The world's most universal lubricant—only a handful of people know its formula.

As a lubricant, its fatal flaw is volatility: it evaporates, not only failing to provide lasting protection but actually attracting and concentrating dust and grime. Strictly speaking, it functions more like a solvent or cleaner than a true lubricant—after all, 'WD' stands for 'Water Displacement,' not 'Long-lasting Lubrication.' This is why online forums are rife with corrections: 'WD-40 is NOT a lubricant!'—sparking protracted debates. Technically, it does contain lubricating components, and its short-term effect upon spraying does reduce friction. But if you’re seeking long-term lubrication, white lithium grease, silicone oil, or graphite-based lubricants are far more professional choices. So what is WD-40’s real competitive edge? The answer may lie in brand recognition, ubiquitous distribution, and its 'good-enough-for-most-things' positioning. As one commentator put it, it’s not the best—but it’s readily available on supermarket shelves, affordably priced, and poses minimal skin irritation. When your entire toolkit consists of a hammer and a can of WD-40, it solves most 'good-enough' problems. That’s precisely its secret to success. In a market saturated with highly specialized products, WD-40 occupies a unique ecological niche: it’s the Swiss Army knife of the garage, the all-purpose backup in every household toolbox—not the best in any single category, yet 'good enough' across a remarkably wide range of scenarios. And that 'secret formula,' supposedly locked in a bank vault and requiring a horseback ride through Times Square to unveil? Its true value may long have transcended the chemistry itself—becoming part of the brand narrative, a carefully crafted legend lending an aura of mystique to every blue-and-yellow aerosol can. In the business world, sometimes convincing people you possess a secret is more valuable than possessing one at all. For seventy years, WD-40 has built an almost unreplicable brand moat—through a simple name, a mysterious formula story, and an 'all-purpose' product positioning. As for that notebook documenting the fortieth successful experiment? It likely remains quietly stored in a bank vault somewhere in San Diego. And every new CEO, upon being granted permission to glimpse it, treats that moment as a career highlight—even though, like you and me, they probably won’t understand a word written inside. References: 1. https://files.wd40.com/pdf/sds/mup/wd-40-multi-use-product-aerosol-low-voc-sds-us-ghs.pdf

Why has a small company that has made only one product since 1973 grown its brand ever larger?

01 Recently, I visited a client’s company and noticed something intriguing. A blue-and-yellow can labeled 'WD-40' was visible everywhere in their workshop—nearly every employee had one on hand. Curious, I asked the owner what it was used for. He smiled and explained: 'It’s a multipurpose can—used for rust removal, lubrication, cleaning, and even displacing moisture from metal parts. And it’s not just for machinery; it works in offices and homes too—so we keep several on hand.' That piqued my curiosity even more: What kind of product could possibly do *all* that? So we dug deeper into WD-40—and in today’s Danren Xing column, we’ll explore this remarkable, small-but-mighty company: a brand giant with a tiny corporate footprint—and what lessons it holds for us. 02 In 1953, three engineers in San Diego, California developed an anti-rust, corrosion-resistant formula. They named it simply and bluntly: 'Water Displacement, 40th Formula'—hence WD-40. Later, the company itself adopted the same name. Initially, WD-40 was used to protect missiles from corrosion. Then it entered the consumer market—and then, miraculously, it took off. Seventy-three years have passed. WD-40’s core product and formula remain virtually unchanged—the same blue-and-yellow can—and the company has never launched another product. Yet this small company not only survived—it thrived. Its product now sells globally, and its brand is firmly etched in public memory. How did it achieve this? I believe the core lies in how WD-40 spent those 73 years: it transformed itself into a *habit of problem-solving*, rather than positioning itself as merely a seller of rust inhibitors. Is there really a difference? Yes—these represent two fundamentally distinct business models. When I visit companies and talk with founders, after they finish introducing their products, I always ask: 'If we set aside the question of *what* you sell—what do you consider your greatest strength? What do you most want customers to remember you for?' Many founders pause, think deeply—and ultimately circle back to their product. Today, many companies actively expand their product lines and enter new categories in pursuit of growth. The result? More products, larger scale—but diminishing clarity of perception, and increasingly blurred brand identity. That’s the crucial distinction: others sell products; WD-40 sells *'What do I do when…?' That’s a vital key to becoming a true brand. Many people equate branding with logos, visual identities (VI), or slogans—all important, yes—but none constitute the core of a brand. Let’s use the simplest, most direct definition: A brand is *a conditioned reflex*. When a customer thinks of a particular problem, who comes to mind first? That’s the brand. Toothache? Yunnan Baiyao. Thirst? Nongfu Spring. No product features, no functional descriptions—just the *problem*. WD-40’s brilliance doesn’t lie in declaring, 'We sell the world’s best lubricant.' Its genius lies in ensuring that when users see rust, they think of WD-40; when machinery jams, they think of WD-40; when parts feel damp or stiff—or even when they need general cleaning—they still think of WD-40.

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