“We launched the ‘Love & Loyalty’ program,” he sighed, pushing a thick report across the table. “We identified our ‘Superusers’ and showered them with rewards. We made our packaging emotional . We even ran a campaign telling people to ‘Switch Forever.’ Sales barely budged.”
“Make the brand easy to buy everywhere your buyer might be. Not just your ‘premium channel.’ Everywhere. If they can’t find you, they can’t buy you.”
Maya shook her head. “The (from Part 2): Most buying happens on autopilot, using peripheral vision and fleeting memory. You don’t need deep engagement —you need mere exposure . Lots of it. Over time.”
“Look at your category,” she said. “Big brands have two advantages: (market penetration) and slightly higher loyalty . Small brands have fewer buyers and their buyers are slightly less loyal. That’s Double Jeopardy.”
She cited a study from the book: In 95% of purchase situations, buyers do not consciously ‘consider’ a brand. They just grab what comes to mind first.
Maya smiled. “You stopped trying to change human behavior and started accepting it. That’s the secret of Part 2.” Maya sent Leo a final note, summarizing the immutable laws from How Brands Grow: Part 2 :
“You erased your own memory cues,” Maya said. “That’s like removing street signs from a city and wondering why tourists get lost.” “Wait,” Leo interrupted. “Our agency says we need ‘viral moments’ and ‘engagement.’ Doesn’t that build mental availability?”
She added: – Most brand buyers are average: average loyalty, average frequency, average everything. Don’t build strategy around the 2% outliers. Chapter 7: The Turnaround Leo went back to his office. He killed the “Love & Loyalty” program. He resurrected the brand’s old jingle and signature color—even if it felt “uncool.” He ran simple, repetitive ads showing people using the product in everyday moments. He expanded distribution to corner stores and gas stations (gasp!) because “premium-only” was killing physical availability.
In a bustling city of commerce, two old friends—, a data-driven brand strategist, and Leo , a creative director who lived for “disruptive campaigns”—met for coffee. Leo looked defeated.
“But our premium ingredients—” Leo started.
“And you failed because you violated the ,” Maya said. “People don’t have one ‘soulmate’ brand. They have a repertoire —a shopping list of 3–5 brands they rotate through. Your job is to be on as many repertoires as possible.”
Maya laughed. “Part 2’s most controversial finding: Why? Because most buyers can’t tell the difference blindfolded. And they don’t care.”
Loyalty is a byproduct of market share, not a cause. To grow share, grow mental and physical availability. Chapter 3: The Two Pillars of Growth “So how do we actually grow?” Leo asked, now leaning in.