Carvana's founder revealed that the company's distinctive car vending machines were more than just a marketing stunt. This unique, physical brand experience was a critical element that helped the online car retailer survive, highlighting the power of memorable marketing in a competitive market.

Coterie maintains its premium brand status by systematically rejecting initiatives that don't meet an extremely high bar. If a new product isn't 'demonstratively better' or in direct service to the customer, the company kills the project, protecting its brand and focus.

The creators of the McDonald's system were content with their single, successful location. Their desire for a peaceful life and avoidance of the "problems" associated with scaling prevented them from capitalizing on their own invention, creating the opportunity for an ambitious operator like Ray Kroc to step in.

A ban on a product or activity, like pickleball, can generate significant positive attention and increase consumer demand. By making something feel rebellious or forbidden, a ban creates an allure that traditional marketing can't replicate, as seen with brands like Uber and Red Bull.

To make their highly innovative restaurant accessible, the Alinea founders banned alienating words like "avant-garde" and "science" from their vocabulary. Instead, they strategically repeated "fun" and "delicious" in every single interview, consciously shaping public perception and attracting a broader audience through disciplined messaging.

Against his company's wishes, Kroc would tell restaurant owners to stock up on paper cups before a price increase. This prioritized the long-term relationship and built immense trust, proving he was on their side. It's a powerful lesson in choosing relationships over short-term transactional wins.

Just as red socks make a suit stand out, businesses can differentiate with a single, unique, and even controversial feature. This 'red sock'—like Aritzia's mirrorless rooms or Chick-fil-A's Sunday closures—makes a brand memorable, for better or worse, in a crowded market.

Kroc convinced a partner to price a new milkshake at 12 cents instead of a simple dime. He correctly argued the slightly higher, less convenient price point would signal to customers that the product was special and worth more, differentiating it from ordinary drinks on the market.

The founders are extremely selective, rejecting most potential partnerships and opportunities. This discipline ensures every decision aligns with their long-term vision and values, preventing brand dilution and allowing them to grow in a way that feels organic and intentional.