24 posts tagged with "Marketing"

Building Distinctive Brand Assets opens by defining distinctive brand assets as the non-name elements of a brand (like colors, logos, taglines, sounds, etc.) whose primary purpose is to uniquely trigger the brand name in people’s minds. In other words, these are the memorable cues that instantly remind consumers of a specific brand without needing to see the brand name itself. The author emphasizes that developing such assets is crucial to “future-proofing” a brand’s identity and long-term equity. The introduction sets the stage by explaining that truly distinctive assets act as mental shortcuts for consumers – they prompt quick brand recall and recognition even in crowded, competitive environments. Romaniuk also notes that building a strong brand identity through distinctive assets is a strategic, evidence-based process. Throughout the book, she draws on research to show which branding strategies work and which do not, helping readers avoid common pitfalls in brand building. Overall, the introduction underlines why distinctive assets matter for any brand: they make the brand more salient (coming to mind easily) and form an enduring memory structure in consumers’ heads that competitors will struggle to dislodge.

The Formation of a Brand Identity​

In this chapter, Romaniuk discusses how a brand’s identity takes shape through the creation and consistent use of brand assets. Brand identity is portrayed as the collection of all elements (visual, verbal, auditory, etc.) that represent and differentiate the brand. These assets – a logo, colors, fonts, packaging design, tagline, and more – are deliberately crafted and applied consistently across all marketing materials and touchpoints. By using the same cues repeatedly, a company forges strong associative links in consumers’ memories between those distinctive elements and the brand name. Romaniuk explains that forming a robust brand identity is not an overnight task, but a gradual process requiring three key ingredients: reach, co-presentation, and consistency. First, the brand must reach as many people as possible with its assets so that a large audience starts linking those cues to the brand. Second, the asset should be presented together with the brand name (e.g. always appearing on the product or in ads alongside the name) to firmly anchor the association. Third, the use of the asset must be consistent over time – repeated again and again in a similar form – in order to “refresh and retain” the memory links. Through this consistent and broad exposure, the brand’s identity solidifies: consumers learn to recognize the brand instantly from its visual or auditory signatures. In short, the chapter highlights that a brand identity is built by systematically creating distinctive assets and relentlessly pairing them with the brand until they become inseparable in the consumer’s mind.

The Role of Distinctive Assets​

Here, the book delves into why these distinctive assets are so important for brand building. Distinctive assets are described as the workhorses of branding – their role is fundamentally to make it clear “it’s your brand” in any marketing or product context. Romaniuk points out that the first job of any advertising or marketing communication is to capture people’s attention, but the critical second job is ensuring people know which brand is speaking to them. This is where distinctive assets come in: they bridge the gap between attention and brand identification. A catchy ad or a clever message is wasted if viewers don’t connect it to the right brand. By embedding unique brand cues (a signature color, a familiar character, a slogan jingle, etc.), marketers greatly increase the chances that when an ad grabs attention, consumers immediately recognize the brand behind it. In essence, distinctive assets serve as branding devices – their primary role is to trigger the brand name in the consumer’s mind. The chapter emphasizes that these assets act as powerful memory shortcuts: people might not consciously remember every detail of a commercial or packaging, but a well-established distinctive asset (say, a particular yellow arch or a unique melody) will instantly call the brand to mind. By consistently using such assets, brands ensure that they “own” a space in memory; when consumers see or hear the cue, it automatically links to that brand. This ability to efficiently connect marketing to the brand is how distinctive assets contribute to brand equity – they make the brand salient and easy to recall, which in turn helps drive purchasing decisions.

How Distinctive Assets Help Build Mental Availability​

Romaniuk next connects distinctive assets to the concept of mental availability, which is a cornerstone of brand growth theory. Mental availability refers to how readily a brand comes to mind in buying situations. Distinctive assets directly bolster this by making the brand more memorable and top-of-mind. The chapter explains that each well-known brand asset is like a mental hook; it gives consumers an extra pathway to recall the brand when they’re shopping or considering a purchase. Research shows that brands with strong distinctive assets achieve significantly higher salience – in fact, on average they are about 52% more likely to spring to mind than competitors without such assets. This is because distinctive cues create additional “handles” in the brain: a color, a shape, a jingle, or a character that can trigger the brand memory from different angles. For example, the ritual of a lime in a Corona beer or the silhouette of a Coca-Cola bottle immediately brings those brands to mind when a person encounters those cues in context (like at a beach bar or in a store). By consistently associating assets with certain usage contexts or category situations, brands increase the chance that when a relevant moment arises, one of those cues will surface mentally and remind the consumer of the brand. In short, this chapter illustrates that distinctive assets are key to building mental availability: they keep the brand mentally “available” to consumers by ensuring it is easily recognized and remembered via multiple sensory and symbolic touchpoints. The more a brand’s assets stand out and are linked to the brand, the more likely consumers will recall that brand (instead of a competitor) when it counts.

How Distinctive Assets Help Build Physical Availability​

This chapter explores a less obvious but equally important facet of distinctive assets: enhancing physical availability. Physical availability is about making a brand easy to find and buy in the marketplace – it’s largely about distribution, shelf presence, and visibility in real-world buying environments. Romaniuk explains that distinctive brand assets can dramatically improve a product’s stand-out power in stores or other physical settings. With thousands of items competing for attention in a typical supermarket, a recognizable packaging or symbol can literally catch the shopper’s eye and guide them to the brand’s product. For instance, a unique package shape or a signature color scheme on a box can make a product jump out from a crowded shelf, increasing the likelihood that consumers notice and pick it up. The author gives vivid examples: seeing a yellow “M” arch on the roadside immediately tells a driver a McDonald’s restaurant is ahead, long before the word “McDonald’s” is visible; likewise, picking up a triangular chocolate bar is a nearly sure sign it’s a Toblerone, even without checking the label. These examples show how distinctive visual cues help consumers locate and recognize a brand’s offering in physical space. By cultivating noticeable and unique packaging, logos, and other design elements, brands make it easier for buyers to find them among myriad options. In summary, distinctive assets contribute to physical availability by making the brand unmistakable at the point of sale – whether on a store shelf, on a street sign, or in someone’s hand. This increases the chance of purchase, since a product that is easier to spot is easier to buy. Romaniuk reinforces that mental and physical availability work hand in hand: a brand that is readily thought of (thanks to mental cues) and easily found (thanks to visual cues) has a strong advantage in the market.

Using Distinctive Assets to Signal Meaning​

In this chapter, Romaniuk tackles a common question for marketers: should brand assets carry some deeper meaning or message about the brand’s personality or values? Many brands attempt to imbue their logos or symbols with specific meanings (for example, choosing a color to signal eco-friendliness or a logo shape that conveys speed). However, Romaniuk cautions that using distinctive assets as communication devices for meaning is generally a poor strategy. Distinctive assets are fundamentally brand identifiers, not message conveyors. When brands choose an asset primarily for some abstract meaning instead of for its ability to identify the brand, they risk limiting the asset’s usefulness and lifespan. For instance, if a brand adopts a symbol meant to evoke a certain trend or product feature, that asset may only make sense in contexts where that meaning is relevant – it won’t work universally across all brand communications. Worse, if that particular meaning becomes less important to consumers or the category evolves, the asset could become obsolete (“expire”) because its raison d’être has faded. The book argues that a distinctive asset should not have an “expiry date” tied to a transient meaning. Its primary job is to say “It’s us – [Brand]”, not to tell a detailed story or value proposition. Romaniuk notes that brands have other tools, like messaging and advertising content, to communicate meanings, emotions, or category benefits – those are separate from the assets whose job is pure branding. The chapter’s key takeaway is that identification trumps communication when it comes to distinctive assets. A brand element will be far more versatile and enduring if it’s chosen for its uniqueness and recognizability, rather than for a specific meaning. By keeping assets focused on triggering the brand (and letting ads or campaigns carry the meaning), marketers ensure their brand cues remain relevant in the long run and can be used consistently across all contexts without constraint.

The Corporate, Parent, Sub-Brand Hierarchy​

Brands often don’t exist alone – they operate in architectures (corporate brands with sub-brands, product lines, variants, etc.). This chapter addresses how distinctive assets should be managed in a brand hierarchy context. Romaniuk explains that when launching a new sub-brand or variant under an existing parent brand, one must strike a balance in the new brand’s identity. The new entity should leverage the equity of the parent’s distinctive assets without simply mimicking them so closely that it causes confusion. If the new sub-brand’s look and feel are too far from the parent, the company misses out on the familiarity and goodwill already built by the parent brand’s assets. On the other hand, if the new brand is too close to the parent’s identity, it may not stand out enough on its own, or worse, consumers might not distinguish between the two, leading to internal competition or muddled brand perceptions. Romaniuk uses a “Goldilocks” analogy: the goal is an identity that is not too hot, not too cold, but just right – meaning neither too distant nor too duplicative of the parent’s distinctive identity. To achieve this, the chapter suggests first assessing the strength of the parent brand’s existing distinctive assets and then deciding which of those can or should be carried into the new sub-brand. The parent’s most powerful assets (for example, a well-known logo or color scheme) might be worth sharing, in some form, with the sub-brand to immediately signal a family resemblance. However, any new launch must avoid clashing with the parent; if a sub-brand tries to develop its own completely separate set of cues while the parent’s cues are still in play, they might effectively compete against each other in consumers’ minds. The chapter likely provides guidelines for creating a complementary identity: one that borrows just enough from the parent to benefit from established distinctiveness, but also carves out its own unique elements to be distinctive in its niche. In summary, Romaniuk underscores that effective brand architecture means coordinating distinctive assets across levels – protecting the core identity of the parent brand while giving sub-brands their own space, all without fragmenting the overall brand recognition system.

Measuring Asset Strength​

After establishing why distinctive assets matter, the book shifts to how we can quantify and evaluate them. This chapter introduces the idea that not all brand assets are equal – some are much stronger and more valuable than others – and it’s essential for brand managers to measure the strength of each asset. Romaniuk defines asset strength in terms of the asset’s ability to function as a true distinctive cue for the brand. Two key metrics are introduced: Fame and Uniqueness. These correspond to the two requirements an asset must fulfill to be considered a strong distinctive asset. Fame refers to how well-known and well-associated the asset is with your brand – essentially, what proportion of consumers, upon seeing or hearing the asset, think of your brand immediately. Uniqueness refers to how exclusive that association is – whether the asset only reminds people of your brand and no one else’s. An asset needs both components to be powerful: it should be widely recognized and not generic or overlapping with competitors’ branding. The chapter likely explains how to gather these measurements, typically through market research. For example, to gauge Fame, researchers might show the asset (like a logo, color swatch, or sound clip) to consumers without revealing the brand and ask which brand comes to mind. The percentage of people who correctly name the brand indicates fame (high fame means many people link it correctly). To gauge Uniqueness, one can look at whether people name other brands when shown that asset – if a significant number do, then the asset isn’t unique to its intended brand. Romaniuk stresses that rigorous asset testing like this provides a clear picture of which brand elements are assets worth investing in and which are weak or underdeveloped. This measurement step is vital for managing brand identity: it tells you which cues truly belong to your brand in the minds of consumers. Only with data on fame and uniqueness can marketers make informed decisions – for instance, deciding to drop a low-performing asset, or to double-down on building the fame of a promising one. The chapter sets the stage for the next ones, which dive deeper into each metric and the interpretation of results, introducing the analytical framework (the Distinctive Asset Grid).

Metrics: Fame​

This chapter focuses on the Fame metric in detail. Fame is essentially about how many people recognize the asset and associate it with the brand. Romaniuk explains that an asset with high fame is one that a large share of the consumer population links to the brand instantly. Building fame is largely a function of exposure and usage: the more consistently and broadly the asset is used in marketing, packaging, and communications, the more people will come to know it. The book highlights that creating a famous brand asset is a long-term endeavor – there are no shortcuts. It “doesn’t happen overnight,” as consumers need repeated encounters to firmly connect an image or sound with a specific brand. For example, if a company adopts a new mascot or tune, it will take sustained repetition before that cue becomes a familiar shorthand for the brand. Romaniuk likely provides examples of assets with great fame: for instance, the Nike “swoosh” logo or McDonald’s golden arches have near-universal recognition. Such ubiquity is the result of decades of consistent, prominent use. The chapter also advises how to measure fame properly – emphasizing the importance of unbranded testing (asking consumers to identify the brand from the asset alone). A high fame score means consumers instantly connect the asset to the correct brand unaided, which indicates the asset is effectively embedded in public memory. Romaniuk notes that to boost an asset’s fame, brands should ensure high reach (exposing many people, as noted earlier) and maintain consistency (so every exposure reinforces the same association). Over time, as fame grows, the asset becomes extremely valuable: it can trigger the brand with just a glance or a brief sound, which is marketing gold. In summary, the Fame chapter underscores that breadth of association is key – a distinctive asset isn’t truly an asset until enough of the market recognizes it as yours. Achieving that fame requires patience and unwavering repetition, but once attained, it means the brand has an additional “mindshare” imprint that competitors will find hard to erase.

Metrics: Uniqueness​

In this chapter, Romaniuk turns to the second critical metric for brand assets: Uniqueness. Uniqueness measures how exclusively an asset is linked to your brand. Even if an asset is famous (widely recognized), it won’t effectively distinguish your brand if consumers associate that cue with multiple brands. Therefore, a strong distinctive asset must not only be well-known, but different enough that no other brand comes to mind when consumers encounter it. Romaniuk explains that uniqueness is often the more challenging criterion, because many common branding devices are shared across companies and industries. For example, certain colors or symbols might be used by several brands, meaning no one can truly “own” them in the public’s mind. She cites evidence to show how rare true uniqueness can be: in one study, only about 4% of brand colors tested were immediately and uniquely identified with the right brand – the vast majority of colors did not point solely to one company. This implies that just using a signature color (say, blue or red) rarely makes a brand stand-alone, unless that color is deployed in a very singular way. The chapter likely gives examples of assets with high uniqueness: for instance, Tiffany & Co.’s trademarked “Tiffany Blue” is so distinctive that very few (if any) other brands are associated with that exact robin’s-egg blue shade. When people see that color on a box, almost only Tiffany comes to mind – a sign of strong uniqueness (achieved by Tiffany through decades of consistent use and legal protection of the color). On the other hand, assets like generic taglines or stock images lack uniqueness; consumers might recall several brands or none at all when seeing them. Romaniuk emphasizes that to improve uniqueness, brands should avoid overly common cues and strive for something ownable. If an asset is failing the uniqueness test (e.g., consumers confuse it for a competitor’s), the brand might need to modify or reinforce it. Often, context and combination help – using a color with a particular shape, or a phrase with a specific logo, can create a unique composite that others don’t share. The key message is that an asset only provides a competitive edge if it is truly singular in the consumer’s memory. Measuring uniqueness (by seeing if people mention other brands for your asset) is thus crucial; it reveals whether your brand really owns that cue. A high uniqueness score means your asset is yours alone in the market’s perception, making it a potent weapon for differentiation and brand clarity.

Metrics: The Grid​

Having covered Fame and Uniqueness separately, Romaniuk introduces the Distinctive Asset Grid, a simple but powerful framework that combines these two metrics to evaluate assets. This grid is essentially a 2x2 chart: one axis is Fame (low to high) and the other is Uniqueness (low to high). Plotting an asset on this grid shows its overall strength and what to do next. The ideal place to be is the top-right quadrant – high fame and high uniqueness – which is the mark of a truly strong distinctive asset. An asset in this quadrant is widely recognized by consumers and almost exclusively linked to the brand, making it a valuable brand property to maintain and protect. The chapter describes each quadrant of the grid and how marketers should approach assets in those positions. If an asset has high fame but low uniqueness, it means lots of people know it, but it’s not uniquely yours – perhaps they also associate it with other brands or it’s a generic design. Romaniuk would likely advise that such an asset, while popular, needs work to differentiate it. The brand might either modify the asset to be more ownable or gradually replace it with something more unique, because an asset in this quadrant can be a double-edged sword (people know it, but it doesn’t always point to your brand alone). If an asset has low fame but high uniqueness, it’s a hidden gem – it could be a strong asset because no one else owns it in consumers’ minds, but not enough people recognize it yet. The strategy here would be to invest in building its fame (through more usage in marketing, wider exposure) since the uniqueness foundation is promising. Assets in this quadrant are often newer or less frequently used elements that haven’t reached their potential; Romaniuk might suggest prioritizing them in campaigns to boost awareness. The troublesome quadrant is low fame, low uniqueness – an asset that neither many people know nor particularly associate only with your brand. Such elements are weak or “background” at best. The book likely suggests that assets in this category are not worth heavy investment; the brand could consider dropping them or reworking them entirely, since they contribute little to brand identification. By regularly mapping assets on this grid, brand managers can clearly see which brand cues are strong, which need attention, and which are ineffective. Romaniuk emphasizes using the Distinctive Asset Grid as an ongoing diagnostic tool: the goal is to move assets toward the top-right over time, focusing resources on those that can realistically become both famous and unique triggers for the brand. This framework also underscores that both metrics matter – an asset isn’t truly distinctive if it scores high on one metric but low on the other. Only the combination – well-known and one-of-a-kind – yields a distinctive brand asset that provides lasting competitive advantage.

Types of Distinctive Assets​

Switching from metrics to the assets themselves, this chapter surveys the various forms a distinctive brand asset can take. Romaniuk explains that distinctive assets can emerge from virtually any of the five senses, although in practice the majority are visual cues. She provides an overview of common asset categories, each with its own strengths and challenges:

• Logos: Often the starting point for brand identity, a logo is the visual emblem of the brand. Logos tend to be the most universally recognized asset because brands use them everywhere (on products, ads, websites, etc.), driving high fame. A well-designed logo can also incorporate unique shapes or colors that enhance its distinctiveness. (Think of the Nike swoosh or Apple’s apple – simple shapes that are instantly recognizable.)
• Colors: A signature color or color scheme can become strongly associated with a brand (for example, Coca-Cola’s red or UPS’s brown). Romaniuk notes that while color plays a key role, it’s hard to “own” a color in isolation. Colors are powerful attention-grabbers but often need to be used in combination with other elements (like a shape or logo) to truly become unique to a brand. The chapter highlights a few success stories such as Tiffany & Co.’s famous robin’s-egg “Tiffany Blue” boxes, which are so consistently used that the color itself evokes the brand. But generally, color works best as part of a broader palette of assets rather than a standalone identifier.
• Shapes and Icons: Distinctive shapes – whether it’s the design of a product/package or an iconic symbol – can be extremely effective assets. Romaniuk gives examples like the McDonald’s golden arches, which combine a unique shape and color to create a globally recognized icon. Another example is the distinctive contour of the Coca-Cola bottle or the triangular prism shape of Toblerone chocolate. These shapes are so unique in their categories that they immediately signal their brands. Even simple geometric motifs (like Nike’s swoosh or Adidas’s three stripes) function as brand icons. The chapter notes that shapes often work subconsciously; a silhouette or outline can trigger the brand in a split second.
• Taglines and Slogans: Verbal assets – short phrases associated with the brand – are also covered. Famous taglines like Nike’s “Just Do It” or KitKat’s “Have a break, have a KitKat” illustrate that words can become distinctive assets. However, Romaniuk cautions that taglines are among the hardest assets to firmly establish. They face the dual challenge of being words (which people may interpret with their general meaning and thus not uniquely link to the brand) and often being common language that competitors could also use or that don’t stick in memory. In fact, research indicates only a small percentage of taglines achieve strong distinctiveness (one study found just 6% of taglines were uniquely and instantly tied to a brand in consumers’ minds when seen standalone). The chapter suggests that making a tagline distinctive requires long-term consistency and integration into the brand’s communications. Taglines that directly reference the brand or product (like KitKat’s, which even uses the brand name in it) tend to have an edge in becoming memorable. Romaniuk likely advises caution in relying solely on a slogan for branding – it should complement visual cues, not replace them.
• Characters and Mascots: Some brands create their own characters – whether human spokespersons (real or fictional) or anthropomorphic mascots – to embody the brand. These can be incredibly sticky assets; consumers are naturally inclined to remember characters and faces. Examples include Ronald McDonald, the Michelin Man, or Tony the Tiger. Such mascots often become the “face” of the brand and, when done well, evoke the brand name instantly. The book notes that mascots have been found to be one of the most effective types of assets, second only to logos in their ability to trigger brand recall. A strong mascot can also be played with across ads, packaging, and promotions, creating a rich brand world. However, creating a beloved character requires creativity and significant investment in familiarizing the audience with that character over time.
• Audio Cues: The chapter also explores sound as a distinctive asset – a format many brands underutilize. Audio assets include things like jingles, musical signatures, or specific sounds linked to the brand. Classic examples are the Intel five-note chime (Intel Inside), McDonald’s “I’m Lovin’ It” melody, or the NBC chimes. A catchy jingle can become an earworm that cements the brand in memory. Romaniuk points out that while jingles might seem old-fashioned to some modern marketers, they are incredibly efficient brand assets – a few notes can convey the brand identity in a flash. The challenge is that sound, without visuals, may carry less meaning or emotional depth, so the best audio assets tend to incorporate the brand name or tagline lyrics for clarity. For example, the McDonald’s jingle literally sings “McDonald’s,” and other jingles like “Ho ho ho, Green Giant” explicitly mention the brand, ensuring the listener makes the link. The book suggests that with the rise of voice assistants, podcasts, and audio streaming, having a sonic identity might become even more important, giving brands a new way to stand out when visuals aren’t present.
• Other Asset Types: Romaniuk likely touches on additional categories like packaging design (distinctive bottle or container shapes, unique labeling), typography (custom fonts or lettering styles associated with the brand), patterns (like Burberry’s plaid or Louis Vuitton’s monogram pattern), and even sensory cues like scent or touch in some cases. The key theme is that anything consistently associated with the brand can become a distinctive asset if it’s unique and well-managed. The chapter encourages thinking beyond just logos – a brand can develop a palette of assets (visual, verbal, auditory) that together reinforce its identity.

Overall, this chapter functions as a catalog of possibilities, illustrating the rich tapestry of brand elements that can serve as distinctive assets. Romaniuk provides examples and notes the pros and cons of each type, preparing the reader for the deeper dives that follow on specific asset categories like color, sound, and words. The underlying advice is that a brand should cultivate multiple asset types (a “distinctive asset palette”) to cover various channels and senses, thereby maximizing its recognizability across different contexts.

Color as an Asset​

In this chapter, Romaniuk zeroes in on brand color – one of the most visually obvious but deceptively tricky distinctive assets to manage. Color is powerful because it’s among the first things our eyes notice, and it can carry emotional associations (e.g., red for excitement, blue for trust). Many brands have a signature color scheme, and some are strongly identified by a single color (think of Cadbury purple or John Deere green). Romaniuk acknowledges that color can indeed be a valuable asset, but she stresses a few realities that temper its use. First, a color by itself is usually not enough to uniquely identify a brand. Because there are a limited number of basic colors and many brands share similar hues, color often requires support from other cues (like a logo shape, a design, or a wordmark) to truly become distinctive. For example, while many companies use red, Coca-Cola’s particular red in combination with its cursive logo and ribbon graphic is what makes it Coke’s. The chapter likely shares the finding that very few colors achieve distinctiveness in isolation – as noted earlier, only around 4% of tested colors could uniquely evoke the correct brand on their own. This means that most brands cannot rely on just a swatch of color to do the heavy lifting of identification; if you showed a random person only a color (with no context), it’s rare that they’d name the brand unless that brand-color link is extremely strong and exclusive (like Tiffany’s robin’s-egg blue, which the company has even legally trademarked).

Romaniuk provides guidance on how to use color effectively. Consistency is paramount: a brand should use its core colors everywhere – in its logo, packaging, retail design, advertising – so that over time those colors become synonymous with the brand. Examples like Tiffany & Co. are cited to show how relentless consistency (every Tiffany box and shopping bag has been that same blue for decades) eventually creates a firm association. Another point is the importance of context and combination: pairing color with other brand elements. For instance, Guinness uses a black-and-white color scheme that is distinctive especially when applied to the shape of a pint glass of stout (foam on top of black beer) – color is working together with product form. Color can grab attention, but to truly signal which brand, it often works best as part of a unified design language. The chapter also likely touches on the practical side: brands should be careful in choosing colors that aren’t already “owned” by a strong competitor in their category. If one brand has dominantly used a color (like Coca-Cola with red in soft drinks), a newcomer trying to use the same color may struggle to unseat that association. There might be discussion on legal brand identity issues too – trademarking colors is difficult but possible in certain circumstances (e.g., Owens-Corning’s Pink for insulation, Tiffany Blue, etc.), highlighting that a color needs to be strongly tied to a brand in consumers’ minds even to qualify for protection.

In summary, color can be a potent brand asset but rarely a standalone hero. Romaniuk’s advice is to leverage color as part of a multi-faceted identity: choose a distinctive palette, use it obsessively consistently, and combine it cleverly with shapes, logos, or other cues to maximize uniqueness. When done right, color enhances recognition – e.g., a customer scanning a store shelf can pick out a Tide detergent box by its bright orange color from a distance. But brands should remain aware that color alone has limitations and should always be reinforced by other distinctive elements to truly anchor the brand’s identity.

The Power of Sound​

This chapter explores the auditory side of branding – sound and music – as a distinctive asset. Romaniuk points out that in an age of multimedia and digital content, a brand’s sonic identity can be as defining as its visual identity, yet many brands underutilize this dimension. She begins by examining classic jingles and audio logos, which at one time were a mainstay of advertising. A jingle is essentially a short, catchy piece of music or song explicitly tied to the brand (often including the brand name or tagline in the lyrics). The “power of sound” lies in music’s ability to lodge in memory (who hasn’t had a jingle stuck in their head?) and to evoke emotion quickly.

Romaniuk notes that some of the most enduring brand cues are sounds: the Intel Inside chime, the three-second melody that plays with the Intel logo, immediately signifies the brand without a single word; McDonald’s “ba da ba ba bah” tune from I’m Lovin’ It ads has become instantly associated with McDonald’s globally; even non-musical sounds like the Netflix “TUDUM” or the Microsoft Windows startup sound have strong brand linkages. The chapter emphasizes that audio assets, when consistently used, create a Pavlovian effect – hear the sound, think of the brand. This can be incredibly useful in contexts where visual branding might be limited (radio ads, podcast sponsorships, voice-assisted devices, etc.).

However, Romaniuk also acknowledges challenges with sound. Unlike a logo that can be constantly on screen, a sound usually plays briefly and might not always carry conceptual meaning. She cites that while distinctive, many branded sounds “lack the depth to forge a meaningful connection” on their own. In other words, a melody might not communicate a specific message or value proposition (a cheerful jingle doesn’t tell you much about the product details), but that’s okay – its main job is branding just like visual logos. To maximize effectiveness, the book advises that audio assets should incorporate the brand name or a core brand phrase if possible. By doing so, the sound not only triggers the memory through its tune but also reinforces the brand verbally. For example, many classic jingles literally say the brand name (e.g., “Liberty, Liberty, Liberty…” in Liberty Mutual’s jingle, or older ones like “Meet the swingin’ Nestlé’s Quik bunny” which sang the product name). If singing the name isn’t desirable, having a unique melody can still work if it’s consistently tied to brand appearances (e.g., the first notes of 20th Century Fox or Netflix that always play with their logo screens).

The chapter might also encourage brands to consider owning a piece of music or a sound bite – for instance, some brands use licensed popular songs that become heavily associated with them (think how the song “Happy” by Pharrell became linked to the Despicable Me franchise, or a certain classical tune associated with British Airways). But creating one’s own sonic logo is more ownable long-term. Romaniuk highlights that as marketing channels diversify (with a rise in purely audio media and need for accessibility), having a distinctive sound can set a brand apart where visuals can’t. Importantly, she suggests that brand sounds should be treated just like other assets: measured for recognition and uniqueness, and used regularly.

To conclude, sound is a powerful but underused asset, and those brands that harness it smartly gain an extra dimension of distinctiveness. A good melody or audio cue can trigger brand recall in a heartbeat and linger pleasantly in consumer memory. Romaniuk’s practical tip is to keep audio cues simple and repetitive (much like visual logos) – a short motif or phrase is easier to remember. The “power of sound” chapter likely leaves readers with an appreciation for jingles and sonic branding as not just marketing fluff, but as serious tools for building mental availability in an era where consumers are inundated with visual clutter but might still perk up their ears at a familiar sound.

Taglines and Other Words​

In this chapter, Romaniuk addresses verbal brand assets – particularly taglines, slogans, and other short phrases closely associated with a brand. These are the “words” of the brand’s identity (aside from the brand name itself). A tagline is often used to communicate a brand’s essence or promise in a memorable way (for example, “Just Do It”, “Think Different”, or “The Ultimate Driving Machine”). The chapter explores how such phrases can serve as distinctive brand assets and what challenges they present.

Romaniuk explains that a truly distinctive tagline is one that people hear or see and immediately think of the brand, even if the brand name isn’t present. A classic example is “Just Do It” – most people, upon hearing that phrase, will think of Nike. That tagline has effectively become a secondary brand identifier for Nike, almost as strong as the swoosh logo. Another is “I’m lovin’ it”, which invariably evokes McDonald’s. However, these successes are the exception rather than the rule. Romaniuk shares research indicating that very few taglines achieve unique brand linkage – as mentioned earlier, only on the order of 6% of taglines tested had both high recall and exclusive association to the correct brand. Why so few? Taglines face a few inherent hurdles.

First, language is common – any given word or phrase likely exists in general vocabulary, so consumers might not automatically link it to one brand unless it’s heavily reinforced. For instance, the phrase “just do it” is a normal English phrase; Nike had to invest enormous effort over years to attach those everyday words to its brand and not anyone else’s. Second, as Romaniuk points out, taglines compete with their literal meanings and with the brand name itself in consumers’ brains. When you hear “Just Do It,” you might think of the motivational meaning, not only the brand, unless Nike’s marketing has done a strong job. Likewise, if a tagline is more descriptive (say, an airline using “Fly the Friendly Skies”), people may recall the sentiment but forget which airline said it, or they may remember the brand (United Airlines for that example) but the phrase itself doesn’t uniquely belong to United in their minds. Essentially, words are slippery assets because they don’t have the visual distinctiveness of a logo or package.

Romaniuk suggests a few ways brands can make taglines more effective distinctive assets. One is longevity and consistency: using the same tagline for a long time across all campaigns. Many brands switch taglines every few years, which prevents any single one from sticking. The ones we remember (Nike, McDonald’s, Subway’s “Eat Fresh”, etc.) tend to have been used for a decade or more without change. Consistency builds familiarity. Another tip is integration: using the tagline in conjunction with other assets (for example, always appearing alongside the logo, or set to a jingle as McDonald’s does). This co-presentation helps consumers associate the phrase with the brand because they see them together often. Additionally, making the tagline reinforce the brand name or a unique concept helps – KitKat’s famous line “Have a break, have a KitKat” is powerful not only because it’s been used forever, but also because it cleverly inserts the brand name right into the heart of the slogan (no ambiguity that it’s KitKat’s line). Some taglines also become distinctive by tying into a broader brand story or campaign style; for instance, Mastercard’s “There are some things money can’t buy. For everything else, there’s Mastercard” was part of a long-running ad series that cemented those words to Mastercard’s identity.

Romaniuk likely warns that changing a tagline frequently is a recipe for none of them becoming assets – each time you start a new slogan, you’re resetting the clock on building associations. Therefore, if a brand is lucky enough to have a half-decent tagline that people like or remember, it may be worth sticking with it and investing behind it to strengthen its distinctiveness. The chapter might include examples of failed or weak taglines that sounded clever but never caught on because they weren’t used consistently or were too generic.

In conclusion, verbal assets like taglines can play a role in a brand’s distinctive asset palette, but they require heavy lifting to truly become iconic. They should be concise, relevant, and ideally unique in phrasing (something competitors are unlikely to say). Romaniuk reiterates that while a great tagline can enhance brand identity and even summarize the brand’s promise, it should not be the sole identifier. It works best in tandem with visual and sonic assets. If a brand does manage to create a famous, unique tagline, that’s a powerful asset – a few words that evoke the brand instantly – but achieving that is an exercise in patience, creativity, and unwavering repetition.

The Celebrity Dilemma​

This chapter deals with a specific type of asset – or rather, a tactic – that many brands use: celebrities as brand associations. Romaniuk calls it a “dilemma” because using famous people in branding is a double-edged sword when it comes to distinctiveness. On one hand, celebrities can generate attention and bring their own positive associations; on the other hand, the celebrity is not owned by the brand and can overshadow or even dilute brand recall. The key question the chapter addresses is: Can a celebrity spokesperson or endorser become a distinctive brand asset?

Romaniuk suggests that while a celebrity can be part of a brand’s marketing strategy, they rarely function well as long-term distinctive assets. One major issue is what’s known as the “vampire effect” – the tendency for the star’s presence to suck attention away from the brand. Consumers might remember the funny ad with a Hollywood actor, but forget what brand it was for, essentially remembering the celebrity instead of the brand. She gives an example: George Clooney and Nespresso. Clooney has been the face of Nespresso in ads for years, and while he’s certainly brought charm and notice to the campaigns, Romaniuk notes that if you see George Clooney’s face outside the context of a Nespresso commercial, it doesn’t inherently trigger “Nespresso” in your mind. Clooney is famous for being Clooney, not for coffee. This underscores the point that a celebrity comes with their own pre-existing image and meaning, which may not always mesh tightly with the brand. They might be associated with multiple things (movies, other endorsements) and thus can’t serve as a unique marker for one brand.

Additionally, celebrities are uncontrollable assets – unlike a logo or a fictional mascot, a real person has their own life and decisions. They might endorse other brands (diluting uniqueness), their popularity may fade, or they could even get caught in scandals, negatively impacting the brand by association. Because of these factors, Romaniuk argues that celebrities should not be counted on to be long-term distinctive assets. They are more like a borrowed interest – useful for a short-term boost, but not something you can own or keep exclusive.

The chapter likely contrasts celebrity spokespeople with brand-created characters or lesser-known “brand ambassadors.” Interestingly, Romaniuk suggests that “long-term spokespeople who aren’t already famous often work better” for brand distinctiveness. This refers to using actors or models who essentially become famous because of the brand (and only for that brand). A good example is the character “Flo” from Progressive Insurance ads – the actress wasn’t a celebrity beforehand, and now her persona “Flo” is strongly associated only with Progressive. Similarly, Geico’s gecko or KFC’s Colonel (as a character) can be totally owned by the brand. These figures become quasi-celebrities in their own right, but they exist solely in the context of the brand, making them much more effective distinctive assets. They don’t come with baggage from other roles or endorsements. Romaniuk’s advice, then, tilts towards creating unique brand icons (even if they are human characters) rather than hiring outside famous people, if the goal is distinctiveness.

Of course, many big brands will still use celebrities in campaigns – it’s a prevalent practice – but the takeaway is to understand the limitations of that approach. If a brand does use a celebrity, the chapter might advise ensuring that the brand itself is still front-and-center (for example, the ads should heavily reinforce the brand name and other assets, so the celebrity doesn’t stand alone). And if a celebrity is closely associated, it should be a long-term partnership to build a stable link (e.g., Michael Jordan with Nike’s Air Jordan line has been enduring, or William Shatner with Priceline in the past). Yet even then, the celebrity’s independent fame can dilute the exclusivity of the association.

In summary, “The Celebrity Dilemma” teaches that while stars attract eyeballs, they seldom become enduring brand assets. Brands are better off developing their own branded personalities or mascots if they want a face or character that truly triggers the brand and nothing else. Romaniuk encourages a strategic look: the glitz of a celebrity endorsement must be weighed against the strategic goal of distinctiveness – and often, it’s the custom-created characters or lesser-known figures tied solely to the brand that deliver better on that goal.

Keeping Relevant (In a Changing World)​

The final chapter focuses on the longevity and stewardship of distinctive assets – how to keep them relevant and effective over time, especially as markets and consumer tastes change. Romaniuk recognizes that building distinctive brand assets is not a one-and-done task; it’s an ongoing responsibility. Brands operate in dynamic environments: competitors may try to copy successful cues, cultural meanings of symbols can shift, new media channels can emerge, and what was once fresh can become stale. This chapter provides guidance on how to manage a portfolio of brand assets for the long haul, ensuring they continue to serve the brand’s needs in the face of change.

One of the key concepts introduced is a Distinctive Asset Management System – essentially, a systematic process to monitor and protect your brand’s assets. Romaniuk suggests that brands set up an “early warning system” to detect potential threats to their distinctive assets before they become serious problems. For example, if a competitor launches new packaging or a logo that is confusingly similar to yours, that could erode your asset’s uniqueness. With a monitoring system, the brand can catch this and respond (perhaps through legal action if it infringes, or by doubling down on its own asset marketing to reinforce differentiation). Another threat could be internal – say, a well-meaning new design agency suggests a radical logo change that would throw away years of built distinctiveness. A good management system would flag that and remind decision-makers of the equity at stake. Essentially, Romaniuk advises treating distinctive assets as valuable assets that require guarding, much like patents or trademarks, and tracking their health through periodic research.

Regular measurement and evaluation are emphasized as part of keeping assets relevant. Just as earlier chapters advocated measuring fame and uniqueness, the finale says to keep doing that on a routine basis. Over time, an asset’s Fame or Uniqueness scores might change – hopefully up if managed well, but possibly down if the brand hasn’t used an asset enough or if others encroach on it. By checking in (through surveys or other consumer research), brand managers can see if an asset is losing its punch. If an asset’s fame is declining because the brand has not used it in recent campaigns, that’s a sign to re-introduce it more heavily. If uniqueness is slipping (perhaps more consumers confusing your jingle with another brand’s new jingle, for instance), that’s a red flag that you may need to adjust strategy. The chapter likely advises to adjust or retire assets that no longer perform. While consistency is important, Romaniuk is not dogmatic about never changing – if an asset has truly lost its distinctiveness or is tied to something outdated, the brand might need to evolve it. The key is to base such decisions on evidence, not whim.

Another aspect of staying relevant is adapting to cultural and technological changes. The book might mention that assets should be periodically reviewed in light of current sensibilities – for example, is a mascot or tagline that was created decades ago still appropriate and appealing today? Brands like Aunt Jemima or Uncle Ben’s had to completely overhaul their brand imagery because cultural perceptions shifted. While those are extreme cases, even subtle shifts (a color that goes out of style, or a celebrity spokesperson who ages out of relevance) might prompt reconsideration. Romaniuk likely encourages planning for refreshes that keep the essence of an asset but modernize it as needed, rather than wholesale changes. For instance, brands often refine logos slightly (e.g., updating fonts or simplifying shapes) to stay contemporary while maintaining the continuity of the asset.

Crucially, the book highlights building a palette of multiple assets as a future-proofing strategy. By not relying on just one symbol or cue, a brand has flexibility. If one asset encounters trouble, others can carry the weight. For example, if a brand’s jingle becomes dated, its logo and color can still keep brand recognition strong while the jingle is updated. Romaniuk introduces the idea of a “Distinctive Asset Palette” – a combination of visual, verbal, and auditory assets that together define the brand. Managing this palette means deciding how many assets to maintain (focus on a strong few rather than diluting across too many), and ensuring each is getting the right support and usage.

Finally, the chapter probably leaves readers with a mindset: think long-term. Distinctive assets are long-term brand investments. Short-term campaigns come and go, but the assets (logo, colors, characters, etc.) persist and accrue value like compounding interest – if managed well. Thus, brand managers should champion consistency and resist unnecessary changes (“change for the sake of change” is deemed a major risk to brand equity). However, they also must remain vigilant and responsive to the world around them, ready to defend their brand’s distinctive marks or tweak tactics to keep them sharp.

In conclusion, “Keeping Relevant” ties together the book’s lessons: build assets using evidence and consistency, measure them, protect them, and adapt as needed. A brand that does this will enjoy enduring distinctive memory assets that make its identity stronger year by year. By catching any loss of distinctiveness early and addressing it (the early warning system idea), brands avoid the fate of waking up one day to find their once-proud asset is no longer effective. Romaniuk’s final message is empowering – armed with the knowledge and tools from this book, any brand owner “with a logo, font or colour scheme” can cultivate and guard their own set of distinctive brand assets to help their brand thrive for the long run.

If you could simplify the complex world of marketing, what would you be left with? Likely, just four letters—4P. This isn't an oversimplification but a return to the basics. Product, Price, Place, and Promotion—these fundamental elements form a comprehensive framework that helps businesses attract customers, create value, and ultimately achieve profitability.

In this blog, we'll break down the power of these four letters, demonstrating how they come together to form a powerful engine that drives business growth.

Product: Give a Reason Worth Choosing​

Every marketing effort begins with an outstanding product. Without a valuable product, even the most impressive marketing efforts are just fleeting moments.

Core Question: What do customers truly need?

When refining a product, it's crucial to repeatedly ask this question. It's not just about features but about deeply understanding user needs.

• Solve Pain Points or Create Desire: Is your product like a painkiller solving urgent problems (e.g., an efficient project management tool that resolves team collaboration chaos), or like a vitamin, inspiring a desire for a better life (e.g., a beautifully designed coffee machine that adds a sense of ritual to a refined lifestyle)?
• Differentiate Between "Function" and "Experience": Users don't just buy a list of features. They invest in the overall experience these features provide. The camera pixels of a phone are a function, but the ability to take stunning photos for social media is the experience users truly pay for.
• Use MVP to Validate Assumptions, Iterate Rather Than Perfect: Instead of working in isolation, use a Minimum Viable Product (MVP) to quickly enter the market and validate your assumptions about user needs. Collect real user feedback and iterate quickly, which is far wiser than striving for "perfection" from the start.

Price: The Psychological Balance Between Value and Cost​

Pricing is the most nuanced part of marketing, directly affecting a company's profits and profoundly influencing consumer purchasing decisions.

Core Question: How much are customers willing to pay for your solution?

Price isn't simply determined by cost; it's a psychological game about perceived value.

• Value Pricing > Cost Plus Pricing: The traditional "cost + profit" pricing method is too rigid. A more advanced strategy is "value pricing," which sets prices based on the value the product creates for customers. If your software can save customers $1 million annually, then a price of tens of thousands is reasonable.
• Tiered Pricing to Capture Different Customer Segments: Not all users have the same needs and purchasing power. By setting different price tiers like "Basic," "Professional," and "Enterprise," you can precisely serve different customer segments, from individual users to large enterprises, maximizing revenue.
• Price as Both Signal and Entry Barrier: High prices can shape a high-end, exclusive brand image (like luxury goods), while low prices can quickly lower user entry barriers and capture market share (like the freemium model of internet applications). Your pricing itself sends a signal to the market.

In the bustling world of business, where information is everywhere, every brand is vying for attention. But with consumers' limited time and patience, they aren't interested in wading through complex details. That's where a compelling USP (Unique Selling Proposition) comes in, acting as a beacon to cut through the noise and speak directly to the heart.

A USP isn't just a catchy slogan; it's your most direct and essential promise to your customers. It answers the question, "Out of all the options, why choose us?" Think of it as the signature tune of a band—once you hear the opening notes, you instantly know who's playing and get drawn into the experience.

Why a USP is More Than Just Marketing—It's Strategy​

A well-crafted USP is invaluable across all areas of your business, far beyond just marketing efforts.

• Capturing Attention: In today's world, attention is a rare commodity. A USP distills your brand's complex value into a simple, memorable promise. When customers need something, your brand should be the first to pop into their minds.
• Guiding Internal Strategy: A USP acts like a guiding star, steering every decision within your company. From product development to marketing and customer service, every department aligns with this core promise, ensuring resources are used wisely and strategic focus is maintained.
• Creating a Unique Advantage: In a market where products, looks, and even business models often seem similar, a unique selling point is your strongest defense. While competitors might copy your products, replicating the unique perception you've built over time is much harder.

Four Key Traits of an Effective USP​

A strong USP should be sharp and distinct, not vague and forgettable. It should have these qualities:

1. Understandable in One Sentence: Avoid technical jargon and complex terms. Even your grandmother should be able to grasp what your business offers and share it with her friends. Simplicity is powerful.
2. Unique: Your selling point should be something competitors can't easily replicate. It should come from your unique technology, channels, services, or brand philosophy.
3. Concrete and Verifiable: The promise should be specific and perceptible to users, even measurable. Empty adjectives like "best" or "most efficient" are less convincing than verifiable facts.
4. Targets Core Benefits: It should directly address the user's main concerns or desires. Users care less about how great your product is and more about the benefits it brings them.

Classic Examples: Learn from the Best​

Let's take inspiration from some iconic examples:

• Domino’s Pizza: "You get fresh, hot pizza delivered to your door in 30 minutes or less — or it's free."
  • Analysis: This USP clearly promises "quick delivery" and backs it up with a guarantee ("or it's free"), making it a standout in the competitive pizza market.

For any tech company trying to bring an innovative product to the mainstream market, crossing the chasm is a critical challenge. On one side are a few enthusiastic early adopters; on the other side is the vast but pragmatic mainstream market. Many promising companies have stumbled at this point. The niche-and-next strategy is essential for making this leap.

Challenges to Cross the Chasm​

Tech startups face several challenges when trying to cross the chasm:

• Lack of customers: The initial customer base is small, and their payments often cannot cover the next period of development.
• Unaligned demands from different visionaries: Early adopters and visionaries have different, sometimes conflicting, requirements.
• Competitions from alternatives: As you educate the market, alternatives emerge, diluting attention and resources.
• Unsatisfaction from investors: Investors expect rapid growth, but the reality is often slower, leading to pressure and frustration.

Analogy to Invasion of Normandy​

Crossing the chasm is like the Allied invasion of Normandy on D-Day. It’s an act of aggression against an entrenched competitor dominating the mainstream market. The long-term goal is to take over this market, but the first step is to secure a beachhead—a niche market that is readily achievable and leverage-able for long-term success. If we do not take the niche, we cannot worry about our next targets.

• "D-Day" Landing Day: This isn't the product's public launch but the moment it officially enters a precisely chosen niche market and launches a full-scale attack. The sole objective is to capture the first beachhead at all costs before resources run out.
• Consolidating the beachhead: Only by standing firm on this small piece of land, establishing solid defenses, and ensuring continuous supply (success stories, reputation, cash flow) can you have the opportunity to advance into the vast inland market. A hasty full-scale market assault will only lead to being divided and surrounded by defenders, ultimately resulting in total defeat.

Solution: Focus on a Niche Market​

To win, focus on a niche market that is:

• Readily achievable: Your resources are sufficient to win and become the leader.
• Leverage-able for long-term success: Success in this niche can be used as a springboard to adjacent markets.

The sole goal at this stage should be to create a pragmatist customer base that is reference-able for the mainstream market. Reference-able customers are satisfied ones.

Selection Criteria:

1. Small enough scale: Your limited resources (human, financial, and energy) can form a significant advantage in this market, quickly becoming the leader.
2. Sharp enough pain points: The target customer group is experiencing severe pain that existing solutions can't address, and they have a strong and urgent buying motivation, willing to pay for your "imperfect" solution.
3. High enough spreadability: Members of this group are closely connected, and a successful case can spread like wildfire among peers, creating a word-of-mouth effect that significantly reduces subsequent customer acquisition costs.
4. Strong expandability: After successfully capturing this beachhead, you can naturally extend your influence to adjacent market segments. It's like bowling; knocking down the first key pin can trigger a chain reaction, toppling many others.

Execution Principles:

• Market-driven, not sales-driven: It is fatal to be a sales-driven company; we must be market-driven. Firmly reject one-time orders that seem tempting but dilute your core positioning. All decisions must serve the core strategic goal of capturing the niche market. Unfortunately, following this strategy takes discipline because leaders can hardly resist the temptation to make short-term money.
• Build a "whole product": To achieve the goal, we must ensure the first set of customers completely satisfy their buying objectives with the whole product—a generic product that gives them a compelling reason to buy. Mainstream pragmatists are not buying an isolated product but a complete solution. You need to fill in all necessary services, support, training, compatibility interfaces, and other peripheral aspects around the customer's "purchase reason," making them feel "ready to use, worry-free."
• The only measure of victory: The true sign of victory is not sales revenue but buyer-to-buyer reputation. Net Promoter Score (NPS) and spontaneous referrals within private communities are the litmus tests of whether you have truly captured the beachhead. The key indicator is word-of-mouth reputation among buyers.

Why Niche-and-Next Strategy?​

The niche-and-next strategy is counterintuitive and hard to stick to. If we do not adhere to it, it is like lighting a fire without kindling.

• Resist short-term temptations, build a long-term moat: Chasing every sales opportunity may bring short-term revenue but will ultimately lead you into the quagmire of opportunism, unable to form a sustainable competitive advantage. Focus is necessary to build a deep moat.
• Plan strategic depth, avoid being surrounded: Without a clear "next target," even if you win the first battle by chance, you are likely to fall into confusion after a brief victory, being surrounded and eliminated by competitors who have caught on. You must have already aimed at B and C positions when capturing position A. If we do not take the niche, we do not worry about our next targets.
• Build an "ignite → fuel" model: The first chosen niche market is your "kindling," and its successful ignition will win you valuable time and resources. The pre-planned "next target" is the continuous "fuel," ensuring the flame can spread continuously, eventually forming a prairie fire.

Be a Niche Market Leader to Sell to Pragmatists​

Another reason to be niche-focused is that pragmatist customers want to buy from market leaders. As a small company still crossing the chasm, the only available strategy is to take a “big fish, small pond” approach. Achieve market leadership in a focused niche, and use this as a foundation to expand to the mainstream market.

• Redefine "leadership": When over 90% of potential customers in that niche market instinctively list you as their first or even only choice when considering a purchase decision, you have truly achieved leadership.
• Create a "model room" for pragmatists: In this small pond, work closely with customers to create a batch of credible, quantifiable "pragmatic model users." These success stories and impressive ROI data will be your strongest endorsement to open the doors to a broader mainstream market.
• From "push" to "pull": When reputation and success stories gain momentum, you will no longer need to laboriously sell to mainstream pragmatists. They will come to you through industry conferences, media reports, and peer recommendations, seeking your help. At this point, the journey of crossing the chasm has truly achieved a decisive victory.

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In summary: First become the leader in a small, reference-able, and leverage-able niche, then use this beachhead as a springboard to advance to the larger mainstream market according to plan.

For Web3 project entrepreneurs, social media operations should aim for high returns on low investment (ROI), focusing on content quality and dissemination efficiency. Independent founders can leverage content strategy optimization, growth hacking techniques, algorithmic mechanics, community management, and risk mitigation across platforms such as Twitter, Xiaohongshu, TikTok, WeChat Moments, YouTube, Discord, and Telegram. This report provides an in-depth analysis of these approaches, along with specific case studies, data insights, and actionable recommendations.

1. Content Strategy​

1. Web3 Content Types:​

The Web3 sector has a certain technical threshold, with an audience ranging from industry investors to general users. Content should therefore be both educational and engaging. The following high-impact content types are effective:

• Educational Tutorials: Explain complex on-chain concepts or provide step-by-step guides to lower the learning curve for users. For example, short video tutorials like “Learn to Use a Crypto Wallet in 60 Seconds” are highly popular in crypto communities. Educational content can use infographics, long Twitter threads, and deep-dive explanations to enhance clarity.
• Industry News: Share real-time trends and project developments, such as market movements, regulatory updates, and new partnerships. Posting industry news helps establish a founder’s professional credibility and attracts investors who follow market dynamics. Instead of always creating original content, founders can retweet and comment on authoritative news, adding their insights to provide value.
• Entertaining Content: The Web3 community thrives on meme culture and humor. Posting memes and jokes can foster community engagement and relatability. For example, sharing market fluctuation memes, interactive polls, or fun quizzes can significantly boost engagement.
• Project Updates & Behind-the-Scenes Stories: Regularly updating users on development progress and milestones fosters transparency. Sharing startup insights and team stories in a lifestyle narrative style (especially on WeChat Moments or Xiaohongshu) increases authenticity and builds trust. Users enjoy seeing the human side of projects.

2. Platform-Specific Content Best Practices:​

Each social media platform has a distinct style and content format that requires tailored adjustments:

• Twitter (X): Primarily text-based, ideal for quick updates and discussion topics. Web3 founders frequently use Twitter threads to elaborate on ideas, as threads convey more information and tend to perform well in Twitter’s algorithm. For example, the NFT project Curious Addys’ team posted a thread explaining their smart contract refund mechanism, which received over 1,000 likes—far exceeding single-tweet responses. Twitter Spaces (audio live sessions) are also effective for real-time interactions with followers.
• Xiaohongshu: A platform based on image-text posts where users favor experience-sharing and practical guides. Web3 content here should be strategically packaged, emphasizing blockchain applications, NFT collectibles, and real-life experiences rather than direct promotions. Using high-quality original images or clear infographics increases click-through rates.
• TikTok (Douyin): A short-video platform best suited for entertaining yet educational content. The optimal format is 15-60 second videos that use simple language to explain Web3 concepts or showcase product highlights. The first 3 seconds should capture attention using suspense, twists, or trending music to prevent users from scrolling away. Scene-based short dramas or animated explainer videos help simplify complex concepts.
• WeChat Moments: A private domain mainly consisting of existing contacts and potential business connections. Founders should share project progress, industry perspectives, and personal insights in a way that reflects both professionalism and authenticity.
• YouTube: Best for long-form deep dives (e.g., project demonstrations, interviews, webinar recordings). YouTube users are willing to watch detailed analyses, making 5-10 minute videos ideal for discussing Web3 trends or product features. Thumbnails and titles should be optimized for clickability.
• Discord/Telegram: These platforms prioritize text-based real-time interactions and community engagement. They lack algorithmic recommendations, so founders should focus on timely information delivery and interaction facilitation (e.g., setting up announcement channels and using @everyone tags to highlight key updates).

3. Low-Cost High-Quality Content Creation Methods:​

Independent founders often have limited resources, requiring smart strategies to generate high-quality content efficiently:

• Content Repurposing: Convert a single content piece into multiple formats for different platforms. For instance, after hosting an AMA session, extract key points for a blog post, clip highlights into short videos, and create infographics for easy sharing.
• User-Generated Content (UGC): Encourage community members to co-create content, reducing workload while increasing user engagement. For example, the Decentraland project launched the #BuildOnDecentraland campaign, inspiring users to showcase their creative work within the platform.
• Using Templates and Tools: Leverage free or affordable tools like Canva (infographics), OBS (video editing), and AI-assisted content refiners to enhance quality without high costs.
• Content Calendar Planning: Plan content themes in advance to avoid last-minute rushes. Align content with industry events, market trends, and audience interests.

2. Growth Hacking Strategies​

1. Cost-Effective Follower Growth Techniques:​

• Community Engagement: Instead of relying solely on posting, actively participate in industry discussions. Engaging in meaningful discussions under influencer tweets can drive exposure and attract profile visits.
• Giveaways & Contests: Hosting retweet giveaways (e.g., “Follow & retweet for a chance to win an NFT”) is an effective way to increase engagement.
• Trend-Jacking & Hashtags: Align content with trending topics (e.g., #Bitcoin, #NFT) to increase discoverability.
• Cross-Platform Traffic: Embed Twitter handles in Discord announcements, encourage Telegram users to follow YouTube, and drive WeChat traffic to newsletters.

2. Viral Growth Strategies:​

• Gamified Social Tasks: Platforms like Zealy (formerly Crew3) allow founders to set up daily engagement tasks (e.g., Twitter shares, Xiaohongshu posts) with reward systems.
• Community Partnerships: Collaborating with similar projects or KOLs for mutual promotions can expand reach cost-effectively.
• Influencer Marketing: Partnering with Web3 influencers for endorsements or reviews adds credibility and attracts relevant followers.
• FOMO-Driven Campaigns: Hosting time-sensitive campaigns (e.g., “Limited-time airdrop for the first 100 participants”) encourages urgency and organic sharing.

3. Platform Algorithm Optimization​

Key Factors Affecting Content Exposure:​

1. Engagement Rate: Likes, comments, shares, and saves directly influence content ranking.
2. Watch Time & Completion Rate: YouTube, TikTok, and Xiaohongshu prioritize content that retains viewers.
3. Posting Timing & Frequency: Understanding peak engagement times (e.g., Twitter performs best on weekdays at noon and evenings) maximizes reach.
4. Keyword & Interest Targeting: Proper use of hashtags and keywords improves discoverability.
5. Account Reputation: Consistent, high-quality content builds credibility, leading to better long-term visibility.

4. Community Management​

Discord/Telegram Activation Tactics:​

• Structured Community Setup: Organize channels for announcements, discussions, and support.
• Moderator Roles & Incentives: Assign moderators and offer rewards (NFTs, tokens) to maintain engagement.
• Event Scheduling: Weekly AMAs, contests, and discussion threads keep members engaged.
• Gamification & Rewards: Use leveling systems and bounty tasks to drive activity.

5. Compliance & Risk Avoidance​

• Avoid Financial Promises: Phrases like “guaranteed profit” are flagged on all platforms.
• Prevent Misleading Claims: Ensure content aligns with platform guidelines to prevent bans.
• Platform-Specific Compliance: Be aware of content moderation rules on Twitter, Xiaohongshu, TikTok, etc.
• Security Best Practices: Prevent scams by educating users and implementing security measures in community channels.

Conclusion​

Independent Web3 founders can achieve high-ROI social media success by leveraging strategic content creation, growth hacking, algorithm optimization, and community-driven engagement while maintaining compliance. With the right execution, small-scale projects can achieve global influence with minimal costs.

It takes time for good technology to gain popularity. From the chart below, we can see that, even for the Internet, it still takes 17 years for 50% of US households to adopt it, no matter how profoundly it has changed our lives today.

That’s why I am always respectful towards all kinds of innovations - no matter how small it appears today, who would imagine it will take over the world tens of years later?

As a builder or businessman, we have a product or service to sell, and the question is - how to speed up the process for it to take over the market?

The Model​

Everett M. Rogers came up with Five Intrinsic Attributes of Innovation in his Diffusion of Innovation Theory :

• Relative advantage: how much is the product perceived as better than the existing standard? We often ask, is this product 10x better than the existing one?
• Compatibility: how easily can I apply my experience to the new product? Customers hate changes even with new versions of an existing product, not even mention utterly new products with entirely new features.
• Complexity: Is it easy to use?
• Trialability: Is it easy to try?
• Observability: Is it obvious for people to observe the change?

The Chasm​

In addition to the intrinsic attributes above, there are interactions between the innovation and the market segments. We call it the technology adoption lifecycle (TAL), which categorizes customers on the market into five pieces.

The Chasm theory indicates that there is no smooth transition from early adopters to the early majority because those two market segments want different value propositions. Crossing the Chasm applies the “D-Day analogy” to solve the problem - focus, focus, focus! Focus is all it takes to attack each segment one by one - like D-Day - you take over the beach first and then move to the next target.

The Math​

Every entrepreneur would dream of a beautiful S-curve for their innovation to diffuse into the market. So to unveil the math curtain, let’s see how Scott Page explains it in the book model thinker, Chapter 11: Broadcast, Diffusion, and Contagion.

The abstraction here is to partition the population into two groups:

• informed: people who know or have something and
• susceptible: those who do not.

Group informed starts empty, and group susceptible is all the relevant population exposed to conversion. The growth curves are in various shapes with various models to convert people from susceptible to informed.

r-shape for broadcast model​

This model assumes that

1. people capture info from public channels, and there is no word-of-mouth / mutual reference between individuals
2. once converted, there is no moving-back

And then we get this formula

$$I_{t+1} = I_{t} + P_{broad} \bullet S_{t}$$

• $P_{broad}$: the broadcast probability
• $I_{t}$: the number informed at time $t$
• $S_{t}$: the number susceptible at time $t$
• Initially, $I_{0} = 0$ and $S_{0} = N_{POP}$
• $N_{POP}$: relevant population
• $N_{POP} = I_{t} + S_{t}$

We could learn from the model that...

• In this broadcast model, all susceptible will be eventually converted to informed, and it is just a matter of time how soon it will complete.
• To maximize informed, we should maximize susceptible first. It means that our ads should reach as many potential customers as we can.
• To speed up the conversion, we should make our ads as high-frequent and impressive as possible.
• With the formula above, we could make a rough prediction for future sales with the ones in the previous two periods.

s-shape for diffusion model​

This model assumes that

1. people capture info by mutual reference and there is no public channel
2. once converted, there is no moving-back
3. people are randomly mixed

And then we get this formula

$$I_{t+1} = I_{t} + P_{diffuse} \bullet \frac{I_{t}}{N_{POP}} \bullet S_{t}$$

• where $P_{diffuse} = P_{spread} \bullet P_{contact}$

We could learn from the model that...

• How fast the conversion happens is determined by how frequently those people contact each other and how much they would like to share the info.

mixing of r-and-s-shape for Bass model​

Most consumer goods and info spread through both broadcast and diffusion. Usually, for the same product, companies are running ad campaigns; meanwhile, customers are referring new customers.

susceptible-infected-recovered (SIR) model​

All the models above assume no moving back from informed to susceptible. We seldomly abandon our adoption of many home appliances - dishwashers, air dryers, etc. However, it is not the same for fashion styles, diseases, and ... your brand in the real world. In this case, things are contagious only for a particular time. People may forget your product as time passes by and then get recovered.

Let's introduce $P_{recover}$ the probability of recovery, then we get the susceptible-infected-recovered (SIR) model.

$$I_{t+1} = I_{t} + P_{diffuse} \bullet \frac{I_{t}}{N_{POP}} \bullet S_{t} - P_{recover}I_{t}$$

For disease control, the infected will rise first, and we hope it will eventually drop.

However, we hope the informed will rise to the top for our products. The SIR model produces a ==tipping point==, aka, ==basic reproduction number ($R_{0}$)==.

$$R_{0} = \frac{P_{diffuse}}{P_{recover}}$$

Products with $R_{0} > 1$ spread through the population, while products with $R_{0} < 1$ dissipate.

Take COVID as an example. Its $R_{0}$ is 2 to 3. $P_{diffuse} = P_{spread} \bullet P_{contact}$ and that is why people wear masks, keep distances from others and avoid crowds to lower the diffuse probabilities.

$R_{0}$ is the ultimate question for marketing - would your marketing be contagious enough to fight against forgetfulness?

By the formal definition, the mass media version of the tipping point is usually wrong. For example, a kink is not a tipping point in the chart below for the number of Google Plus users in the first 14 days. Instead, $R_{0}$ is the real tipping point.

Elements of GTM - Reach, Frequency, and Quality​

Finally, here is the summarization of all components that are worth optimizing for go-to-market campaigns. Please note that spreading information carries costs, unlike diseases, so we need to consider ROI.

• Reach channels
  • Customer Segment Size: Make sure your ads are going to the susceptible targets, as many of them as possible.
  • Customer Segment Attributes: The more each person in the segment is likely to contact and share the info, the more contagious the group is. It would help if you prefer people with a strong frequency and willingness to share information. (Attacking visionaries first!)
• How-to
  • Frequency: Make sure people cannot ignore your message by conveying it multiple times.
  • Quality Conversion Rate: Make the ads likable and memorable. It's usually something they are familiar with but still a surprise.
  • Make it big and fast. Don't forget that people will forget! Ideally, make diffusion rate > recovering rate.
• ROI. Don't spend too less or too much on customer acquisition (LTV:CAC = 3:1).

Why some ideas survive while others die? Two principles: being memorable and making people eager to spread. In the book Made to Stick, the authors have summarized six elements to make ideas stick, SUCCES for short, which represents Simple, Unexpected, Concrete, Credible, Emotional, and Story.

Simple - Cut down to the key message of an idea​

Too often, we want to explain an idea thoroughly, but revealing too much detail is not good for people to understand. They will soon forget all the details and even the core message. We should simplify our message and understandably convey the idea, just like journalists would create good headlines for their reports to grasp readers’ attention.

Unexpected - Draw people’s attention by surprising them​

The human brain would neglect selectively to things familiar to save energy. Only something surprising can draw its attention. The fact implies sticky ideas are also unexpected. It proves to be effective to use curiosity gaps to grasp attention. If you present some surprising facts or statistics in your idea, curiosity will drive people to get more information.

Concrete - Use concrete materials to be understood and remembered​

Abstract terms are hard to understand, let alone to be remembered. When communicating an idea, we would better use concrete and understandable terms, along with examples and descriptive imagery.

Credible - Make an idea believable so it can spread​

Ideas ought to be credible if they want to be spread out. Generally, there are three ways to add credibility to a plan. The story has experts or people with relevant experiences to back up Use realistic facts and statistics to add credibility to the story Encourage the audience itself to be a reference

Emotional - Appeal to people’s emotions rather than present dry data​

Imagine we have the campaign to ask people to donate to starving African children. There are two options: presenting the population of starving children, or showing a picture of a child in need of a donation. Comparatively speaking, people are more likely to take action upon the latter because it appeals directly to human emotions. Therefore sticky ideas should focus on emotional triggers instead of dry facts.

Story - Inspire people to action by telling a story​

It is a common mistake to focus on an empty slogan without any story when people are communicating ideas. A slogan is sticky, but it can not inspire people to take action like a story. For example, Subway has benefited immensely from the true story of Jared Fogle, who was an overweight man but managed to slim down by having two Subway meals per day.

Copywriting is the simplest and most direct way of impressing your customers. Persuasive copywriting = three means of persuasion + copywriting. Three means of persuasion are emotion, logic, and credibility.

1. Capturing readers' emotions​

An excellent copywriting creates emotional resonance with customers. And emotions push people to act. If your copywriting hits the bottom of the consumers' hearts, customers will spend much time and money on your products.

2. Cultivating creative thinking​

More than rhetoric, creative writing deals with real problems. Using real-world practices to improve your creativity:

• Writing more in various styles.
• Reading more fiction and digging into people's emotions.
• Jumping out of the comfort zone, learning something new, and asking harsh questions against yourself.

3. Considering different requirements for different assignments​

4. Telling stories and secrets to customers​

Telling a secret is a beautiful way to ignite customers' interest -- Most people are curious about things behind-the-scenes. Doing this improves the click-through rate (CTR).

5. Applying sweet talk​

Straight compliments satisfy customers' self-esteem. People like to feel unique. This method originates from the three types of persuasion by Aristotle.

6. Valuing less of the grammar​

It does not mean you can completely ignore the grammar. Our ultimate goal is to convey the message to customers. Sometimes, concise and crisp expressions are the most important, instead of grammar.

To increase product sales and leave a good impression on potential customers, copywriting plays a crucial role. How can you improve your copy? In Andy Maslen's "Persuasive Copywriting," six key copywriting methods are introduced that may inspire you.

Create Emotional Resonance with Readers​

Good copy can evoke emotional resonance with customers. Emotions play a critical role because they drive us to take action. Therefore, once the copy touches the hearts of consumers, they are likely to spend significant time and money on the product.

Read and Write More to Foster Creative Thinking​

It is undeniable that some rhetorical techniques used in writing can be beneficial. However, creative writing requires the ability to address potential issues, which is more important than merely using fancy writing techniques. If people can refer to the methods mentioned below, they will surely find their creativity flowing.

• Writing more articles across various fields can cultivate creativity.
• People should read novels and delve into the emotions and thoughts of the characters.
• Stepping out of the comfort zone to learn knowledge that is not directly related to oneself, while asking some probing questions to help reshape oneself, is essential.

Consider Different Requirements for Different Tasks​

Sometimes, certain companies provide relevant requirements for copywriters to reference. If there are no specific requirements, authors should research to clarify writing points and reflect them in the text. Additionally, especially for beginners, it is crucial to keep paragraphs short and clear, and to pay attention to the tone of voice used for different tasks.

Tell Stories or Share Secrets with Consumers​

This is a great way to pique customer interest, as people are irresistibly drawn to captivating stories. Moreover, most people are curious about behind-the-scenes secrets. By adopting this approach, customers are less likely to resist the temptation to learn more. Thus, they will click on the headline to discover the story or secret behind the product.

Offer Compliments or Use Wise Methods Found in Greek Mythology​

Straightforward praise satisfies customers' self-esteem. Additionally, they enjoy feeling special and unique. This falls under one of Aristotle's three modes of persuasion (ethos, pathos, logos), specifically "pathos," which fulfills customers emotionally.

There's No Need to Rigidly Follow Grammar Rules​

This does not mean that grammar can be ignored. The ultimate goal of copywriting is to provide effective reading for customers. Frankly, sometimes people do not even notice these minor grammatical errors; on the contrary, such writing can make the copy clearer and easier to understand.

Data Domain is a data backup service provider that went public in its sixth year after founding and was acquired by EMC two years later, becoming EMC's second fastest-growing business after VMWare. The CEO of Data Domain shares the story and logic behind this in the book "Tape Sucks," which may be the best SaaS book I've read in recent years.

The company's background is venture-backed, with top-tier investors. Most team members hold PhDs, indicating that the problems the company solves are quite challenging; top talent is more interested in solving difficult problems than merely interesting ones. There were four founders: one with an academic background, one with an engineering background, one with a product background, and one an expert in data. The author joined the company a year and a half after its founding, just before the Series A funding was about to transition to Series B, and became the CEO.

The problem the company addresses is using hard drives for data backup, replacing cheaper but less reliable tapes. This is also the title of the book and the company's slogan: "Tape Sucks, Move On."

No Pain, No Gain​

Only the Federal Reserve can create new money; everyone else's money is obtained from others. Narrowly speaking, most businesses are zero-sum games.

So when starting a company, you need to understand from whom you are earning your money. With limited budgets, what will they stop buying once you enter the picture, and what will they buy instead? Who are you replacing, and why will you succeed in replacing them?

"Creative destruction," or "no pain, no gain," is a fundamental truth in business; you better understand whose lunch you are stealing.

Target a product category that is being questioned or is declining; this increases your chances of success. Do not target a product category that is on the rise.

Start from Applications or Use Cases, Not Technology​

Company operations always consume resources. When you launch a missile, if there is no target, it will continuously consume fuel and eventually fall.

Make Customers Happy​

"Everything revolves around the customer" is a common saying, but how can you truly achieve this?

Everyone in the company should listen to and discuss user feedback. Before receiving the first round of funding, the company had already gathered specific feedback about the product from dozens of customers. The importance of all other ideas ranks behind customer feedback.

This has two benefits:

1. Maintains focus
2. Aids sales: Customers prefer to work with vendors who genuinely care about their business and learn from them. For specifics, refer to the HBR 1993 article on Customer Intimacy.

Not every business is buyer-driven; for example, the iPod was not created because customers wanted it.

Create Your Own Blood Supply​

Buying things is hard; selling your product directly is more challenging than letting someone else sell it. However, the authors decided to build their own marketing and sales teams for several reasons:

1. Intermediaries put you further away from customers, making it harder to achieve intimacy.
2. You become dependent on others, losing control over your destiny.
3. No one will want to sell your product more than you do.
4. You can only take home 10-20% of the profits.
5. They believe their product is genuinely good, so if competitors sign agreements with intermediaries, it must be because they cannot compete with them directly.
6. If the company's goal is to go public, this approach is more controllable and predictable.
7. If you find strong salespeople, it not only strengthens you but weakens your enemies. This is what victory is; Ulysses S. Grant once said that victory is breaking the enemy's will to fight.

Building a marketing and sales team is fraught with challenges and can take years. Essentially, it involves continuously finding ways to make the sales team

1. Efficient
2. Cost-effective

Building a marketing and sales team is a costly endeavor, so a crucial prerequisite is that their product has an 80% margin.

To control expenses, marketing and sales are done together.

Clarify Sales Channels​

1. Direct sales: buy if you want,
   1. If you don't buy, your competitors will.
   2. If you don't buy, your customers will.
2. Omnichannel strategy: large suppliers correspond to saturated channels and big clients, which can attract small and medium clients directly. The omnichannel strategy does not affect profit margins; with intermediaries, prices are slightly higher, and without them, they are lower.

The more directly you can reach customers, the more power you have.

When to Persist and When to Give Up​

When not making money, focus on conserving strength; once you find a good breakthrough point, spend resources quickly and efficiently. In the growth S-curve, there are two key questions to repeatedly ask yourself:

1. When will the breakthrough point come?
2. Once the breakthrough point arrives, can you invest enough resources for growth?

Cash is the fuel that allows the business rocket to fly; if the fuel runs out before reaching escape velocity, the rocket will fall.

Set and collect data evidence to reach milestones for securing the next round of funding.

Growing Pains of the Team​

The company faced a ceiling in team growth due to insufficient guidance for leadership and being overly stingy in hiring managers.

Initially, almost everyone was an independent contributor focused on getting things done. No one was dedicated full-time to recruiting and performance management. Without proper processes in place, it was impossible to onboard new hires effectively.

In the early stages, growth is always more important than profitability; slightly managing the efficiency and rate of cash burn allows the company to survive. Consequently, when sales reached 40 to 50 million, there were only two finance staff. The desire to survive led to a reluctance to hire unnecessary managers and raise funds.

Hire Potential Stars Instead of Superstars​

When the company is still small, the people you want may not want you; if you can't hire superstars, you can hire potential stars. Good potential stars have the following characteristics: full of energy, enthusiastic, ambitious, smart, hardworking, and eager for the job.

After hiring many potential stars, the company even developed a culture of "everyone has a mission to prove themselves."

Rapid Experimentation​

How does the company achieve rapid experimentation?

1. Lead by example from the top. Quickly and openly acknowledge, address, and summarize mistakes.
2. Prohibit a culture of punishing mistakes or settling scores later. Whether people or machines, mistakes and errors are inevitable; sincerely learn from them to avoid repeating them, or create a mechanism where making mistakes does not cause harm.

Are Large Banks Suitable Initial Target Customers?​

No. Because large bank customers:

1. Are overly picky
2. Are too conservative, leading to long sales cycles

Startups should focus on places where they can quickly sell products, rather than getting bogged down with large banks.

The key is to find traction. Data Domain found traction in the mid-market and channels, avoiding trouble, increasing installations, refining products, and making customers happy.

Once mid-market customers are secured, then pursue high-end clients.

Lead by Example, Experience the Battlefield, and Stay Motivated​

In a brawl, what kind of leader is most motivating? Of course, it's the leaders who charge to the front and beat the enemy. Similarly, as the CEO in charge of sales, the most motivating thing is to travel for a few days, meet five or six customers daily, and return to share experiences and customer feedback with the team.

If you don't do this, you will distance yourself from your team members, making it harder to relate and understand each other.

The marketplace is like a battlefield; if employees cannot feel the cold wind of competition every day, if they cannot sense their efforts defeating bloody opponents, if they cannot feel the atmosphere of the battlefield, how can you expect them to be motivated and work hard?

Express Humanity with Authenticity​

The first rule of leadership is to be yourself and be the person you want to be. Two reasons:

1. If you don't feel worthy of being followed, and you have to follow others, how can you expect everyone to follow you? They can directly follow the people you follow.
2. People can easily see through pretentiousness; if you pretend, you will come across as lacking enthusiasm, preferences, humanity, and energy, and no one will remember what you said.

How to be an authentic leader? == Publicly show your determination, enthusiasm, energy, passion, and relentless desire for success.==

For example, the author participates in triathlons and makes controversial statements. When questioned about why a large tech company could replicate their technology in six months, the author responds without hesitation: "You can send a thousand women to have babies, but no matter how many there are, it still takes nine months; software development is the opposite of economies of scale: the more people involved, the slower the progress."

CEOs Must Overcome Ego​

• The CEO is not the owner of the company; the investors are.
• Arrogant CEOs often lack self-awareness, while outsiders can easily see it.
• Never miss the opportunity to praise others; if the company does well, you will receive all the accolades, which is not solely your achievement.
• A self-centered leader often says "I" instead of "we," and "my" instead of "our."

Start Internationalization Early​

No matter where you conduct sales, it takes a long time; it's best to start early.

The Board Does Not Operate the Company​

• The board supervises and advises but should not operate the company.
• Listen to the majority's opinions, consult with a few, and make your own decisions.
• Sometimes a company grows beyond the board's level of experience.

Going Public​

By the fifth and a half year, the company's cash flow had been positive for some time, and it wasn't lacking in operational funds; why go public?

1. When competing with giants, a publicly traded company with financial transparency reassures customers.
2. Investors need liquidity.
3. It makes operations more standardized.

Be sure to bring in people with the right industry experience to help you.

Acquisition​

Two years later, NetApp and EMC competed to acquire the company; they chose EMC because:

1. Their product line was too narrow, threatened by comprehensive data center solution providers.
2. EMC offered a full cash acquisition.

Corporate Culture​

In business, the essence of culture is a collective value system—a group of people reaching a consensus on what is valuable and what is not.

Whether you are there or not, whether you define it or not, company culture will exist; good culture makes the company a more pleasant place, so its value is self-evident. The author even believes that company culture is the only form of sustainable differentiation.

At that time, the culture formed throughout the company was called RECIPE:

• Respect
• Excellence
• Customer
• Integrity
• Performance
• Execution

Advertisements are everywhere nowadays in the society of consumption. Although the ways of advertising have changed quite a lot over the past century, the incentives stay the same behind the scene: drawing attention and trying to sell.

Selling Attention​

Dating back to the early eighteenth century, most of the ads were just informational instead of being persuasive. This situation did not change until Benjamin Day launched his own newspaper in 1833. In order to obtain a large audience, he set the price at a penny while rivals sold at six cents per copy. The loss was inevitable. However, he began to invite businesses to publish ads in his newspaper with an exposure fee. As a result, the newspaper became phenomenal. Because of Benjamin Day, the world started to realize the value of selling the attention of the audience.

Methodical Advertising​

Advertising became more methodical at the beginning of the 20th century, and it was considered as a science. People start to use advertisements specifically for grabing attention. Demand engineering was one of these scientific approaches. It advertised a problem that was never recognized, or sometimes totally fabricated at first, and then claimed the solution of using a certain product. Advertisers of the 1920s also realized that a good reputation could be engineered as well by creating and publicizing a brand.

Forms of Advertising​

The main focus of advertising was in public space before the 1920s. Things changed afterward. Radio advertising became very popular, and advertisers were willing to sponsor the radio content, and hear their names being mentioned during the broadcast, which could draw immediate attention from a large audience. However, the role that radio played in advertising was soon replaced by television, which turned out to be a much more effective way of attracting attention till now.

The emergence of the Internet brought another round of ad revolution, during which emails showed up as a new form of advertising. A survey in 1973 found emails comprised 75 percent of all network traffic. Email is very effective because it rewards people. Receiving an email makes people feel good. Search engines such as Google also become significant sources to harvest lots of attention from users. In order to monetize the attention, the Googlers employed an advertising tool called Adwords to display relevant ads to users based on what they are searching for, along with the results.

In today's consumerist society, advertising is ubiquitous. Although the forms of advertising have changed significantly over the past century, its ultimate goal remains the same: to capture the public's attention and successfully sell products.

Selling Attention​

In the early 18th century, most advertisements were merely informative and did not aim for eye-catching effects. This began to change when Benjamin Day launched his own newspaper in 1833. To attract more readers, he priced his newspaper at one cent while his competitors charged six cents. With the newspaper's success, losses were inevitable. To increase profits and reduce losses, Benjamin started inviting advertisers to place ads in his newspaper and charged them for it. Ultimately, his publication achieved great success, making the world gradually aware of the value of selling attention.

Advertising Methodology​

By the 20th century, advertising began to take shape as a systematic field and was regarded as a science. An advertisement could be crafted to grab attention. Creating demand is one of many scientific methods. This method involves heavily promoting a problem that the public is either unaware of or that is entirely fabricated, and then claiming that a certain product can solve this problem. Additionally, advertisers in the 1920s realized that word of mouth could also be shaped by establishing and popularizing a brand.

Forms of Advertising​

Before the 1920s, advertising was primarily focused on public spaces. However, shortly thereafter, radio advertising became extremely popular. Advertisers were eager to sponsor radio content just to hear their names mentioned during broadcasts—because this would immediately attract a large audience's attention. Later, television quickly replaced radio as the dominant medium for advertising, becoming a more effective way to capture attention, a trend that continues to this day.

The rise of the internet ushered in a new wave of advertising revolution, with email emerging as a new form of advertising. A survey in 1973 showed that emails accounted for 75% of traffic on the internet. Emails are highly effective because they feel like a reward or incentive for customers—receiving an email feels good. Meanwhile, search engines like Google gradually became important resources for capturing user attention. To monetize attention, Google's founders introduced the Adwords advertising tool: it displays relevant ads alongside search results based on user queries.