Brand positioning
Brand positioning refers to the place a brand occupies in the minds of its target audience relative to its competitors. It involves creating a unique and favorable perception of the brand in the consumer's mind. Effective brand positioning helps differentiate the brand, communicate its value, and establish a competitive advantage in the market.
8 Key excerpts on "Brand positioning"
eBook - ePubDestination Marketing
Essentials
- Steven Pike(Author)
- 2015(Publication Date)
- Routledge(Publisher)
...Those are only distribution points for the merchandise whose brand selection is decided elsewhere. Marketing battles are fought in a mean and ugly place. A place that’s dark and damp with much unexplored territory and deep pitfalls to trap the unwary. Marketing battles are fought inside the mind. (Ries and Trout, 1986: 169) Brand positioning rationale is based on three propositions. First, we live in an over-communicated society, bombarded with information on a daily basis, at levels that are unprecedented in history. Second, our minds develop a defence system against this media clutter. Third, the only way to cut through the clutter and the mind’s defence system is through consistent, simplified and focused messages. Consequently, not selecting a positioning strategy could lead to head-on competition with stronger brands, an unwanted position with little demand, a fuzzy position where distinctive competence is unclear, or no position where the product is unheard of (Lovelock, 1991). Porter (1980) warned that being stuck in the middle, with no distinctive position, was the most dangerous place to be: ‘A company can outperform rivals only if it can establish a difference that it can preserve’. Effective positioning offers the customer benefits tailored to solve a problem, in a way that is different to competitors (DiMingo, 1988; Chacko, 1997). The key construct in positioning is brand image. However, positioning requires more than an understanding of what a brand’s image is in the mind of the consumer. While such studies enable an indication of perceptions of a destination relative to the brand identity, a weakness of this approach is the inability to determine relative positioning against competing places. Positioning requires a frame of reference with the competition, particularly in relation to those in the competitive set. A position is a product’s perceived performance, relative to competitors, on specific attributes (Wind and Robinson, 1972; Lovelock, 1991)...
eBook - ePubThe New Strategic Brand Management
Advanced Insights and Strategic Thinking
- Jean-Noël Kapferer(Author)
- 2012(Publication Date)
- Kogan Page(Publisher)
...07 Brand identity and positioning A brand is not the name of a product. It is the vision that drives the creation of products and services under that name. That vision, the key belief of the brands and its core values is called identity. It drives vibrant brands able to create advocates, a real cult and loyalty. Modern competition calls for two essential tools of brand management: ‘brand identity’, specifying the facets of brands’ uniqueness and value, and ‘Brand positioning’, the main difference creating preference in a specific market at a specific time for its products. For existing brands, identity is the source of Brand positioning. Brand positioning specifies the angle used by the products of that brand to attack a market in order to grow their market share at the expense of competition. Defining what a brand is made of helps answer many questions that are asked every day, such as: Can the brand sponsor such and such event or sport? Does the advertising campaign suit the brand? Is the opportunity for launching a new product inside the brand’s boundaries or outside? How can the brand change its communication style, yet remain true to itself? How can decision making in communications be decentralized regionally or internationally, without jeopardizing brand congruence? All such decisions pose the problem of brand identity. Brand identity: a necessary concept The concept of brand identity is recent. It started in Europe (Kapferer, 1986). The perception of its paramount importance has slowly gained worldwide recognition; in the first American book on brand equity (Aaker, 1991), the word ‘identity’ is in fact totally absent, as is the concept...
eBook - ePubSegmentation Strategies for Hospitality Managers
Target Marketing for Competitive Advantage
- Ron Morritt, Art Weinstein(Authors)
- 2012(Publication Date)
- Routledge(Publisher)
...Chapter 9 Positioning Strategy Generally, in battle, use the common to engage the enemy and the uncommon to gain victory. Sun-Tsu, The Art of War, 500 BC INTRODUCTION Market positioning means creating an image in the mind of your target segments regarding your product (or service) and how it compares with the competition. Effective positioning requires that your target segments regard your product as unique, possessing valuable attributes, and having superior value. It means that your brand name will naturally come to the top of their mind as the product of choice when they are in need of your services. In the twenty-first century, we, as consumers, are constantly being bombarded by advertising and promotion messages in an era of an oversupply of competing brands and products. For example, if I would like to stop at a fast-food restaurant for lunch, which of the dozens of fast-food brands do I patronize? And why? Most of this informational clutter associated with the mass media and the Internet is not remembered or not remembered in a way that is intended by the advertiser. Sometimes we remember an amusing or unusual ad but not what product or service it is intended to promote. Therefore, effective advertising and promotion implies that hospitality firms should differentiate their products and services in the minds of their target customers. But differentiation is not enough. You need to differentiate your product or service in a way that is perceived as valuable by your target segments. Thus, McDonald's is positioned as the leading family-oriented fast-food chain, offering high value, clean restaurants, fast service, and great-tasting food. Southwest Airlines is positioned as a discount direct route carrier that offers low prices, friendly and courteous service, and ticket-less reservations to selected destinations...
eBook - ePubThe 20 Ps of Marketing
A Complete Guide to Marketing Strategy
- David Pearson(Author)
- 2013(Publication Date)
- Kogan Page(Publisher)
...Perception is that which happens in the minds of the target market. It is the aggregate Perception that the market has of a particular company, Product or service in relation to their Perceptions of the competitors in the same category. A company’s management should be proactive about the ongoing process of evolving a Position, and Positively influence the Perceptions through enlightened strategic actions. Noel Peebles, author of How to Sell Your Business the Easy Way! (1999), writes: Positioning is the marketing tool that helps prospects and customers identify what’s unique about your Product, service or company. Use Positioning to give your advertising purpose, to give it a message, and to give it the appropriate tone. Then and only then, are you on your way to developing a good advertising strategy. Product Positioning process Generally, the Product Positioning process involves: Define the market in which the Product or brand will compete (ie who are the relevant customers). Identify the attributes that define the Product ‘space’. Collect information from a sample of customers about their Perceptions of each Product on the relevant attributes. Determine each Product’s share of mind. Determine each Product’s current location in the Product space. Determine the target market’s preferred combination of attributes. Examine the fit between: the Position of your Product; the preferred combination of attributes. Position. The process is similar for Positioning your company’s services. Services, however, don’t usually have the physical attributes of Products...
eBook - ePubBranding a Store
How To Build Successful Retail Brands In A Changing Marketplace
- Ko Floor(Author)
- 2014(Publication Date)
- BIS Publishers(Publisher)
...2. BUILDING A BRAND IDENTITY Every strong brand identity is built on three pillars: a clear, differentiating positioning, a distinct personality and consistent communications. The Brand positioning is the mix of functional, tangible attributes that the retail brand has to offer to the consumer (the ‘what’). The brand personality describes the characteristics of the retail brand (the ‘who’) and is strongly emotional. The brand communication informs the consumer through its own look and feel (the ‘how’) of the positioning and the personality. But the way everything is communicated also has an influence on the brand identity. Together the positioning, the personality and the communication form the retail brand circle. Only if all these three aspects form a consistent and integrated whole can we talk about a strong brand. 2.1 Brand positioning In order to differentiate a brand from the competition and to create consumer loyalty, a strong brand identity is needed. To build up such a brand identity, a retailer needs more than just a striking advertising campaign. It is not only about what the retailer says, but mainly also about what it does. A strong brand identity has both functional and emotional characteristics, and consists of three connecting instruments: a clear, differentiating Brand positioning; a distinct brand personality; consistent brand communications. These three instruments for building up a brand identity can be found in the retail brand circle. These same instruments are also the basis for a manufacturer brand identity. Their implementation by a retailer, however, strongly differs from that of a manufacturer. The biggest difference is that a retail company can use its stores to build the brand. Because of that, the contact with the consumer is more direct and more intense than it is for a manufacturer...
eBook - ePub- Jack Reigle(Author)
- 2011(Publication Date)
- Wiley(Publisher)
...Chapter 2 Positioning POSITIONING DEFINED The new economic and social realities unfolding around us demand that every firm seeking success in the post-boom era reimagine, redefine, and reenergize their position in the marketplace. Positioning is the concept and tool needed to achieve this outcome, and while its history is fairly recent, its power is substantial. No longer is high-level strategy enough to allow us to navigate through the land mines and booby traps of economic conditions. Future strategic advantage will come from a firm’s commitment to a dynamic and growing positioning strategy that brings their 10–15 year strategic plan into focus. Changes to positioning will be demanded much more frequently than in the past. New technologies, new competitors, new client needs, and the shifting sands of economic stability will require firms to react more quickly and more boldly. Regardless of how many firms survive or fail, or how many designers are ultimately employed by the profession, clients and markets will still need the work to be performed. The real questions are: “What will change about the client needs?” and “What will it take to be one of the firms that thrive in the new era?” This era of change will likely last another decade, at which point it may settle into a somewhat more predictable “normalcy.” Yet even that expectation is on the table for review, so best not plan for it anytime down the road. So what is positioning? Positioning is the process that firms utilize to create a clear and compelling identity, image, and reputation in the minds of their target market. Secondarily, these same positive images should be conveyed to other professionals: other designers, partners, professional associations, academic communities, and the like. Positioning began as the turf of product marketers only, and remained that way for decades...
eBook - ePubPositioning for Professionals
How Professional Knowledge Firms Can Differentiate Their Way to Success
- Tim Williams(Author)
- 2010(Publication Date)
- Wiley(Publisher)
...Executing two different strategies effectively requires two separate brands. NATURAL OUTCOMES OF A POWERFUL VALUE PROPOSITION A strong value proposition is attractive to customers and unattractive to competitors. The idea is to claim a position that your competitors will ignore, because they either are unable to deliver the same value proposition, are uninterested in delivering it, or are unconvinced that a focused value proposition is necessary in the first place. If you succeed, the outcomes of a successful positioning strategy will produce positive answers to all of the following statements: • We are distinguished by a set of unique products, services, and capabilities. • We have developed proprietary approaches that support our positioning and add value to the firm’s brand. • We are focused on what we do best and have found strategic alliances for the rest. • Our people have a clear understanding of our positioning strategy. • We have identified clear hiring standards for the kind of people we need to reinforce our brand. • Our corporate identity and promotional materials reflect our positioning. • We have a clear set of criteria for identifying prospective clients based on our positioning. • Our positioning and focus allow us to create more proprietary intellectual property, which we are able to leverage with our clients and prospects. • Because we have taken steps to create more value for our clients, we are able to also capture more value through our pricing and compensation agreements. • We are differentiated not just by our capabilities, but by our point of view. Next we look at a framework for how firms can engage in the actual process of defining or refining their value proposition, including ways to engage all important stakeholders along the way....
eBook - ePub- Gary Dahl(Author)
- 2011(Publication Date)
- For Dummies(Publisher)
...Chapter 4 Defining and Positioning Your Message In This Chapter Knowing what customers want in your business, product, or service — and providing it Pinpointing what you want to say Devising a campaign that knocks their socks off W ith a limited advertising budget, your product, service, or company name isn’t on the tip of the national tongue, nor are people from New York to Los Angeles whistling your jingle. But you can define your strengths and position your advertising message in such a way that you give yourself the best possible chance for success. And with 50 percent of all new businesses going under within the first two years, you want to do everything you can to improve these rather daunting odds for your business. When you first opened your business, you probably felt confident in doing so because you were convinced you could provide better service, a more unique line of products, and more creative solutions to consumers’ problems than they could find anywhere else. You found an attractive, convenient location; stocked up on really cool merchandise or offered a really distinctive service; expanded your business hours for better customer convenience; and have been enjoying at least the first blush of the success that usually follows a well-thought-out business plan. To paraphrase mass-production genius Henry Kaiser (whose ship-building division, during World War II, built one new Liberty Ship every day), “You found a need and filled it.” But now you need to take it one step further with an advertising campaign that brings in more customers, adds more dollars to your bottom line, and validates all the reasons you went into business in the first place. In this chapter, I fill you in on a few of the key factors that customers use when they choose one business over another — factors you want to keep in mind when you come up with ways to advertise your business’s strengths...
