In The Cutthroat Business Arena, Forget Reality—Optimize For Perception

It’s not just about having a great product.?

It’s about making people want to buy it.

You need to create?value that matters to them.?

And then tell them about it.

Show how your product can transform their?lives,?take them from where they are to where they want to be.

People don’t buy a product, they buy a better life.

So, let them imagine?that better?life.

Don’t peddle running shoes—sell the thrill of a morning run.

Don’t sell guitars—sell the passion of heavy metal.

Don’t sell a playhouse for kids—sell the moments of peace and quiet for parents.

Don't market gym memberships—sell the feeling of strength and confidence.

Marketing is powerful when it helps customers envision a better version of themselves through your product.

Figure out?who you want your customers to become, and your message will hit home.

John Russell, ex-European managing director of Harley-Davidson, says it best:

“Harley-Davidson sells to 43-year-old accountants the ability to dress in leather, ride through small towns and have people be afraid of them.”

Read that sentence again.

There’s no feature.

No product was mentioned.

Because Harley-Davidson sells transformation, identity and lifestyle.

Not bikes.

Now,?let's shift gears to Oatly, the oat milk company making waves in the food and beverage industry.

At first glance, Oatly and Harley-Davidson might seem worlds apart, but their marketing philosophies are similar.

Oatly’s sales copy doesn’t just describe their product.

It paints a vivid picture of who you can become.

Take this snippet from their sales copy:

“Whip this vanilla custard made from oats for amazing fluffiness and pour it over your baked apples, pies, fruit crumbles, strudel or just about anything to win approving looks from your in-laws, outlaws or whoever you decide to hang out with. It’s none of our business?really.”

Oatly's messaging isn't just about the fluffiness or the taste.?

It's about the approval and admiration you'll get from others.

Both brands excel at tapping into their customers’ desires to become a better version of themselves.

Harley-Davidson riders see themselves as daring and adventurous.?

Oatly consumers see themselves as creative hosts impressing guests.

People don’t want to hear about you.?

They want to hear about themselves.

Al Ries and Jack Trout nailed it in 1981: positioning is "the battle for your mind."

Their idea was simple: don't reinvent the wheel,?just?reshape what’s already spinning?up there.

Find a quick route into a consumer's brain by being first or owning a category.

Your brand isn’t what you say it is—it’s what your customers feel, believe, and talk about.

It's about creating a perception that touches hearts.

It’s not just what’s inside the box;?it’s?the story you wrap around it?that?seals the deal.

Take lobster, for example.

Once upon a time, it was the poor man’s food.

Cheaper than a can of beans.

Prison fare.

Then?the?late 19th century rolled around.

Railway companies started serving lobster in dining cars, far from the shorelines where they were?common.

Suddenly, it seemed exotic.

Fancy.

A must-have dish for travellers.

It became desirable and luxurious.

Overfishing kicked in, supply dropped, and?prices soared.

Today, lobster is a luxury.

All because of perception.

The story around it changed, and so did its value.

Like with lobsters, the value of your product can be highly influenced by perception.

Most companies are?very?shocked to find out how far apart their internal messaging is from their customer perception.

Here’s how you can change how customers feel about your brand.

Price:?Apple sets high prices compared to competitors. This creates a perception of premium quality and exclusivity.

Packaging:?Tiffany & Co.’s blue box adds value to their jewellery. The unboxing experience is part of the allure.

Product:?Tesla’s electric cars are seen as high-value because of their technology, performance, and sustainability.

Service:?Ritz-Carlton is known for its?great?customer service. It makes staying at their hotels seem more valuable.

Design:?Dyson vacuum cleaners emphasize sleek, new design. This not only boosts product performance. It also shows premium quality and tech.

Context:?In a 2007 Washington Post experiment, the best violinist in the world, Joshua Bell, played in disguise in a busy metro station. Dressed in a ball cap and sweatshirt, he played amidst the hustle of a grimy plaza next to a garbage can. Despite his talent, only 7 out of 1070 people passing by paused to listen. He made $32.17. In a concert hall, you'd shell out $300 to catch his performance.

Reputation:?Google is known for innovation and reliability, making its products and services seem more valuable.

Scarcity:?Adidas sells limited edition sneakers. They sell out quickly because their scarcity drives up perceived value.

Word of mouth:?Good reviews and recommendations build trust. That's why Airbnb thrives.

Positioning:?Volvo’s claim as the safest car brand raises its value among safety-conscious consumers.

Association:?Red Bull’s link to extreme sports connects it to adrenaline, excitement, and energy.

Selectivity:?Ivy League universities’ selective admissions create a sense of exclusivity and prestige, increasing the value of their degrees.

Speed:?FedEx’s overnight delivery promise builds trust and certainty, boosting its value.

How do you position your brand in the hearts and minds of your customers?

What’s their perception of the value you deliver?

What do you want them to believe about your brand?

Do you want your brand to be seen as accessible or aspirational?

Something for everyone or a product for a select few?

More Kmart than Tiffany?

Your brand’s value is in its perception.?

Shape it wisely.

PS. Do you struggle to set yourself apart from your competitors? Does your tone of voice lack a little personality? Either way, get in touch?and I’ll help you become remarkable. Or get more communication advice that doesn't suck here.