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By James R. Gregory

"Jim Gregory has lengthy been a pioneer in looking how one can quantify the go back on funding of company advertisements. His special approach to defining the connection among ads and company recognition might be valuable to any corporation in making plans an efficient communications strategy." -- Richard Costello, supervisor, company advertising Communications normal electrical corporation "Advertising enterprises have to show the price in their paintings to consumers who're skeptical concerning the strength of advertisements to construct manufacturers. Jim Gregory's paintings has helped shed gentle and realizing in this dynamic approach because it pertains to company advertising." -- O. Burtch Drake, President American organization of ads companies "Leveraging the company model explains in based element marketing's effect at the company's resource of wealth--its reputation." -- Charles Fombrun, examine Professor of administration Stern institution of industrial, manhattan collage "Jim Gregory's publication can be super valuable to senior public family members executives charged with the accountability of nurturing and maintaining their company's company brand." -- Robert D. Ferris, President, company & Investor relatives Ruder Finn, Inc. "As businesses reposition themselves to do company within the new century, this publication will cross far in assisting administration comprehend there's a genuine and measurable price to their company model communications." -- Paul H. Alvarez, former CEO Ketchum Communications, Inc. "Well-managed company manufacturers should still offer worth for divisional advertising and marketing efforts. utilizing the tools defined during this booklet, Jim Gregory's enterprise helped LIS determine the ROI of our division's advertising." -- Sanford C. Schulert, Director, advertising Communications Amoco chemical substances

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A narrow target doesn’t mean narrow profits. In fact, a niche market almost always returns higher margins than a mass market because the brand meets a very specific set of needs. Instead of being afraid of focus, you should be afraid of mediocrity. ” But the most enduring brands are squarely focused on a particular segment of the market. The most successful brands deliberately cultivate T h er e ’ s N o S u c h Th i n g a s a Ge n e ra l M a rk e t 31 a narrow line. They know that depth is a much more effective strategy than breadth.

COLUMBUS, NOT NAPOLEON Defining a differentiating value proposition requires that we stop focusing on reclaiming old territory and instead discover new territory. The model is Columbus, not Napoleon. Most firms are engaged in fighting “turf wars” instead of finding new turf. Turf wars often manifest themselves as pricing wars. In professional firms this is more discreet than in manufacturing, but these price wars exist nonetheless. Witness the rise of procurement’s role in selecting some professional services, particularly advertising agencies.

Peter Drucker said that well-defined value propositions work “not because they are clever, but because most institutions do not think. ’ will win the race. ”6 The other reason most value propositions are undistinguished is because of unwillingness to sacrifice. ” In other words, the most difficult part of strategy is deciding what you’re not. Bernbach went on to say, “If you stand for something, you will always find some people for you and some against you. ” Because most businesses would rather be liked than disliked, loved instead of hated, they are extremely reluctant to say or do anything that would cause anybody not to like them.

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