Category Archives: Positioning

Navigating the Mythical Sea of Sameness


Every day I hear more and more about the “sea of sameness” from founders, CEOs, CROs, and CMOs. 

The dialog goes something like this:

  • There are so many products out there,
  • They are getting more similar,
  • Customers are more confused than ever,
  • Unable to see the differences between them.
  • Thus, we are lost in sea of sameness.

I believe the first four statements are largely true, though I might challenge statement two.  But the conclusion — that we are inevitably flotsam in a sea of sameness — is where I beg to differ most.

Somewhere along the way, we got lost.  We’ve turned what should have been the problem statement into an invitation to a pity party.  The correct response to differentiation challenges isn’t “woe is me,” but “that’s why we get paid the big bucks.” 

That’s our job.  That’s what we do here:  differentiate similar products in the minds of customers.  See Positioning.  No, it’s not easy.  But the day you think differentiation is impossible is the day you should turn in your marketing gun and badge.  Differentiation is always possible.  If consumer packaged goods (CPG) marketers can differentiate rice or yogurt, then we can darn well differentiate enterprise software.

While we’re at it, none of these arguments are new.  Thirty years ago, when we were building Business Objects, most customers couldn’t tell you the differences between Actuate, Brio, BusinessObjects, Cognos, Crystal, Discoverer, Essbase, Forest & Trees, MicroStrategy, OLAP@Work, Panorama, ReportSmith, Spotfire, TM1, and a dozen other business intelligence tools.  (Yes, markets were crowded back in the day, too.)

It was not because those differences didn’t exist.  It was because you had to be a connoisseur to see most of them.  But most customers aren’t connoisseurs and don’t want to be.  They’re just businesspeople with problems that they’re hoping to solve.

Differentiation is a key duty of product marketing [1]. You do it in three ways:

  • Essence distillation.  First, you need to find the essence of what makes the product different.  Sometimes those differences are general, sometimes they’re specific to given use-cases. The key questions are:   What’s actually different?  What’s not, but maybe the founders wished it were?  What used to be different, but isn’t any more [2]?  What’s different, but only in shades-of-gray and not in black-and-white [3]?  You need to get to the heart of what’s both actually different and differentiate-able, in the sense that you can explain why pretty easily.
  • Emphasis of differentiated features.  Once you understand what’s different, you need to build a message that emphasizes your differentiation.  One standard approach is to “set the agenda” by turning your differentiation list into your buyer’s selection criteria.  One way to do that is to write an Evaluation Guide that explains the key features buyers should be looking for and which prominently includes your key differentiators and why they matter.
  • Selling benefits and consequences.  Every feature has benefits (the good things that happen when you have it) and consequences (the bad things that happen when you don’t).  Great marketers market both.  Think:  alerting is critical to the successful deployment of your conversational intelligence system [4].  Or:  God help you if your data governance platform can’t manage data assets from the modern data stack [5].  

In short:  if you’re shopping for a product in [category], then be sure to find one that includes features ABC.  If you do, you’ll succeed and reap benefits DEF.  If you don’t, you’ll fail and face consequences PDQ.  See my post on how to build a marketing message for more.

Navigating the Sea of Sameness

So how do you navigate the sea of sameness?  Good old-fashioned product marketing.  But if the answer is so simple, one must wonder, why are people talking so much about the sea of sameness today?  Why is the volume so high on this message?

Are products really getting so similar that customers can’t see differences among them?  Or is it something else?

I think the sea-of-sameness conversation is less about changes in markets, and more about changes in marketers.  That is, the staffing profile of today’s software CMOs.

Back in the day, nearly 100% of CMOs came from product marketing backgrounds.  Today, that’s no longer true.  Because pipeline generation is now the sine qua non of marketing, the vast majority of today’s CMOs come from demand generation backgrounds. 

So, when faced with a challenging differentiation problem, it’s a little too easy for them to blame the market and tell the CEO that we’re lost in a sea of sameness. 

When you’re only tool’s a hammer, problems that don’t look like nails are for someone else to solve.  Many CMOs are, in effect, saying that the problem isn’t marketing’s lack of skills in finding and emphasizing product differentiation, but that such differentiation does not exist.

Hogwash.  The fault lies not within our stars but within ourselves.                   

What’s a founder/CEO to do about all this?

  • Beware knee-jerk brand spending.  If you follow this line of reasoning, you then say “well, since we can’t differentiate our product, we’re going to need to differentiate our company.  Ergo, we need to spend a ton on branding.”  While brand spend might be a good thing for your company, it might not be.  But God help you if you think differentiating your company is going to be easier than differentiating your product [6].
  • Hire a strong product marketer.  In most cases they should report directly to you — and not a CMO more interested in pipegen or a product leader more interested in roadmap.  While board members might question this as unusual, you’ll find a better product marketer if they work directly for you and remove a potentially uninterested middleman.
  • Work closely with them.  Great product marketers need to interact with (even, interview) the CEO, founders, and product leaders repeatedly, searching for nuggets, and structuring what they hear.  The process is highly iterative and somewhat subjective.  Hopefully with each cycle you improve both quality and consensus. 
  • Support them.  While the product marketer should be able to hold their own in debates with sales, product, and the e-team, there is no substitute for founder/CEO support when trying to standardize a company on a message.  Think:  “I know this may not be perfect, but it’s very, very good, and we’ve iterated ten times with Sandy.  This is what we’ve decided to go with.”

As a founder/CEO you’re likely to already be hearing about the sea of sameness from your sales and marketing teams.  The question is:  what are you going to do about it? 

Blame the product, and set off on a endless quest for potentially irrelevant differentiation – all while investing more and more of your marketing dollars in branding?  Or hire some product marketers who can distill the essence of what you’ve got today and build on it?

There is no sea of sameness.  Only marketers who don’t know how to differentiate.

Notes

[1] Some product marketers think demonstrating value is the job.  And in some situations (e.g., an early-stage startup selling an entirely new thing) you do certainly need to sell value.  But in more developed markets, the game quickly changes from why buy one to why buy mine?   The reward for successfully selling the concept is typically N competitors all selling something similar.

[2] Companies often cling to lost differentiators, well past their neutralization date.  This is likely due to positive reinforcement from past success and, surprisingly, the fact that it usually still works for a while even though the feature is no longer differentiated.  (A mind is a difficult thing to change.) But eventually customers learn that the differentiation is no more, and you lose both product differentiation and credibility with the customer.

[3] And is harder to demonstrate.  So hard, perhaps, that it’s not worth trying.  This is why I often refer to “graying-out” competitive differentiators.  You don’t need to match them functionally; you just need enough to take their formerly black-and-white difference and turn it gray, changing their claim from “only” to “better.”

[4] And you should be able to explain why.

[5] And yes, you should explain in detail the exact problems that God will need to help you with.  The rhetoric is fine, but only if you can back it up.

[6] If you think tech products all look the same to customers, try tech companies.  They’ve all got hip founders who went to Stanford to MIT, tons of venture capital (and no, they can’t tell Redpoint from Sequoia), modern offices, ping pong tables, youthful energy, a “we’re going to change the world” vision, customer focus and integrity as core values (regardless of whether they actually practice either), and a strong conviction that their people is really what differentiates them.  Think hard about really differentiating your company from a dozen others, in your space or not, and then you might find yourself in a real hurry to go back and differentiate your product.

The First Rule of Messaging: When in Doubt, Be Clear

[Cross-posted from LinkedIn, see note.]

<rant>

I can’t tell you the number of times I applied this rule when I ran marketing from $30M to $1B at Business Objects back in the day. It’s 1:00 AM, I’m doing final edits on a press release or launch deck. Sure, I have some crazy creative idea that I’d like to try. But it’s 1:00 AM and the materials need to be ready tomorrow.

When in doubt, be clear.

I’ll be creative another day. Or, I’ll get my shit together earlier next time and leave myself more time to be creative, try something, get feedback, sleep on it, and make a final decision. Creativity needs feedback and time. It’s inherently riskier. But time’s the one thing I don’t have in this scenario.

Or, I’ll be reading something where I’m lost in the minutiae of differentiation. Christ, I can barely understand it. Should I stick with the writer who’s trying to differentiate or should I kick it up a level and just ensure people understand what it is and why they might buy one?

When in doubt, be clear.

I guess I’ll need to leave differentiation to another day. And put more work into writing the shorter letter that crisply explains why my feature is different from the other product’s. But, once again, I don’t have time.

So, when in doubt, be clear.

So many marketers today get axle-wrapped in jargon, buzzwords, and attempts at differentiation that when people hear your schtick, they glaze over. They have no idea what it is or why they’d buy one. But they know it’s AI-native, next-generation, cloud-native, low-code/no-code, a copilot, and now agentic.

But what was it again? I have no idea.

When in doubt, be clear.

</rant>

Note

As part of my evolving social media strategy I now write short, ranty posts on LinkedIn and usually reserve Kellblog for longer, more well thought out — and hopefully better written — posts. But today I wrote a quick rant that I liked enough that I wanted to post it here for posterity (and indexability). If you want to read all my stuff, please also follow me on LinkedIn because some material only goes there. And if you want to hear all my stuff, please listen to SaaS Talk with the Metrics Brothers, my podcast with Ray Rike.

Your Competitive Analyst Should Not Be Named Harvey Balls

Does your competitive analyst introduce themselves like this?


If so, you’ve got a problem. Not only because his younger brother Big is a controversial employee over in DOGE but, more importantly, because old Harvey is not defining his job correctly.

Many competitive analysts effectively define their job as product comparison. In short, to make Harvey Balls that compare products on different features, usually on a 1-5 scale using a circular ideogram. You know, something like this:


Harvey Balls are a useful communication tool. And you can use them not only for product features, but for non-functional product attributes (e.g., useability, performance) and even company attributes (e.g., support, viability).

I’ve got no problem with Harvey Balls in theory. In practice, however, such charts often quickly fall apart because they are entirely subjective and lack any rigorous foundation for the underlying 1-5 scoring. If you’re going to make comparisons using Harvey Balls, you must strive to maintain credibility by documenting and footnoting your scoring system, so a reader can verify the basis on which you’re assigning scores.

Otherwise, Harvey Balls are simply opinion thinly disguised as fact.

So what’s the real problem if your competitive analyst thinks his name is Harvey Balls?

Well, old Harvey has missed the point.

Marketing teams shouldn’t pay competitive analysts to make product comparisons. They should pay them to win deals. To quote one of my favorite movie scenes:

“I know how you feel. You don’t believe me, but I do know. I’m going to tell you something that I learned when I was your age. I’d prepared a case and old man White said to me, “How did you do?” And, uh, I said, “Did my best.” And he said, “You’re not paid to do your best. You’re paid to win.” And that’s what pays for this office … pays for the pro bono work that we do for the poor … pays for the type of law that you want to practice … pays for my whiskey … pays for your clothes … pays for the leisure we have to sit back and discuss philosophy as we’re doing tonight. We’re paid to win the case. You finished your marriage. You wanted to come back and practice the law. You wanted to come back to the world. Welcome back.”


To reiterate for Harvey’s sake: you’re not paid to make product comparisons, you’re paid to win.

What does that mean?

  • The goal of competitive is not to produce research for the sake of knowing, to support product management, or to tell sales so they can figure out how to use it.
  • The goal is to win deals, which does require in-depth product and competitive knowledge.
  • Competitive intelligence is an applied function — they must apply the knowledge gained from research into creating sales plays to win deals.

And note that the research need not be limited to product — it can and should include the competitions’ sales plays (i.e., what they plan to do to us and how to defeat it). And it can and should include company research (e.g., executive biographies to anticipate strategies).

Let’s elucidate this via an example. Let’s say your competitor sells a data analysis product that demos really well. Yours looks like a clunker by comparison, especially in quick reactions to end-user demos. Let’s also say that competitor has poor governance, administration, and security controls. Yours look great by comparison. Furthermore, let’s say you know your competitor is going to run a sales play called “the end run,” where they want to leverage the end-users’ love for the product to effectively ram it down the throat of a resistant central data team.

Let’s contrast three approaches:

  • Product comparison: create Harvey Balls that show the relative strengths and weaknesses in useability vs. administration.
  • Holistic research: include warning your sales team to expect the end-run as the competition’s standard sales play.
  • Win-deals: use all that information to create a sales play called “the Heisman” where you leverage the central data team to anticipate and block the end users to avoid purchasing a system with insufficient security and administration. That includes reframing user sentiment from a selection criteria to a hygiene criteria (i.e., it needs to be “good enough”).

Don’t get me wrong. Good product knowledge is critical. But it’s simply the foundation of the win-deals approach which also factors in company- and sales-level intelligence and then applies everything to creating sales plays that win deals.

If you had to put a metric on all this, it would be win rate. Competitive’s job is not to produce reports. It’s to increase head-to-head win rate vs. chosen competitors. If they sign up for that, then the rest should follow.

Does Your Marketing Pass the Duck Test?

“If a bird walks like a duck, swims like a duck, and quacks like a duck, I call that bird a duck.” — James Whitcomb Riley

Many marketers are in such a hurry to talk about topical issues that they forget the duck test: if it walks like a duck, swims like a duck, and quacks like a duck, then most people will conclude it’s a duck. Philosophers teach that such abductive (or should we say, abducktive) reasoning can lead to incorrect conclusions — and it can.

But here in marketing, we draw a different conclusion from the duck test. It’s how most peoples’ minds work so we shouldn’t fight against it. There are two common ways that marketers fail the duck test and we’ll cover both of them — and what to do instead — in this post.

Deny Thy Father and Refuse Thy Name
Many marketers are eager to pretend that their product is the latest in-vogue thing (e.g., AI), and can get so busy dressing it up in the latest tech fashion, that they generate more confusion than sales opportunities.

It’s like a replay of the clichéd movie scene:
Man: Who are you?
Woman: Who do you want me to be, baby?

When someone asks your company the equivalent of “who are you?” [1], you need to answer the question and that answer needs to be clear.

Remember, the enemy for most startups isn’t the competition. It’s confusion. The easiest thing for a prospect to do is nothing. If we talk and I leave confused, then I’ll just write off the wasted half-hour and go on with my day.

Consider an answer like this [2] [3], to the question “what is MarkLogic?”

I mean great question. We ask ourselves that all the time. It’s actually hard to answer because there’s nothing else like it. Answering that is like trying to explain the difference between a Cessna and a 747 to someone who’s never seen an airplane. Our marketing people call it an XML Server, but that’s not a great description.

What is it really? Literally, it’s what you get when you lock two search engine PhDs in a garage for two years and tell them to build a database. You know, it looks like a database from the outside, but when you pop open the hood — surprise — you find that it’s built from search engine parts. Search engine style indexing. And it’s schema-free like a search engine so it can handle unstructured, semi-structured, and, of course, structured data as well. Let’s get into those exciting distinctions in a minute.

This thing — whatever you want to call it — it’s the Vegomatic of a data: it slices and dices and chops in every conceivable way. In the end, I think what makes it hard to understand is that it’s basically a hybrid: half search engine, half content application platform, and all database.

Is that clear?

As mud. What’s wrong with that answer?

  • It’s confusing
  • It’s long
  • It’s navel-gazing (let’s talk about me)
  • It’s bleeding on the customer (sharing internal troubles)

It’s a horrible, horrible answer.

Now before you stop reading, perhaps thinking that this is one specific, dated case study, let me say that I could easily write such a parody for about a quarter of the few score of startups I work with today. This is not some ancient example from another world. This is a current problem for many startups, but I’m not going to parody any of them here [4]. Might you suffer from this problem? Go listen to some Gong or Chorus recordings, particularly high funnel (e.g., SDR) and/or discovery calls, and see if anything resonates.

Now, let’s contrast the previous answer with this one:

It’s an XML database system, meaning it’s a database that uses XML documents as its native data modeling element. Now, what did you want to do with it again?

What’s nice about this answer?

  • It’s short
  • It’s clear
  • It’s correct
  • It leaves an opportunity for follow-up questions [5]

But the really nice part of this answer is that it puts focus back on the customer. The direct cost of all the previous blather is confusion. The opportunity cost of all that blather is you waste precious time you could have spent listening to the customer, learning more about their problem, and trying to decide if you can solve it.

So why didn’t some of our sellers want to give the second answer? They didn’t want to say the X word. XML was cool for a while, but that quickly passed and XML databases were always distinctly uncool. So, some sellers would rather spend five minutes tap dancing around the question rather than directly answering it.

What followed was almost always a difficult conversation [6]. But the flaw in tap-dancing was simple: the customer is going to figure it out anyway [7]. Customers are smart. If it:

  • Stores data like a database
  • Builds indexes like a database
  • And has a query language like a database

Then — quack, quack — it’s a database.

That’s the first way marketers fail the duck test. They’re afraid to say what the product is for fear of scaring people off. But there’s another way to fail the duck test.

Confusing Products and Solutions
The second way to fail the duck test is to rotate so hard to solutions that you basically refuse to say what the product is. You end up dodging the question entirely.

Customer: So, what is it?
Vendor: You can use it to build things, like a deck.
Customer: That’s great, but what is it?
Vendor: You can use it to assemble things, too, like a bed.
Customer: Sure, but what is it?
Vendor: And you can use it for disassembling things too.
Customer: Wait, it’s a drill isn’t it?

Here we have the prospect playing twenty questions to figure out what the product is. Yes, we all know that customers buy solutions to problems [8] and Theodore Levitt’s classic example of customers buying 1/4″ holes, not 1/4″ bits.

But don’t take that in a fundamentalist way. If the customer asks, “what is it?” the answer is not, “a thing that makes holes” but, “a power drill with a 1/4-inch bit.” If they ask why ours is better, we say that our bits are titanium and don’t break. “Feature” need not be a four-letter word to remember that the purpose of the drill is to make a hole and, transitively, that the purpose of the hole is to build a new deck with the ultimate benefit of quality family time.

The point is: knowing what solutions (or use-cases) we want to target does not eliminate the requirement to have strong product messaging. Particularly in unexciting categories, we will need to lead with use-cases, not product superiority, category formation, or market leadership. But, inevitably, even when you lead with use-cases, you will get the question: what is it?

And a short, clear answer – as we discussed above – not only gets the customer what they want, but it lets us have more time for listening and discovery. I see many companies where they rotate so hard to use-case marketing that their product messaging is so weak it actually interferes with discussions of the use-case.

For example, say the product is a data streaming platform (DSP) and the use-case is industrial monitoring for manufacturing facilities. Let’s assume that data streaming platforms are not a hot category, so there aren’t a lot of people out shopping for them. That means we’re not going to target DSP shoppers with a product-oriented superiority message, instead, we are going to target people who have a problem with industrial monitoring.

But when one of those people asks what it is, we’re not going to say, “a thingy that helps you do industrial monitoring.” Instead, we’re going to say, “it’s a data streaming platform, many of our customers use it for industrial monitoring, and here’s why it’s such a great fit for that use-case.”

That is, we map to the use-case. We don’t redefine the product around the use-case. We don’t try to use the use-case to avoid talking about the product. Doing so only confuses people because eventually they figure out it’s not an industrial monitoring application, but a data streaming platform that can be used for industrial monitoring. Unless we are clear that it’s a platform being used for a use-case, then we fail the duck test.

In the end, you will get the right answer if you always remember three things:

  • Customers are smart
  • Time spent in hazy product explanations confuses customers and robs time from discovery
  • If it walks like a duck, swims like a duck, and quacks like a duck — then, for marketing purposes at least — it’s a duck.

# # #

Notes

[1] That is, “what is it?”

[2] I swear this is only partially dramatized, and only because I’ve assembled all the fragments into one single response.

[3] This is circa 2008. Presumably much has changed in the intervening 15 years.

[4] I obviously don’t use more recent examples as a matter of both confidentiality and discretion.

[5] An obvious one might be, “so if it’s a database, does it speak SQL?” (To which the answer was “no, it speaks XQuery,” which could lead to another loop of hopefully tight question/answer follow-ups.)

[6] Because, simply put, nobody wanted to buy an XML database. Gartner had declared the category stillborn around 2002 with a note entitled XML DBMS, The Market That Never Was. The way we sold nearly $200M worth of them (cumulatively) during my tenure was not to sell the product (that nobody wanted) but to sell the problems it could solve.

[7] And when they do, they’re not going to be happy that you seemingly tried to deceive them.

[8] Or hire them to do jobs for them, if you prefer the Jobs To Be Done framework.

Analyzing Core Messaging in the 2024 Election

Once in a rare while, I address political issues in my blog. Why? Well, because when it comes to messaging and positioning, it’s the big leagues. Politics is Major League Baseball, consumer packaged goods (CPG) is AAA, and here in Silicon Valley we’re only AA. It’s hard not to look at the big leagues to try and learn from what they do. Plus, they drown us in their communications, which makes it easy to find familiar examples to discuss.

Through looking at politics, I’ve become a fan of Frank Luntz‘s methods, specifically his research-driven approach to messaging. While one side hires Luntz more than the other, that shouldn’t matter. As Patton reminds us, you should learn from the best and brightest of both [1].

“Rommel, you magnificent bastard. I read your book.”

In this post I’m going to pick a white-hot topic — core messaging in the US 2024 presidential election — and try to analyze it. Here’s the hard part: I want to do so without dragging myself or my readers into a debate about politics. I believe the key to doing this successfully is not objectivity (an impossible goal), but dispassion [2]. 

Ground rules help, too — I’ll immediately delete any comments or messages that move off messaging/positioning and into policy. If you want an example of the difference, see note [3].

If this exercise is going to bother you, stop reading here. Otherwise, let’s go!

In this post, I’m going to:

  • Reduce the messages to two words, each.
  • Analyze that reduced messaging using three tests: (1) is it compelling, (2) does it have cross-over appeal, and (3) how good is it as a capstone?
  • Share who I think has the stronger message, and why
  • Make suggestions on how I’d improve the weaker message

The Reduced Messaging

While I don’t think the messaging has completely converged yet, I think we’re headed here.

Please choose one.

That’s the choice. Save Democracy or Save America.

How Compelling Are The Messages?

Putting aside the execution of the two signs [4], both sides argue that they’re fighting to save something. The Democrats want to save democracy. The Republicans want to save America. Who’s got the better message?

Both sides pre-suppose something needs saving. The Republicans argue that America needs saving from a list of real, embellished, or imagined crises, including immigration, inflation, wars, the IRS, Democrats, and the swamp. The Democrats argue that our system of government, democracy, needs saving from a real, embellished, or imagined dictator in Donald Trump, who is under indictment for numerous crimes, perpetuates the falsehood that the 2020 election was stolen, and who tried to prevent the proper transfer of power at the end of his presidency.

In short,

  • Republicans want to save the country from a list of crises.
  • Democrats want to save the system of government from a man.

This x-ray view makes it easier to analyze the messages.

  • Republicans want to save the country, Democrats want to save an idea. Saving the country is infinitely more visceral and motivating.
  • Republicans want to fight crises, Democrats want to fight a man. This positions the Republicans as trying to help the average American [5] and the Democrats as fighting a personal battle [6].

Logically, the Republican message almost auto-justifies extraordinary means in order to achieve its critical end. Who cares about saving democracy when America itself is at risk? We need to save our country and our way of life — and if that means taking a few liberties and/or tyranny of the minority, then so be it. We’re talking about saving America, here. We can fix that other stuff, later.

The Democratic message is quite cerebral. We need to save the American ideal, the soul of the nation, and Western liberal democracy. We need to be a beacon of hope for would-be democracies around the world. But tangibly, what does that actually mean? It’s actually kind of a meta-message [7]. It says nothing about what they want to do after saving democracy. There’s no future promise. 

To have some fun, and I’ll exaggerate here, let’s contrast two chants that seem to go with these messages:

What do we want? A Western, liberal, democratic system of government in order to save the soul of the nation and to ensure we remain a beacon of hope to would-be democracies.When do we want it? As soon as reasonably can be expected.

Versus:

What do we want? To save America.When do we want it? Now.

Less is more. Less is more. Less is more. Burn it into your marketing brain. Less is so much more when it comes to messaging. Most software companies miss this, too.

But there’s an even bigger problem with the Save Democracy message that I learned years ago when writing, of all things, a business intelligence white paper on information democracy [8]. I wanted a pithy quote on the benefits of democracy, so I did what I thought would be a quick search. And kept searching. And kept searching. In the end, I had to use this.

“Democracy is the worst form of government, except for all the others that have been tried.” 

— Winston Churchill

It turns out that people don’t like democracy all that much. It’s hard to find people with a kind word to say. Churchill captured the spirit perfectly. In this light, then, let’s re-evaluate the Democratic message.

  • Republicans are fighting to save the country.
  • Democrats are fighting to save an idea that most people don’t even like all that much.

I think this makes Save Democracy a significantly less compelling message than Save America.

Do The Messages Have Cross-Over Appeal?

I’m not a political strategist, but I’d guess in a world where only 54% identify as either Republican or Democrat and 43% identify as Independent, that you’d want a message that does two things: (1) rallies the base and gets them out to vote and (2) appeals to those outside the base, particularly the Independents. Now let’s analyze how our two reduced messages fare on this test.

Save America is a strong message for the base. And I think it’s a reasonable cross-over message that has some appeal to both Democrats and Independents. Sure, I don’t want to be a member of your party, but I’m down for saving America. What you want to do and how you want to do it may well turn me away, but for a two-word message, with Save America you still have my attention.

Save Democracy is a good message for the base. It’s too cerebral for my taste, but many members of the base are cerebral themselves, so that shouldn’t bother them too much. The problem is with cross-over appeal. For Independents, I think it’s a reasonable message. Yes democracy is important, but again, fairly cerebral and a bit too meta — and then what? 

For Republicans, however, it’s a total non-starter. Wait, you want me to save democracy by putting the people I disagree with in charge? That’s your sales pitch? Take one for the team in order to save democracy? Please tell me that your marketer hasn’t pinned your hopes to this message.

For these reasons, I think the Save America message has better cross-over appeal than Save Democracy.

What is the Capstone Utility of the Messages?

Capstone is a fancy MBA word, typically referring to a capstone course and/or project that integrates everything you’ve learned in the program. I think it’s a useful concept here. Your reduced messaging really should serve as a capstone. It’s thus both the ultimate summary of what you’re saying as well as the starting point for your stump speech. For example:

“Thank you for coming out today. We’re here to Save Schmumble. If we don’t, here are some of the bad things that will happen. If we do, here are all of the good things that will happen. Do you folks want to Save Schmumble? So do I. Let me ask you, is there anything more important than Saving Schmumble? No, I didn’t think so. Now, let’s talk about how we’re going to roll up our sleeves and do it.” [9]

I believe that the reduced messaging naturally points you in a given direction. Let me demonstrate that with an example of where Save America would point me.

“We’re here to Save America. Our country is under threat. Threats from immigration and our open border policy, inflation and the erosion of the US dollar, endless wars that siphon our resources and put our brave troops in harm’s way, taxation that stifles both American business and the American spirit, slowing job creation and the economy … Are we going to do something about these threats? Can we stop them? You bet we can, and we will.”

Save America points you in the direction of talking about the threats to America. That is, from the audience’s perspective, the day-to-day problems they face. As I’ve said many times [10], convincing someone you understand and care about the problem — in software or in politics — counts for about 80% of the sale. 

Unlike software sales where customers require proof that you can solve a problem, to win the rhetorical war you don’t actually need concrete solutions to close the deal. All you actually need is to convince people that you care about the problem and that you can solve it [11]. We can talk about how, later.

Let’s see where Save Democracy points me:

“Our system of government is under threat from a man who has shown us that he believes he’s a king. From granting key government jobs to unqualified family members, to the use of government to pursue personal vendettas, to abusive pardons of convicted criminals, to the events of January 6th and all that surrounds it. Democracy itself is at stake here … And it’s up to us to protect democracy and its sacred light. And we’re going to do just that in November.”

Save Democracy points you in the direction of Trump. He is the threat to democracy. So you start to talk about the things he’s done and the risks of what he might do. That leads to talking about the people who’ve joined him, the inner circle at first, but if you keep going, you get to the entire Republican party. Ending here is disastrous because, as Hillary clearly demonstrated, insulting people isn’t a great strategy to win their support.

The narrative ends up sounding personal, angry, and negative. And it can lead to a deplorables style write-off of your opponent’s supporters and, more dangerously, the Independents who sympathize with them. 

Believe it or not, I didn’t try to throw the exercise. I just started with the two different themes and followed where I felt they were pointing me. Save America pointed me to a place where I could rant about problems and gloss over solutions. Save Democracy pointed me to attack Trump, his people, and those who support him. For these reasons, I think Save America has higher capstone utility.

Thoughts on Improving the Weaker Message

In the spirit of bringing solutions, not just problems, I’d recommend the following ways to improve the Democratic messaging:

  • Not adopt a save-something counter message. This blows things up on the launch pad and lets the opponent define the agenda.
  • Sell today’s success. Several surveys show that many Americans think they (and interestingly, other Americans) are doing worse than they actually are. The cardinal sin of marketing is under-marketing reality [12].
  • Sell a vision for a brighter future. I’m not sure what or how, but that’s what people want to buy. Sell it to them. It’s a far better strategy than attacking the other guy in the name of saving a relatively unpopular idea.
  • Don’t turn the race into a good vs. evil battle. This is precisely what the opposition wants. Don’t give it to them.
  • Put an emphasis on actual solutions. Where’s the beef? What are the details of the “better” health plan? This one’s dangerous, but so is giving your competitor a pass on their ability to solve problems.

I can’t start out talking about Frank Luntz and not say that I’d research the heck out of all this. Don’t get confused. I am a big believer — as this post shows — of thinking deeply about what we are actually saying. More software companies should do that. But I’m also a big believer in understanding what they are actually hearing. More software companies should do that, too.

Thanks for reading. I’m not here to change anyone’s mind about the election, but I am hoping to help us all learn something about marketing by examining it.

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Notes

[1] The movie took some cinematic license. The scene appears made up. Nevertheless, I think the point stands because it’s made by many others, who have expressed an equivalent idea, if not so dramatically.

[2] Hard as we try, none of us can ever be objective. We can do our best, try to see both sides, etc., but our opinions are definitionally subjective. Research is probably the only way to do objective anything — and there are plenty of ways to bias research as well. Ergo, rather than strive for an unattainable goal (and potentially get sucked into debates about the degree of my objectivity), I’ll admit now that I’m not objective. I have opinions. But my purpose here is neither to share them, nor persuade you to believe them. To make this kind of post work, objectivity is the wrong goal. I think dispassion is a more realistic goal and I will thus in this piece attempt to dispassionately analyze the messaging.

[3] For example, in this context debating policy would be debating the pros/cons of a Mexican border wall, including its effectiveness, efficiency, cost, morality, environmental impact, and such. Analyzing messaging would instead look like: should we pick immigration as a core issue, and if we do, can we successfully use “the wall” as our solution? In a problem/impact/solution format, immigration is the problem, impacts are the various troubles it causes the audience, and the wall is the solution. In this context, it’s fair to ask if you can sell the audience on a wall as the solution to the problem. But you get a penalty flag if you enter into a debate about your opinions on the wall.

[4] I can’t resist. Let’s quickly analyze the execution of the two signs. What do I see?

  • The left sign is generally inferior to the right.
  • The left sign has two messages, the right sign has one. For a quick-read sign, pick one. (The only person who reads all 30 words on this lawn sign risks running over the neighbor’s kids.)
  • The left sign inverts the relative importance of its messages, heavily weighting Vote Blue over Save Democracy. I hope it was intended to sit outside a polling place, otherwise I don’t get it.
  • The right sign is clearly a lawn sign. I tried to find the left sign in a similar aspect ratio, but couldn’t. Either way, this demonstrates an important lesson about aspect ratios when making logos or images. The left sign loses relative space here due to an arbitrary choice I made (i.e., equal height) in designing the composite.

[5] A particularly unfortunate built-in concession, given the opponent’s lack of a policy platform in 2020.

[6] Enabling the “Trump Derangement Syndrome” genre of messages.

[7] By meta, I mean, “we’re not sure what we want to do, but we know how we want to do it — democratically!”

[8] Which I was going to turn into a quadrant (access vs. control) with boxes named things like information dictatorship, information anarchy, and such.

[9] If needed, you could add a dash of: ”Can you believe that my opponent doesn’t even want to Save Schmumble? Why just last week, he said Schmumble didn’t matter. I can’t believe it. How are you going to Save Schmumble if you don’t even care about it? Well, we can’t let that happen.”

[10] My definition of “solution selling” is convincing the buyer of three things: they understand my problem, they can solve my problem, and I want to work with them. You score most of your points on the first and the third item; demonstrating proficiency on the first often gets you credit on the second. That’s why I like completing the customer’s sentences occasionally when they’re describing the problem.

[11] In this light, real policy is actually kind of dangerous. It’s hard work to create and details matter (which is why you need “policy wonks” to help). Worst yet, once you create a policy, you pin yourself down. It can and will be attacked. It’s far easier and less risky to devote your messaging to high-level vision and detailed discussion of the problems, but with only a cursory discussion of the solutions. If your audience and your opponent let you.

[12] I’m not saying this would be easy. Convincing someone they’re doing better than they think they are is no easy task. I know it’s dangerous ground, but so is letting people think they’re worse off when they’re not. As with many situations, the best way to get out of this one is to not get into it. But that’s where they are.