Not Every Brand Needs to Be an Authority

One piece of branding advice I've heard countless times is this: Build authority.

It sounds sensible. After all, who wouldn't want to become the authority in their category?

But the more brands I've worked with over the years, the less convinced I've become that authority should be the goal for everyone.

I don't think every brand needs to become an authority.

I think every brand needs to own a space.

Those are two very different things.

Authority is simply one lane.

Some brands compete on authority. Some compete on personality. Some compete on culture. Some compete on craftsmanship. Some compete on innovation. Some compete on community. Some compete on heritage. Some compete on entertainment. Some compete on convenience.

None of these approaches are inherently better than the others. They simply represent different spaces a brand can choose to own.

Take Sephora, for example.

Sephora didn't become one of the world's most recognised beauty retailers simply because it stocked thousands of products. It became a destination for discovering what was next. New brands. New ingredients. New trends. Beauty expertise.

Over time, it earned authority by consistently leading conversations around beauty rather than merely participating in them.

Authority made sense because consumers were looking for someone to help them navigate an increasingly overwhelming category.

Now compare that with Goodbai, the contemporary lifestyle brand founded by Chinese actor Bai Jingting.

Goodbai isn't trying to become the authority on fashion.

Instead, it's created something people want to experience.

Its flagship store sits alongside complementary concepts—including a café and lifestyle retail spaces—creating a destination that extends beyond shopping. Today, a visit to Goodbai often becomes a visit to Shanghai's Yanqing Road itself, where the surrounding cafés and independent stores have become part of the experience.

That's not authority.

That's influence.

Neither approach is better. They're simply owning different conversations.

And that's where I think many brands get stuck.

Some believe they need to publish thought leadership because that's what "good brands" do. Others try to become the expert in a space that doesn't naturally fit who they are.

But not every brand needs to teach. Not every brand needs to educate. Not every brand needs to lead industry conversations.

Some are remembered because they make people laugh. Some because they create beautiful experiences. Some because they have incredible service. Some because they represent a certain lifestyle.

The goal isn't to become an authority.

The goal is to become known for something.

If you're unsure what that "something" is, here's a simple exercise I like to use.

1. What three words best describe your brand?

2. What do customers come back for?

3. If your brand disappeared tomorrow, what would customers miss most?

Don't overthink your answers.

Trust your instincts.

If you start noticing the same themes appearing across all three questions, you're probably onto something. That's often the space your brand is already beginning to own.

The opportunity isn't to invent a completely new positioning in a brainstorming session. It's to recognise what people already associate with you, lean into it consistently, and amplify it over time.

Because the strongest brands don't try to own every conversation. They own the conversation they're best positioned to lead.

And that's not always authority.

Sometimes it's taste. Sometimes it's craftsmanship. Sometimes it's community. Sometimes it's influence.

Whatever it is, own it.