The real gamble is playing the same game as your competitors

Abstract

The essential task of strategy—particularly brand strategy—is to differentiate. But it can go wrong in many ways as managers and strategists are drawn inexorably back to category conventions. This paper argues for a more dedicated focus on differentiation and outlines important observations regarding the challenges inherent in defining such a brand strategy. It will examine a case study about successfully breaking category conventions and some principles and lessons to help the practitioner stay on course.