Rodgers and Hammerstein Created the Enemy. Suave Bottled It for 2026.

This smells great to me.

To the younger generation: Suave is a brand your Mom bought.

They fought back. Not with a new logo. Not by changing their positioning.

They reframed the thirfty choice message for a new generation by connecting it to a timeless (75 years and counting) idea.

In 1949, Mary Martin wanted to wash her hair on stage during South Pacific.

A staging idea that accidentally became a cultural truth.

Rodgers and Hammerstein wrote the song around it. “I’m gonna wash that man right out of my hair” became a hit and a standard of the American Songbook. And one accidental moment forever linked the shower to the breakup.

Brands noticed.

In the 1980s, Clairol borrowed the words and jingle, swapping the man for grey hair. It was a powerful and memorable combo.

Suave didn’t borrow the song. They recognized and weaponized what it had planted in every woman's mind.

“Smell Like Your Ex(foliating Body Wash)” is set inside a fictional thrift store called the Ex-Change. Not a random setting. Very strategic.

Young women thrift. They save money. They get their hearts broken. The Ex-Change is their world, trading in the remnants of a bad relationship for something better. A fresh scent. A fresh start. All for $5.

In the ad, she returns the hoodie. But you can’t return a scent.

That’s the enemy. Not a competitor. Not a price point. Him.

And the product? Pistachio Cream. Vanilla Suede. Strawberry Delight. Citrus Blossom. Scents that are the opposite of whatever he smelled like.

The tagline says it perfectly: “Four craveable scents that won’t disappoint. Unlike your ex.”

The enemy does double duty, selling the emotional reset and the product benefit in one line.

Positioning is about what you own in the mind. Suave owns thrifty choice. Affordable. Accessible. Smart. The thrift store setting and the $5 price tag aren’t accidents, they’re the brand.

This campaign perfectly combines the Ex-Change with an affordable product that makes you smell great and leaves him behind. Everything clicks.

Suave is nearly 90 years old. The problem of the brand isn’t awareness, it’s perception. Young women know Suave. They just didn’t think it’s for them. Picking a new strategic enemy authentic to the brand’s positioning changes that.

Match the right strategic enemy to the right brand and magic happens. This one smells really great too.

My hotline rang and a Chinese reader asked “What is a Strategic Enemy?”

My answer highlights one of China’s greatest positioning success stories, a brand that leveraged positioning, differentiation, and the strategic enemy to dominate its category.

Nongfu Spring is one of the biggest brands in China, but what most people don’t know is how strategically it was built and what strategic enemies it faced.

It started with a fundamental choice: natural versus purified water. Nongfu’s big competitor, Wahaha, sold purified water. So Nongfu made the case for why natural was better. They didn’t just say it, they showed it. Flowers grew faster in Nongfu water than in purified. A visual hammer that drove the idea home powerfully and memorably.

Then came Master Kong, entering with mineral water at half the price. But there was a catch — they were using tap water with added minerals. Nongfu’s response was devastating in its simplicity: We don’t produce the water. We transport nature. Authenticity reinforced. Enemy neutralized.

Then they went further still, communicating the weak alkaline nature of their water and the health benefits that come with it. Natural, authentic, and healthy. Nongfu stands in elite company: Evian, Volvic, and Nongfu are among the few naturally weak alkaline waters in the world.

The iconic red cap does the rest. Instantly recognizable. A visual hammer that travels.

With positioning this strong, Nongfu has the foundation to become a global leader in water. And China has more brands like it, TikTok (Douyin) being another prime example, built on vertical video versus horizontal, with two names and one powerful visual hammer.

It’s an exciting time to be doing positioning.

I am sure you have your copy already. Consider sending one to a friend :) The Strategic Enemy: How to Build and Position a Brand Worth Fighting For. Have a positioning question at your company? The Positioning Hotline is open at Ries.com

THE VISUAL HAMMERS

Budweiser: The Clydesdales (48th Appearance) was pure perfection

A Clydesdale foal befriends a baby bald eagle. They grow up together to Lynyrd Skynyrd’s “Free Bird.” The eagle soars from the horse’s back. Simple. Powerful. American. Budweiser.

Budweiser has used the Clydesdales for 90+ years. This is their 48th Super Bowl appearance. That’s not nostalgia, that’s brand equity compounding year after year.

Levi’s: The Back View

After 20 years away, Levi’s returned with “Backstory”, showing everyone from behind. Doechii, Questlove, Shai Gilgeous-Alexander, The Boss, even Woody from Toy Story. All shot from the back.

Why? The arcuate stitching and Red Tab. That’s what Levi’s owns. Most jeans brands would show smiling faces. Levi’s knows their power lives in that instantly original and recognizable back pocket view.

Pringles: The Curved Chip Shape

Sabrina Carpenter built her perfect boyfriend “Pringleleo” by stacking Pringles chips. The star of the ad? The distinctive curved chip shape itself.

That saddle shape is so ownable you can build a person out of it and everyone knows it’s Pringles. The stackable curve reinforces the product’s unique design and taste.

Dunkin’: Orange & Pink + Boston

Ben Affleck’s fourth year starring for Dunkin’. The “Good Will Dunkin’” spot parodied his own movie, set in Cambridge, filled with working-class 90s sitcom characters.

The visual hammer: those orange and pink colors everywhere. The strategy: Affleck returns every year, building equity like the Clydesdales. Positioning: Boston’s coffee for real people (America Runs on Dunkin’,) not the pretentious Starbucks crowd.

Michelob Ultra: Active Lifestyle Imagery

Kurt Russell coaching Lewis Pullman through brutal training montages. Olympic athletes watching. “Eye of the Tiger” soundtrack. Every frame screamed: beer for active, competitive people.

Michelob Ultra doesn’t own a logo or color, they own the category of “performance beer.” Low-carbs and calories for active, health-conscious consumers.

They are building a tradition too. Last year they were a winner with pickleball with Willem Dafoe and Catherine O’Hara (RIP🥹). This year was skiing just in time for the Olympics!

T-Mobile: Vibrant Magenta

T-Mobile owns magenta the way Tiffany owns robin’s egg blue. In their Backstreet Boys spot, magenta confetti exploded, magenta branding covered the store, magenta everywhere. Color as visual hammer = instant recognition from start to finish.

T-Mobile is a double winner since they also leverage a strategic enemy.

T-Mobile built their brand on being the alternative to AT&T and Verizon. The Uncarrier. Great coverage without the fees, contracts, and corporate BS.

The Backstreet Boys sang: “Tell me why it’s America’s best network” and touted free Netflix, monthly Slurpees, better value. It’s better over here. I agree.

THE STRATEGIC ENEMIES

Claude vs. ChatGPT: The AI Ad War

Anthropic dropped four Super Bowl ads titled “Betrayal,” “Deception,” “Treachery,” and “Violation.” Each showed people asking an AI chatbot (clearly meant to be ChatGPT) for help, only to have the conversation hijacked by jarring ads for cougar dating sites and height-boosting insoles.

The strategic enemy: OpenAI and its decision to put ads in ChatGPT’s free tier.

The positioning: Claude is the AI company that won’t compromise your experience with ads. Their business model, enterprise contracts and paid subscriptions, means they don’t need to “maximize engagement for a billion free users” or monetize attention with advertising.

This AI rivalry is real. Anthropic was founded by former OpenAI employees who left over disagreements about safety and direction. While ChatGPT is the household name, Claude has become the favorite among companies. Over 80% of Claude’s revenue comes from business customers especially in technology, finance and professional services.

The conflict and discussion benefit both companies. The problem is for the AI brands not in the conversation, they will need to narrow the focus.

Pepsi vs. Coca-Cola: Hijacking the Polar Bear

The gutsiest ad of the night. Pepsi showed Coca-Cola’s polar bear, a Coke visual for over 100 years, choosing Pepsi Zero Sugar over Coke Zero in a blind taste test. The bear goes through an identity crisis with therapist Taika Waititi, then accepts his new Pepsi-loving self.

Strategic enemy positioning? Absolutely. Pepsi has 50 years of “Pepsi Challenge” data showing they win blind taste tests. The ad weaponizes Coke’s own iconic mascot to prove it.

But here’s the problem:

Do you believe Pepsi Zero tastes better that Coke Zero. In a battle of line-extensions the leader always has the advantage. The numbers prove it, they are getting crushed 3-to-1.

• Pepsi Zero Sugar: 1.4% market share

• Coke Zero Sugar: 4.6% market share

This isn’t the 1980s anymore. The Pepsi Challenge and Pepsi being cool is a distant memory. Coca-Cola on the other hand is stronger than ever especially after unifying Coke Original Taste and Coke Zero Sugar under the same red packaging. Both the Real Thing. One visual hammer.

Hijacking the polar bear did get attention. But giving free Super Bowl publicity to Coca-Cola’s most iconic visual hammer while you’re losing the taste war 3:1? That’s strategic thinking with a fatal flaw in execution. First get some buzz that more people prefer the taste of Pepsi Zero other than your AI polar bear.

Dove: Fighting Toxic Beauty Standards

Dove’s “The Game Is Ours” showed 90+ young female athletes. The soundtrack: real sounds of movement, footsteps, breath, impact. Building intensity to overpower negative body talk.

The strategic enemy: toxic appearance pressures that push girls out of sports. Research shows 1 in 2 girls quit sports by age 14 due to low body confidence and body-shaming criticism.

Dove’s positioning: championing real beauty and body confidence since 2004. The Self-Esteem Project has reached 137 million young people. This isn’t a one-off, it’s a 20-year strategic positioning idea with a clear enemy: unrealistic beauty standards that damage girls and women’s self-esteem.

MAJOR MISFIRES

Cadillac F1: The Craziest Disconnect

Cadillac unveiled their Formula 1 car with JFK’s “We choose to go to the Moon” speech and Apollo mission audio. Stunning production. Epic ambition.

One problem: Cadillac will never win an F1 race.

They’re entering as a backmarker team with Ferrari customer engines until 2029. The Brad Pitt F1 movie is Oscar-nominated, but that’s Hollywood. Reality? They’ll be lapped by Red Bull, Mercedes, and Ferrari for years.

The disconnect between the moon-shot imagery and racing reality is astounding. This isn’t challenger brand positioning—it’s delusional positioning. There’s no credible alternative being offered here, just borrowed glory from America’s space program attached to a team that will finish 9th or 10th.

Squarespace: Solving Yesterday’s Problem

The New York Times ranked Emma Stone’s Squarespace ad as the #1 Super Bowl commercial. In terms of a piece of art? A+. Gorgeous Yorgos Lanthimos direction, shot on black-and-white film, highly cinematic. In terms of positioning? C-

The premise is that Emma Stone just decided to try buy a domain with her name? Does anyone not know to register a domain name in 2026? Shame on you Emma Stone! I was looking up domains for my kids before I was in labor!

The storyline feels circa 2002. Everyone building a brand knows checking for the domain is the first thing you do.

The bigger issue is Squarespace is nowhere in domain registration. GoDaddy is the industry giant and the first place most people go.

Squarespace owns “beautiful website building.” Squarespace just recently added domain registration after buying Google Domains in 2023.

Super Bowl ads are best at reinforcing what you do and not very good for expanding the brand.

Consistency compounds. Novelty doesn’t.

Budweiser’s 48th Clydesdale appearance is worth more than the 47th. The 47th was worth more than the 46th. That’s how visual hammers work. The equity compounds.

Most brands chase novelty. They chase celebrities, trends, extensions and AI gimmicks. Then wonder why their Super Bowl ad didn’t move the needle.

Most have lots of fun making the ads, several definately entertained me between plays. But in the end, what makes the money worth it is being remembered for a positioning idea and visual hammer that sticks.

What did you think of this year’s Super Bowl ads? Which visual hammers worked best? Did Claude land a knockout punch on ChatGPT? And should Pepsi have poked the polar bear? Share your thoughts in the comments.

End of December I was in Shanghai to launch The Strategic Enemy in China!

My portable Red Positioning Hotline Phone was travelling with me and I am always excited to answer the call on positioning. This time, listen to when Ford called the Positioning Hotline about their F-150 Lightning disaster.

In May 2021, when Ford CEO Jim Farley and his team revealed the much-hyped F-150 Lightning truck in a Tesla-like presentation, the world expected a big success.

I did not. I was waiting for the fallout.

It came a few weeks ago when Ford Motor announced it was ending the money-losing F-150 Lightning and was taking a $19.5 billion hit.

The WSJ cited the cause for the failure as simple: "Ford’s EV truck failed to live up to customers’ expectations.”

Exactly!

When you name the Truck an F-150 the expectations are set. That’s why categories demand new brands.

Failing to use new brands continues to be the biggest mistake traditional automobile companies make: they launch electric vehicles with their existing gas brand names. And the stronger the brand, the more problematic this is.

In some cases, manufacturers boast offering the same model in both electric and gas versions that look practically identical. Most consumers don’t want an electrified version of a brand; they want a brand that stands for electric and most importantly looks like a real electric.

The Ford F-150 is the longstanding global leader and is America’s best-selling pickup truckfor more than 40 consecutive years. Without a doubt, the F-150 owns the pickup truck folder in the mind.

So, in 2022, Ford expanded the brand with the F-150 Lightning electric truck. Seems logical. Why wouldn’t the leading brand synonymous with pickup trucks not offer an electric version too? With more consumers considering electric vehicles, Ford expected to leverage its leadership by offering the F-150 in both a regular and an electric version.

When Ford started production of F-150 Lightning, they even called it a “Model T moment.” A Model T moment? The Model T represents one of the greatest moments of brand history. One car, one model, one color, one price that changed history. The Lightning was none of these.

When it comes to categories, our minds don’t necessarily react logically. It’s what makes branding so challenging. Using the name from your current category folder and stretching it over on a new one, will only result in weakening the meaning of your brand in the mind. Being focused on the other hand, allows you to clearly define who you are and what you stand for. When you use the same name on both categories, it won’t allow you to say anything too specific or powerful, which is why the world’s number one pickup truck brand is at a disadvantage moving into electric trucks using the same brand name. Consumers don’t think Ford first and then decide gas or electric. That is the crucial mistake. Electric isn’t a flavor; it is a category folder that greatly benefits from and requires a new brand dedicated to it.

Ford was also late to the game of electric trucks. In general, big companies wait too long to realize the significance of a new category when these start out small. They prefer to wait and see if it becomes a big deal and then figure they can line-extend their established brand and poor in money to make up for lost time.

Rivian, was the first electric truck on the market and most importantly in the mind. Initially launched as Mainstream Motors in 2009, they decided in 2011 to focus exclusively on electric trucks. Wisely, they rebranded themselves as Rivian a whole decade before the F-150 Lightning.

As a result, the electric truck folder in the mind belongs to Rivian. Not only that, when you see a Rivian, you know it. Despite only having a few thousand on the road, most people can remember seeing one because of its distinctive headlights.

Category folders in the mind rarely converge. More often they diverge and separate over time. Brands that try to use one brand on too many different folders risk diluting their position. Even worse, they lose the opportunity to have a distinct enemy to fight against.

The enemy of Rivian is clear: gasoline trucks.

Ford would have been wiser to keep the F-150 as the focused leading gas truck brand. Instead they should have launched a new electric only truck brand—one that would have been uniquely identifiable on the road and that could have built a powerful differentiating positioning in the mind.

Santa’s secret to becoming the world’s most powerful brand?

It’s not the cookies. It’s not the sleigh. It’s not the flying reindeer. It’s not all the free toys. Santa’s secret is positioning.

But this wasn’t always the case. For centuries, Santa was a positioning disaster.

Every country had their version. Every illustrator had their interpretation. Dutch bishops. British father figures. American elves. Sometimes stern and punishing. Sometimes jolly. Sometimes terrifying children into good behavior.

Tall in one story, short in another. Gaunt as a scarecrow or round as a barrel. Green robes, brown furs, blue suits. He was never consistent. Neither was his story,

Most people credit Coca-Cola for positioning Santa, but they only provided half the strategy. Coca-Cola made Santa visible by creating his visual hammer, but it was Dr. Seuss that made Santa meaningful by creating his strategic enemy.

Santa’s Visual Hammer

In 1931, Coca-Cola commissioned illustrator Haddon Sundblom to create a Santa for their holiday campaign.

Here he is below. Look familiar? Yup. And that’s the point. Red suit. White trim. Round belly. Rosy cheeks. Always the same. Recognizable, memorable, consistent.

What Sundblom created was more than an image, it has become his visual hammer.

Coca-Cola never evolved Santa’s look to stay fresh. They didn’t run focus groups asking if consumers preferred more casual outfits in a range of colors over the red suit. They didn’t launch a slim Santa line extension to use for Diet Coke ads. They repeated the same visual for decades.

The visual hammer made Santa recognizable. But that is only half the story.

Santa’s strategic enemy is what made him unforgettable.

Santa’s Strategic Enemy

In 1957, Dr. Seuss gave Santa what Coca-Cola couldn’t: meaning through opposition. Seuss gave him a strategic enemy: The Grinch.

Every kid instantly understands what Santa represents because they know exactly what he’s fighting against. That’s the power of a strategic enemy. The contrast is what makes Santa’s positioning so clear and motivating.

Every hero needs a villain that is the opposite, and the Grinch delivered in spades.

• Green to Santa’s red.

• Bitter to Santa’s joy.

• Isolated to Santa’s community.

• Taking to Santa’s giving.

Most brands would have done this backwards. They’d run ads bragging that Santa’s the “best gift-giver” with the “most efficient toy delivery system.” But positions are not defined by claims of being better. They are best defined by contrast.

If you read the book or watched the movie, you know the ending. Even the Grinch gets sold on Santa’s positioning.

The Grinch’s heart grows three sizes, he returns all toys and he joins the Whoville feast. He converts to Team Santa.

However, here’s the deeper insight: Santa doesn’t want total victory. He needs the mean old Grinch to come back next year. And the year after that. Because every time we retell the story, the Grinch reminds us what Santa stands for. The enemy reinforces his positioning.

Your Brand Needs a Grinch

Not someone you claim to be “better than.” But the force, idea, or concept you stand against.

Identifying the Strategic Enemy isn’t about manufacturing drama or picking a fake fight. It’s about recognizing what’s in the mind of the consumer and using it to sharpen and clarify your positioning.

And don’t forget the visual hammer. Santa didn’t just act different from the Grinch, he looked different too. Both matter.

The Perfect Stocking Stuffer!

This holiday season, give the gift everyone secretly needs: an enemy.

Not an actual enemy (your relatives probably have that covered).

But The Strategic Enemy the book that teaches you how to build a brand worth fighting for.

The perfect gift for:

• The entrepreneur who thinks “we’re better” is a strategy.

• The marketer who believes “everything for everybody” is positioning.

• The college student learning the exact opposite of what actually works.

• The colleague who swears another brand extension will fix everything.

Way more useful than another candle. Way more fun for the White Elephant.

And don’t just take my word for it. The Strategic Enemy was named one of the best books of 2025 by the Non-Obvious Book Awards!

The Shortlist winners will be announced live on Dec 16 by Rohit Bhargava. I’ll be watching with my fingers crossed. My mom says my book is an obvious winner. She has a point. It is the non-obvious idea we all need right now.

While great positioning should ultimately feel obvious, what’s non-obvious is how much clarity and power you gain when you define a strategic enemy. The enemy delivers the contrast that sharpens your position and your focus. It rallies people. And it builds brands worth fighting for.

Checkout the full lineup of standout 2025 titles: https://www.nonobviousbookawards.com/2025/

Think The Strategic Enemy has a shot to win?

Happy Al Ries Day!

On Al Ries Day, year ninety-nine,
We toast the man who drew the line:
Pick one thing and make it stick,
A narrow focus, that’s the trick.

He made it simple, said it clear:
“Own one word the mind can hear,
Be first in something, take a stand,
Don’t try to be a rubber band.”

The world still hasn’t learned his ways,
They line-extend and act amazed
When brands collapse and sales go south
Al told them so, straight from his mouth.

So here’s to Dad, who cut right through,
And showed us all what to do,
On Al Ries Day, we raise our glass
To the master of positioning class.

I miss you, Dad, but here’s what’s true
Your lessons guide all that I do.

Share

Share what Al and his books meant to you!

First stop: Brandersfest in New York City, USA.

Second stop: BrandCon in Manila, Philippines.

Two cities, thousands of miles apart, but the same fundamental truth: brands need enemies.

First up was Brandersfest in New York City. An exclusive group of fellow branding nerds. Insiders can be the toughest critics. These are people who’ve read the books, studied the case studies, and lived through enough brand failures to be skeptical of anything that sounds too simple or too clever.

But the Strategic Enemy concept landed. The most common response? “Geez, I never thought about it that way. Your explanation and examples make so much sense.”

That’s when you know a theory works. Theories are only understood after an abundance of examples. Not just one brilliant case study, but pattern after pattern showing the same truth from different angles.

Many thanks to Luis Fernando Vergara and his amazing team!

Here is one of my favorite examples from my speech.

The Farmer’s Dog

Positioning requires a narrow focus. Pioneering a new category with the right name and positioning is the ultimate achievement.

But positioning isn’t all about YOU! Positioning is also about being against something. That something is your strategic enemy

What you say about yourself is suspect. Saying you are better isn’t believable. Being is different is great, but you also need to be specific about what exactly you are different from.

That is what a strategic enemy is all about.

When you can contrast your position to your strategic enemy the contrast brings clarity to why your brand difference matters.

The Farmer’s Dog is specific about being fresh and not highly processed. Dry dog food is highly processed. They brilliantly call it out as burnt brown balls. Eating highly processed food every meal of your life isn’t good for humans, why would you feed that to your dog? Hard to argue with that!

This gives the battlecry Long Live Dogs emotional power and makes Farmer’s Dog a brand worth fighting for, by standing up against highly processed food.

BrandCon - Manila

After NYC last week, halfway around the world, I found myself in Manila this week. And I was thrilled to be back.

BrandCon is the first-ever conference devoted to branding and the RIES principles of positioning.

I headlined the event with a keynote on Positioning & the Strategic Enemy, and introduced each section of local speakers throughout this 3-day event.

What a thrill to review the core positioning ideas such as category, visual hammer, battlecry, PR vs advertising. Then listen to amazing local brand leaders present their case studies on how they used these principles to achieve success.

One of my favorite speakers went all in on the Power of No.

Ryan Cruz of Mendokoro and Yushoken Ramen. No utensils, No takeout, No salt/pepper, No customizations. The list of Nos goes on. Cruz was inspired by a visit to Japan and the masters there, including “Ramen God” Kazuo Yamagishi, to bring a high level of authenticity to the ramen scene in the Philippines. And he delivers.

At a big conference it is hard to make close connections. But at the book signings I got my chance. After a long year of writing this book, nothing is more rewarding that meeting people so inspired by my talk that they lined up to buy a copy!

Many thanks to Bingo Soriano (aka Branding Nerd) and his team at BrandCon!

Whether it was branding insiders in Manhattan or entrepreneurs in Manila, the reaction was the same: positioning matters and the concept of the strategic enemy makes it stronger. Like positioning, it is a universal idea for the world. The strategic enemy isn’t an American concept or an Asian concept. It’s a market reality.

Brands that win have a strategic enemy. Brands that lose are trying to be everything to everyone.

That truth travels.

In my career I’ve been to 60 countries, I’m looking forward going back to many of them and hitting some new ones too.

I’ve got a lot of events on my calendar and plenty of red dresses.

To learn more about having me speak at your next event - go to https://ries.com/speaking.

Over the last six weeks, an AI start-up called Friend has blanketed New York City’s subway system with one of the most talked-about—and vandalized—advertising campaigns in recent memory. The product? A $129 wearable AI pendant that will listen to your conversations and become your friend.

The positioning was clear and bold: Friend positioned itself against the unreliability, judgment, and complications of real human friendships.

In other words, they made real friends, their strategic enemy.

Friend’s subway campaign launched with stark black text on white backgrounds flooding stations across all five boroughs. The messages were provocative: “I’ll never bail on our dinner plans.” Another read: “Stop texting your ex. Text your Friend instead.”

The backlash was swift and widespread. New Yorkers armed with Sharpies transformed the ads into protests. “A.I. is not your friend” appeared on one poster. “Make a real friend” was scrawled across another. Some ads were ripped down altogether.

Friend’s positioning error: they made human connection the villain in their brand story. And New Yorkers, living in one of the world’s most densely populated yet loneliest cities, weren’t having it.

Picking the Right Enemy

A strategic enemy is an oppositional force that your brand stands against. Having an enemy isn’t about hate or declaring war, it’s about creating contrast that brings clarity to your positioning.

Your strategic enemy needs to be something consumers are genuinely frustrated with a category that’s outdated, a convention that’s inconvenient, a competitor that’s failing to deliver.

Real human friendship doesn’t fit that criteria.

The pitch is seductive. Real friends are busy. They have their own problems. They might judge you. They’re not available at 3 AM when you’re spiraling. An AI friend is always there, always positive, always focused on you.

But positioning against human connection fundamentally misunderstands what makes a strategic enemy work: you need consumers to accept your enemy as worthy of defeat. And deep down, nobody really believes real friendship is the problem that needs solving.

Schiffmann has tried to reframe the narrative, claiming he doesn’t view Friend as dystopian. “To him, the A.I. friend is a new category of companionship, one that will coexist alongside traditional friends rather than replace them,” according to a New York Times article.

“We have a cat and a dog and a child and an adult in the same room,” he said. “Why not an A.I.?”

But that’s not what the positioning communicated.

When you name your product “Friend” with a capital F, when you plaster subways with messages telling people they don’t need more friends, when your launch videos that show users choosing AI over human interaction, you’ve made your positioning clear.

As of early October, Schiffmann has sold around 3,100 pendants, though he expects that it will increase when the product hits Walmart next year.

He even sees the attention and vandalism as positive, “People don’t vandalize an irrelevant ad, right?”

Maybe. Or maybe people vandalize ads that fundamentally misunderstand human nature and position against something sacred: genuine human connection.

The Four Tests Every Strategic Enemy Must Pass

Friend’s failure shows why choosing the right strategic enemy is so important. Every strategic enemy must pass these four tests:

1. Genuinely frustrating in consumers’ minds
The enemy must be something consumers are frustrated with. Real friendship doesn’t qualify. Barriers to friendship do.

2. Creates a compelling contrast
The enemy should make your difference clear and compelling. Friend’s positioning only clarified how much people value human connection and made its product sound like a sad replacement.

3. Solvable by your product
Your brand should beat the enemy in a way that improves lives. Friend can’t defeat the “problem” of human friendship without making people’s lives worse, not better.

4. Acceptable to attack without moral backlash
You need permission to position against your enemy. Positioning against plastic bottles? Acceptable. Positioning against human connection? Not acceptable.

Friend failed on all four. Nobody wakes up wishing they had fewer real friends and more AI companions. They wake up wishing it was easier to maintain real friendships, overcome social anxiety, or find their people in an increasingly disconnected world.

Make Your Brand Worth Fighting for

Your strategic enemy is one of the most important branding decisions you’ll make. It should:

● Give your positioning clarity and contrast

● Rally people to your cause

● Make your difference instantly understandable

● Create a debate that keeps your brand top of mind

But it must be the right enemy. One that consumers want to defeat. One that your brand can credibly challenge. One that makes the world better when conquered, not worse.

Friend.com positioned themselves against the very thing we all want more of – human connection. The graffiti-covered subway ads weren’t just vandalism. They were a visceral rejection of positioning that fundamentally misread human nature.

The strategic enemy is one of the most powerful tools in your positioning arsenal. Choose it wisely. Friend.com didn’t, and the humans fought back.

Wilson calls it “GAP-ivization” when a focused, distinctive brand becomes everything to everyone and nothing to anyone.

He is not imagining this.

I was one of the millions of women that felt I was a muse of Lululemon. But if you walk in the store today, it isn’t the same. Loss of focus slowly weakens a brand over time. Death by 1,000 cuts. They need to stop the bleeding and reclaim their anchor.

If Nike’s anchor is running shoes & athletes. Lululemon’s is yoga pants & women.

Lululemon’s response to the ad?

The company dismissed Wilson’s critique as “inaccurate and misleading statements” from someone who “has not been involved with the company for a decade.” And said they remain “confident in their ability to capture meaningful growth opportunities.”

Corporate speak for we got this, what built the brand doesn’t matter.

The Original Enemy

When Lululemon launched, the enemy was crystal clear: frumpy, unstylish athletic wear that made women invisible. Lululemon said no to that. They created technical athletic wear that was fashion-forward, premium-priced, and unapologetically for yoga-obsessed women who cared about how they looked.

That narrow focus was their power. Lululemon wasn’t for everyone. It was for her, the woman who’d pay 100 bucks for yoga pants because they made her feel both athletic and attractive. The brand stood for something specific: elevated athleticwear for the female yoga enthusiast.

When Everyone Becomes Your Customer

Then Lululemon started chasing men. Then casual wear. Then running. Then training. Then running shoes. Then everyone, everywhere, doing everything. And then it got even worse…

The $500 Million Mirror Mistake

Not only did they expand the products, they jumped into technology. In 2020, Lululemon spent $500 million to buy Mirror a home fitness device for streaming all types of workouts.

Mirror had nothing to do with Lululemon’s core strength: designing premium yoga apparel for women. It was connected fitness hardware. A different category. A different enemy. A different battle.

The logic is typical corporate line-extension thinking: “Our customers love us. They’ll buy this.” But that’s not how brands are built. That’s how brands are destroyed.

By 2024, Mirror was discontinued and a half-billion-dollar write-off.

The Disney Debacle

Wilson also called out Lululemon’s Disney collaboration as “wildly inappropriate” and “a desperate move for growth.” He was right. What does Disney have to do with yoga? With premium athletic wear? With the woman who inspires culture?

Nothing.

Reclaiming the Anchor

They need to refocus. Not on “meaningful growth opportunities” but on being the best at one thing again.

The problem is that while Lululemon was expanding, two new focused competitors planted stakes.

ALO is the brand the doubled down on women and yoga. And Vuori entered as a brand for both men and women with a laid-back leisure style focused on durability and comfort.

It’s not easy to grow a brand and maintain focus. It is a delicate balance. What will keep you steady is to remember the brand’s position and anchor in the mind.

Then never forget one of the best ways to grow and protect your company’s future is to give birth to your own enemy.

Chip described Lululemon’s problem as GAP-ivization. Maybe you remember, maybe you don’t. So let’s take a look back as the rise and fall of the Gap and how Old Navy saved the day in this special excerpt from The Strategic Enemy.

From Chapter 11 “Giving Birth to Your Own Enemy”

Gap Gives Birth to Old Navy

The Gap was founded in 1969 by Don Fisher and his wife Doris with a simple idea: make it easier to find a pair of jeans that fit. As the story goes, Don ordered a pair of Levi’s in the wrong size and couldn’t find a local store to exchange them at. So, he opened his own store in San Francisco, in the mist of the hippie movement, and sold wide range of Levi’s jeans alongside records and tapes. Don wanted to call it “Pants and Discs,” but his wife came up with a better name: “The Gap,” shorthand for “generation gap.”

The brand capitalized on the rise of denim as the go-to look for a generation of young Americans and then expanded into other basics such as khakis, T-shirts, and hoodies. Under the masterful leadership of Mickey Drexler, who joined in 1983, the brand became an American icon.

By 1990, Gap sales were just shy of $2 billion and there were 1,092 Gap brand stores. Drexler dropped the Levi’s brand in 1991 to focus exclusively on Gap denim, further cementing the brand.

In 1992, supermodels wearing Gap white denim jeans and white shirts graced the cover of Vogue magazine’s 100th anniversary issue.

The Gap brand symbolized cool and casual style. “As ubiquitous as McDonald’s, as centrally managed as the former Soviet Union and as American as Mickey Mouse, the Gap Inc. has you covered, from the cradle to the grave,” the New York Times said in 1992.

The brand won over everyone from moms to office workers to celebrities like Sharon Stone, who wore a black Valentino skirt and a $26 mock Gap turtleneck to the Academy Awards in 1996.

It was at the height of this success that Drexler launched a new brand, Old Navy. A brand that would one day overtake the original.

Old Navy Was Almost Gap Warehouse

Drexler’s concept was to launch a value brand that was focused on affordable fashion for everyone. The prototype name for the store was “Gap Warehouse.” It was a name many companies would have used, attempting to capitalize on the strength of the original. But they didn’t. Two individuals brands, each with their own identity and focus, was better.

If they had called it Gap Warehouse, initially it would have been fine, and customers would go there to get Gap clothes at cheaper prices. But long-term they would have given birth to their own worst enemy. The Gap would suffer for not being affordable, and the Gap Warehouse would suffer as being seen as not as good as the original. Not only that, how could each have a distinctive identity when they used the same name? They couldn’t.

Instead, they gave birth to new brand, Old Navy in 1994. This new brand pioneered the idea that fashion didn’t have to be just for rich people; it could be for everyone. Within four years, Old Navy reached $1 billion in sales, the fastest brand ever to do so.

By 2000, Gap Inc. had three strong brands and achieved its highest market capitalization at $43.4 billion. The store count was 2,548 for Gap, 666 for Old Navy, and 402 for Banana Republic.

The numbers don’t tell the whole story; while Old Navy was smaller, it was the future. It was the dawn of affordable fashion, and Old Navy was leading the way as new competitors such as Zara and H&M were entering the market. Gap launching a second brand early positioned the overall company for success.

In 2005, Old Navy overtook the Gap with $6.9 billion in sales. (Gap was $6.8 billion.) Since then, while the Gap was losing focus, Old Navy has been Gap Inc.’s golden child and top-performing brand.

In 2024, Gap Inc. sales were $15.1 billion. Old Navy was $8.4 billion. Gap was $3.3 billion. Banana Republic was $1.9 billion. Athleta was $1.4 billion.

The Fall and Potential Rise of the Gap

Launching Old Navy saved the company. But what about the Gap? The ship needed a strong leader at the helm—one that could keep the brand anchored.

In the 2000s, Gap, spooked by the rise of fast fashion, started churning out trendy clothing instead of the classics it was known for. Drexler left the Gap in 2002. News articles on his departure cited “hip-huggers” and “orchid leather pants and crocheted halter tops” as examples of the Gap’s misguided failures.

Gap became stale with always-on-sale apparel. Too many stores, too much merchandise, and a lack of cohesive vision sent them into decline.

In a world of fast fashion, they lost their identity. But it wasn’t all bad; they still had Old Navy. If anyone is going to overtake some of your market share, it might as well be you.

There is hope for a turnaround for the Gap. New leadership is intent on refocusing and reinvigorating the brand. In 2024, they installed fashion designer Zac Posen as creative director. When asked how Gap could reinvent itself, he answered, “You go back to what you do best.”

Posen brings much needed attention, but he has also delivered a much-needed focused approach. While his 53-piece collection of new Gap classics is great, the attention has been much narrower and focused on two key pieces: the white shirt and baggy jeans.

First came the so-called Anne Hathaway white shirt dress, a reinvented take on Gap’s iconic white shirt. Zac designed it for Hathaway to wear at a Bulgari event in Rome, and then Gap released a $158 version of the dress that sold out in less than three hours.

Next came a renewed focus on jeans. Gap showcased its fall denim collection with the help of Australian Grammy Award–nominated artist Troye Sivan, called “Get Loose” to promote Gap’s new baggy and loose-fit denim. It put a modern spin on the marketing approach that made the brand a 1990s wardrobe staple.

To read more check out The Strategic Enemy.

The Strategic Enemy is here. And to launch it right, I threw a big party to celebrate. We celebrated not just the book but my favorite brands that leverage the theory. On display and in the goodie bags were brands that didn’t rise to the top by being “better” they rose by being against something.

These brands picked fights.
They made enemies.
They took sides.

And in doing so, they became unforgettable.

From the canned water that took on plastics, to the wipes that declared war on toilet paper, every brand at the party had a clear villain and a visual hammer to drive it into the mind with memorability and emotion.

Liquid Death: Mountain water in a tallboy can.
The Enemy: Plastic water bottles.

Liquid Death murders your thirst and the plastic industry with a tallboy can that looks more like beer than spring water. It’s hydration with attitude, taking aim at soulless corporate water brands.

Dude Wipes: Wet bathroom wipes.
The Enemy: Dry toilet paper.

Dude Wipes declared war on toilet paper. Dry paper is outdated, ineffective, and frankly, gross. Real men wipe smarter. (Women too!)

Oatly: Oat milk.
The Enemy: Cow’s Milk.

Oatly didn’t market oat milk as “better.” It positioned dairy as wrong. Cow’s milk is for baby cows. Oatly is for people. Wow No Cow!

Gem Bites: The first real-food multivitamin.
The Enemy: Synthetic vitamins and gummies.

Gem Bites didn’t just rethink vitamins, they rejected the synthetic pill industry entirely. Gem delivers nutrients from real food. It’s not a supplement, it’s a stand. Against artificial. Against pharma.

Athletic Brewing: Real Non-Alcoholic craft beer.
The Enemy: Boozy beer and zero-proof line extensions.

Athletic didn’t slap a NA label on an existing brew, it started from scratch and is pioneering a revolution. While other NA beers are afterthoughts with no identity, Athletic is the only one you can order by name. It tastes like beer, drinks like beer, and positions like a real craft brand. This isn’t a compromise. It’s a category shift. Ask for it.

Siete: Grain-free Mexican-American food.
The Enemy: Grain. The gut-bomb behind most tortillas and chips.

Siete didn’t just make a “better-for-you” tortilla. They said no to grain altogether, the core ingredient of all things Mexican. Siete swapped it out without sacrificing flavor or heritage. This is a food revolution rooted in culture, not compromise. Grain is out. Family is in.

Graza: Squeezable olive oil.
The Enemy: Fancy glass-bottle olive oils.

Graza didn’t try copy the crowd, it did differently. The way chefs have for decades and squeezed it out in a plastic bottle. While most oils collect dust in expensive glass bottles, Graza comes in a bright green squeeze bottles. It’s approachable, honest, delicious and fun to use.

RXBAR: Protein bars with nothing to hide.
The Enemy: Overprocessed bars too many ingredients.

RXBAR didn’t just list ingredients on the front of the package, it exposed the lies of the others filled with B.S. (Bad Stuff) While other bars hide the bad stuff in the fine print, RXBAR made “no B.S.” its rallying cry. It’s not just what’s in the bar, it’s what isn’t.

These brands didn’t win by being better. They won by being against something. Each one drew a clear line in the sand. That’s not a marketing gimmick. That’s a strategic enemy and it’s the most powerful positioning tool.

If you came to the party, you saw it firsthand. If you didn’t… well, lucky for you, the war has just begun.

Go pick your fight.

Except for Oatly, all my favorite brands with an enemy were in the party goodie bags along with a delicious cookie from my favorite family bakery Rhodes in Atlanta.

Can’t wait to hear what you think.

Thanks for sharing your photos!!!

Keep them coming. #strategicenemy

I just arrived home in Atlanta. Watch my video in the Uber as we left the city. I got a very special hotline call.

Working on more posts and videos. Stay tuned.

Leave a comment

Positioning is a strategy to deal with the mind, and the mind craves simplicity, clarity and contrast. Vagueness won't cut it in today's over-communicated marketplace. Successful positioning strategies create clear distinctions in the mind of the consumer.

Positioning against a strategic enemy makes your position not just sharper and more memorable — it energizes and motivates consumers to rally for your cause.

Having a strategic enemy isn't about creating artificial conflict or claiming your brand is right while the enemy is wrong. The enemy is about acknowledging a fundamental truth: consumers are making choices whether you like it or not. Your job is to set up that choice so it's clear, simple and easy to make.

The books are arriving around the world!!! I can’t wait for you all to dive into your copy of The Strategic Enemy!

There is more to talk about and cases to discuss. Stay Tuned! So much more to come.

Listen to Laura discuss the Strategic Enemy

Remarkable People Podcast with Guy Kawasaki

The Non-Obvious Show with Rohit Bhargava

Problem Solvers with Jason Feifer, Editor Entrepreneur

Follow Your Different with Christopher Lochhead

Strategic Enemy in the News

Check out my article in Entrepreneur Magazine

Strategic Enemy

Help Me Spread the Word on the New Book!

• Post an Amazon Review

• Post a Photo of the Book on Amazon & your Social Media! Tag me and #strategicenemy

While I am so thrilled to share this book with the world, there is one very special person I wish was here too. I dedicated by second copy to my father the only and only Al Ries. I know he is proud.

Why did I write this book?

Positioning is about owning an idea in the mind of the consumer. I have spent my life learning and mastering both the art and science of positioning. But too often companies only focus on themselves when working on their positioning strategy. When I realized some of the most powerful examples of positioning success came from brands that didn’t just define themselves but positioned against an enemy it was the aha moment.

The best way to make it clear what your brand stands for is to identify what it stands against. The mind understands opposition faster than superiority.

Brands need more than purpose. They need a rival, a foil, a clear enemy that sharpens their message, rallies their tribe, and clarifies their difference.

A strategic enemy isn’t necessarily about being negative, it’s about being unmistakable.

My new book The Strategic Enemy is a call to clarity. To win brands need to be bold enough to define what they oppose and disciplined enough to stay focused on it. Because in the battle for attention, relevance, and emotional connection, neutrality is the enemy.

Being nice to everybody? Forget it. Instead focus on saying no to something. It’s no longer just about what you stand for, but also what you stand against. And unless you have a focus, you’ll never find your enemy.

You Can't Be a Hero Without a Villain

Oatly didn’t just promote oat milk, they challenged the dairy industry. Through bold positioning and the tagline “Wow, No Cow” Oatly repositioned milk as outdated, unhealthy, and environmentally damaging.

Airbnb didn’t just promote being a cheaper place to stay, it repositioned traditional hotels as impersonal, overpriced, and disconnected from local culture. Airbnb offered the opposite: community, authenticity, and local flavor.

For 30 years, Chick-fil-A’s iconic “Eat Mor Chikin” campaign uses cows protesting beef and reminding us to eat more chicken.

To find an enemy, you will need to draw a hard line then dramatize it.

Cancer isn’t Nice

There is never a good time for cancer. My mom was diagnosed with breast cancer a few weeks ago. Luckily, we caught it early. She had a mastectomy a week ago and is doing well. It was a wake-up call to remember what is most important in life and our power to make the world better. Cancer isn’t nice. Let’s end it. And don’t forget your annual mammogram!

Non-profits benefit from a strategic enemy too. One of the best examples is the MD Anderson Cancer Center. They focus on cancer and brilliantly visualized their mission to end it by striking out the word.

They recently added the slogan Making Cancer History. A powerful double-entendre battlecry.

Fuck Cancer, or also known as the F C Cancer Foundation, is a 501(c)(3) nonprofit dedicated to cancer awareness, prevention, early detection, and supporting those impacted—whether patients, families, or caregivers.

The “Fuck” in the name isn’t crass for shock—it’s a defiant, raw emotional response to a brutal disease. By making it public, they empower the conversation.

I am so grateful to the amazing doctors at the Northside Hospital Women’s Center in Atlanta for taking such great care of my Mom. Life is full of highs and lows. While my new book arriving at my door was thrilling and I am excited, my Mom being OK is even more special. I know we all have stories of how this horrible disease has taken loved ones. FXCK Cancer. Hugs.

As a special thanks to my amazing fans, I have a special offer! If you pre-order The Strategic Enemy by Sept 15 - I’ll sign your bookplate and mail it to you.

Visit: Ries.com/Secret for details.

The Strategic Enemy hits shelves and mailboxes in 21 days!

Be sure to pre-order your copy today!

This week Cracker Barrel retired logo of 50 years—the man by the barrel and rocker—and replaced it with a minimalist wordmark. Alongside it came a new campaign tagline: “All the More.”

The result? A brand that looks like it’s running from its roots rather than leaning into them.

The old Cracker Barrel logo wasn’t just a picture; it was a visual hammer. The porch, the rocker, the man leaning on the barrel—it all told you exactly what the brand stood for: comfort, tradition, and Americana.

The new logo is stripped down, corporate, and clean. Minimalism may work for Apple. But for a comfort-food restaurant built on nostalgia, it leaves the brand looking too much like any other casual dining chain.

When evaluating a logo, you need to think strategy first. If your brand positioning is modern, the logo should be modern. If your brand positioning is nostaligic, the logo should reflect that. And the more the better. Duh?

The New Slogan: All the More?

The new slogan “All the More” could be selling anything—insurance, yogurt, ED pills. It doesn’t dramatize Cracker Barrel’s difference, it hides it under corporate fluff.

Strong slogans create contrast. “Finger Lickin’ Good.” “The Ultimate Driving Machine.” “Taste the Rainbow.” These lines don’t just describe—they define and position. “All the More” fails because it is too vague and it doesn’t pass the flip test. “All the Less” isn’t a defined alternative. IHOP seves just as much food on the plate as Cracker Barrel.

The Strategic Enemy: Modern Life and Fast Food

Cracker Barrel’s enemy has always been the fast-food drive-thru and the stress of modern life.

While McDonald’s and Taco Bell promise speed, Cracker Barrel offers pause. While everyday life races by with screens and schedules, Cracker Barrel invites you to slow down on the porch, sip coffee, and reconnect.

That contrast is the essence of positioning and the strategic enemy. Cracker Barrel isn’t just about food—it’s about escape. A meal that feels like a road trip stop, even if you’re just driving home from work.

Lose sight of that enemy, and you lose the brand’s reason for being.

The Better Idea: Make Every Day a Road Trip

“Make Every Day a Road Trip” is miles ahead of “All the More.” Here’s why it could work brilliantly for Cracker Barrel:

• It dramatizes escape. A road trip is freedom, discovery, and slowing down—all the things Cracker Barrel represents.

• It refinforces the brand. It taps into nostalgia and Americana—core to Cracker Barrel’s DNA

• It fights the right enemy. Against the fast-food rush and the chaos of daily life, “Make Every Day a Road Trip” positions Cracker Barrel as the antidote. It's not just a restaurant—it’s a rest stop from modern life.

• It ties back to the visual. Rocking chairs, porches, barrels, maps—all reinforce the imagery of a journey worth savoring.

The Lesson: Double Down, Don’t Blend In

The danger of Cracker Barrel’s redesign is that it chases modernity instead of owning timelessness. Consumers don’t want the brand to look like everyone else. They want it to stand for something no one else can.

By abandoning its visual hammer and leaning on a vague slogan, Cracker Barrel is walking away from the story that made it famous. The better move isn’t to soften that difference—it’s to sharpen it.

Because Cracker Barrel’s real power isn’t in being “all the more.” It’s in being the place where you can escape modern life, skip the fast-food window, and make every day feel like a road trip.

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A Heinz KETCHUP Smoothie?!?

Simply irresitible?!? Sure as a Meme, but not as a brand strategy.

A brand anchor is your positioning. When firmly established in the mind it is very powerful. Leadership at this point is about expanding your category and defending your position. It is also about clearly saying NO to anything that could weaken your anchor. Silly stunts slowly erode well earned trust. While short lived, they are a distraction to be avoided at all cost.

It is a pretty simple test.

Smoothie King = Healthy Smoothie

Heinz Ketchup = Highly Processed Condiment

Smoothie King + Ketchup = Harebrained

We are all laughing at you, not with you on this Smoothie King.

Ketchup is loaded with high fructose corn syrup and sodium. A single tablespoon has 5 grams of sugar and 160 mg sodium.

This is not just off-brand—it's a complete betrayal of everything Smoothie King has fought hard to establish.

And before you scream - but they are using Heinz “Simply” Ketchup! Give me a break. Nobody sees that fine print. When you see that logo there is only one Heinz in the mind and it ain’t healthy.

The Smoothie King Story:
Reclaiming their Anchor

Smoothie King's journey is a masterclass in what happens when you lose focus—and then find it again. Founded in 1973 by Steve Kuhnau, who invented the smoothie category itself, the brand originally stood for one thing: healthy, nutritious blends that could help people heal.

But by 2010, they'd completely lost their way. As one critic wrote, they were serving "Big Macs you sucked through a straw." They'd added sugar and ice cream to appeal to everyone, abandoning their health-focused anchor. Sales were profitable but stagnant. The brand stood for nothing.

Then Wan Kim, a franchisee from South Korea, bought the company and did something radical: he returned Smoothie King to its original mission of healthy smoothies. Despite franchisee objections and initial sales drops, Kim persisted. He overhauled 70% of the menu, removed sugar and unhealthy additives, and used only whole fruits and organic vegetables.

The result? Average revenue per store doubled from $300,000 to $600,000. The brand now has over 1,200 locations. They even launched a GLP-1 menu for Ozempic users—a brilliant move that reinforces their health positioning.

The Strategic Enemy > Unhealthy Fast Food

When Smoothie King refocused on healthy the brand became more powerful than ever. The focus on simple ingredients you can slurp via a red straw. Easy, delicious, portable. I called them out when they added Smoothie Bowls as being off brand. Smoothies should come with a straw, not a spoon. Bowls are a distraction, ketchup smoothies are dumbfounding even if limited edition.

The enemy is fast food. French fries and ketchup. Ketchup is the symbol of fast food. Why on earth would you team up with the enemy?

Because the Team Saw a Funny Tweet?

A few years ago, this tweet got some likes and comments: "If tomatoes are a fruit, is ketchup a smoothie?" The comments were mostly very unkind.

I am not sure who had the dumb idea to do this - probably Heinz.

Smoothie King should have said no thank you.

Leaders need to say no even if Heinz calls and promises a viral moment and endless supply of Heinz Simply Ketchup for free. (They probably can’t sell it - this was just a neat way to unload it!)

For Smoothie King, a ketchup smoothie isn't clever. It's brand malpractice. It's taking everything your loyal customers believe about you and throwing it in a blender with corn syrup and red dye. Even Heinz can’t believe you said yes!

Sometimes the enemy isn't out there.

Sometimes it's the terrible ideas in your own conference room or sent to you by a big company promising a viral moment if you do a collab.

Just say no. Don’t become your own worst enemy. Stay true to your anchor.

Note on Collaborations

I am not totally opposed to all brand collaborations. They can add a little fun and variety when they stay true to the core message.

Oreos in Edy’s Vanilla Ice Cream? No problem. Approved.

Oreos with Reese filling? Reese with Oreo filling? Who put Oreos in my Reese? Who put Reese in my Oreos? Sure - have it both ways. Approved.

But at the end of the day, the original is still the anchor. And you should never forget to reinforce it. Don’t take your anchor for granted. Just ask Nike or Starbucks.

These collabs get addictive and as companies rush for the next high it often doesn’t lead to good ideas. Oreos and Coke - two great tastes that make no sense together. It is a waste of time and resources that could be put to better use.

Sydney Sweeney is the hot girl of the moment. Celebrities are powerful to create attention. But for it to work it requires:

1. Credibility they would use the product.

2. Positioning strategy.

Did we think Kim Kardashian really wore Sketchers? Or Tiger Woods drove a Buick? Or Michael Jordan used Rayovac batteries? Nope.

Hot celebrities are often used on a wide variety of products. Most are forgettable. It works best when they are owners or long-term partners but more importantly we REALLY believe they love the brand and positioning. Think Kim Kardashian & Skimms. The $4 billion dollar inclusive shapewear brand she pioneered.

So do we think Sydney wears American Eagle? Maybe. Time and consistency could have convinced us all of that. But the campaign needed a stronger positioning idea not just a silly pun.

Puns, innuendos, double-entendres

When your campaign uses a cleaver pun, it is best to make sure the positioning strategy behind it is strong.

American Eagle wanted to go bold. And they certainly did. But the positioning verbal strategy was weak. Great Jeans and Great Genes? Where is the message? Who is the enemy? Bad Jeans and Bad Genes?

A positioning strategy is strongest when it can be understood in reverse. Brands are wise to remember this, consumers will flip it anyway so better make sure it doesn’t send a message you are not intending.

Like Full Bush Summer for Miracle-Gro! We all get it Full Bush vs No Bush.

A Better Idea for American Eagle

The brand has heritage and legacy. They can’t escape it. They needed to leverage it with a twist for a new generation. Then use Sweeney to be the visual to communicate it.

Let’s review the history.

Target: Teens and young adults (roughly 15–25)

Style: Casual, everyday fashion that feels current but not trendy.

Positioning was:

• Classic Americana with modern, inclusive, body-positive messaging.

• Jeans that fit every body type, with extensive sizing.

• Priced in the middle between fast-fashion and premium. In the 2000s it was the brand for kids that couldn’t afford Abercrombie.

Personality: Approachable, Optimistic, All-American.

American Eagle’s strength was denim for every body—inclusive fits, real materials, everyday wear.

Who is the Enemy?

The best way to reclaim relevance is through contrast.

How can American Eagle connect with Gen Z? By finding a clear enemy.

In a world of fast-fashion trends, there is power in comfort. There is power in long lasting clothes made with real materials that get better the more you wash and wear.

Comfort and Freedom! This could have been AE’s revolution.

A brand that defines freedom of movement, freedom from judgment, and freedom to comfortable being YOU!

Instead of copying the other brands and going after attention for attention sake. Click-bait, cleavage and all the tricks the others do - they should have done the OPPOSITE.

American Eagle: In a world chasing attention, we chose comfort.
Because comfort is confidence. And confidence never goes out of style.

The enemy of comfort is clear. Sweeney is known for loving sweatpants - this would have been the perfect play. She should look super comfortable. Pushup bras are sexy but not comfy.

She holds the title of “Sweats Girl”

See article from People magazine on July 23:

However - the “sexy” in the headline and the campaign distracted us. When you add sex, people pay attention to little else.

The boobs and good genes took over the narrative.

AE missed the real positioning opportunity to own American Comfort & Freedom.

This is the headline I would have wanted to see:
Sydney Sweeney Gives Up Her ‘Sweats Girl’ Title to Model Her Fave Comfy Denim in New Campaign.

Lean into Sweeney being a Sweats Girl and American Eagle being the most comfortable jeans ever. For Sweeney to trade her sweats for these says a lot.

I am sure you all have stories of when you first read the book. I love when people share their stories with me.

Here is mine.

This is the signed copy of Positioning my dad gave to me at 9 years old. I didn’t think too much of it at the time. I said thanks and put in on the shelf in my bedroom. Your own kids can be your toughest critics. He never told me to read it, which was smart. He let me discover it on my own.

It wasn’t until Middle School that for some reason I finally decided I should read that book my dad wrote. Once I started, I couldn’t put it down.

The message connected. The book was interesting, funny, smart, insightful. Thinking about brands and positioning from then on became my passion.

Before reading Positioning, I wanted to be an actress. After reading Positioning, I wanted to work with my dad. I never said it out loud. Nor did my dad. It was just an energy between us of what the future destiny would be.

And what an exciting ride it has been! I started working with Al in 1994, over 30 years ago. We worked side by side for decades, wrote several books together and travelled the world. Time flies when you are having fun.

In 2022, a month shy of his 96th birthday, Al passed. It was heartbreaking but the outpouring of affection and appreciation for his extraordinary life was mind blowing. He had a simple idea and he changed the world forever. Al Ries was kind, gracious, funny, smart and the best dad ever.

Let’s not get too sappy. But I am proud to be a RIES! I am proud to continue the positioning legacy. I am excited that you have joined me here. And I can’t wait to continue the journey together with you.

Positioning is my thing, but it is yours too! Welcome to the family.

Let’s get started.

What You Can Expect As Subscriber

• Weekly Email Newsletters

• Additional Content & Videos on the Stack. We are loading it up.

• Positioning Hotline Videos

• Positioning Videos on lots of topics including the Strategic Enemy

• Chat with RIES - Open for Paid Subscribers to Ask Questions & Debate

The Positioning Hotline is ringing off the hook!

The idea came to me in the middle of the night. What if the retro red phone I got on Amazon would ring and I could take calls from companies with their most pressing positioning issues of the day?

The latest call I answered was from Airbnb on if they should be an everything app. Previous calls came in from Coca-Cola asking what to do about Coke with Real Sugar. And Pepsi asking about Pepsi Pre-biotic. You must check them out. And if you have ideas for who should call next - let me know!

Just to be clear. These are not real calls. The phone isn’t even plugged in. But my advice is real. They would be wise to listen!

Ries is Positioning

Airbnb Calls the Hotline

Airbnb co-founder and CEO Brian Chesky said Airbnb should be An Everything App for Everyday Life…

Listen now

8 months ago · Laura Ries

Ries is Positioning

Coca-Cola Calls the Positioning Hotline

*Disclaimer: Coca-Cola did not call the hotline red phone. The phone is not even plugged in. But my advice is real. They would be wise to listen…

Listen now

9 months ago · 1 like · Laura Ries

Ries is Positioning

The Positioning Hotline is Open!

Disclaimer: Pepsico did not actually call the hotline. The red phone is not even plugged in. But the advice RIES gave is REAL. They would be wise to listen…

Listen now

9 months ago · 2 likes · Laura Ries

If you missed our first articles - check these out:

Ries is Positioning

Positioning vs Penetration: Why Byron Sharp Is the Strategic Enemy of Brand Building

For years, marketers have been told that brand building is a numbers game—reach more people, more often, and growth will follow…

Read more

9 months ago · 3 likes · 1 comment · Laura Ries

Ries is Positioning

RIES is Positioning

RIES is Positioning. But positioning isn’t just for me. It is for everyone to use. I am so glad you are here in our new substack dedicated to positioning. As a subscriber I invite you to join our tri…

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9 months ago · 3 likes · 4 comments · Laura Ries

The Strategic Enemy - My New Book!

I am so excited that my new book The Strategic Enemy: How to Build and Position a Brand Worth Fighting For - is almost here!

Positioning against a strategic enemy makes your position not just sharper and more memorable—it energizes and motivates consumers to rally for your cause. Having a strategic enemy isn't about creating artificial conflict or claiming your brand is right while the enemy is wrong. The enemy is about acknowledging a fundamental truth: consumers are making choices whether you like it or not. Your job is to set up that choice so it’s clear, simple and easy to make.

Link to Pre-Order Now on Amazon

We are producing a video series presenting the key learnings from the Strategic Enemy book. In the videos there will be an exclusive inside preview of the key content of the book and some first key insight of what you will learn reading the book when it arrives at your door Sept 16!

During the month of September we will have several livestreaming events for the launch. Stay tuned for all the details!

Thank you for subscribing! You made the right choice.

And an extra special thanks for the support of our Paid and Positioning Pioneer Subscribers - there will be goodies!

If you know of a friend or colleague that should become a member of the Positioning tribe, please forward this newsletter and suggest to them to join and subscribe as well!

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While everybody points to Amazon. It is the exception not the rule.

The grass always looks greener to expand. But the reality is usually thornier.

It results in a loss of focus and diminishes the time and resources spent supporting your main business.

Airbnb has many enemies gunning for it. They are wise not to forget the anchor. Don’t get distracted by a few massages, photos and football clinics with Patrick Mahomes. Get more people to do Airbnb instead of a hotel.

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