Strategy is the brains of the brand. This is true for products
for companies and for individuals.

One way to discover the best own brand strategy is
Look at the branding strategies of the commercial world. Starts by
devouring good books on individual companies and products.
Successful brands always attract analytics. Or read about how
brands develop winning strategies. Once you start studying
the world of trademark, you will see how the
Branding strategies and tactics have lessons for you, too.

Here are four branding strategies from the commercial world.
that people have used to build a strong brand of their own. And there
there is no reason why one cannot work for you too.

Own brand strategy 1: Be the first

Everyone knows that being the first is an advantage. First
move generally ends up being the leader in the category and is
often the one we take into account. And because he is the leader
everyone thinks it’s the best in its class.

Being the first is a formidable advantage. Michael Dell was the
first direct seller of personal computers and dominates the
business. Jeff Bezos created the first online book and
retail market, and is now number one. And the list
go and go.

You’re probably thinking, “These are
business giants, and this kind of achievement would be
impossible for a mere mortal like me. How can I be the number?
one on something? “

You don’t have to be an inventor or a brilliant genius
to create a first. New categories are popping up
time, as you will see once you start looking. You only need
the right mindset. You can often divide the category into
create a new subcategory and be the first on that. Think about it
like carving a new niche out of a category.

The “be the first” strategy is very successful for entrepreneurs,
but executives can use it too. Entrepreneurial employees or
Entrepreneurs often create a new market niche, either
a new type of product, service or customer niche. Thesis
The former can end up being hugely profitable for the
company and for the employee’s own brand. And here they are
many different ways to divide a category and create a
new area to be the first to enter. If you can’t think of anything, read
The origin of the brands, by Al Ries and Laura Ries. Yes
you’re still blank, think about the question again
before you go to sleep, and you will have answers in the

Own brand strategy 2. Be the leader

There are many ways to define yourself as a leader. You can
be the leader of your department, your company or your
favorite charity. Or you can be the sales leader in your
company or sales leader in a market segment.

Many professionals have a claim to leadership and feel they are
doing leadership things, however, they are not perceived as a
Leader. To be perceived as a leader, you must lead with
ideas and lead by example.

As a leader, you have to have
Being able to articulate ideas worth being
remembered and you have to be able to inspire others.
Ideally, you want to “own” a word or idea in the mind of
your employees (or whoever the target audience is) so that
it will know what your battle cry is. The most important thing is that you have
to underline your ideas with actions, preferably in bold
actions that demonstrate what it stands for.

Bianca, had recently been promoted to head of department in
your company. Bianca’s first task was to gather her team under
your leadership. (Bianca had been promoted over them).
articulate a department mission, Bianca created a mantra,
“Total commitment”. I wanted to introduce a new sense of
“commitment”: passion for excellence, focus on customers
and innovation.

Bianca asked each of her managers for a five-page memo
outlining key initiatives, including what the company should
make employees more engaged with customers and their
Business. And implemented the best suggestions in
“commitment.” His group’s focus on “total commitment” landed
more business and created a dynamic spirit in the company.
And it positioned Biana as the leader.

Own brand strategy 3. Be the opposition

As much as leaders are part of the mythology of our
country, so are the homeless. We have a soft spot for him
rebel, the only convention defier who takes the opposite
path of establishment (the leader).

Volkswagen put the Anti-Leader Position strategy on the map
when he introduced the VW Beetle to the United States in the
late 1960s. The brand was positioned as the antidote to
the habit of big cars with now classic advertising headlines like
“Think small” and “Lemon”.

That is why being the opposite of the leader can be a good
own brand strategy. Michael Moore is a classic example. its
movies and books modify “the establishment”, either
Big Industry (Roger and I), the NRA and the Gun Lobby
(Bowling for Columbine) or President Bush and the war in
Iraq (Fahrenheit 9/11).

Anti-position can be very risky, especially on you.
work in a corporation (although many of them have some
Maverick Employees Riding the Anti-position Horse). Is
a private label strategy adopted mainly by people who are very
You trust your position or you have nothing to lose.

However, Anti-Position can be great positioning
strategy for entrepreneurs. You build your point of
difference for your company as an antidote to the leader.
You and your company symbolize everything that the leader is not.
Position the strengths of the leaders as weaknesses.

So if you like to go against the grain, the Anti-position
maybe for you. The strategy is simplicity itself.
Whoever is the leader in your industry or line of work
do, consider doing the opposite within reason. You could
find a market that is looking for someone like you.

Own brand strategy 4: owning an attribute

The most common positioning strategy for brands is to have a
attribute. Mercedes-Benz’s brand strategy is based on
prestige, BMW is driving performance, Subaru is
robustness, and Volvo is safety.

For this strategy to work best, you need to select the brand
attribute that is credible to you and gives you
maximum opportunity in your category.

For example, when Pampers first developed the disposable
diaper in the early 1960s, sales were low. Marketing
was positioned around convenience, an attribute of the brand that
it had a clear benefit for busy moms. Moms didn’t have to
disinfect and clean diapers themselves or use a
expensive diaper service. The convenience was especially
beneficial for moms traveling with their babies. They do not
having to carry stinky cloth diapers with you until you
they arrived home. But the positioning of that attribute does not
resonate with mothers. They felt guilty. Cloth diapers were
best for babies, while paper diapers were best for moms. Then
moms voted with their hearts and sales were low.

Later, Pampers changed its brand positioning to “best
absorbency, “which was a benefit to babies. Mothers could
buy the diapers and feel like they were doing their best
for their babies, it is not the best for them. Sales took off and
cloth diapers and diaper services went the way of the stroller

Each category is associated with attributes that are
important to current and potential customers. And you can cut your
industry, profession or job category to find the best option
for the attribute you want to own and the category in which
Do you want to do it. This is true regardless of your industry,
be it financial services, manufacturing, marketing,
law, medicine, academia or whatever.

Your job as a self-brand is to stake your claim on the
attribute that is best for you and is not owned by a
competitor in the arena where he will have the greatest impact.
Benjamin, had just been promoted to president of his
company. The good news: it was a great job. The bad news: is
it was hard work. Sales revenue fell and its
the industry was in a severe recession. Benjamin’s first task was
to rally the troops and unify the company, particularly the
division chiefs, most of whom were strong personalities with
strong control over their fiefdoms.

We built Benjamin’s personal branding strategy around
tracking attribute. It was an important attribute,
one that many colleagues and employees associated with him
due to its track record. Other executives may have
great creative skills or people skills, as Benjamin did, but
none had his sense of responsibility and follow-through.

Follow-up was an important attribute for the company in
this juncture. In Benjamin’s estimate, the firm
The problem was not the lack of innovative ideas, but the inability
to follow internally (getting all the various
departments to work together) and with clients (focusing
in being a real business partner, not just closing).

Benjamin wanted to lead by example in terms of
follow up with colleagues and clients, and also took
positive action to incorporate the attribute in the company
culture. One of the first things he did was convey his
management philosophy to all employees. His battle cry
It was “Keep going, everywhere, all the time.”

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