If You Can’t Be Different, Be Distinctive

We’ve all been told to “find our point of difference.”

It’s the classic business-school mantra: be unique, or die.

And yes - I champion this in terms of a strategy to unite a company and brand behind something bigger than a commodity. I have plenty of experience seeing "difference" work really well as a growth strategy - especially if a brand taps into something that drives real unique value in a market place. Having a drive towards creating unique value can (and does!) galvanise and unite a team, sparks new innovation and can help grasp new market opportunities.

The problem?

In many industries - for example in categories like tech - meaningful difference is fragile. Today’s breakthrough becomes tomorrow’s industry standard. Features are copied. Pricing is matched. Processes are replicated. What made you “special” last year might be table stakes this year.

After all your effort and work to be 'different'. You crash right back to being a commodity.

Unless, of course, you can find a way to continue to innovate unique value. And you should try to do this for sure. But there is another strategic card to play which will help you if you can't be meaningfully different - for whatever reason.

Research from the Ehrenberg-Bass Institute shows that brands grow over the long term by increasing mental availability (being thought of easily) and physical availability (being easy to buy) - not by relying solely on lasting differentiation, because competitors can and do erode those advantages.

So although being different is very desirable to give a burst of growth - you probably can’t be different forever. So - what’s your next move?

You get distinctive.

Difference vs Distinctiveness

Difference is about what you do - the unique features, benefits, or offers that set you apart. The unique value you create in your market.

Distinctiveness is about how you’re recognised and remembered - the cues and codes that make you unmistakable. The way you look on the shelf. It's about how you stand out from the competition - especially when you are sitting along side them.

Your potential market needs to know its you.

To be clear - my view is that an ideal brand strategy covers BOTH difference and distinctiveness. But sometimes your brand, for whatever reason (usually due to resources, low ambition, lack of organisational mobility or internal politics) can't be that different. And thats ok (although I'd argue it exposes a huge lack of ambition!). But does that mean you don't have a strategy? No. You are left with a drive towards distinctiveness. Focus on that.

Distinctiveness makes you easy to find and hard to forget. It keeps you in the game even when your functional advantages get matched.

And distinctiveness isn’t just about your logo or colour palette.

It’s also:

• Campaigns that could only be yours, with messages which are unusual in the market

• Consistent creative codes (visual, verbal, sonic) that allow viewers to identity your brand over others

• A powerful point of view and way of speaking that threads through every touchpoint

And here’s the crucial part: distinctiveness isn’t only a marketing job.

Done right it should be a strategic engine that shapes your entire business.

Beyond Marketing: Distinctiveness as a Strategic Engine

The strongest brands weave distinctiveness into everything they do.

When your brand has a clear, lived identity, it influences:

1. Culture

Oatly isn’t just cheeky in its ads - their irreverence and activism run through the company culture. Employees are encouraged to speak out on sustainability, mirroring the brand’s public stance. Patagonia is even more extreme: their “Don’t Buy This Jacket” campaign was matched by internal repair programs and activism days for staff. These things become distinctive in the space.

2. Product

Dyson’s difference lies in its patented technology - but its distinctiveness comes from product design that’s sleek, futuristic and instantly recognisable. Oatly’s difference is plant-based milk innovation - its distinctiveness is packaging copy that sounds like a conversation with a witty friend. Different + Distinct = winner.

3. Customer Experience

Monzo doesn’t just offer instant spend notifications (difference) - it delivers them in a tone and visual style that makes banking feel human (distinctiveness). Even their customer service scripts carry the brand voice. Mailchimp does the same - product tutorials and help articles read like they were written by someone you’d happily have a coffee (or beer!) with. Without seeing the logo you know you are within their brand worlds because it's distinct.

4. Physical Spaces

Dyson’s flagship stores, Patagonia’s minimalist and sustainable shop fits, and Nike’s experiential installations all bring their brands into real life. Apple is famous for this with its museum like minimal retail stores - but it’s worth noting how the subtle cues - layout, materials, even scent - can become memory structures to make a brand stand out and be distinct. What they offer might not be that different in their space. But how they offer it is very distinct.

5. Campaigns

Distinctive brand assets are nothing without campaigns that put them to work.

You can have the most beautiful visual identity in the world, but if your ads are bland and look and sound like everyone else’s, you’ve already lost half the battle. To activate your brand you really need distinctive advertising and marketing with a clear unusual and unignorable message to win the hearts and minds of your audience.

Remember: You can’t be considered if you’re not remembered.

How to be distinct

This is a big topic - and worthy of more time than we're able to give in this article. But here's an overview...

1. Start with research - understand your audience and category.

2. Agree at leadership level - define how you’ll stand out visually, verbally, and strategically.

3. Create and codify brand assets - logo, colours, sounds, tone, style.

4. Run long-term campaigns - avoid constant reinvention.

5. Measure and track - test memorability and monitor category distinctiveness.

Initially you do need to understand your audience and their options in your category - so start with some solid research. Good strategy is always based on good insights.

Next, at the top level, your leadership teams need to initially rally around how their brands are going to be distinct in their space. What are they going to do and look like which will make them stand out. Create a distinct set of brand codes (e.g. a powerful brand identity) and then build long-running campaigns, not one-off stunts to build this impression in your audiences minds.

This takes investment and dedication.

Anchor every campaign in your brand’s codes and tone. You have to stick to it and resist the temptation to reinvent the wheel every quarter - and every job seat change - memory structures take years, not months, to form.

You should also test for memorability and do ongoing tracking in the category to ensure you keep on top of how distinct you are.

But once you have a distinctive well known brand - it gives you something to defend. It protects you. Why? because consumers bring your brand to mind above the competitors. They remember you. And that is key.

The Real Goal is Both

As I say, this isn’t about choosing between difference and distinctiveness.

You really want both.

• Difference gives people a rational reason to choose you.

• Distinctiveness ensures they notice and remember you in the first place.

If you have one without the other, you’re vulnerable.

If you have both, you’re formidable.

Final Thought

Strong brands don’t live only in ads or on shelves.

They live in your culture, your product, your service, your campaigns - everywhere.

This is why brand thinking is a strategic leadership tool - as well as a commercial driver.

Difference may fade, but distinctiveness compounds.

And when you have both? That’s when you stop competing for attention… and start owning it.

Need a hand working through this with your team? You know where I am!