Do the Immutable Laws of Marketing Still Apply in the Age of AI? What About B2B Services?

A couple of weeks ago, I asked myself: Do the so-called “Bible for marketers” — the immutable laws of marketing — still hold up? Or has AI changed something fundamental?

In an era of AI-driven marketing, personalization, and digital disruption, it’s easy to assume that the rules of branding and positioning have evolved. But have they really?

One of the most influential books in marketing history, The 22 Immutable Laws of Marketing by Al Ries and Jack Trout, originally published in 1993, still offers invaluable lessons for CMOs and marketing executives looking to build category-defining brands.

I selected a few key principles and added my perspective from the B2B professional services space. The last three I mention here, in particular, seem to be the most overlooked in many similar businesses.

1️⃣ It’s Better to Be First Than Best

The strongest brands aren’t necessarily the ones with the best product — but the ones that get into customers’ minds first. Think Tesla in EVs, Google in search, and Uber in ride-sharing. These brands didn’t just enter a market; they created one. While they leveraged existing technology, they built entirely new markets around it.

My take:

Creating a new category is challenging, but in times of innovation, you can still position yourself uniquely — like being the “Tinder for finding the right consultants for your problems.”

If you can’t create a new category, the next best strategy is to redefine your positioning — let’s explore that in the next section.

2️⃣ If a Leader Exists, Create a New Category

Can’t be first? Be different. Red Bull wasn’t the first soda — it was the first energy drink. Airbnb wasn’t the first hotel — it was the first home-sharing platform.

You can always carve out a unique value proposition that sticks in your customers’ minds.

My take:

In B2B professional services, differentiation is key. What’s your specialization? Who is your ideal customer profile (ICP)? Do you focus on a specific industry? How can customers perceive you as different from the competition?

When you compare an apple and an orange, it’s harder to judge them by the same criteria — different values come into play. The same applies to your brand positioning.

And remember — competitors are a good thing, especially when you’re winning.

3️⃣ Perception, Not Product, Wins the Battle

Marketing isn’t about reality — it’s about perception. Apple isn’t the most powerful computer brand; it’s the most creative. Volvo doesn’t necessarily make the safest cars — they own the idea of safety. What perception does your brand own?

My take:

In many software development companies I’ve worked with, I’ve noticed that people with technical backgrounds often hesitate to frame their work in a more compelling way. They don’t want to exaggerate or oversell, even slightly. When creating landing pages, they tend to be overly cautious, avoiding strong messaging for fear of overpromising.

I’m not an advocate for selling wishful thinking or offering services we might deliver someday. But can we aspire to slightly bigger, more ambitious projects? Can we use bolder, more confident language? Absolutely. And sometimes, that makes all the difference. Why? Because others don’t care.

4️⃣ Own a Word in the Customer’s Mind

Think of Xerox (copying), Google (search), FedEx (overnight) — the strongest brands don’t just describe products; they own a single concept. What’s yours?

My take:

It’s more complicated in the professional services business, but it can still work. Consistently reinforcing your message through repetition in ads and communication helps establish your unique positioning over time.

5️⃣ Be Different, Not Just Better

Customers rank brands in mental hierarchies. It’s better to be the third brand in a massive category than the leader in a niche no one cares about. Instead of competing head-to-head, take a differentiated position.

My take:

In professional services, offerings and processes often look similar across different companies. But differentiation still matters — and it likely already exists in your organization, culture, level of expertise, or unique approach.

From my experience, it’s often marketing’s job to uncover, define, and articulate that difference. It shouldn’t be artificial — just something that isn’t always obvious from the inside. When you’ve worked at the same company for five to eight years, you may not realize what truly sets you apart. That’s where fresh perspective and strategic messaging come in.

6️⃣ The Power of Opposites

If you’re not the leader, don’t fight them — position against them. Pepsi challenged Coke by being the choice of the younger generation. AMD competes with Intel by emphasizing customization.

My take:

Is OpenAI or Anthropic better? It depends — they have different approaches, philosophies, and communication styles. The same applies to professional services companies: every firm has advantages, but also trade-offs.

That’s why choosing your ICP (Ideal Customer Profile) strategically is key. Align your unique selling proposition (USP) with the specific pain points of your target group. What’s a strength for one customer (e.g., clearly defined processes) might be a dealbreaker for another (too rigid, bureaucratic, and not agile enough). Position yourself accordingly.

7️⃣ Line Extensions Can Kill a Brand

Expanding into too many products can dilute your core brand. How many BlackBerry product extensions do you remember? Meanwhile, Apple keeps its lineup simple, ensuring brand strength.

My take:

In professional services companies, I’ve observed some firms choosing a niche too early, before they had the necessary expertise, market penetration, or credibility. I’ve also seen companies make drastic shifts overnight — pivoting 180 degrees because someone read an article or had a sudden ambition to serve only startups or only enterprises, without proper preparation. Marketing, research, and brand positioning need to align with business strategy.

From my experience, many leadership teams quickly generate ideas for launching a new service, targeting a new industry, or expanding into another country or continent. But the execution takes so long that by the time they launch, their focus has already shifted to the next big idea.

8️⃣ The Risks (and Rewards) of Unpredictability

No one predicted TikTok’s meteoric rise or Facebook’s decline. Marketing isn’t just about following trends — it’s about recognizing which fads will accelerate into movements.

My take:

In a VUCA (Volatile, Uncertain, Complex, and Ambiguous) world, we need to balance evergreen strategies with staying ahead of change. In my opinion, 2025 marketing isn’t about forecasting the next quarter — because technology shifts too fast. Instead, success comes from having an agile and lean marketing team that leverages quick decision-making, operational efficiency, and adaptable technology. Been there, done that during COVID-19.

It’s about the ability to pivot quickly, create MVPs, iterate, and experiment with an open mind — while still maintaining a strong strategic foundation. Sounds simple, but from my experience in consulting and post-graduate lectures, most marketing teams struggle to operate this way.

9️⃣ Resources Matter

Great ideas don’t win — great ideas with funding do. A mediocre idea with backing will outperform a brilliant one without resources. Amazon, Apple, HubSpot, and OpenAI prove that execution and investment drive success.

My take:

In the professional services world, this is even more crucial. Without the proper budget, you’re essentially sitting on a golden egg — but no one knows it exists. While some businesses rely on virality, referrals, and organic scaling, this approach only works sometimes, and usually for truly exceptional products. As Andrew Chen explains in The Cold Start Problem, even Uber and similar platforms took years to gain momentum.

In B2B PS, you need to be prepared for the long game — strategic, sustained marketing campaigns that require far more effort than quick-win tactics in e-commerce. It’s about commitment, consistency, and long-term positioning, not a “whack-a-mole” approach to marketing. Think of it as a marathon, not a sprint.

What This Means for CMOs & Marketing Leaders

In 2025, AI, data-driven insights, and digital transformation are reshaping marketing — but the fundamentals remain unchanged.

For professional services companies, I’d say it’s especially important to remember the last three principles I mentioned.

Marketing may evolve, but the rules of branding remain timeless.

Are you positioning your brand for long-term success?