[{"data":1,"prerenderedAt":577},["ShallowReactive",2],{"insight-why-disruptor-brands-stop-copying-category-leaders":3},{"page":4,"related":507,"index":575},{"id":5,"published":6,"lastPublished":7,"title":8,"slug":9,"thumbnail":10,"date":27,"author":28,"categories":35,"contributors":40,"content":56,"thumbnailStyle":445,"schemaTypes":501,"schemaCustom":502,"faqs":445,"seo":503},"QkdivaBkRYuqXofR1T7SHQ","2026-10-12T15:06:23+01:00","2026-10-12T15:14:46+01:00","Why Disruptor Brands Need to Stop Copying Category Leaders","why-disruptor-brands-stop-copying-category-leaders",{"alt":11,"title":8,"focalPoint":12,"width":14,"height":15,"thumbnail":16,"small":17,"medium":18,"responsiveImage":19},"Illustration showing four muted green light bulbs in a row and one bright coral light bulb breaking upward from the group, symbolizing a disruptor brand choosing originality instead of copying category leaders.",{"x":13,"y":13},0.5,1680,858,"https://www.datocms-assets.com/151374/1791813363-why-disruptor-brands-need-to-stop-copying-category-leaders.png?auto=format&fit=max&h=600&q=85&w=600","https://www.datocms-assets.com/151374/1791813363-why-disruptor-brands-need-to-stop-copying-category-leaders.png?auto=format&fit=max&h=1000&q=85&w=1000","https://www.datocms-assets.com/151374/1791813363-why-disruptor-brands-need-to-stop-copying-category-leaders.png?auto=format&fit=max&h=1500&q=85&w=1500",{"srcSet":20,"webpSrcSet":21,"sizes":22,"src":23,"width":14,"height":15,"aspectRatio":24,"alt":11,"title":8,"base64":25,"bgColor":26},"https://www.datocms-assets.com/151374/1791813363-why-disruptor-brands-need-to-stop-copying-category-leaders.png?auto=format&dpr=0.25&fit=max&h=2440&q=85&w=2440 420w,https://www.datocms-assets.com/151374/1791813363-why-disruptor-brands-need-to-stop-copying-category-leaders.png?auto=format&dpr=0.5&fit=max&h=2440&q=85&w=2440 840w,https://www.datocms-assets.com/151374/1791813363-why-disruptor-brands-need-to-stop-copying-category-leaders.png?auto=format&dpr=0.75&fit=max&h=2440&q=85&w=2440 1260w,https://www.datocms-assets.com/151374/1791813363-why-disruptor-brands-need-to-stop-copying-category-leaders.png?auto=format&fit=max&h=2440&q=85&w=2440 1680w","","(max-width: 1680px) 100vw, 1680px","https://www.datocms-assets.com/151374/1791813363-why-disruptor-brands-need-to-stop-copying-category-leaders.png?auto=format&fit=max&h=2440&q=85&w=2440",1.9580419580419581,"data:image/jpeg;base64,/9j/4AAQSkZJRgABAQAAAQABAAD/2wCEAAoHBwgNBhAODRIODQ0NFg0NDQ0NDhkOEg0YFx8ZGBYTFiEaHysjGh0oHRUWJDUlKC0vMjIyGSI4PTcwPCsxMi8BCgsLAg0OHBAJHDscFh0vLy8vLy8vLy8vLy8vLy8vLy8vLy8vLy8vLy8vLy8vLy8vLy8vLy8vLy8vLy8vLy8vL//AABEIAA0AGAMBIgACEQEDEQH/xAAWAAEBAQAAAAAAAAAAAAAAAAABAgD/xAAYEAEBAAMAAAAAAAAAAAAAAAAAAQIREv/EABcBAAMBAAAAAAAAAAAAAAAAAAIEBgH/xAAbEQACAgMBAAAAAAAAAAAAAAABMQAFAgMRFf/aAAwDAQACEQMRAD8AqYnkSnZ3P2CXJ7WaEBQsYWkYxteOYdlJ1T//2Q==","#f95c33","2026-10-12",{"id":29,"slug":30,"name":31,"photo":32,"role":34},"P4b4Y34NQqapnOCHtjqtBg","kelsey-bailey","Kelsey Bailey",{"src":33},"https://www.datocms-assets.com/151374/1791394903-kelsey-bailey.png?auto=format&fit=max&h=300&q=85&w=300","Marketing Manager",[36],{"id":37,"slug":38,"title":39},"fR6meM82TX2VgSOwA21LkA","paid-social","Paid Social",[41,46,51],{"id":42,"custom":21,"existing":43},"SSdg1_YGSLKx2pXgkKjmwQ",{"id":44,"name":45},"bHnz3bGHR0ydxMIFw2N6aQ","Kevin Goodwin",{"id":47,"custom":21,"existing":48},"EqL4cu4TR36in-INkIvlug",{"id":49,"name":50},"HUo_KEI3TD68d8fZknmuaw","Alice Woo",{"id":52,"custom":21,"existing":53},"Tg4x7CO0SPKi7ANVD3vBVg",{"id":54,"name":55},"Fq1vG1_wSb6RSxIwOLOhYw","Lola Behrens",{"value":57,"blocks":415},{"schema":58,"document":59},"dast",{"type":60,"children":61},"root",[62,68,72,76,92,95,101,105,109,113,117,119,123,127,131,135,148,152,156,158,171,175,179,183,187,192,194,200,204,208,213,217,221,226,230,234,238,243,247,251,255,260,264,268,281,285,289,293,297,299,303,307,311,315,326,330,334,336,340,344,348,352,356,360,364,366,370,375,379,384,388,393,397,402,406,411],{"type":63,"children":64},"paragraph",[65],{"type":66,"value":67},"span","Many disruptor brands build their early success around a simple formula: one channel, one compelling differentiator, and one creative approach that consistently converts. But as acquisition costs climb and returns begin to compress, that formula eventually runs out of room.",{"type":63,"children":69},[70],{"type":66,"value":71},"As that early momentum becomes harder to sustain, it's natural for brands to look at what's working elsewhere in their category. Competitors offer a visible reference point, and adopting proven approaches can feel like a safer bet than investing in something untested. But there's a tradeoff: the more a disruptor relies on the same strategies, messaging, and creative conventions as its competitors, the harder it becomes to preserve the differentiation that fueled its early success.",{"type":63,"children":73},[74],{"type":66,"value":75},"In conversations with growing consumer brands, we often see the same tension: teams know the creative approaches that drove their early success are becoming harder to scale, but they don't have the budget or testing capacity to explore every possible alternative. That makes familiar category approaches appealing, even when the brand's original advantage came from doing something differently.",{"type":63,"children":77},[78,80,90],{"type":66,"value":79},"Our ",{"url":81,"meta":82,"type":86,"children":87},"https://newengen.com/insights/2026-growth-playbook-disruptor-brands/",[83],{"id":84,"value":85},"target","_blank","link",[88],{"type":66,"value":89},"2026 Disruptor Growth Playbook",{"type":66,"value":91}," explores that challenge and the creative-led system brands need to move beyond their early growth formula without losing what made them stand out.",{"item":93,"type":94},"cDcGsKPPSzmnmZZraTc9hA","block",{"type":96,"level":97,"children":98},"heading",2,[99],{"type":66,"value":100},"Why Do Disruptor Brands Start Copying Their Competitors?",{"type":63,"children":102},[103],{"type":66,"value":104},"When growth slows, looking at what competitors are doing can feel like the most practical place to start. Their campaigns are visible, their creative formats are easy to study, and their apparent success offers a convenient starting point for teams that can't afford to waste budget.",{"type":63,"children":106},[107],{"type":66,"value":108},"But there's a limitation to competitive research is that you can see what another brand is doing without knowing why it's working.",{"type":63,"children":110},[111],{"type":66,"value":112},"An established category leader may benefit from years of brand recognition, existing customer trust, or distribution advantages that a newer brand hasn't built. Its advertising is operating within that context. Recreating the format or messaging doesn't recreate the conditions behind its performance.",{"type":63,"children":114},[115],{"type":66,"value":116},"That becomes a bigger problem when every brand is studying the same competitors and following the same formulas. The approaches that once helped a category leader stand out gradually become the conventions everyone else follows.",{"item":118,"type":94},"dgJaW_MnTQaB5uN_wD_RUQ",{"type":63,"children":120},[121],{"type":66,"value":122},"The assumption worth challenging is that a proven strategy is automatically a lower-risk strategy. A competitor's success doesn't tell you whether the same approach will resonate with your customers, especially when you can't see the full context behind its performance.",{"type":63,"children":124},[125],{"type":66,"value":126},"For disruptors with limited room for wasted investment, copying a familiar approach can feel like the conservative choice while introducing a different kind of risk: spending budget to become less recognizable.",{"type":96,"level":97,"children":128},[129],{"type":66,"value":130},"How Does Following Category Conventions Weaken Brand Differentiation?",{"type":63,"children":132},[133],{"type":66,"value":134},"A brand can have a genuinely differentiated product and still produce advertising that looks and sounds like everyone else's. That's a particular risk for disruptors, whose early success often depends on offering customers something the established category players don't.",{"type":63,"children":136},[137,139,146],{"type":66,"value":138},"The commercial value of differentiation is well established. In an analysis of 1,313 brands tracked over three to four years, ",{"url":140,"meta":141,"type":86,"children":143},"https://www.kantar.com/uki/Inspiration/Agile-market-research/Imbuing-brands-with-a-sense-of-difference",[142],{"id":84,"value":85},[144],{"type":66,"value":145},"Kantar",{"type":66,"value":147}," found that brands with strong perceived differentiation were twice as likely to grow as those with weaker differentiation.",{"type":63,"children":149},[150],{"type":66,"value":151},"But a product advantage only helps if customers understand why it matters. When a brand adopts the same claims, creative formats, and visual conventions as its competitors, it risks making its strongest differentiator harder to recognize.",{"type":63,"children":153},[154],{"type":66,"value":155},"For disruptors looking to reach new audiences, the challenge is to make their original advantage relevant to more customer motivations and purchase occasions without losing the perspective that made the brand distinctive.",{"item":157,"type":94},"e-g5VI4YRK6YyVivG_7GlQ",{"type":63,"children":159},[160,162,169],{"type":66,"value":161},"That distinction matters for disruptors trying to stand apart from category leaders. Creative can look different on the surface while still relying on the same familiar messages and customer motivations. As we explore in ",{"url":163,"meta":164,"type":86,"children":166},"https://newengen.com/insights/meta-creative-diversification/",[165],{"id":84,"value":85},[167],{"type":66,"value":168},"our guide to creative diversification on Meta",{"type":66,"value":170},", the real opportunity is to move beyond new executions of existing ideas and develop creative that gives customers a meaningful reason to recognize, remember, and choose the brand.",{"type":96,"level":97,"children":172},[173],{"type":66,"value":174},"How Can Brands Tell if Their Creative Is Truly Distinctive?",{"type":63,"children":176},[177],{"type":66,"value":178},"Creative reviews can easily become exercises in internal consensus. The team likes the direction, the execution follows the brief, and everyone agrees it feels on-brand. But none of those things necessarily means the work will stand out to a customer.",{"type":63,"children":180},[181],{"type":66,"value":182},"Kevin Goodwin, SVP of Strategy & Growth at New Engen, uses five questions to pressure-test creative before it goes to market. The framework is designed to expose weaknesses that can be easy to overlook during internal reviews: ideas built around the brand's priorities rather than the customer's, creative that lacks recognizable brand assets, and campaigns that follow familiar category conventions without challenging them.",{"type":63,"children":184},[185],{"type":66,"value":186},"The questions are most valuable early in concept development, when there's still room to change the underlying idea rather than simply adjust its execution.",{"type":96,"level":188,"children":189},3,[190],{"type":66,"value":191},"Five Questions to Ask Before Your Next Creative Campaign",{"item":193,"type":94},"UW9fn2VzRfuC4B_1-njdAQ",{"type":63,"children":195},[196],{"type":66,"marks":197,"value":199},[198],"strong","1. Are we in the customer's world, not the brand's?",{"type":63,"children":201},[202],{"type":66,"value":203},"Customers don't experience advertising through the same lens as the people producing it. Customers are thinking about their own priorities, frustrations, routines, and aspirations, not necessarily the product features a marketing team wants to highlight. So, a campaign built around what the brand wants to say can easily miss what the customer actually cares about.",{"type":63,"children":205},[206],{"type":66,"value":207},"Before approving a concept, consider whether the idea reflects something meaningful in the customer's life. Could the same advertisement run for a competitor with nothing more than a logo change? If so, the team may need to revisit the underlying customer insight.",{"type":63,"children":209},[210],{"type":66,"marks":211,"value":212},[198],"2. Are we using the real bar to judge what's interesting?",{"type":63,"children":214},[215],{"type":66,"value":216},"Creative teams can spend hours discussing work that a consumer will encounter for only a few seconds. An idea that feels compelling after several internal presentations may not have the same impact on someone scrolling through their feed.",{"type":63,"children":218},[219],{"type":66,"value":220},"Customer conversations, social listening, creator feedback, and testing can help teams evaluate creative against what audiences actually find interesting. The question is whether the work can earn attention outside the context of the conference room where it was developed.",{"type":63,"children":222},[223],{"type":66,"marks":224,"value":225},[198],"3. Would you recognize this without the logo?",{"type":63,"children":227},[228],{"type":66,"value":229},"Think about the brands whose advertising you can identify before their name appears. They often have a recognizable tone, visual language, recurring characters, or way of telling stories that becomes familiar over time.",{"type":63,"children":231},[232],{"type":66,"value":233},"That recognition builds through consistency over time. It doesn't require every campaign to look identical, but it does require enough continuity that audiences begin associating the work with the brand.",{"type":63,"children":235},[236],{"type":66,"value":237},"For disruptors, it's worth asking whether each new execution is building that recognition or simply borrowing a familiar category style.",{"type":63,"children":239},[240],{"type":66,"marks":241,"value":242},[198],"4. Are we using emotion, drama, and storytelling?",{"type":63,"children":244},[245],{"type":66,"value":246},"A list of product benefits might explain what something does, but it doesn't always give people a reason to remember it.",{"type":63,"children":248},[249],{"type":66,"value":250},"Humor, surprise, tension, and recognizable human experiences can make creative more engaging. A compelling story doesn't need to be complicated or expensive. Sometimes a simple observation about how customers use a product is more effective than a highly produced demonstration.",{"type":63,"children":252},[253],{"type":66,"value":254},"The question is whether the work gives people something to feel, recognize, or respond to beyond the functional product claim.",{"type":63,"children":256},[257],{"type":66,"marks":258,"value":259},[198],"5. Does this defy what the category looks like?",{"type":63,"children":261},[262],{"type":66,"value":263},"Every category develops recognizable conventions. Skincare brands use similar visual environments, wellness brands gravitate toward familiar aspirational imagery, and apparel advertisers repeatedly highlight the same product benefits and lifestyle moments. While these approaches can help customers understand a product, relying on them too heavily makes it harder to stand apart.",{"type":63,"children":265},[266],{"type":66,"value":267},"Look at the advertising across your category. Which messages and creative formats keep appearing? What customer needs or perspectives are being overlooked? The opportunity may be to challenge a familiar claim, tell a different customer story, or reconsider who is best positioned to communicate the product's value.",{"type":63,"children":269},[270,272,279],{"type":66,"value":271},"For ",{"url":273,"meta":274,"type":86,"children":276},"https://newengen.com/work/rugiet/",[275],{"id":84,"value":85},[277],{"type":66,"value":278},"Rugiet",{"type":66,"value":280},", traditional influencer content wasn't providing the credibility needed to address consumer skepticism. New Engen developed a strategy around expert creators, including coaches and therapists, emphasizing education and trusted perspectives. The resulting creative achieved a 10% lower CPA than the account average.",{"type":63,"children":282},[283],{"type":66,"value":284},"Rugiet's approach shows that standing apart can mean changing the perspective or source of credibility behind a message, not simply how the advertising looks.",{"type":96,"level":97,"children":286},[287],{"type":66,"value":288},"How Can Disruptor Brands Learn From Competitors Without Copying Them?",{"type":63,"children":290},[291],{"type":66,"value":292},"One reason brands end up copying competitors is that they understand the category's advertising better than they understand the people buying from it. A competitor's creative is easy to observe. The customer motivations behind its success are much harder to see.",{"type":63,"children":294},[295],{"type":66,"value":296},"New Engen uses a two-tier persona framework because broad demographic descriptions rarely give creative teams enough direction about what to make. Parent personas establish the larger customer identities a brand serves, while micro personas identify the specific motivations, behaviors, and purchase needs that inform creative angles, channel choices, and testing priorities.",{"item":298,"type":94},"ABvhT5CPR8CE8tfSQ7vBgA",{"type":63,"children":300},[301],{"type":66,"value":302},"This matters for differentiation because two consumers who look similar on paper may have entirely different reasons for choosing the same product. Those reasons should influence not only the message but also the format, proof, and creative execution.",{"type":63,"children":304},[305],{"type":66,"value":306},"Consider a sun-protection brand targeting people who spend significant time outdoors. Within that audience, an endurance athlete may prioritize sweat resistance, a commuter may care about easy reapplication, and a beauty enthusiast may focus on finish and how the product works within a morning routine.",{"type":63,"children":308},[309],{"type":66,"value":310},"Those differences should change the creative brief. An endurance athlete might respond to a product demonstration showing how sunscreen performs during a long run. A commuter may care more about how easily it fits into a busy morning, while a beauty enthusiast may want to see how it looks and feels under makeup.",{"type":63,"children":312},[313],{"type":66,"value":314},"The product is the same, but the customer problem, supporting proof, and creative approach are different. That's a more useful basis for developing original ideas than starting with a competitor's successful format and changing a few visual elements.",{"type":63,"children":316},[317,319,324],{"type":66,"value":318},"A similar opportunity emerged in our work with ",{"url":320,"type":86,"children":321},"https://newengen.com/work/particle-for-men/",[322],{"type":66,"value":323},"Particle for Men",{"type":66,"value":325},". While the brand's evergreen creative primarily targeted men, Valentine's Day introduced a different buyer: women shopping for their partners. New Engen developed creator-led content that reflected the gift-giver's perspective, adapting the messaging to a different purchasing motivation and helping the brand expand its reach and engagement.",{"type":63,"children":327},[328],{"type":66,"value":329},"This is also how competitive research becomes more useful. Rather than simply identifying which campaigns appear successful, brands can examine the messages and motivations dominating their category, then compare those patterns with what they know about their own customers. Direct conversations, purchase behavior, social listening, and research can reveal needs competitors may not be addressing as effectively.",{"type":96,"level":188,"children":331},[332],{"type":66,"value":333},"Turn Competitive Research Into Creative Opportunities",{"item":335,"type":94},"W9jGp-t-SNW1H26HAcdaAw",{"type":63,"children":337},[338],{"type":66,"value":339},"The intersection of those answers is where stronger creative directions begin. Not every overlooked customer need is a viable opportunity, and being different for the sake of being different isn't a strategy. The opportunity still needs to align with the product, reach a commercially relevant audience, and demonstrate that it can contribute to performance.",{"type":63,"children":341},[342],{"type":66,"value":343},"Finding an overlooked need is also only useful if that insight changes what the team makes. It should influence the creative brief, the concepts being tested, and how performance results inform the next round of work.",{"type":63,"children":345},[346],{"type":66,"value":347},"That's how disruptors can continue finding new reasons for customers to choose their brand without abandoning the advantage that helped them grow in the first place.",{"type":96,"level":97,"children":349},[350],{"type":66,"value":351},"The Next Stage of Growth Requires More Than a Proven Formula",{"type":63,"children":353},[354],{"type":66,"value":355},"The advantage that helped a disruptor brand break into a category shouldn't disappear as the business grows. But preserving that advantage requires more than continuing to optimize the same creative approach or adopting whatever seems to be working for competitors.",{"type":63,"children":357},[358],{"type":66,"value":359},"It requires understanding where customer needs are changing, identifying opportunities the category has overlooked, and developing creative that makes the brand's differences meaningful to more people. That also means building a system that learns from each experiment, so every new campaign contributes something beyond its immediate performance.",{"type":63,"children":361},[362],{"type":66,"value":363},"The brands that built their early success by seeing something differently have every reason to keep doing so as they scale.",{"item":365,"type":94},"V-GwWMCtSoemlG7hkEstvw",{"type":96,"level":97,"children":367},[368],{"type":66,"value":369},"Frequently Asked Questions About Brand Differentiation for Disruptor Brands",{"type":96,"level":188,"children":371},[372],{"type":66,"marks":373,"value":374},[198],"Q1: What is brand differentiation in marketing?",{"type":63,"children":376},[377],{"type":66,"value":378},"Brand differentiation establishes meaningful reasons customers should choose one brand over its competitors. Those differences can come from product features, customer experience, positioning, values, or the way a brand meets specific consumer needs. Effective differentiation needs to be relevant to the customer, not merely different from what competitors offer.",{"type":96,"level":188,"children":380},[381],{"type":66,"marks":382,"value":383},[198],"Q2: How can a disruptor brand stand out from established competitors?",{"type":63,"children":385},[386],{"type":66,"value":387},"Start by understanding which customer needs established competitors aren't addressing effectively. Use audience research to identify meaningful product advantages, develop creative that communicates those advantages, and build recognizable brand assets over time. Test different approaches to understand which messages resonate and contribute to business performance.",{"type":96,"level":188,"children":389},[390],{"type":66,"marks":391,"value":392},[198],"Q3: Why do brands start looking like their competitors?",{"type":63,"children":394},[395],{"type":66,"value":396},"Brands often adopt similar creative approaches because they study the same successful campaigns, use the same platforms and tools, and gravitate toward strategies that appear less risky. Over time, those decisions can lead to similar messaging, visual styles, and customer experiences across an entire category.",{"type":96,"level":188,"children":398},[399],{"type":66,"marks":400,"value":401},[198],"Q4: How do you know if your advertising is distinctive?",{"type":63,"children":403},[404],{"type":66,"value":405},"Evaluate whether customers can recognize the brand, whether the creative communicates a meaningful customer benefit, and whether the execution stands apart from familiar category conventions. One useful question is whether the advertising would still be recognizable without the brand's logo. Customer research and creative testing can help validate those assumptions.",{"type":96,"level":188,"children":407},[408],{"type":66,"marks":409,"value":410},[198],"Q5: How can brands learn from competitors without copying them?",{"type":63,"children":412},[413],{"type":66,"value":414},"Study competitor messaging, creative patterns, and positioning to understand what the category already emphasizes. Then compare those observations with your own customer insights to find needs, motivations, and product advantages that competitors may be overlooking. Use those findings to develop and test original creative directions.",[416,420,424,427,446,459,493],{"id":93,"type":417,"label":418,"script":419},"hubspot_block","Download the Free 2026 Disruptor Growth Playbook","\u003Cscript charset=\"utf-8\" type=\"text/javascript\" src=\"//js.hsforms.net/forms/embed/v2.js\">\u003C/script>\n\u003Cscript>\n  hbspt.forms.create({\n    portalId: \"46586773\",\n    formId: \"203d4458-c11f-4c03-bb90-17ffd250362e\",\n    region: \"na1\"\n  });\n\u003C/script>",{"id":118,"type":421,"quote":422,"cite":423},"quote_block","Disruptors face a unique challenge. They're compelled to 'follow the herd'—adopt the same channels, use the same partners, and run the same tests—because it's the proven path. But when everyone just copies what's working for the standout, the benefit is lost entirely. Winning disruptors know how to deviate and when to do their own thing.","Kevin Goodwin, SVP of Strategy & Growth, New Engen",{"id":157,"type":421,"quote":425,"cite":426},"More creative assets don’t necessarily mean more creative ideas. You can have multiple executions of the same concept with different crops, hooks or colors, but that’s production volume. 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say?",{"id":475,"text":476},"RjCstaEYTlexJ_otdp6lXA","Repeated claims, common benefits, visual conventions, and familiar customer promises",{"cells":478},[479,482],{"id":480,"text":481},"SSIGRX-LQ_miO3yBISlkiQ","What do our customers actually care about?",{"id":483,"text":484},"Fn2hJMo_TLO430T4G0X8Ow","Purchase motivations, frustrations, objections, use cases, and needs competitors may be overlooking",{"cells":486},[487,490],{"id":488,"text":489},"fzfU1osURh6FI8Itlhi-Lw","What can our brand credibly own?",{"id":491,"text":492},"RZ8SgZhCQue_UDZr_Oabog","Product truths, customer experiences, distinctive perspectives, and advantages the brand can substantiate",{"id":365,"type":494,"label":495,"internal":496,"external":21},"link_item","Download The 2026 Disruptor Growth Playbook for Disruptor Brands",{"id":497,"type":498,"title":499,"slug":500},"KgfPl94YR6WUfe8GD2658A","insight","The 2026 Growth Playbook: Disruptor Brands","2026-growth-playbook-disruptor-brands",[],"\n\u003Cscript 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