Beyond Generic: Mariam Gogidze on Creating a ‘Category of One’ on LinkedIn

In a recent LinkedIn post, Mariam Gogidze discusses the challenges of standing out in a crowded digital landscape and offers a strategic framework for establishing a unique market position. Writing on the platform, Gogidze highlights the sheer volume of companies on LinkedIn – 67 million – as a primary reason why generic positioning is ineffective.

Gogidze argues that most professionals fall into the trap of adopting common industry labels, such as “wealth manager” or “financial advisor.” This, she contends, immediately places them in a competitive arena where differentiation becomes difficult, often leading to price-based conversations.

“These are categories where you’re immediately compared to everyone else who claims the same label. And when you’re being compared, the conversation becomes about price.”

To counter this, Mariam Gogidze proposes a strategy of “category-of-one” positioning, which aims to make direct comparison impossible by creating a distinct and irreplaceable offering. This approach, according to Gogidze, involves a three-step process.

Defining the Problem, Not Just the Service

The first step, as outlined by Gogidze, is to name the specific problem a professional solves, rather than simply listing their service. She provides a clear example to illustrate this point:

“Generic: ‘I help clients with wealth management’ Specific: ‘I help ultra-high-net-worth founders manage the wealth event that happens after a liquidity event — before tax, before family dynamics, before the lawyers get involved'”

According to Mariam Gogidze, the specific problem is more likely to be recognized and searched for by individuals experiencing that exact issue, unlike a generic service description that might only be found in a directory.

Hyper-Specific Client Identification

The second crucial step, Gogidze explains, is to name the specific individual or group being served. She advises against broad descriptions like “high-net-worth individuals.” Instead, she advocates for hyper-specificity, using an example like:

“First-generation wealth creators in the £5M–£50M range who’ve never had to manage wealth at scale before and are deeply uncomfortable admitting that”

Gogidze asserts that while this level of detail might feel risky, it actually builds trust. Individuals who resonate with such a precise description are more likely to feel understood and connected to the professional before any direct interaction occurs.

Developing Proprietary Language

The third element of Gogidze’s strategy involves building unique language that sets a professional apart. She explains that proprietary terms become the foundation of a brand, differentiating a service from a mere commodity.

Quoting from her Hult teaching experience, Mariam Gogidze states that a commodity is described using industry-standard language, while a category is defined by language invented by its creator. She encourages professionals to identify, name, and consistently use terms for their unique processes, methodologies, or recurring client challenges.

Personal Brand as a Balance Sheet Item

Gogidze further emphasizes the tangible value of personal branding, citing a Weber Shandwick study indicating that 44% of a company’s market value can be attributed to its leadership’s reputation. She concludes that personal branding is not about vanity but is, in fact, a significant balance sheet item.