The New York Times featured a new mp3 player from Samsung in yesterday’s Circuits section, the teaser being that it “may be the first solid rival to iPod.” Upon reading the article, you discover that Samsung spent a whole lot of money developing this latest techno-gadget… they even employed the same guy who designed the iPod. The article goes on and on comparing specific features - software, integration, number of accessories, etc. But that just isn’t the point.

Now, you know how I feel about the iPod. I’m not exactly drinking that particular Kool-Aid. But I know enough to know that it’s a lot more than a sleek design and some user-friendly software that makes the iPod so difficult to imitate. Apple and iPod have a culture, an identity, a lifestyle built around them. They mean something to the people who love them. Samsung doesn’t have that kind of emotional real estate. Alex Wipperfurth brings up several examples of this same phenomenon in his book Brand Hijack (which I haven’t finished yet… sorry!). For example, Red Bull found authentic inroads into the market, slowly growing interest and cultivating a relationship with its customers. And, try as they might, no other brand has found the same secret formula.

Too many brands think that imitating a product, a design or a campaign (but with a bigger budget) should yield the same results. But the fact is, you can’t force a brand relationship. Customers have to make the decision to come to you. All you can do is build a great product and provide as many authentic inroads as possible. If it’s worth it, customers will find their way to you and make the product their own.

So… as much as a part of me would love to see someone do it, I, the Mac cynic, don’t exactly think that Samsung is making iPod shake in their boots.

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