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The Law of Leadership It's better to be first than it is to be better We call these principles the Immutable -Laws of Marketing, and there are 22 of them. After years of working on marketing principles and problems, we have distilled our findings into the basic laws that govern success and failure in the marketplace. We have developed strategic models of the marketing process, including a physical model of the human mind, which we helped popularize under the concept of "positioning." We also developed a military model of the marketplace, which assigns companies and brands to either defensive, offensive, flanking, or guerrilla modes of marketing warfare. In our books, articles, speeches, and videos we have analyzed marketing principles in some detail. What we have found is that programs that work are almost always in tune with some fundamental force in the marketplace. We have been studying what works in marketing and what doesn't for more than 25 years. Once you open your mind to the possibility that there are laws of marketing, it's easy to see what they are. Especially if you are willing to spend enough money. Certainly most marketers believe that anything is achievable if you are energetic enough, or creative enough, or determined enough. Perhaps it's human nature not to admit there are things you can't do. So it follows that you can build a brilliant marketing program only to have one of the immutable laws knock you flat if you don't know what they are. You can build an architectural masterpiece on a sand dune, but the first hurricane will undermine your creation. There are laws of nature, so why shouldn't there be laws of marketing? You can build a great-looking airplane, but it's not going to get off the ground unless it adheres to the laws of physics, especially the law of gravity. As far as we can tell, almost no one is willing to admit that there are any laws of marketing-certainly none that are immutable. Why have they missed what we think is so obvious? The answer is simple. (Although we have defined our ideas and concepts under the "marketing" banner, they are useful no matter where you are in a company, and no matter what product or service your company is selling.) What are these marketing laws? And who brought them down from Mount Sinai on a set of stone tablets? The fundamental laws of marketing are those described in this book.īut who says so? How come two guys from Connecticut have discovered what thousands of others have overlooked? There are, after all, many sophisticated marketing practitioners and academics. So how do you avoid making mistakes in the first ' place? The easy answer is to make sure your programs are in tune with the laws of marketing.
The 22 immutable laws of marketing by jack trout pdf how to#
To get the business back, the company has to wait for others to make mistakes and then figure out how to exploit the situation. When a company makes a mistake today, footprints quickly show up on its back as competition runs off with its business. It was very definitely a marketing problem.
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It wasn't a quality problem either, although GM obviously wasn't delivering top-notch quality. GM's problem wasn't a competitive problem, although competition did increase. (It priced them alike as well as made them look alike.) Ten share points evaporated, which translates into about $10 billion a year in sales. Over the past decade the company paid a terrible price for destroying the identity of its brands. Today, we fear corporate incompetence! All companies are in trouble. John Kenneth Galbraith, when asked what he believed was America's perception of the country's giant corporations, said that we feared corporate power. But the programs themselves were based on assumptions that were flawed. Certainly the best and the brightest people traditionally have been attracted to the biggest and the best companies, like GM and IBM. And the managers who ran the GM programs might have been the best and the brightest. The tools and techniques used at Sears, Roebuck might have been right, sometimes even spectacular. And you don't have to look further than IBM, General Motors, and Sears, Roebuck to find examples.
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Many managers assume that a well-designed, well-executed, well-financed marketing program will work. INTRODUCTION Billions of dollars have been wasted on marketing programs that couldn't possibly work, no matter how clever or brilliant.