Introduction

“The opposite of a good idea can also be a good idea.” — Rory Sutherland

It’s a line that sticks.

Because most businesses don’t suffer from bad ideas. They suffer from safe ones.

We’ve just come out of a sector where almost everyone is saying the same thing, in the same way, to the same audience.

And then wondering why nothing cuts through.

The problem with “better”

Most positioning starts with the same intent.

Be better.
Be faster.
Be more reliable.
Be more efficient.

On paper, it makes sense.

In reality, it creates a market full of businesses that look and sound identical.

Especially in sectors like logistics.

Same language.
Same claims.
Same websites.

Different logo. That’s about it.

And when everything looks the same, nothing stands out.

The power of being different

Rory Sutherland has always been clear on this.

The goal isn’t to be better.
The goal is to be different.

Because “better” is subjective, hard to prove, and easy to copy.

Different is obvious. Immediate. Memorable.

And often, it feels uncomfortable.

The ideas that actually work rarely look like best practice. They look like outliers.

Slightly odd. Slightly risky. Occasionally misunderstood.

But they get noticed.

What we saw first-hand

In the sector we’ve just spent years in, distinctiveness is almost completely absent.

Not because people don’t care.
Because they don’t think it’s possible.

There’s an underlying belief that some industries are just… functional.

That creativity, personality, or bold positioning doesn’t belong.

We saw the opposite.

Some of the most effective commercial moments we created came from simply choosing to stand apart.

Saying something different.
Showing up differently.
Refusing to follow the script everyone else was using.

When the market copies you

One of the clearest signals you’ve got it right is when the market starts to follow.

We saw that happen.

Work we created in-house was later replicated by others in the space. In one case, almost exactly.

When we dug into why, the answer was simple.

They wanted something that felt fresh. Something that stood out.

They just didn’t believe it was possible in their sector until they saw it done.

That’s the opportunity most businesses miss.

Not capability.
Permission.

Why most brands get this wrong

Even now, in 2026, this is still misunderstood.

Businesses default to:

  • Industry language
  • Safe positioning
  • Proven formats

Because it feels lower risk.

But blending in is the real risk.

If your audience can’t tell you apart, you’re competing on price, convenience, or luck.

None of which build anything durable.

The real commercial advantage

Distinctiveness isn’t about being loud for the sake of it.

It’s about being clear. Recognisable. Different enough that people remember you.

That shows up in:

  • Better conversations
  • Stronger recall
  • Higher-quality opportunities

And ultimately, better outcomes.

Because the brands that get chosen are rarely the ones that are marginally better.

They’re the ones people actually notice.

Final thoughts

The safest strategy in most markets is also the least effective.

Say something.
Stand for something.
Be willing to look slightly different to everyone else around you.

Because in a world where everyone is trying to be better, the real advantage sits with those prepared to be different.

And it’s still surprising how many businesses get that wrong.