Using the CBT model (Beliefs -> Feelings -> Actions), brand marketing should focus on changing a customer's core beliefs. This shift in belief alters their feelings (creating urgency or desire), which then naturally drives the desired action, creating more sustainable behavior change than simply pushing for a click.

A slightly better UI or a faster experience is not enough to unseat an entrenched competitor. The new product's value must be so overwhelmingly superior that it makes the significant cost and effort of switching an obvious, undeniable decision for the customer from the very first demo.

When introducing a disruptive model, potential partners are hesitant to be the first adopter due to perceived risk. The strategy is to start with small, persistent efforts, normalizing the behavior until the advantages become undeniable. Innovation requires a patient strategy to overcome initial industry inertia.

Effective messaging avoids product pitches and instead creates "perceptual curiosity" by sharing an insight that contradicts a buyer's beliefs about their own process. This makes them re-evaluate their "good enough" solution and discover its hidden costs, creating organic demand for a new way.

In an era of diminished direct marketing, the old mantra "make something people want" is insufficient. The new imperative is to "make something people want to talk about." This shifts focus to creating products with inherent virality and word-of-mouth potential, turning customers into a marketing channel.

The "build it and they will come" mindset is a trap. Founders should treat marketing and brand-building not as a later-stage activity to be "turned on," but as a core muscle to be developed in parallel with the product from day one.

Technical founders often mistakenly believe the best product wins. In reality, marketing and sales acumen are more critical for success. Many multi-million dollar companies have succeeded with products considered clunky or complex, purely through superior distribution and sales execution.

Marketing often mistakenly positions the product as the hero of the story. The correct framing is to position the customer as the hero on a journey. Your product is merely the powerful tool or guide that empowers them to solve their problem and achieve success, which is a more resonant and effective narrative.

Instead of operating within the confines of a marketing department, marketers should adopt the mindset of the CEO. This means focusing on how to change the customer's mind to achieve the company's ultimate goals, rather than getting bogged down in departmental tactics. This approach leads to more influential and strategic work.