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Think Two Products Ahead: Secrets the Big Advertising Agencies Don't Want You to Know and How to Use Them for Bigger Profits
 
 
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Think Two Products Ahead: Secrets the Big Advertising Agencies Don't Want You to Know and How to Use Them for Bigger Profits (Hardcover)
by Ben Mack (Author), Mark Joyner (Foreword), Dave Lakhani (Afterword)
  4.6 out of 5 stars 30 customer reviews (30 customer reviews)  

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Editorial Reviews
Product Description
This commonsense guide lets you develop your brand with the same techniques and technologies as the big players—but without all the cost. You’ll learn to master the same three-step plan the big advertisers use and discover the secret to brand continuity from product to product. This valuable resource will help you connect your products with your customers, no matter how small your brand.

From the Inside Flap
Branding is something you probably only think of in terms of household names and huge conglomerates. But branding isn't just for the big boys; smart branding is smart business for almost any company, no matter its size. In Think Two Products Ahead, ad agency insider Ben Mack reveals all the branding secrets the pros keep to themselves so you can put branding to work in your business, large or small.

First, Mack destroys the myth that branding is your logo or your color palette. Then, he demonstrates how great branding works, so you won't waste your money on marketing that gets you nowhere. You'll learn a practical, commonsense approach to marketing that empowers you to develop your own brand with the same techniques and technologies the big players use—but without breaking the bank. In fact, the less you spend on marketing the more important these tools are to your success.

You'll discover tools to give you a competitive advantage as you strengthen the relationship between your customer and your products or services. Every encounter with your customer will deepen this bond, leading to even greater future sales. Great branding isn't just about the product you're selling now, but about maintaining the sales momentum into the product you'll be selling tomorrow. Think Two Products Ahead shows you how to align your business plan with your marketing plan, so you can keep customers indefinitely.

Using real examples from some of the most legendary (or disastrous) branding campaigns in history, Mack gives you an insider's perspective—and inside advice—on which tactics will float your brand and which will sink it. He sorts the bad advice from the good, letting you avoid those missteps that get good companies in bad trouble.

Branding isn't magic. Not since Jay Levinson's original Guerrilla Marketing book has an insider really spilled the beans and taught you how to use the professional grade tools that are so simple they work automatically. Think Two Products Ahead reveals inside secrets that make branding work for marketing budgets of any size—so you can grow your business faster and stronger than you imagined. When it comes to your brand, this insider's guide proves that if you aren't thinking two products ahead, you're hardly thinking at all.

See all Editorial Reviews


Product Details
  • Hardcover: 256 pages
  • Publisher: Wiley (January 29, 2007)
  • Language: English
  • ISBN-10: 0470055766
  • ISBN-13: 978-0470055762
  • Product Dimensions: 8.6 x 5.6 x 1.1 inches
  • Shipping Weight: 10.4 ounces (View shipping rates and policies)
  • Average Customer Review: 4.6 out of 5 stars 30 customer reviews (30 customer reviews)
  • Amazon.com Sales Rank: #110,810 in Books (See Bestsellers in Books)
    (Publishers and authors: Improve Your Sales)
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Ben Mack's latest blog posts
       
 
Ben Mack sent the following posts to customers who purchased Think Two Products Ahead: Secrets the Big Advertising Agencies Don't Want You to Know and How to Use Them for Bigger Profits
 
7:08 AM PDT, April 26, 2007
THE GREAT PIRATES
Think Piece B23
A recollection of a conversation by Ben Mack

Think Piece is a production of Intellishit marketing.  If you find this engaging, forward this to friends and look for more editions.


THE GREAT PIRATES
When I was twelve, R. Buckminster Fuller explained to me:
The great pirates, the traders and sea dwellers who needed men organized on land to expedite their trading created monarchies.  Pirates were inherently outlaws.

  Poker Without Cards: A Consciousness Thriller 
 
Pirates lived outside the system.  The only laws that could, and did, rule them were natural laws.  Pirates battled with one another to see who was going to control the vast sea routes and, eventually, the world.  Their battles took place out of sight of land dwellers and the keepers of written history.  The losers generally went to the bottom of the sea.  Those who stayed on top of the waters, and prospered, did so because of their comprehensive abilities.  They were the antithesis of specialists. 

Pirates were applied scientists.  The wider and more long-distanced their anticipatory strategy, the more successful they usually were.  Experience proved that multiple ships could outmaneuver one ship.  So pirates created navies.  
Bucky pointed out that historians maintain that countries created navies—only countries had the infrastructure to build and sustain navies. But, that’s what our history tells us.  But, history is simply a story agreed upon.

Bucky maintained that pirates created countries.  Western civilization didn’t just spring up simultaneously along different coasts.  Trade prompted the development of countries.  People were trading via shipping routes.  Businessmen.  Pirates.
 
Pirates created foci of power. To consistently sustain a navy, pirates had to control mines, forests, and lands to build the ships and establish the industries essential to building, supplying, and maintaining their navy.  The pirates went to the various lands where they either acquired or sold goods, and picked the strongest man there to be the pirate’s local headman.  The chosen man became the pirate's general manager of the local realm. 

If the chosen man in a given land had not already done so, the pirate told him to proclaim himself king.  But this king was a stooge to commerce.  His sole job was to maintain order on behalf of the pirates.  Order was most easily maintained by having the local king proclaim that he was the headman of all men, the god-ordained ruler on earth.  The locals weren’t traveling, so they saw no disparity.  The pirates gave their stooge-kings secret lines of supplies that provided everything they needed to enforce their sovereign claim.  The more massively bejeweled the king's gold crown, and the more visible his court and castle, the less visible was his pirate master.

Masters had to sleep occasionally, and therefore found it necessary to surround themselves with super-loyal, muscular, but dumb-as-shit, illiterates, who couldn’t see, nor savvy, their masters' strategies.  There was great safety in the stupidity of these henchmen.  The great pirates realized that the only people who could possibly contrive to displace them were the truly bright people. 

Secrecy was the pirate’s strongest defense.  If the other powerful pirates didn’t know where you were going, when you’d gone, or when you were coming back, they wouldn’t know how to waylay you.  If anyone knew when you were coming home, small-timers could come out in small boats and waylay you in the dark and take you over, just before you got home tiredly after a two-year treasure-harvesting voyage.  Hijacking and second-rate piracy became a popular activity around the world's shores and harbors.  So, secrecy became the essence of the lives of the successful pirates.  That’s why so little is known of these pirates.

These great pirates said to all their kings, statesmen who were functionally only lieutenants, "Any time bright young people show up, I'd like to know about it, because we need bright men."  So, each time the pirate came into port, the local king would mention that he had some bright, young men whose capabilities and thinking shone out in the community.  The great pirates would say to the king, "All right, you summon them and deal with them as follows:  As each young man is brought forward you say to him, 'Young man, you are very bright.  I'm going to assign you to a great history tutor, and, in due course, if you study well and learn enough, I'm going to make you my Royal Historian, but you've got to pass many examinations given to you by me and your teacher.'"  And when the next bright boy was brought before him, the king was to say, "I'm going to make you my Royal Treasurer," and so forth.  Then the pirate said to the king, "You will finally say to all of them: 'But each of you must mind your own business or off go your heads.  I'm the only one who minds everybody's business.'"

And this is the way schools began, as royal tutorial schools.  And, it’s the way specialization began.  It is our current form of education.  Academic education equals specialization.  Exclusively, the great pirates retain comprehensive knowledge.  Exclusively the great pirates, known today as businessmen, enjoy knowledge of the world through its resources. 

Bucky emphasized that this is not a metaphor or some kind of syllogism and that he was not being facetious.  He held the pirate story as a more accurate history than found in traditional textbooks. 

This was the beginning of schools and colleges, and the beginning of intellectual specialization.  The development of the bright ones into specialists gave the king very great brain power, and made him and his kingdom the most powerful in the land and, therefore, secretly and greatly advantaged his patron pirate in world competition with the other great pirates.

The power rested not with the power figureheads, the kings, but with the men behind the kings, the great pirates.  Just as today, a corporate president may be the king, but the power is in the hands of the board of directors—the ones never charged with corporate crimes.

Bucky saw our current world order as derived from deception and maintained through deception.  Bucky’s key criticism of this deception is a perpetuated fallacy of scarcity.  Scarcity is required to maintain the tension required for competition.  It is intrinsic to the divide and conquer master strategy.  However, most people are blind to the connection between competition and the divide and conquer strategy.

For practical applications on these theories... please buy
  Think Two Products Ahead: Secrets the Big Advertising Agencies Don't Want You to Know and How to Use Them for Bigger Profits 


A Fuller Explanation
In 1980, R. Buckminster Fuller spent two days explaining his perception of reality to me and two other kids for Richard Brenneman’s book, Fuller’s Earth: A Day With Bucky And The Kids.