A powerful LinkedIn strategy involves a two-part approach: use your main posts to share a contrarian or challenging point of view to capture attention and establish expertise. Then, in the comments section, remain unfailingly positive and supportive—even when disagreeing—to build relationships and goodwill.
Instead of the common 'vitamin vs. painkiller' framework, the ultimate strategic goal should be to become irreplaceable in the customer's mind. This single question can align product, marketing, and customer service toward a unified goal of creating deep, lasting value.
A strategy defined only by the current product and target audience is brittle and fails to guide future development. A more holistic strategy is built on the company's underlying ethos, or 'how we do things.' This ethos provides a durable foundation for future product and marketing decisions.
As marketing becomes saturated with AI-driven, logical, 'left-brain' tactics, the real differentiator is 'right-brain' thinking: feeling, magic, and vibe. This intuitive, creative side of marketing is harder to replicate with technology and creates a more powerful, lasting brand connection that rises above the noise.
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.
Many 'category creation' efforts fail because they just rename an existing solution. True category creation happens when customers perceive the product as fundamentally different from all alternatives, even without an official name for it. The customer's mental bucketing is the only one that matters.
The backlash against 'category creation' isn't about the concept itself, but its poor execution. Critics react negatively when marketers simply apply a new name to a product in an existing category without any fundamental product differentiation. This is seen as disingenuous marketing spin rather than true innovation.
For communities or companies like Dave Gerhardt's Exit 5, the founder's personal brand can become the primary differentiator. This creates a 'category of one' in the customer's mind (e.g., 'The Dave Gerhardt Community'), making direct comparisons difficult and establishing a powerful moat that transcends feature-based competition.