Sharp does not agree that the “differentiate or die” thesis is still relevant in its original form. He believes that at this stage of the market game, the traditional process of differentiation is practically impossible in branding . Instead, he proposes a concept that he describes as ” distinctive brand assets” .
- The distinctive concept for building a brand involves using characteristic forms, such as language and symbols, in its design. It places great emphasis on the ease of reading and remembering the brand name, claim and characteristic “design” including both visual identification and product design and audio branding. Distinctiveness, in comparison to differentiation, new zealand telegram data does not aim to create a brand that is unique in every respect. Distinctiveness is about making opportunities real in a hyper-competitive market and rationalizing the process of working on the brand. Less art, more science.
This approach is justified by the fact that in a global world it is extremely difficult to introduce truly unique products. Today, the vast majority of companies compete within the same categories. Being thus exposed to commoditization, which is a silent but very effective killer of your business profits.
An example of the distinctive brand assets in action are the antarctica business directory aforementioned white iPod headphones. There were a lot of headphone manufacturers at that time. However, Apple designed headphones that were very distinctive and, in a branding sense, “distinctive” from the competition. They attracted attention and built market success. Another example of DBA (distinctive b2c fax brand asset) could be the characteristic (distinctive) Intel jingle, which we are able to recognize in just a fraction of a second.
Although currently even these resources of this powerful brand are subject to pressure from cheap generics.
6. Be consistent, yet fresh
- The longevity of strong brands is significant. Especially when compared to the lifespan of companies or the tenures of the managers who run them. The brands that have dominated our space have achieved this through consequences, less often through repositioning.