What is a strategic positioning analysis
Strategic positioning Explanation and definition of terms
Products in the relevant market can be elements of such a strategic positioning model. A survey of potential or actually existing customers is often carried out in order to be able to carry out an analysis of the market position. This results in the following strategic options for action: Recognizing and working on market niches with special needs profiles, approaching the ideal through all suitable marketing measures, and optimizing the perception of relevant features through approaching the ideal. To illustrate the strategic positioning of brands, products and / or services, a qualitative-quantitative approach has proven itself in practice.
Strategic positioning and its process phases
Determination of the positioning objects, determination of evaluation dimensions, determination of object perception, creation of a positioning space, interpretation of the object space, formulation of a positioning strategy. The strategic positioning aims to meet the emotional and factual needs of the target group. A brand should be profiled in such a way that the target group accepts the offer, buys the product or favors the service and distinguishes the product or service from all other competitive offers. When people become customers, the subconscious is almost always involved. Sensible considerations, for example regarding price, etc. are only partially incorporated into the decisions. A decisive competitive advantage is therefore the precise knowledge and, as a result, the targeted addressing of emotions. Strategic positioning means that it contains what constitutes an adequate market analysis. Often, however, this is not analyzed precisely enough in strategic market research. Many studies do not adequately cover the five required dimensions, namely the value proposition, the factual benefit, the “reason why”, usage situations and tonality.
In order to work out the best options for the strategic positioning of a brand, it is advisable to analyze and link these five levels in the increasingly complex markets. In addition, the strategic positioning should match the corporate culture.
The following search path has proven itself for optimal strategic positioning. An attempt should be made to ensure that the relevant brand reaches the central emotional reason for using the product group in the perception of the consumer. If you unequivocally bind the customers to you, you can become the market leader. Is it possible for you to outbid the main reason for buying the category with a higher-quality "Reason Why"? Disseminate the central purchase benefit differently. Try to address new, interesting market segments and occupy the category benefit in a different usage situation.
Strategic positioning with a superior reason why
A competitor is often already positioned in the perception of the consumer for the central category benefit. However, a brand can use a different or a superior reason why
Change customer associations in the sense of a cause-and-effect reaction and master the category benefit. Most companies, however, lack the knowledge and so the reason why level is severely neglected in almost all market analyzes and market segmentations.
Strategic positioning through a different communication of the category benefit
The success of a category can also be successfully communicated differently. To do this, however, a relevant, creative interpretation has to be found. Just think of the opening credits for the Formula 1 races. A beautiful and calm picture of a lake, perfect nature and a branded beer. This company, for example, occupies the category benefit of "relaxing", chilling out, or relaxing. Scenes that are emotionally charged can lead to double-digit increases in sales, even when the markets are in decline.
Strategic positioning by filling the category benefit in other usage situations
Often one uses the same or similar products and can still occupy the same category of benefit. Since the consumers are in a different state, the category benefit is always experienced differently. Champagne, for example, was a product for special occasions. New products such as Prosecco entered this market, which were initially perceived as not worthy, but nevertheless as a light alcoholic drink suitable for everyday use. There is therefore the possibility of occupying different uses with subordinate brands.
Strategic positioning through targeted addressing of market segments
Often the category benefit is already occupied in many markets, no communication channel or superior reason why can be found. In addition, new usage situations are often not big enough to guarantee economic success. In this situation, brand managers should ask themselves how the relevant brand can be differentiated from the competition and positioned on a downstream benefit. Due to the existing competition, new product categories or sub-markets are constantly emerging. Over time, they continue to differentiate themselves. In addition to occupying the category benefit, market segmentation can be the second key to successful branding. Market segmentation is particularly suitable as a niche strategy for medium-sized companies. In the case of large market shares, there is also the option of preventive market defense. However, it must be ensured that the criteria used are manifested in customer behavior and that the target groups are large enough to be able to achieve economic success.
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