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<atom:link href="http://adage.com/article/al-ries/differentiation/239693/#comments" rel="self" type="application/rss+xml" /><title><![CDATA[Comments on: Differentiation Will Get You Only So Far]]></title>
<link>http://adage.com/article/al-ries/differentiation/239693/#comments</link>
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<ttl>120</ttl>
<description><![CDATA[Exclusivity is not a long-term advantage. If competitors don't copy your point of difference, consumers assume it's not that important.]]></description>
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<link>http://adage.com/article/al-ries/differentiation/239693/#comments-108300</link>
<description><![CDATA[Al, what about being &quot;relevant&quot; and having hard to copy intangible benefits as part of the positioning strategy? Being first and unique (different) are great (first mover advantage), but if the benefits don&#039;t resonate, the difference doesn&#039;t matter and the positioning is weak. Also if the positioning is based on a desirable, tangible (physical)benefit that is easy to copy (vs an intangible one), competition will swoop in and turn the category into a commodity. In your example, Champagne is thought of in regard to the feature of product exclusivity (due to it&#039;s marketing restrictions from the region it is made in France), which provides the intangible benefit of status and a reward to celebrate special occasions. A higher price and imported label works to support the overall positioning as a more upscale, exclusive, and special occasion drink versus sparkling wine which may taste just as good, cost less, but still not have the same snob appeal.

Barry Gilbert
www.linkedin.com/in/barrypgilbert/]]></description>
<pubDate>Tue, 19 Feb 2013 04:02 EST</pubDate>
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<link>http://adage.com/article/al-ries/differentiation/239693/#comments-108152</link>
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<pubDate>Tue, 12 Feb 2013 18:28 EST</pubDate>
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