In the ever-shifting landscape of business, certain individuals stand out for their exceptional vision, unparalleled expertise, and unwavering commitment. Among these remarkable individuals is Andy Cunningham, an acclaimed author, CEO, and entrepreneur, whose influence on the fields of branding and marketing strategy is truly unforgettable.
Andy Cunningham’s journey weaves a tapestry of extraordinary achievements and transformative experiences. From collaborating with industry legends like Steve Jobs to establishing her own thriving companies, she has carved a distinct path that continues to inspire entrepreneurs and professionals around the globe.
As an author, Andy Cunningham’s profound insights and wisdom come alive in her highly acclaimed book, “Get to Aha! Discover Your Positioning DNA and Dominate Your Competition.” This literary gem serves as a guide for those seeking to build a strong and distinctive brand that deeply resonates with their target audience. With her expertise in strategic brand positioning, Andy Cunningham has revolutionized the marketing landscape, empowering countless leaders to unlock their full potential.
At the helm of Cunningham Collective, a strategic communications and marketing advisory firm, Andy Cunningham continues to empower leadership teams with indispensable tools for positioning their companies for success. Her proven framework, honed through collaborations with numerous enterprises, ensures that every brand she touches achieves resounding success.
This interview delves into the brilliance of Andy Cunningham, exploring her early career journey, the pivotal moments that shaped her approach, and the invaluable lessons she has learned along the way. Through insightful discussions, we uncover her unique perspective on brand positioning, marketing trends, and the future of entrepreneurship in the digital age.
Discover the strategies, techniques, and philosophies that have propelled her to the forefront of the industry and find inspiration to unlock your own brand’s boundless potential.
The path to success is illuminated by those who dare to think differently, challenge the status quo, and pioneer new frontiers. Andy Cunningham embodies this spirit of innovation, and her transformative contributions continue to shape the modern branding landscape.
Prepare to be inspired, enlightened, and equipped with the tools to navigate the ever-changing currents of the business world.
What initially sparked your interest in entrepreneurship and led you to pursue a career in the field?
I have always been independent and entrepreneurial in my own way, so on some level I think it’s in my DNA. But the spark that ignited a career of entrepreneurship was leading the Apple account while working with Regis McKenna in the 1980s. I was a twenty something kid from Chicago with a deep interest in computers and technology, and there I was helping Steve Jobs launch the Macintosh. The job, and Jobs himself, required me to be entrepreneurial to succeed. And once I had a taste of it, there was no going back.
In your book, you introduce the concept of “Aha! messaging.” Can you explain what this means and why is it essential for entrepreneurs?
I don’t know if I would refer to it as “Aha! Messaging,” but I do think creating a message architecture to crystalize and act on your Aha! moments are essential. The process I recommend goes something like this: Do your research by examining the market through the Six Cs of positioning, use that information to make strategic decisions about how to position the company for optimum success, build a message architecture that expresses that position, and write a brand narrative that ties the whole thing together in a way that will engage your community. I believe you need to do the work to have the Aha! moments before you can develop messaging that’s going to move the needle for your business.
What prompted you to emphasize the importance of category design in the book, and how does it contribute to achieving the “Aha!” moment?
As outlined in the Cisco story, category is a multisided strategy decision. I am not of the camp that every company can or should create a new category. Although many ambitious leaders believe this is the only way to achieve industry leading success, it’s simply not true. Category creation takes a great deal of time, effort, and money and more often than not ends in failure. A much more common scenario is one in which category pioneers are eclipsed by the second, third, or tenth player in the market who figured out how to make the category a success—essentially stealing the best parts of the pioneer’s progress and taking it from there. As Steve Jobs famously said, “Good artists copy, great artists steal” (a quote I believe he stole from Picasso).
Instead of fixating on one category strategy, like category creation, start to think about the many category strategies you can use to reposition your company for maximum opportunity.
If you truly believe you are creating a category, ask yourself who else would position themselves this way? A category demands competition because after all, there is no such thing as a category of one.
A better, less expensive, alternative to category creation is sub-category segmentation. This strategy allows you to disrupt a known industry, without having to completely re-invent the wheel.
You might have the opportunity to position yourself as a leader within a niche category. This is a great strategy if you’re looking to be acquired by a larger player.
And, as Cisco successfully did in the 1990s, you can create a cluster category. This allows you to associate yourself with larger companies solving bigger problems, opens up new GTM channels through partnerships, elevates your narrative above your direct competitors’, and often paves a path to the sell into the C Suite.
Quite often the biggest “Aha! moments” come to light when discussing category strategy and reviewing the competitive landscape.
As someone who worked closely with Steve Jobs and played a key role in shaping Apple’smbrand, what were some of the most remarkable qualities or characteristics you observed in him as an entrepreneur?
- Steve was a masterful marketer. He innately understood and respected marketing’s role in growing a business. It’s a rare quality in a CEO, but one we should all learn from.
- Steve controlled the Apple narrative with intense precision, often using design as a key form of communication. He was always in control of the narrative, whether he was designing the product, the store experience, or the hotel room in which his press conference was taking place. He understood the importance of carrying the brand expression through in every touchpoint better than almost any other CEO on the planet.
- Steve hired 100 people to work on launching the Macintosh. We worked under a pirate flag in a small building at the campus in San Jose. I once asked him how he hired the right people for the team and he told me he would sit people down in front of the Macintosh and simply watch how they interacted with it. He hired the people who touched it, played with it, asked questions. If your eyes sparkled when interacting with the computer, you were hired. To this day, I find this an inspiring way to hire and build teams. Hard skills can be learned, passion can’t.
- Steve was a true visionary and, to use my vernacular, built a true Missionary company to execute his vision. Although he cared immensely about product, what he wanted to do was “build tools for the mind that advance humankind.” His relentless pursuit of this vision changed the world.
- Steve wasn’t afraid to change the rules and changed the game in the process. There are many examples of this, but a lesser known one might be his decision to stop selling personal computers through third party distributors. What’s seen as an obvious strategy today was pretty revolutionary back then. And it’s a pattern we continue to see today. New industries often breed distributors that help products get to market, but as these products become commoditized there is no need for the middleman. I strongly encourage anyone who currently ‘needs’ to sell through a third party to challenge the status quo and prepare yourself for disruption because I promise, it will come.
- Steve never did market research, but he was always watching the market. He understood that people are inherently resistant to change and skeptical of things they haven’t seen before. So, he didn’t test his products or his messages. He told people what they needed and they believed him. I wish more leaders pursued their vision, strategy, and story with such conviction. But that isn’t to say that Steve didn’t pay attention to his customers. In fact, he originally positioned the Macintosh as a competitor to the business computer. And it failed miserably; so much so that it led to his departure from Apple. But Steve watched from afar and noticed that while the Macintosh was all but ignored by accountants, it was getting snuck into companies through the creative departments. Artists and marketers loved it. Steve realized his mistake, and once he was back at Apple, he repositioned the Macintosh for a new tribe: The Crazy Ones. He highlighted the computer’s creative capabilities and played into every artist’s (and arguably every person’s) feeling of being different, and gave them a place where thinking different was celebrated.
What are some of your favorite hobbies or pastimes outside of work?
I am a fanatic about fitness. I work out every day and enjoy afternoon walks through my neighborhood, hiking on the weekends, and taking cycling trips through Europe. I do enjoy writing and wish I had time to do more of it. During the pandemic, my family started taking virtual music lessons which has allowed me to pick up the trumpet again. Other than that, I enjoy spending time with my family in Sausalito, CA and Jackson Hole, WY.
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