I recently stopped buying jarred marinara at the grocery store. Why? Because I go grocery shopping on Tuesdays after work, and by then, I have one brain cell left. Choosing between eight different sauce brands that all start with R or P is too much for me. So, I just bought the one called “Yo Mama’s.” Why? Because it was hilarious and different from everything else on the shelf.

This got me thinking about an interesting phenomenon we’ve been exploring at Edition Studios.

Consumers are paralyzed by choice, while brands are paralyzed by convention. Let me explain.

That overwhelming feeling I got in the sauce aisle? Experts call it the “mind trap.” Our brains, sophisticated as they are, don’t have the bandwidth to thoughtfully compare dozens of options in the middle of aisle seven. Instead, we look for shortcuts—and the biggest shortcut of all is noticing what stands out.

Meanwhile, in boardrooms across the globe, companies fall into their own trap: copying the industry leader. It’s the seemingly logical but ultimately flawed thinking that says, “If it worked for them…” But that space is already owned. It’s like trying to be the next Beatles while playing Beatles songs. You might make some nice music, but you’ll always be a cover band.

This is where the concept of “onlyness” comes in.

Your “onlyness” is that unique space where your brand stands alone. It’s not just about being better (though that’s important too); it’s about being the only one who does what you do, the way you do it.

Here’s why finding your “onlyness” is uncomfortable: it requires leaving the safety of convention. When brands come to us with mood boards full of their competitors’ work, they’re essentially saying, “We want to be different—but not too different.” It’s like trying to stand out at a party while wearing the exact same outfit as everyone else. Mathematically impossible, yet surprisingly common.

The truth? Real differentiation often feels uncomfortable at first. It’s supposed to. If it didn’t feel at least a little uncomfortable, it probably isn’t different enough. Think about brands like Liquid Death, Red Bull, Dollar Shave Club, or SKIMS. They all embraced their “onlyness,” and it skyrocketed them into a different galaxy.

The Benefits of Embracing Your “Onlyness”:

  • You can charge what you’re worth.
  • You attract customers who truly understand and stick with you.
  • You spend less time explaining why you’re better than the competition.
  • Your brand value increases because you’re not just another face in the crowd.

In a world where everyone is trying to be the best, being meaningfully different is actually the better strategy. The most successful brands aren’t just good at what they do—they’re good at what they do and noticeably different in how they do it.

So here’s the challenge: stop asking, “How can we be better?” and start asking, “How can we be different in a way that matters?” It might feel uncomfortable. It might even feel risky. But in a market crowded with sameness, the riskiest move is playing it safe.

Remember: Good is not enough. Different is what gets remembered. And being both? That’s where the magic happens.