This marketing classic has been expanded to include new commentary, new illustrations, and a bonus book: The 11 Immutable Laws of Internet Branding. The 22 Immutable Laws of Branding How to Build a Product or Service into a World-Class Brand by Al Ries. Loy said: I remember reading The 22 Immutable Laws of Marketing as a young In The 22 Immutable Laws of Branding, marketing guru Al Ries, together with.

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I recently finished reading The 22 Immutable Laws of Branding by Al Ries and Laura Ries and, since I found it to be particularly valuable, thought I would share with you the main points from the book. Many brands assume that in order to grow, they need to expand. But according to Ries and Ries, the more a brand expands, the less powerful it lsws.

If you have to get surgery on your knee, who would you rather have operate on you? A surgeon who is specialized in only knee surgery or a general surgeon who does knee surgery…and many other things? My guess immutablee, it would be the former.

The 22 Laws of Branding That Can’t be Broken – SUCCESS agency Blog

Your brand is no different. Ries and Ries give the example of Subway, which, amongst a sea of generalized delis, chose to just focus on one thing: And in doing so, they succeeded in becoming a leading fast-food lzws chain. A brand has to eventually shift from publicity to advertising in order to maintain its share in the marketplace.

Instead, just focus on becoming the leader of immutalbe category by becoming the first in your category. So in order to gain a hold in the marketplace, FedEx narrowed its focus to just overnight shipping. This has weakened the brand image—and the company itself.

Every brand should aim to become known for a single word. Kleenex is one example: As Ries and Ries mention, the only way that brands can succeed in owning a category immutwble is by becoming first in their category.

As Ries and Ries state, Polaroid created a new category for instant photography…and became the leader of that category. But when it tried to beat Kodak in conventional photographic film, it failed miserably. After all, why would anyone buy conventional film from an instant photography brand?

Whatever it is, find a category that your brand can dominate…and in doing so, your brand will be able to establish its claim to authenticity. As Ries and Ries demonstrate, there is absolutely no correlation between sales and quality—often the highest quality product is lower ranking in sales.


Quality, or the notion of quality, is determined by the mind of the buyer. And in order to do this, you have to narrow your focus and become a category leader.

You also have to price your product or service higher. People generally assume that a higher price tag means higher quality.

It allows the affluent customer to obtain psychic satisfaction from the public purchase and consumption fies the high-end brand. Of course if you set a higher price, then you have to find a way to justify it. If your brand is competing against many other brands, it can be tempting to promote your brand, rather than the category. After all, you might think, how else can you stand out from the crowd? Competitive brands can spark interest in your category, which can expand your market and actually end up creating more business for your brand.

If Kodak had entered the market, it would have increased interest in instant photography and ultimately created more business for Polaroid. The name of your brand is what differentiates it from competitors.

Your brand name should be catchy and easy to pronounce. And of course, it should represent your brand personality and image. Once a brand finds success in its category, the leader generally tries to expand its range of products and services.

This is nranding big mistake. Line extensions may generate more revenue short-term, but long-term, they destroy brands. Beer is yet another classic example here. Many beer brands create a regular beer and a light beer. As Ries and Ries claim, before creating a line extension, a leader should brandding ask themselves what the customers of their current brand will think when they see the line extension.

If you really want to expand, then create a second, separate brand. Otherwise, continue to be a specialist and build your current brand. They want something to compare your brand with. Otherwise, they get suspicious. But too much choice lowers consumption. As Ries and Ries say, two major brands per category are ideal Think: Coke and Pepsi for cola…Listerine and Scope for mouthwash…Bose and Beats for noise-cancelling headphones….

To achieve more than this, a leader will need to create multiple brands.

How can anyone tell the difference between these brands when they all sound the same? The leaders of these brands chose simple but memorable names, which helped them find success. They know that people buy and care about brands, not companies.

When naming your brand, you want people to be able to use just your brand name and not your company name and have it be understood. As the authors mention, Microsoft Word is one example of a company that did not do this well.


Like the law of extensions, the law of subbrands states that subbranding can destroy a brand. Years ago, Holiday Inn created a subbrand: Can you guess the outcome? People wondered why a Holiday Inn was so expensive.

While Ries and Ries generally advise against brand expansion, they admit that, if done correctly and immytable the right circumstances, it can be very effective. riez

The 22 Immutable Laws of Branding: Part 12 of 12 — chapters 1 – 22

Wrigley is one example of a company that has dominated the chewing gum market by creating many different brands, like Extra the sugar-free gumFreedent the stick-free gumBig Red the cinnamon-flavored gumDoublemint the peppermint-flavored gum … to name oof few. But in order to be as successful as Wrigley, there are a few things that you need to keep in mind.

Different colors mean different things.

So if your ideal colors are already taken, then choose something else. This will allow you to create a distinct brand identity and help to differentiate your brand from competitors.

The 22 Immutable Laws of Branding: Part 12 of 12 — chapters 1 – 22 – Launch Leads

Every country is known for something different. In order for your brand to succeed globally, it needs to be first in its category AND your product must fit the global perceptions eies where it comes from. Many brands mistakenly believe that in order to grow, they need to change. But doing so dilutes the brand identity.

The menu has barely changed since the restaurant was founded in And geographically, it continues to remain solely in the American Southwest and Pacific coast.

That, plus the fact that their burgers are downright delicious wl freshof course.

The 22 Laws of Branding That Can’t be Broken

As hard as it may be, at a certain point, you will probably have to put your brand to rest and move on. Personally, I found the book to be very useful—but a bit redundant at times. Share in the comments below. About the author of this post.

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