Find a great private brand strategy for great professional results

The strategy is the brain of the brand. This is true for products,
for companies and for people.

One way to discover the best private brand strategy is to
look at brand strategies from the commercial world. start with
devouring good books on individual companies and products.
Successful brands always attract analysis. Or read about how
brands develop winning strategies. Once you start studying
the world of commercial branding, you will see how the
Brand strategies and tactics have lessons for you, too.

Here are four branding strategies from the commercial world.
that people have used to build a strong own brand. And there
There’s no reason one can’t work for you too.

Private Brand Strategy 1: Be First

Everyone knows that being first is an advantage. The first
engine usually ends up being the leader in the category and is
often the one we have in mind. And because he is the leader,
everyone believes that it is the best in its category.

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

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

You don’t have to be a brilliant inventor or a genius.
to create a first. New categories are popping up every
time, as you’ll see once you start looking. you just need
the right mindset. Often, you can split the category to
create a new subcategory and be the first in it. Think about it
like carving a new niche out of a category.

The “be first” strategy is very successful for entrepreneurs,
but executives can also use it. company employees or
Entrepreneurs often create a new market niche, either
a new type of product, service or customer niche. Thesis
first can end up being enormously profitable for the
company and for the employee’s own brand. And here they are
many different ways to divide a category and create a
new area to be the first to enter. If nothing comes to mind, read
The origin of the brands, by Al Ries and Laura Ries. Yew
you still go blank, think about the question again
before going to sleep, and you will have answers in the
tomorrow.

Own brand strategy 2. Be the leader

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

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

As a leader, you have to have to
being able to articulate ideas that are worthy of being
remembered and you have to be able to inspire others.
Ideally, you want to “own” a word or idea in someone’s mind.
your employees (or whoever the target audience is) so that
will know what your battle cry is. Most importantly, you have
to underline your ideas with actions, preferably in bold
Actions that show what you stand for.

Bianca, had recently been promoted to head a department at
your company Bianca’s first task was to assemble her team under
his leadership. (Bianca had been promoted above them.)
To articulate a mission for the department, Bianca created a mantra,
“Full commitment.” I wanted to introduce a new sense of
“commitment” – a passion for excellence, a focus on customers
and innovation

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

Own brand strategy 3. Be the opposition

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

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

So being the opposite of the leader can be a good
own brand strategy Michael Moore is a classic example. His
movies and books change “the establishment,” whether
big industry (Roger and Me), the NRA and the gun lobby
(Bowling for Columbine) or President Bush and the war in
Iraq (Fahrenheit 9/11).

The Anti-position can be very risky, particularly on you.
work in a corporation (although many of them have some
maverick employees riding the Anti-position horse). Is
a private brand strategy adopted mainly by people who are very
confidence in their position or they have nothing to lose.

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

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

Private Brand Strategy 4: Own an Attribute

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

For this strategy to work best, you need to select the brand
attribute that is credible for you to possess and gives you
Maximum opportunity in its category.

For example, when Pampers first developed the disposable
diaper in the early 1960s, sales were low. marketing
was positioned around convenience, a brand attribute that
it had a clear benefit for busy moms. Moms didn’t have to
disinfect and clean diapers or use a
expensive diaper service. Comfort was especially
beneficial for moms traveling with their babies. they do not
have to carry stinky cloth diapers with them until they
came home. But that positioning of attributes did not
resonates with mothers. They felt guilty. Cloth diapers were
better for babies, while paper diapers were better for moms. So
moms voted their hearts out and sales were poor.

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

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

Your job as your own brand is to claim your right to
attribute that is best for you and is not owned by a
competitor in the arena where it will have the greatest impact.
Benjamin, had just been promoted to president of his
company. The good news: it was a great job. The bad news: it is
it was a difficult job. Sales revenue declined and its
the industry was in a serious recession. Benjamin’s first task was
to rally the troops and unify the company, in particular the
division heads, most of whom were strong personalities with
strong control over their fiefdoms.

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

Follow-up was an important attribute for the company in
This crossing. In Benjamin’s opinion, the company
The problem was not the lack of innovative ideas but the inability
to follow internally (getting all the various
departments to work together) and with customers (focusing on
in being a true business partner, not just closing).

Benjamin wanted to lead by example in terms of
follow-up with colleagues and clients, and also took
positive action to embed the attribute in the company
culture. One of the first things she did was convey her
management philosophy to all employees. Your battle cry
it was “Tracking, everywhere, all the time.”