"Any damn fool can put on a deal, but it takes genius, faith, and perseverance to create a brand."-David Ogilvy
In today's ultra-competitive world, the average supermarket has 40,000 brand items on its shelves. Car shoppers can wander through the showrooms of over twenty automobile makers. For marketers, differentiating products today is more challenging than at any time in history yet it remains at the heart of successful marketing. More importantly, it remains the key to a company's survival.
In Differentiate or Die, bestselling author Jack Trout doesn't beat around the bush. He takes marketers to task for taking the easy route too often, employing high-tech razzle-dazzle and sleight of hand when they should be working to discover and market their product's uniquely valuable qualities. He examines successful differentiation initiatives from giants like Dell Computer, Southwest Airlines, and Wal-Mart to smaller success stories like Streit's Matzoh and Connecticut's tiny Trinity College to determine why some marketers succeed at differentiating themselves while others struggle and fail.
More than just a collection of marketing success stories, however, Differentiate or Die is an in-depth exploration of today's most successful differentiation strategies. It explains what these strategies are, where and when they should be applied, and how they can help you carve out your own image in a crowded marketplace. Marketing executives in all types of organizations, regardless of size, can learn how to achieve product differentiation through strategies including:
* Revisiting the U.S.P.
Rosser Reeves's classic unique selling proposition approach, updated for today's marketplace
* Positioning
Understanding how the mind works in the differentiating process
* Owning an Idea
Techniques to seize a differentiating idea, dramatize it, and make it your own
* Competition
How to use differentiating ideas against your competitors in the marketplace
Consumers today are faced with an explosion of choices. In this environment, distinctive product attributes are quickly copied by competitors, perceived by consumers to be minimal, or both. Still, those who fail to differentiate their product or service in the mind of the consumer won't stand a chance.
Differentiate or Die outlines the many ways you can achieve differentiation. It also warns how difficult it is to achieve differentiation by being creative, cheap, customer oriented, or quality driven things that your competitors can do as well.
Praise for Differentiate or Die
"Another great book by the king of positioning!"-John Schnatter, CEO, Papa John's International
"Differentiate or Die differentiates itself on the groaning marketing bookshelf with its lucid prose, its clear vision of the future marketplace . . . and its sensible solutions for surviving the frenzied competition we're sure to find there."-Dan Rather, CBS News
"What I like about Differentiate or Die is the book's emphasis on the power of logic, simplicity, and clarity-getting to the essence of a problem. In Silicon Valley, attributes like that can make the difference between having lunch and being lunch."-Scott McNealy, CEO, Sun Microsystems, Inc.
"Trout and Rivkin marvelously illustrate that differentiation is the cornerstone of successful marketing." -Philip Kotler, S.C. Johnson Distinguished Professor of International Marketing,
Kellogg Graduate School of Management, Northwestern University
"We've built our business by being first-and executing best. Jack Trout and Steve Rivkin are doing the same, delivering the timely, powerful insights that will drive tomorrow's marketing strategies. A must read for anyone looking to win in an unforgiving competitive marketplace."-Mike Ruettgers, CEO, EMC Corporation
"Dotcom executives must learn the lessons of Differentiate or Die. If they don't, I pity their investors."-Aaron Cohen, CEO, Concrete Media; Co-Founder, Bolt.com
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这本书的文字密度非常高,几乎没有一句废话,但奇怪的是,它读起来一点也不枯燥,反而充满了阅读的张力。作者的语言风格像一位锋利的演说家,不断地抛出挑战性的设问,让你无法轻易合上书本。我尤其欣赏它对“定位”这一概念的再定义。在作者笔下,定位不再是市场调研的结果,而是一种主动的、甚至带有几分“傲慢”的声明——“我们就是不做你们所有人都做的事情”。书中用大量的篇幅分析了那些试图取悦所有人的企业最终是如何被市场稀释和遗忘的。这让我联想到我们公司内部对新产品开发的讨论,往往倾向于加入更多迎合大众的功能,结果就是产品臃肿不堪,核心竞争力模糊不清。这本书提供了一个强有力的“拒绝清单”:哪些诱惑是必须抵制的,哪些短期收益是为了长期牺牲独特性而付出的代价。它教会我,在不确定性成为常态的商业世界里,清晰且不可妥协的“自我认知”才是最可靠的导航系统。
评分这本书的装帧设计虽然简约,但内容却充满了爆炸性的启发。它不是那种读完后能立刻写出执行计划的工具书,而更像是一部深刻的“心法”秘籍,需要反复咀嚼和消化。最让我印象深刻的是作者对“痛苦的价值”的阐述。他认为,真正的差异化往往诞生于企业愿意承担的、别人不愿承受的“痛苦”之中——可能是更高的初期投入、更窄的目标群体,或者是更复杂的运营流程。这种痛苦,恰恰构成了竞争对手难以逾越的心理和资源门槛。书中引用了许多历史性的商业决策,展示了那些在关键时刻选择“更难走的路”的企业,最终如何巩固了其不可复制的地位。阅读这本书的过程中,我感受到的更多是一种精神上的洗礼,它要求阅读者具备极大的勇气去面对自己组织内部的平庸和妥协。它不会给你现成的答案,但它会精准地指出你思维的盲区,让你自己去挖掘出那条专属于你的“生存之道”。这是一种非常高级的、赋能式的阅读体验。
评分说实话,这本书的阅读体验是有些“反直觉”的。它挑战了许多根深蒂固的商业常识,比如“规模化即是王道”或者“满足主流需求才是安全牌”。作者仿佛一位经验丰富的登山向导,带着我们远离拥挤的主路,去探索那些人迹罕至却风景独好的小径。书中的叙事结构非常巧妙,它不像传统的教科书那样线性展开,而是通过一系列“反向案例”——那些原本应该失败,却因为其极端的独特性而获得成功的企业——来反向证明其论点。我记得其中一个关于“过度服务”的章节,作者探讨了在某些特定细分市场中,提供远超市场预期的、甚至有些“奢侈”的服务,如何反而能建立起一种近乎宗教般的客户粘性,这种粘性是价格战无法动摇的。这种对“反常识”的深入挖掘,让这本书的价值倍增。它不仅仅是教你如何“做得更好”,而是教你如何“做得不同”,而且是以一种能够带来超额回报的不同。我感觉自己像是被拽出了一个舒适区,开始用一种全新的、充满批判性的眼光去看待市场上的每一个成功与失败。
评分我通常对那些动辄宣称要“颠覆一切”的商业畅销书持保留态度,因为它们常常华而不实,堆砌着时髦的术语。然而,这本书的论述方式却让人耳目一新,它采用了一种近乎学术研究的严谨性,去剖析那些在残酷市场竞争中幸存下来的“异类”。作者的文风简洁有力,没有过多的渲染,更多的是基于数据和长期的观察分析。我最喜欢的部分是关于“最小可行差异化(MVD)”的构建模型。它不是鼓励企业一步登天,而是提供了一个渐进式的、风险可控的路径,去寻找那个能够让你在拥挤的赛道上获得喘息之机的核心优势。书中详细对比了两种策略的长期投资回报率——一种是试图通过价格战获取市场份额,另一种则是坚守独特价值主张的企业。对比的结果令人震惊,前者往往陷入利润陷阱,而后者虽然初期增速缓慢,但随着时间推移,其品牌忠诚度和溢价能力呈现出指数级的增长。这本书对我最大的启发是,真正的壁垒不是技术专利,而是难以被模仿的、融入企业文化的独特“选择集合”。它迫使我重新思考,我们那些看似微不足道的日常决策,究竟是在构建护城河,还是在为竞争对手铺路。
评分这本新书一入手,那种厚重的质感和略带磨砂的封面立刻抓住了我的注意力,仿佛预示着里面蕴含着沉甸甸的真知灼见。我带着一种既期待又有些许警惕的心情翻开了第一页,作者的开篇陈述异常有力,直击当前商业环境中“同质化”这个痛点。他没有空泛地谈论理论,而是直接抛出了一系列引人深思的案例,那些我曾经以为是成功的范本,在作者的解构下,显得如此脆弱和缺乏长期生命力。我特别欣赏作者对于“差异化”的定义,它远超出了简单的品牌视觉或口号上的区别,而是深入到企业运营的每一个毛细血管,从供应链的独特选择到客户服务的每一个微小接触点,都必须体现出一种不可替代的“我性”。读到一半时,我甚至不得不停下来,拿起笔在笔记本上勾勒我自己的业务流程,试图用书中的框架去审视我工作中那些似乎理所当然的做法。那种被醍醐灌顶的感觉,是很多商业书籍给予不了的,因为它要求的不只是理解,更是行动和彻底的自我颠覆。这本书像是一面镜子,照出了我们在追求“效率”时,不小心牺牲掉的“独特性”的代价。它不是一本让你读完后感觉舒服的书,而是一本让你读完后,坐立不安,迫切想要做出改变的书。
评分我个人一直不喜欢营销,比如三星每年30-40%的利润用于营销。为什么呢?因为我觉得营销已经从一个手段变成了目的了。生意的唯一目的,就是服务别人。
评分我个人一直不喜欢营销,比如三星每年30-40%的利润用于营销。为什么呢?因为我觉得营销已经从一个手段变成了目的了。生意的唯一目的,就是服务别人。
评分我个人一直不喜欢营销,比如三星每年30-40%的利润用于营销。为什么呢?因为我觉得营销已经从一个手段变成了目的了。生意的唯一目的,就是服务别人。
评分我个人一直不喜欢营销,比如三星每年30-40%的利润用于营销。为什么呢?因为我觉得营销已经从一个手段变成了目的了。生意的唯一目的,就是服务别人。
评分我个人一直不喜欢营销,比如三星每年30-40%的利润用于营销。为什么呢?因为我觉得营销已经从一个手段变成了目的了。生意的唯一目的,就是服务别人。
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