• About Tom Dougherty

    Tom Dougherty CEO, Stealing Share

    Tom Dougherty is the President and CEO of Stealing Share, Inc., and has helped national and global brands such as Lexus, IKEA and Tide steal market share over his 25-year career.

    An often-quoted source on business and brands, he has been featured recently by the New York Times and CNN, discussing topics ranging from television to Apple to airlines.

    Tom also regularly speaks at conferences as a keynote and break-out speaker. To find out more on inviting him to your speaking engagement and view a video of him speaking, click here.

    You can also reach him via email attomd@stealingshare.com.

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Apple is reported to be the world’s most valuable brand. The top 10 reasons why.

As no surprise to us, there’s another source that claims Apple has become the world’s most valuable brand.

Reports value Apple’s brand as climbing 84 percent from the past year to more than $153 billion, overtaking Google and leaving IBM, McDonald’s and Microsoft to round out the top five.

Anyone who has read this blog before – or even perused through our site – knows we have been championing Apple as the world’s most effective brand for years because it practices the art of persuasion better than anyone else.

In brief, here are just 10 reasons why:

• It knows who it is for (those who want to be ahead and, although not stated, show everybody else what has arrived).
• It finds a way to communicate that (“Think Different”).
• It is always a self-reflection of that customer (I’m a PC vs. I’m an Apple)
• It positions itself against the market (simple vs. the over-complexity of the PC world).
• It permeates the brand through every part of its company operations stringently and thoroughly, right down to packaging and R&D, with no exceptions.
• It considers everything through the perspective of the potential customer, never from the inside-out.
• It is aspirational.
• It does not claim to be for everybody.
• It never markets product benefits or the particulars of its technology.
• It is remarkably consistent in messaging and tone.

I could go on. But it’s shocking that most brands, including huge companies fighting for market share, do not follow those basic steps. Too often, internal politics, inside-out perspectives and fear to be different keep brands from being truly preferred.

It doesn’t have to be that way.

A quick side note to demonstrate: I asked a new client recently why was Apple so preferred. The answer, “Because they’re Apple.” I said, “Exactly. But you can create that kind of preference and here’s how to go about it.” The response: “But that’s Apple. We can’t do that.”

Why not?

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