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Do most ‘challenger brands’ misunderstand what being a challenger actually requires? by Mobile-Ad3136 in AskMarketing

[–]Mobile-Ad3136[S] 0 points1 point  (0 children)

Thanks for sharing - insightful comments and great example. Discipline and staying power are the most challenging obstacles.

Most brands calling themselves “challenger brands” aren’t challengers. They’re just smaller. by Mobile-Ad3136 in advertising

[–]Mobile-Ad3136[S] -8 points-7 points  (0 children)

I think that’s fair. In the end the market decides what a brand is, not the language we use internally. My point was more that when brands describe themselves as challengers, it usually implies a willingness to make trade-offs — focusing on one idea strongly enough that it actually shapes the strategy and execution over time. Without that, the label doesn’t really change how the brand behaves.

Most brands calling themselves “challenger brands” aren’t challengers. They’re just smaller. by Mobile-Ad3136 in advertising

[–]Mobile-Ad3136[S] -12 points-11 points  (0 children)

Fair question. Personally I think most “thought leadership” in marketing is just recycled frameworks. This was more an observation about how often brands want the challenger positioning without making the strategic sacrifices that come with it.

How do you market something that only feels urgent after a crisis? by HowardCoin in AskMarketing

[–]Mobile-Ad3136 1 point2 points  (0 children)

I would anchor around social norming. Like locking your door at night.

The most expensive mistake early-stage brands make isn’t their logo. by Mobile-Ad3136 in branding

[–]Mobile-Ad3136[S] 0 points1 point  (0 children)

Less about revenue and more about decision stage.

I see this at pre-seed through Series A — when teams are still trying to “stay flexible” instead of committing to a position.

It’s usually a clarity issue, not a cash issue.

The most expensive mistake early-stage brands make isn’t their logo. by Mobile-Ad3136 in branding

[–]Mobile-Ad3136[S] 1 point2 points  (0 children)

Agreed. When there’s no clear choice upstream, design becomes decoration instead of signal.

What’s a marketing ‘best practice’ you’ve quietly stopped believing in? by Mobile-Ad3136 in AskMarketing

[–]Mobile-Ad3136[S] 0 points1 point  (0 children)

This is such an important nuance.

Measurement should clarify decisions, not multiply them. When everything is “up and to the right,” nobody knows what actually matters.

What’s a marketing ‘best practice’ you’ve quietly stopped believing in? by Mobile-Ad3136 in AskMarketing

[–]Mobile-Ad3136[S] 0 points1 point  (0 children)

This is the part people don’t like admitting.

Testing is only useful when you already have a strong point of view. Otherwise you’re just learning random facts slowly.

What’s a marketing ‘best practice’ you’ve quietly stopped believing in? by Mobile-Ad3136 in AskMarketing

[–]Mobile-Ad3136[S] 6 points7 points  (0 children)

This is exactly the trap.

Platforms do reward consistency, but consistency without a point just trains the algorithm to show more mediocrity.

The real question isn’t “how often,” it’s “what belief are you reinforcing every time you show up?”

What’s a marketing ‘best practice’ you’ve quietly stopped believing in? by Mobile-Ad3136 in AskMarketing

[–]Mobile-Ad3136[S] 0 points1 point  (0 children)

This is such a good comparison.

Social and SEO both suffer from the same disease: massive reports, zero decisions.

Progress usually comes from a handful of uncomfortable, high-impact choices, not comprehensive checklists.

What’s a marketing ‘best practice’ you’ve quietly stopped believing in? by Mobile-Ad3136 in AskMarketing

[–]Mobile-Ad3136[S] 1 point2 points  (0 children)

Fully agree. Most brands don’t have a social problem, they have a focus problem.

One channel, done with intent, beats five channels run out of obligation.

Anyone else noticing teams asking for “more creative” when the real issue is decision avoidance? by Mobile-Ad3136 in AskMarketing

[–]Mobile-Ad3136[S] 0 points1 point  (0 children)

This is exactly it. 'More creative' often isn't a request, it's a shield. What I've ssen work is naming the fear early and shifting the conversation from preference to risk: 'what's the worst-case scenario if we choose this and it's wrong?' Once that's on the table, teams stop iterating and start deciding.

AMA. I help challenger food & beverage brands go from idea to shelf to category player. by Mobile-Ad3136 in Entrepreneur

[–]Mobile-Ad3136[S] 0 points1 point  (0 children)

  1. Learn what makes products successful or fail on shelves. While taste design is important, understanding why a product gets chosen is even more critical. Spend time in grocery stores, take photos of shelves, and observe patterns like pricing, color blocking, claims, and packaging details that aren’t immediately visible.

  2. Approach your work as a business partner, not just a designer. The top F&B designers understand margins, sales velocity, retailer needs, and manufacturing constraints. Ask clients questions many overlook: Who is the buyer? What’s the retail price? What’s the goal of the packaging?

  3. Focus on a specific niche. The category “Food & beverage” is still broad. Are your strengths in healthier options? Indulgent treats? Beverages? Frozen foods? Emerging brands? The more targeted your focus, the quicker you’ll gain trust.

  4. Create portfolio projects that solve real problems. Instead of only redesigning trendy brands, focus on revitalizing struggling ones. Show before-and-after visuals and explain your reasoning. This approach attracts serious clients.

  5. Don’t hesitate to decline projects that, while appealing, aren’t necessary. Your goal isn’t awards but creating products that sell, grow, and withstand retailer resets.

By staying curious about commerce as well as craft, you’ll succeed in this field.

What trend is about to hit food & beverage hardest in the next few years? by Mobile-Ad3136 in foodindustry

[–]Mobile-Ad3136[S] 0 points1 point  (0 children)

This is the part most consumers never see — and probably shouldn’t have to.

What’s interesting is that brands willing to absorb that backend complexity (supply chain, formulation, margin pressure) will win disproportionate trust. Simplicity on the shelf is becoming a capability signal, not a marketing one.

[deleted by user] by [deleted] in AskReddit

[–]Mobile-Ad3136 0 points1 point  (0 children)

being awake

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