors, then your marketing strategy was probably faulty in the first place. You violated the first law of marketing. The basic issue in marketing is creating a category you can be first in. It's the law of leadership: It's better to be first than it is to be better. It's much easier to get into the mind first than to try to convince someone you have a better product than the one that did get there first. You can demonstrate the law of leadership by asking yourself two questions: 1) What's the name of the first person to fly the Atlantic Ocean solo? Charles Lindbergh, right? 2) What's the name of the second person to fly the Atlantic Ocean solo? Not so easy to answer, is it? The second person to fly the Atlantic Ocean solo was Bert Hinkler. Bert was a better pilot than Charlie--he flew faster, he consumed less fuel. Yet who has ever heard of Bert Hinkler? (He left home and Mrs. Hinkler hasn't heard from him since.) In spite of the evident superiority of the Lindbergh approach, most companies go the Bert Hinkler route. They wait until a market develops. Then they jump in with a better product, often with their corporate name attached. In today's competitive environment, a me-too product with a line extension name has little hope of becoming a big, profitable brand (chapter 12: The Law of Line Extension). The leading brand in any category is almost always the first brand into the prospect's mind. Hertz in rent-a-cars. IBM in computers. Coca-Cola in cola. After World War II, Heineken was the first imported beer to make a name for itself in America. So four decades later, what is the No. 1 imported beer? The one that tastes the best? Or Heineken? There are 425 brands of imported beer sold in America. Surely one of these brands must taste better than Heineken, but does it really matter? Today, Heineken is still the No. 1 imported beer, with 30 percent of the market. The first domestic light beer was Miller Lite. So what is the largest-selling light beer in America today? The one that tastes the best? Or the one that got into the mind first? Not every first is going to become successful, however. Timing is an issue--your first could be too late. For example, USA Today is the first national newspaper, but it is unlikely to succeed. It has already lost $800 million and has never had a profitable year. In a television era, it may be too late for a national newspaper. Some firsts are just bad ideas that will never go anywhere. Frosty Paws, the first ice cream for dogs, is unlikely to make it. The dogs love it, but the owners are the ones who buy the groceries, and they think that dogs don't need an ice cream of their own. They should be happy just to lick the plates. The law of leadership applies to any product, any brand, any category. Let's say 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. So what's the name of the leading college in America? Most people would probably say Harvard, which is also the name of the first college founded in America. (What's the name of the second college founded in America? The College of William and Mary, which is only slightly more famous than Bert Hinkler.) No two products are any similar than twins are. Yet twins often complain that the first of the two whom a person meets always remains their favorite, even though the person also gets to know the other one. People tend to stick with what they've got. If you meet someone a little better than your wife or husband, it's really not worth making the switch, what with attorneys' fees and dividing up the house and kids. The law of leadership also applies to magazines. Which is why Time leads Newsweek, People leads Us, and Playboy leads Penthouse . Take TV Guide , for example. Back in the early fifties the then-powerful Curtis Publishing Company tried to field a television- listings magazine to compete with the fledgling TV Guide . Even though TV Guide had only a minuscule head start, and despite the awesome strength of Curtis, the Curtis publication never really got off the ground. TV Guide had preempted the field. The law of leadership applies equally as well to hard categories like automobiles and computers as it does to soft categories like colleges and beer. Jeep was first in four-wheel-drive off-the-road vehicles. Acura was first in luxury Japanese cars. IBM was first in mainframe computers. Sun Microsystems was first in workstations. Jeep, Acura, IBM, and Sun are all leading brands. The first minivan was introduced by Chrysler. Today Chrysler has 10 percent of the car market and 50 percent of the minivan market. Is the essence of car marketing making better cars or getting into the market first? The first desktop laser printer was introduced by a computer company, Hewlett-Packard. Today the company has 5 percent of the personal computer market and 45 percent of the laser printer market. Gillette was the first safety razor. Tide was the first laundry detergent. Hayes was the first computer modem. Leaders all. One reason 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 copiers. People will stand in front of a Ricoh or a Sharp or a Kodak machine and say, "How do I make a Xerox copy?" They will ask for the Kleenex when the box clearly says Scott. They will offer you a Coke when all they have is Pepsi-Cola. How many people ask for cellophane tape instead of Scotch tape? Not many. Most people use brand names when they become generic: Band-Aid, Fiberglas, Formica, Gore-Tex, Jello, Krazy Glue, Q-tips, Saran Wrap, Velcro--to name a few. Some people will go to great lengths to turn a brand name into a generic. "FedEx this package to the Coast." If you're introducing the first brand in a new category, you should always try to select a name that can work generically. (Lawyers advise the opposite, but what do they know about the laws of marketing?) Not only does the first brand usually become the leader, but also the sales order of follow-up brands often matches the order of their introductions. The best example is ibuprofen. Advil was first, Nuprin was second, Medipren was third. That's exactly the sales order they now enjoy: Advil has 51 percent of the ibuprofen market, Nuprin has 10 percent, and Medipren has 1 percent. The fourth brand that entered the market was Motrin IB. Even though it has the powerful prescription name for ibuprofen, Motrin's market share is only 15 percent. (Keep in mind that Advil was introduced with a "Same as the prescription drug Motrin" theme.) And note the generic substitution. Consumers use Advil as a generic term. Rarely do they use the word ibuprofen. Even an M.D. will tell a patient, "Take two Advil and call me in the morning." Also consider Tylenol, the first brand of acetamin-ophen. Tylenol is so far ahead of the No. 2 brand that it's hard to determine who is No. 2. If the secret of success is getting into the prospect's mind first, what strategy are most companies committed to? The better-product strategy. The latest and hottest subject in the business management field is benchmarking. Touted as the "ultimate competitive strategy," benchmarking is the process of comparing and evaluating your company's products against the best in the industry. It's an essential element in a process often called "total quality management." Unfortunately, benchmarking doesn't work. Regardless of reality, people perceive the first product into the mind as superior. Marketing is a battle of perceptions, not products. So what's the name of the first brand of aspirin? The first brand of acetaminophen? The first brand of ibuprofen? (Hint: Substitute leading for first and you'll have the answers to these three questions.) Charles Schwab bills itself as "America's largest discount broker." Are you surprised that the Charles Lindbergh of the discount brokerage business is Charles Schwab? Neil Armstrong was the first person to walk on the moon. Who was second? Roger Bannister was the first person to run a four-minute mile. Who was second? George Washington was the first president of the United States. Who was second? Thomas' was the first brand of English muffin. What was second? Gatorade was the first sports drink. What was second? The 22 Immutable Laws of Marketing Exposed and Explained by the World's Two . Copyright © by Al Ries. Reprinted by permission of HarperCollins Publishers, Inc. All rights reserved. Available now wherever books are sold. Excerpted from The 22 Immutable Laws of Marketing: Violate Them at Your Own Risk by Al Ries, Jack Trout All rights reserved by the original copyright owners. Excerpts are provided for display purposes only and may not be reproduced, reprinted or distributed without the written permission of the publisher.

Notas de autor provistas por Syndetics

John Francis Trout was born in Manhattan, New York on January 31, 1935. He graduated from Iona College and then served as a flight navigator in the Navy. Afterward, he got a job in General Electric's advertising and training program. He later joined Uniroyal as a division advertising manager. In 1967, he went to work for Al Ries at his advertising agency, Ries Cappiello Colwell. Trout eventually became its president and a partner, and the agency became known as Trout and Ries. They worked together until 1994, when Trout started his own firm, Trout and Partners.

Trout wrote numerous books including Positioning: The Battle for Your Mind with Al Ries, Differentiate or Die: Survival in Our Era of Killer Competition with Steve Rivkin, and Repositioning: The New Battle for Your Mind with Steve Rivkin. He died from intestinal cancer on June 4, 2017 at the age of 82.

(Bowker Author Biography)