
Marketing's 22 timeless commandments that shaped billion-dollar brands. What do Apple, Nike, and Amazon know? Perception trumps reality. Ries and Trout's bestseller reveals why being first beats being better - a strategy guide that transformed how business legends think about winning.
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Think about the first person you ever dated. Now try to remember the second. The first one probably comes to mind instantly, while the second might take a moment. This isn't about who was "better"-it's about the power of primacy. The same principle governs every market on earth. Charles Lindbergh is immortalized as the first to fly solo across the Atlantic, while Bert Hinkler-who made the same journey faster and more efficiently-remains unknown. Hertz dominates car rentals not because their cars are superior, but because they claimed that mental real estate first. Marketing isn't a battle of products; it's a battle for a spot in someone's mind. Once you're there first, you become the standard against which everything else is measured. Xerox became a verb. Kleenex replaced "tissue" in everyday language. This advantage persists for decades, often outlasting any actual product superiority. The uncomfortable truth? Better products don't necessarily win. Being first in the mind does. When Miller realized they'd never dethrone Budweiser as America's favorite beer, they did something brilliant-they stopped trying. Instead, they invented "light beer" and dominated that category for years. This is the art of category creation: if you can't be first in an existing space, create a new one where you can plant your flag. Digital Equipment Corporation couldn't beat IBM in mainframes, so they pioneered minicomputers. Domino's didn't make better pizza than local competitors; they created the "30 minutes or it's free" delivery category. Federal Express didn't compete on shipping quality-they owned "overnight delivery" before anyone else thought it mattered. The genius here is avoiding direct combat with entrenched leaders who already own mental territory. Why be the fifth-best computer company when you could be the first user-friendly one? That's exactly what Apple understood.
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