Why I’m writing this
I’m not writing this because I’ve solved this problem.
I’m writing it because I’m in the middle of it.
I’ve been working with brands for 22 years. I map what’s working, what’s not, and why. I’ve seen this pattern in dozens of companies — and for a long time, I thought I was past it.
Then a few weeks ago, I sat down and honestly ran through my own company. I asked myself the same questions I ask clients.
And I realized I’m in the exact same trap.
So this isn’t a smart person’s advice from above. This is an honest description of what I see — in others and in myself — and what I’m trying to figure out.
The pattern
There’s something that keeps coming back. Regardless of industry. Regardless of size.
Every growing company builds on something that works in the beginning. That one thing drives the company forward — and for a while, it’s genuinely enough.
Then one day, it’s not.
Not because they did it wrong. But because the market changed, the competition grew — and that one thing that used to be enough lost its edge.
I’ve seen three such crutches. Every company leans on one of them. Or — and this is the most common case — they don’t even realize they’re leaning on it.
The first crutch: The founder’s story
“I had a problem. I couldn’t find a solution. So I built one myself.”
This is what most entrepreneurs talk about — and rightfully so.
In food: “I couldn’t stand the diets out there, so I created my own.”
In tech: “I saw everyone doing this wrong. I fixed it.”
In services: “People always came to me for this. I made a company out of it.”
This story is authentic, personal, and differentiating. In the early stages, it’s the strongest weapon you have.
But what happens when the company outgrows the founder?
When new customers show up who don’t care about your personal struggle from 10 years ago. They meet the product on a shelf. In a Google search. In a friend’s recommendation. And there, your story doesn’t fit.
When competitors appear — and the only thing that set you apart was your story. They can’t copy it, but its reach is limited.
The personal story doesn’t scale. Not because it’s bad — but because it’s human. You can’t be at every point where your brand is present.
I’m recognizing this in my own company right now. I’ve been in this industry for 22 years, and my brand is essentially me. If someone asks “Why Arcanian?” — the answer is “because László runs it.” That’s enough for a while. But if I weren’t there tomorrow? If someone doesn’t know me personally? There’s no answer.
The question I’m now asking myself:
“If I weren’t the face of the brand tomorrow — could customers explain why us?”
The second crutch: Price
“We have the best price-to-value ratio.”
This is the fastest way to win customers. Simple message, measurable, instantly comparable.
In retail, in electronics, in FMCG, this can work for decades. The “we’re the cheapest” or “best price guaranteed” position is a real competitive advantage — as long as you’re the only one with it.
But what happens when a competitor matches your price?
Not “if.” “When.”
Because someone cheaper always shows up. A new entrant willing to accept thinner margins. A multinational that pushes price down through volume.
And on the day when price no longer differentiates — what’s left?
Price-based companies usually go one of two ways: they push prices even lower — eating margins and eventually quality — or they try to “build a brand.” But price has already cemented the position in people’s minds. Those who came for price won’t stay for brand loyalty.
Few people say this out loud. Because as long as the price advantage holds, everything looks fine.
“If tomorrow a competitor offered exactly the same price — why would they choose us?”
If the answer is “because they’re used to us” — that’s not a strategy. That’s a countdown.
The third crutch: The product
“Our product speaks for itself.”
This is the most dangerous crutch. Because it looks true for a long time.
If your product is genuinely better — customers notice. Quality generates referrals. For a while, it really is enough to stand out.
But the product is copyable. Always.
Specs can be matched. Quality can be approximated. What only you can do today — ten others will be able to do within two years.
And on the day when something appears on the shelf that’s 90% as good but 20% cheaper — the “our product speaks for itself” strategy goes quiet.
Not because the product got worse. But because the market caught up.
“If tomorrow a product appeared that was just as good — why would customers stay with us?”
If the answer is “because ours is better” — that’s not an answer. That’s hoping the competition doesn’t improve.
The trap: “We need to communicate better”
There’s a moment I’ve seen in almost every growing company.
Someone says: “We need to communicate better.”
And then: more posts, more campaigns, new agency, new channel. The company tries to say the same thing LOUDER.
But the problem isn’t volume.
The problem is there’s nothing to say — beyond that one crutch that’s been carrying everything.
If the brand was built on the founder: the communication keeps pushing the founder.
If on price: it pushes promotions.
If on product: it lists specifications.
More communication ≠ better brand. Quantity doesn’t replace structure.
What I keep seeing — and what I’m now recognizing in my own work:
The company built on SOMETHING instead of building a BRAND.
A story. A price. A product. These are all valuable. But none of them is the brand itself.
Three questions
I’m not writing these as someone who’s figured it out. I’m writing them as someone who’s working through them right now.
1. “If I weren’t the face of the brand tomorrow — could customers explain why us?”
This is the founder-crutch test. If the answer is only your story — the brand is only as strong as your presence.
2. “If tomorrow a competitor offered the exact same price — what would be left?”
This is the price-crutch test. If price is the only differentiator — it’s only a matter of time.
3. “If tomorrow a product appeared that was just as good — why would they stay?”
This is the product-crutch test. If the product is the only answer — the market will decide, not you.
If you can’t answer any of these — it’s not a communication problem. It’s a structural brand question.
For my own company, I don’t have a good answer to the first question right now. I have a methodology, a system, 22 years of experience. But if someone asked: “Why Arcanian — if László isn’t running it?” — there’s no strong enough answer yet. I’m building it.
What worked wasn’t a mistake
I think this is important to say.
The crutch wasn’t a mistake. The crutch was the best decision at the time.
The founder who built on their personal story — did what they should have.
The company that focused on price — focused smartly.
The business that’s proud of its product — is rightfully proud.
None of these are mistakes. All three work — up to a point.
But there’s a point where they’re not enough. And that point isn’t determined by the company’s decision — but by the market. The competitor. The new customer who doesn’t know you and won’t get to know your story.
What this means in practice
Not that you need to throw away what worked.
The personal story is still authentic.
Price is still a competitive advantage.
The product is still the foundation of the customer experience.
But you need to build something alongside it.
Something that answers “why” on a shelf — where the founder isn’t present.
That differentiates in a Google search — where price is instantly comparable.
That gets mentioned in a friend’s recommendation — where nobody recites specifications.
This isn’t a logo, a slogan, or a campaign.
It’s answering the question that the customer asks themselves — consciously or unconsciously — at every purchase decision:
“Why you?”
If there’s an answer that isn’t you, your price, or your product — you have a brand.
If there isn’t — you have a company that’s doing well. While it lasts.
What got you here isn’t what scales
I’m saying this to myself too.
For 22 years I’ve been working in the “I am the brand” model. It worked. But now — when I want Arcanian to not depend solely on me — I realized I’m at the exact same point where I usually diagnose the problem for my clients.
A bit embarrassing? Yes.
Surprising? Not really. Patterns don’t discriminate.
The point:
What got you here — that was the foundation.
The next level needs something that stands without you.
I’m working on it. If you are too — you’re not alone.