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De-Positioning: The Secret Brand Strategy for Creating Competitive Advantage
What is the brand strategy Apple, Starbucks, and other market leaders have mastered for decades, yet never name? It’s not differentiation. It’s not purpose. It’s something far more powerful, and in today’s hyper-competitive business world, it’s the only strategy that consistently wins.
It’s called De-Positioning, a method that turns your competitor’s strengths into liabilities while positioning your brand as the only solution your customer truly trusts. De-Positioning works by identifying the most critical problem your customer needs solved, exposing how your competitors fail to solve it, and making your brand the clear, inevitable choice. When applied with discipline, it renders competitors irrelevant.
In this book, brand strategy veteran Todd Irwin shares the exact process he’s used to help Fortune 500 giants and disruptive VC-backed startups dominate their markets. He explains why “being different” no longer works, how to uncover your market’s Hero Pain Point, and how to build an unshakable competitive advantage rooted in hard strategy, not hype.
Drawing on three decades in the trenches and case studies from brands like Apple, Volvo, and Zoom, Irwin shows how De-Positioning becomes the unifying force behind every decision, message, and customer interaction. This is not a marketing gimmick. It’s a battle-tested, repeatable system for building a brand so ultra-relevant and trusted that your competitors fade into the background.
If you’re ready to stop fighting for attention and start dominating your market, this is your brand strategy playbook
It’s called De-Positioning, a method that turns your competitor’s strengths into liabilities while positioning your brand as the only solution your customer truly trusts. De-Positioning works by identifying the most critical problem your customer needs solved, exposing how your competitors fail to solve it, and making your brand the clear, inevitable choice. When applied with discipline, it renders competitors irrelevant.
In this book, brand strategy veteran Todd Irwin shares the exact process he’s used to help Fortune 500 giants and disruptive VC-backed startups dominate their markets. He explains why “being different” no longer works, how to uncover your market’s Hero Pain Point, and how to build an unshakable competitive advantage rooted in hard strategy, not hype.
Drawing on three decades in the trenches and case studies from brands like Apple, Volvo, and Zoom, Irwin shows how De-Positioning becomes the unifying force behind every decision, message, and customer interaction. This is not a marketing gimmick. It’s a battle-tested, repeatable system for building a brand so ultra-relevant and trusted that your competitors fade into the background.
If you’re ready to stop fighting for attention and start dominating your market, this is your brand strategy playbook
160 pages, Paperback
Published November 4, 2025
2 people are currently reading
15 people want to read
About the author
Todd Irwin
1 bookTodd Irwin is the Founder and Chief Strategy Officer of Fazer, a global brand strategy firm known for helping companies thrive in brutally competitive markets. After decades of watching traditional positioning fail in the real world, he built a new model: De-Positioning. This methodology has helped Fortune 500s and disruptive startups turn customer pain into competitive advantage, and leave their rivals behind.
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January 3, 2026Todd Irwin’s "De-Positioning: The Secret Brand Strategy for Creating Competitive Advantage" opens with the reality of modern markets: they are overcrowded, noisy, and relentlessly competitive. Consumers are overwhelmed by brands claiming to be innovative, customer-centric, or disruptive, yet most of these claims blend together and quickly fade from memory. Irwin argues that traditional positioning strategies no longer work as they once did, because there is very little untouched territory left to occupy. Instead of trying to appear different in superficial ways, brands must rethink how they compete altogether. The book introduces de-positioning as a disciplined strategic mindset focused on identifying real customer pain, exposing competitor weaknesses, and aligning an entire organization around one powerful solution that makes alternatives feel unnecessary.
At the heart of Irwin’s argument is the idea that differentiation alone is not enough. Many companies chase novelty, clever messaging, or vague purpose statements, believing that uniqueness will automatically attract customers. Irwin challenges this assumption by showing how such approaches often ignore what truly matters: whether a brand solves a meaningful problem better than anyone else. De-positioning shifts attention away from self-expression and toward problem elimination. The goal is not to shout louder than competitors, but to undermine them by revealing where their solutions fall short. When a brand positions itself as the clear antidote to an unresolved frustration, it doesn’t merely compete - it pushes rivals out of relevance.
Irwin emphasizes that successful strategy begins by abandoning the search for so-called 'white space.' In most industries, every category is already occupied, and attempting to invent a brand-new lane usually results in confusion rather than advantage. De-positioning instead focuses on redefining existing space by reframing how customers see current options. This requires identifying a clear enemy, not in the form of another company, but as a problem, inefficiency, or outdated way of doing things. When a brand consistently presents itself as the solution to that enemy, competitors become associated with the very pain customers want to escape.
A powerful illustration of this approach is found in Apple’s rise to dominance. Irwin explains that Apple did not succeed by being first to market. Instead, it carefully observed early players, allowing them to introduce complexity, inconsistency, and user frustration. Apple then entered as a second mover, simplifying what others had made difficult. By focusing on ease of use, seamless integration, and design clarity, Apple reframed personal computers, smartphones, and tablets as tools for creativity and enjoyment rather than technical burdens. In doing so, Apple de-positioned competitors as outdated, complicated, and uninspiring without directly attacking them.
Central to de-positioning is the idea that customers must always be the focus of the story. Irwin stresses that consumers do not wake up hoping to admire a brand’s personality or mission statement. They wake up because something in their life or work is not functioning as it should. This gap between their current reality and desired outcome is where trust is formed. Brands that talk about themselves instead of addressing this friction only add to the noise. Winning brands identify the single most painful obstacle customers face and organize everything around removing it.
This critical obstacle is referred to as the hero pain point. It is not one of many problems, but the most emotionally charged and practically urgent issue customers want solved. Irwin argues that trying to address too many needs at once weakens a brand’s impact. Focus creates power. When a brand becomes known for eliminating one specific pain better than anyone else, it earns credibility and loyalty. Research, observation, and competitor analysis are essential in uncovering this pain point, as it often hides beneath surface-level complaints.
Consumer psychology supports this approach. Purchasing decisions begin when people recognize a problem and seek relief. Brands that clearly articulate an understanding of that problem and offer a straightforward solution are perceived as trustworthy. Novelty may attract attention temporarily, but consistency and reliability build long-term relationships. By repeatedly delivering relief at the moment of need, a brand becomes not just appealing, but essential.
Understanding competitors is equally important in the de-positioning framework. Irwin encourages brands to study rivals deeply, not to copy them, but to uncover what they cannot or will not fix. Every organization carries limitations - legacy systems, rigid cultures, or misplaced priorities. These weaknesses represent strategic openings. Rather than attacking competitors directly, de-positioning highlights where their solutions fail customers and presents a better alternative. Over time, this approach quietly shifts market perception, making competitors seem less relevant without overt confrontation.
Irwin also highlights the advantage of patience and timing. Second movers often benefit by learning from the mistakes of early entrants. By watching where competitors frustrate users, overcomplicate products, or neglect support, a brand can design offerings that feel like obvious improvements. As long as the hero pain point remains central, these competitive insights strengthen positioning rather than distract from it.
Clarity, however, only works when paired with discipline. Irwin stresses the importance of owning one clear idea in the customer’s mind. Brands that try to stand for too many things end up standing for nothing. One strong concept creates a mental shortcut, making the brand easy to understand and remember. This requires saying no to features, messages, or initiatives that dilute focus, even if they seem beneficial in isolation. Internal alignment is critical, as competing priorities within an organization often lead to fragmented messaging and weakened strategy.
Finally, Irwin addresses the necessity of integration. De-positioning is not a marketing tactic layered on top of a broken organization. If the promise a brand makes externally does not match the experience delivered internally, trust collapses. True integration means that every part of the business - from leadership decisions to customer support - reinforces the same strategic idea. When alignment comes from the top and flows through the entire company, the brand’s promise becomes real rather than aspirational.
In conclusion, "De-Positioning: The Secret Brand Strategy for Creating Competitive Advantage" by Todd Irwin presents a clear and demanding roadmap for winning in saturated markets. Success, Irwin argues, comes from identifying the most painful customer problem, solving it with precision, and aligning the entire organization around that solution. By exposing competitor weaknesses, committing to one powerful idea, and ensuring deep operational integration, brands move beyond superficial differentiation and become indispensable. Rather than fighting endlessly for attention, de-positioning allows brands to reshape the competitive landscape itself, creating lasting advantage through clarity, focus, and disciplined execution.
At the heart of Irwin’s argument is the idea that differentiation alone is not enough. Many companies chase novelty, clever messaging, or vague purpose statements, believing that uniqueness will automatically attract customers. Irwin challenges this assumption by showing how such approaches often ignore what truly matters: whether a brand solves a meaningful problem better than anyone else. De-positioning shifts attention away from self-expression and toward problem elimination. The goal is not to shout louder than competitors, but to undermine them by revealing where their solutions fall short. When a brand positions itself as the clear antidote to an unresolved frustration, it doesn’t merely compete - it pushes rivals out of relevance.
Irwin emphasizes that successful strategy begins by abandoning the search for so-called 'white space.' In most industries, every category is already occupied, and attempting to invent a brand-new lane usually results in confusion rather than advantage. De-positioning instead focuses on redefining existing space by reframing how customers see current options. This requires identifying a clear enemy, not in the form of another company, but as a problem, inefficiency, or outdated way of doing things. When a brand consistently presents itself as the solution to that enemy, competitors become associated with the very pain customers want to escape.
A powerful illustration of this approach is found in Apple’s rise to dominance. Irwin explains that Apple did not succeed by being first to market. Instead, it carefully observed early players, allowing them to introduce complexity, inconsistency, and user frustration. Apple then entered as a second mover, simplifying what others had made difficult. By focusing on ease of use, seamless integration, and design clarity, Apple reframed personal computers, smartphones, and tablets as tools for creativity and enjoyment rather than technical burdens. In doing so, Apple de-positioned competitors as outdated, complicated, and uninspiring without directly attacking them.
Central to de-positioning is the idea that customers must always be the focus of the story. Irwin stresses that consumers do not wake up hoping to admire a brand’s personality or mission statement. They wake up because something in their life or work is not functioning as it should. This gap between their current reality and desired outcome is where trust is formed. Brands that talk about themselves instead of addressing this friction only add to the noise. Winning brands identify the single most painful obstacle customers face and organize everything around removing it.
This critical obstacle is referred to as the hero pain point. It is not one of many problems, but the most emotionally charged and practically urgent issue customers want solved. Irwin argues that trying to address too many needs at once weakens a brand’s impact. Focus creates power. When a brand becomes known for eliminating one specific pain better than anyone else, it earns credibility and loyalty. Research, observation, and competitor analysis are essential in uncovering this pain point, as it often hides beneath surface-level complaints.
Consumer psychology supports this approach. Purchasing decisions begin when people recognize a problem and seek relief. Brands that clearly articulate an understanding of that problem and offer a straightforward solution are perceived as trustworthy. Novelty may attract attention temporarily, but consistency and reliability build long-term relationships. By repeatedly delivering relief at the moment of need, a brand becomes not just appealing, but essential.
Understanding competitors is equally important in the de-positioning framework. Irwin encourages brands to study rivals deeply, not to copy them, but to uncover what they cannot or will not fix. Every organization carries limitations - legacy systems, rigid cultures, or misplaced priorities. These weaknesses represent strategic openings. Rather than attacking competitors directly, de-positioning highlights where their solutions fail customers and presents a better alternative. Over time, this approach quietly shifts market perception, making competitors seem less relevant without overt confrontation.
Irwin also highlights the advantage of patience and timing. Second movers often benefit by learning from the mistakes of early entrants. By watching where competitors frustrate users, overcomplicate products, or neglect support, a brand can design offerings that feel like obvious improvements. As long as the hero pain point remains central, these competitive insights strengthen positioning rather than distract from it.
Clarity, however, only works when paired with discipline. Irwin stresses the importance of owning one clear idea in the customer’s mind. Brands that try to stand for too many things end up standing for nothing. One strong concept creates a mental shortcut, making the brand easy to understand and remember. This requires saying no to features, messages, or initiatives that dilute focus, even if they seem beneficial in isolation. Internal alignment is critical, as competing priorities within an organization often lead to fragmented messaging and weakened strategy.
Finally, Irwin addresses the necessity of integration. De-positioning is not a marketing tactic layered on top of a broken organization. If the promise a brand makes externally does not match the experience delivered internally, trust collapses. True integration means that every part of the business - from leadership decisions to customer support - reinforces the same strategic idea. When alignment comes from the top and flows through the entire company, the brand’s promise becomes real rather than aspirational.
In conclusion, "De-Positioning: The Secret Brand Strategy for Creating Competitive Advantage" by Todd Irwin presents a clear and demanding roadmap for winning in saturated markets. Success, Irwin argues, comes from identifying the most painful customer problem, solving it with precision, and aligning the entire organization around that solution. By exposing competitor weaknesses, committing to one powerful idea, and ensuring deep operational integration, brands move beyond superficial differentiation and become indispensable. Rather than fighting endlessly for attention, de-positioning allows brands to reshape the competitive landscape itself, creating lasting advantage through clarity, focus, and disciplined execution.
November 2, 2025
De-Positioning isn’t just another marketing book—it’s a wake-up call. Todd Irwin cuts through the noise of “purpose-driven” branding, trendy storytelling, and overused buzzwords to remind us of what truly builds unstoppable brands: solving real customer problems better than anyone else.
From the opening pages, Irwin’s no-nonsense tone hooked me. He challenges the long-held belief that differentiation is the holy grail of strategy and argues instead that brands must de-position competitors—by exposing their weaknesses and outsmarting them where it matters most. The book’s structure makes this framework easy to digest: six clear principles, practical examples (with Apple as the masterclass), and a compelling argument for aligning every part of your business around customer pain points.
What really stands out is how actionable it is. Irwin doesn’t just talk theory—he shows you how to implement de-positioning in a way that transforms brand behavior, culture, and communication. His use of case studies, from Volvo’s commitment to safety to Apple’s seamless ecosystem, brings his ideas to life and makes them feel attainable for any serious marketer or entrepreneur.
This isn’t a “sit back and be inspired” kind of book—it’s a playbook for competitive dominance. I found myself scribbling notes, questioning past campaigns, and rethinking what truly sets a brand apart.
If you’re in branding, marketing, or leadership and you’re tired of soft strategies that sound good but don’t move the needle, De-Positioning will feel like a breath of fresh air. It’s sharp, relevant, and unflinchingly practical—a must-read for anyone serious about building brands that last.
From the opening pages, Irwin’s no-nonsense tone hooked me. He challenges the long-held belief that differentiation is the holy grail of strategy and argues instead that brands must de-position competitors—by exposing their weaknesses and outsmarting them where it matters most. The book’s structure makes this framework easy to digest: six clear principles, practical examples (with Apple as the masterclass), and a compelling argument for aligning every part of your business around customer pain points.
What really stands out is how actionable it is. Irwin doesn’t just talk theory—he shows you how to implement de-positioning in a way that transforms brand behavior, culture, and communication. His use of case studies, from Volvo’s commitment to safety to Apple’s seamless ecosystem, brings his ideas to life and makes them feel attainable for any serious marketer or entrepreneur.
This isn’t a “sit back and be inspired” kind of book—it’s a playbook for competitive dominance. I found myself scribbling notes, questioning past campaigns, and rethinking what truly sets a brand apart.
If you’re in branding, marketing, or leadership and you’re tired of soft strategies that sound good but don’t move the needle, De-Positioning will feel like a breath of fresh air. It’s sharp, relevant, and unflinchingly practical—a must-read for anyone serious about building brands that last.
November 3, 2025
De-Positioning: The Secret Brand Strategy for Creating Competitive Advantage by Todd Irwin is a masterclass in modern brand strategy bold, practical, and genuinely transformative.
Rather than offering another rehash of differentiation or purpose-driven marketing, Irwin exposes the deeper strategic layer that companies like Apple and Starbucks have leveraged for years: de-positioning. His explanation of how to turn a competitor’s strengths into liabilities is both fascinating and refreshingly applicable. What makes this book stand out is how clearly it bridges high-level strategic thinking with actionable brand building steps any leader can follow.
Irwin’s decades of experience working with global brands shine through. His insights on identifying a customer’s “Hero Pain Point” and using it as the core of competitive advantage make this book feel less like theory and more like a toolkit for lasting dominance.
For marketers, founders, and brand strategists tired of buzzwords and looking for something that actually changes how they think about positioning this book is a revelation. It’s sharp, concise, and full of wisdom that separates brands that merely exist from those that truly lead.
Rather than offering another rehash of differentiation or purpose-driven marketing, Irwin exposes the deeper strategic layer that companies like Apple and Starbucks have leveraged for years: de-positioning. His explanation of how to turn a competitor’s strengths into liabilities is both fascinating and refreshingly applicable. What makes this book stand out is how clearly it bridges high-level strategic thinking with actionable brand building steps any leader can follow.
Irwin’s decades of experience working with global brands shine through. His insights on identifying a customer’s “Hero Pain Point” and using it as the core of competitive advantage make this book feel less like theory and more like a toolkit for lasting dominance.
For marketers, founders, and brand strategists tired of buzzwords and looking for something that actually changes how they think about positioning this book is a revelation. It’s sharp, concise, and full of wisdom that separates brands that merely exist from those that truly lead.
November 19, 2025
Getting a competitive advantage in sales can be tough in today’s business climate. Irwin states he wrote this book to share what he has learnt in 30 years of building brands and agencies, with a proven track record of sales success.
He used to work with Trout and Reis, authors of the book Positioning, which I read and loved 20 years ago.
The concept of de-positioning is changing how a brand is viewed in order to solve problems for the customer, not just differentiate for the sake of it. For example, Apple are competing with Google, Meta and Amazon by emphasising privacy as its selling point. Apple doesn’t advertise how big or successful it is, rather it advertises to solve problems such as their watch keeping you healthy.
I received an advance review copy for free and I am leaving this review voluntarily.
One thing I like about this book is Irwin references major theories and books in the field such as Sinek’s Start with Why, evaluating them in today’s business climate.
Some case studies are brands exclusive to America but most of the examples are from global brands like Pepsi, Slack, Zoom, Volvo, Crocs, Starbucks etc.
It’s an interesting, easy read, perfect for reading on the plane or commuting.
He used to work with Trout and Reis, authors of the book Positioning, which I read and loved 20 years ago.
The concept of de-positioning is changing how a brand is viewed in order to solve problems for the customer, not just differentiate for the sake of it. For example, Apple are competing with Google, Meta and Amazon by emphasising privacy as its selling point. Apple doesn’t advertise how big or successful it is, rather it advertises to solve problems such as their watch keeping you healthy.
I received an advance review copy for free and I am leaving this review voluntarily.
One thing I like about this book is Irwin references major theories and books in the field such as Sinek’s Start with Why, evaluating them in today’s business climate.
Some case studies are brands exclusive to America but most of the examples are from global brands like Pepsi, Slack, Zoom, Volvo, Crocs, Starbucks etc.
It’s an interesting, easy read, perfect for reading on the plane or commuting.
November 5, 2025
Todd Irwin’s De Positioning is a sharp and ambitious look at how modern brands can compete. He argues that the old idea of being “different” is no longer enough and that success comes from solving customer problems while exposing what competitors do poorly. The concept is clear and backed by real business logic. The case studies, especially Apple and Volvo, make the ideas easy to understand and apply.
The writing can feel heavy at times and repeats key points more than needed. Irwin also leans a bit too much on Apple, though it does serve his argument well. Despite that, this book offers a strong and practical approach for marketers and business leaders who want substance instead of buzzwords.
It is not a flashy read, but it is honest, grounded, and useful. De Positioning shows that great brands win by helping customers, not by shouting louder than everyone else.
The writing can feel heavy at times and repeats key points more than needed. Irwin also leans a bit too much on Apple, though it does serve his argument well. Despite that, this book offers a strong and practical approach for marketers and business leaders who want substance instead of buzzwords.
It is not a flashy read, but it is honest, grounded, and useful. De Positioning shows that great brands win by helping customers, not by shouting louder than everyone else.
December 13, 2025
[ARC review] The writing is accessible to mainstream readers and points are supported by referring to plenty of real-world examples (although there is a heavy reliance on Apple). Not long into the text, however, my main thought was that any start-up owner or marketing team member should already have a grounding in conducting competitor analysis, and should know to survey consumers to find out their pain points with existing products. Leveraging the shortfalls of other products is essentially what Irvin's "de-positioning" is, so it's not a new concept at all. This is why I could only give this book three stars. The book is therefore perhaps best suited to a business or marketing student or someone who wants to transition from a non-business-ey field into building a brand.
January 6, 2026
It's normal, decent advice, but I just couldn't get into it or excited. If you have. Never thought about marketing then this would be cool, but it just felt like very normal marketing tactics.
Listened at 2.5x via Blinkist, 19mins
Listened at 2.5x via Blinkist, 19mins
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