Think different, or sink together

In lots of categories, it’s hard to tell brands apart. Logos blur into one. Colours differ by shades. Messaging sounds the same. Websites feel cookie-cutter. Names follow a formula. Experiences feel identical. If you’re launching an online community, make sure to drop the ‘e’ (Tumblr, Flickr or even Twttr when it launched in 2006). If you’re starting a bank, make sure it’s blue (Barclays, American Express, PayPal). If you’re selling drinks, make sure to sound like a cheeky friend (Oatly, Innocent, BrewDog).

It seems obvious - even ridiculous - when you step back. One of the primary jobs of a brand is to help a company stand out, ideally in a way that captures your uniqueness and resonates with people. But too often, CMOs follow the formula without questioning it. Does dropping an ‘e’ make your app better? Does painting everything blue build trust? Does being friendly make people drink your product?

The issue is widespread. A recent Google study found that 62% of UK retailers failed to add distinguishing factors in the past two years, with 38% experiencing a decline in differentiation. And people are getting fed up with the sameness. SAP finds that over half (57%) of British consumers disregard brand names when purchasing goods, focusing instead on product quality and value.

Copycat branding is a symptom of a deeper problem; a problem that starts in boardrooms long before the brand hits the market. Here are three ways to think differently, to avoid falling into the same traps as the rest of the category.

Figure out what customers are sick of

“If it ain’t broke, don’t fix it” sounds neat, but most categories work just well enough. Customers tolerate friction because they have no better option. Businesses mistake survival for satisfaction, leaving the door wide open for someone to do it better.

When Simba launched in 2015, the mattress category was functional and uninspiring. White-wash showrooms, endless options, awkward deliveries, and the anxiety of buying a mattress you might be stuck with for a decade. Simba centralised feedback from emails, live chat, and reviews, analysed heatmaps and surveys to iterate journey touchpoints, and incorporated insights from Trustpilot reviews. This led Simba to cut out the showroom, focus on one hero mattress, offer fast, flexible delivery, and a 200-night trial.

Simba’s brand reflects the simplicity of its business model. The website and packaging are bold and modern, avoiding the usual sterile, clinical look of traditional mattresses. The tone is clear and honest, explaining features and benefits without buzzwords or pressure. Imagery focuses on real homes and real people, not staged showroom sets. The result: revenue has nearly doubled since 2019, UK sales surpassed £90 million, and it's received over 350,000 five-star reviews.

Focus on what customers value most

Customers don’t weigh brand attributes equally. So brands that focus on the most important ones drive the most impact.

Giffgaff launched in 2009 in a UK mobile market dominated by a rigid playbook: long-term contracts, confusing bundles, heavy focus on network coverage and handset specs, and glossy, impersonal advertising. But it realised customers didn’t want faster connectivity or fancier bundles. They wanted freedom. So Giffgaff scrapped contracts and introduced rolling “goodybags” that allowed people to pick the right bundle for the next month.

The Giffgaff brand reflects this insight at every touchpoint. Customer service is community-driven, with real people answering questions, and over 30% of queries are resolved peer-to-peer. The tone is friendly, transparent, and conversational rather than slick and corporate. Even the name, Scottish slang for “mutual giving,” signals this is a brand built around people. It’s an approach that’s worked: Giffgaff has grown to over 4 million customers, been repeatedly voted “Best Mobile Network” by uSwitch, and achieved profitability (in 5 years) in a market where challengers usually struggle to survive.

Use brand as a lever, not decoration

Too often, brands are treated as decoration, relying on a logo, colour palette, or tagline. But the companies that grow tend to use their brand as a tool to drive category adoption, conversion, and advocacy.

OVO Energy is a clear example. Its brand platform, “together, we have the power to make energy work for people and the planet,” gives customers control and purpose, turning a stressful experience into a positive movement. The energy market is confusing, but OVO stands out with a brand that draws people into renewable energy and makes switching simple. The app shows real-time usage, issues clear bills, and provides live, human support.

The OVO brand acts as a helpful guide through the process. Bold typography makes information easy to scan, clean graphics clarify energy usage, and honest messaging educates customers on what they need to know. The result is a positive experience that builds confidence and loyalty. And the impact speaks for itself: revenues have surged 750% in three years, annual profits exceed £1bn, and more than 750,000 customers have joined OVO Beyond to earn rewards for cutting energy use and backing renewable initiatives.

In categories where brands blur together, the solution isn’t arbitrary changes to the way you look. It’s questioning the assumptions that led to the sameness in the first place, and building a brand that aligns with the fresh answers you uncover. The choice for CMOs is simple: think different, or sink together.

Milan Kendall Shah, Senior Strategist