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In 2010, a marketing scientist in Adelaide published a book with an unusually bold subtitle: What Marketers Don't Know. The book was How Brands Grow. Its author, Byron Sharp, had spent years studying how real people actually buy, across many categories and many countries. His conclusion was simple. Brands do not grow mainly by making existing customers more loyal. They grow by winning more buyers. Big brands have more buyers, and those buyers are slightly more loyal. Small brands suffer twice: fewer buyers, and a little less loyalty. Sharp calls this double jeopardy. So where do the extra buyers come from? Mostly from light buyers: people who buy the category, and your brand, only now and then. The famous eighty-twenty rule turns out to be closer to sixty-twenty. The heaviest fifth of a brand's buyers deliver only a little over half of its sales. Nearly half comes from everyone else. So reach matters. Your customers look remarkably like your competitors' customers. Rather than targeting a narrow niche, aim to reach every buyer in the category. Then make the brand easy to buy. Mental availability: being easily thought of when a buying moment arrives. And physical availability: being easy to find, and easy to buy, wherever people shop. People spend very little time thinking about brands, so recognition has to be instant. That is why distinctiveness matters more than differentiation. Consistent colours, logos, shapes and sounds help people notice the brand, and recall it, without having to think. Loyalty still exists, but it is normal, and it is shared. Most buyers of a brand also buy its rivals, roughly in line with their market share. And finally: keep going. Memories fade. A brand that stops advertising slowly disappears from the minds of the buyers it will need tomorrow. The book built on decades of work by Andrew Ehrenberg, and on the research of the Ehrenberg-Bass Institute, which Sharp directs. It has sold more than a hundred and fifty thousand copies, in over a dozen languages. Brands such as Procter and Gamble and Coca-Cola have embraced its principles. In 2016, Procter and Gamble admitted it had targeted too much, and too narrowly. Not everyone agrees. Critics argue that Sharp underplays differentiation, and that laws drawn from stable markets cannot fully explain growth. For content marketers, the lesson is clear. Reach the many buyers who are not buying today. Be distinctive. Be consistent. And be there when the question comes.
Das Voice-over ist eine KI-Stimme (Gemini TTS), die keine echte Person nachahmt.