TBD…
Problem
Unexamined assumptions lead to a weak strategy.
Action
Question your thinking before making important business decisions.
Outcome
You make stronger strategic choices.
Chapter: Foundational Thinking - Thinking About Thinking Is the Most Important Kind of Thinking
Problem
Most market value goes to the category leader.
Action
Focus your strategy on owning the category rather than chasing competitors.
Outcome
Your business captures more long-term value.
Chapter: Foundational Thinking - The Category Queen of a Given Market Captures 76 Percent of the Economics
Problem
A weak category limits every part of the business.
Action
Align your product, company, and marketing around one clear category.
Outcome
Your business gains a stronger competitive position.
Chapter: Foundational Thinking - Your Category Is the Single Point of Failure (the Magic Triangle)
Problem
Trying to satisfy everyone weakens your offering.
Action
Build your products for the customers who care most about your category.
Outcome
You create stronger customer loyalty.
Chapter: Foundational Thinking - Build for Your Superconsumer, Not Every Consumer
Problem
Some customers create much more value than others.
Action
Focus on customers who actively spend across many related categories.
Outcome
You increase long-term customer value.
Chapter: Foundational Thinking - A Superconsumer of One Category Is a Superconsumer of Nine Categories
Problem
Customers cannot value a category they do not understand.
Action
Explain the category before introducing your brand.
Outcome
Customers recognize why your business matters.
Chapter: Category - Category First, Brand Second
Problem
An unclear position allows others to define your business.
Action
Communicate the unique place you want to own in the market.
Outcome
Customers remember what makes you different.
Chapter: Category - Position Yourself or Be Positioned
Problem
Customers ignore solutions to problems they do not recognize.
Action
Describe the important customer problem before explaining your offering.
Outcome
Your solution becomes more compelling.
Chapter: Category - Whoever Frames the Problem Owns the Solution
Problem
Categories lose value when they stop evolving.
Action
Adapt your category as customer needs change.
Outcome
Your business remains relevant.
Chapter: Category - Category Neglect Leads to Category Violence, Which Leads to Category Death
Problem
A great product alone rarely wins the market.
Action
Design your product to reinforce your category promise.
Outcome
Customers see a stronger reason to choose you.
Chapter: Product - The Best Product Doesn’t Always Win
Problem
Small improvements are easy for competitors to copy.
Action
Build a product that is clearly different from existing alternatives.
Outcome
Your offering stands out in the market.
Chapter: Product - Be Different, Not Better
Problem
Fighting for existing demand limits growth.
Action
Solve unmet customer problems that create new buying behavior.
Outcome
Your market expands.
Chapter: Product - Create Net-New Demand, Don’t Fight Over Existing Demand
Problem
Direct competition reduces your advantage.
Action
Shape customer demand around the needs you solve best.
Outcome
You compete on more favorable terms.
Chapter: Product - When You Can’t Create Net-New Demand, DAM the Demand
Problem
Physical products often limit growth.
Action
Increase the digital value in your products or services.
Outcome
Your business scales more efficiently.
Chapter: Product - If the Future Is Digital, You Want to Be in the Business of Selling Digital Air
Problem
Middle pricing creates an unclear market message.
Action
Choose pricing that clearly reflects your strategic position.
Outcome
Customers better understand your value.
Chapter: Product - Your Pricing Should Be Free or Ultra Expensive (Avoid the Middle)
Problem
A better business model cannot fix weak positioning.
Action
Establish a valuable category before refining your operations.
Outcome
Your business model delivers greater results.
Chapter: Company - The Best Business Model Doesn’t Always Win
Problem
Short-term incentives rarely create lasting value.
Action
Lead your company with a mission that people believe in.
Outcome
Your team becomes more committed.
Chapter: Company - Mercenaries Capture Value, Missionaries Create Value
Problem
Ordinary service is quickly forgotten.
Action
Provide unexpected value without asking for more in return.
Outcome
Customers develop stronger loyalty.
Chapter: Company - Bake Radical Generosity into Your Business
Problem
Too many metrics reduce focus.
Action
Track only the measures that directly guide business decisions.
Outcome
You make better decisions.
Chapter: Company - There Are Only Three Marketing Metrics That Matter
Problem
People resist change without a compelling reason.
Action
Show how your category creates a better future for customers.
Outcome
Customers become more willing to adopt change.
Chapter: Company - Legendary Marketing Plans Are About Creating a Different Future, Not Continuing the Past
Problem
Complex communication slows customer decisions.
Action
Use simple language across your category, products, and messaging.
Outcome
Customers understand your value faster.
Chapter: Company - Simplicity Is Velocity When Used in Your Category, Your Products, and Your Languaging
Problem
Growth slows when customers do not recommend your business.
Action
Deliver experiences that people naturally talk about.
Outcome
Word of mouth expands your category.
Chapter: Company - When Word of Mouth Sticks, Your Category Tips