Back to Basics – 3

Step 3 has to do with positioning.
 
Positioning was first presented by Al Reis and Jack Trout in their 1981 book, Positioning: The Battlefield for Your Mind (I own a first edition).
 
The main idea is that the marketplace actually positions (ranks and/or stereotypes) a brand within the collective mind.

Now most marketers believe they are responsible for positioning their offering – product or service – in the marketplace by practicing certain strategies and tactics, particularly through setting price and creating compelling messages.

Well, the truth is they do influence what market members think. But the key consideration here is the market perceives the product in their own context and through their own experiences, some not even related to the product itself. This includes experiences with competitive products and products in adjacent categories, their histories with similar products over time, and their social backgrounds among other factors.

A provider can certainly influence and persuade people that their product ought to occupy a certain position (number one, the first, the least expensive, the most responsive, etc.). However, if a competitor is already making – and backing up – that claim, you’ll most likely never dislodge the competitor from the position you’d like.
 
It’s therefore vitally important that you find a positive, unoccupied position in which to compete. That means research.
 
The first thing to determine through research is what attributes are really important to your prospects. That is, what motivates them to buy. Then you need to find out how your prospects now position your competition within the product category. Once you know those two pieces of intelligence you can begin looking for an unoccupied position with favorable attributes.

To read more about positioning and see how the research process works, I’ve a section about positioning on my Signature Strategies website. Just click Positioning to review that process.

Anyway, based on the research, whether a formal study or a “seat-of-the-pants” analysis, you begin to identify unoccupied positions with potential appeal and velocity.

Now you are ready to develop a product/service tailored to that position, and to begin the alignment of marketing factors to support the position.
 
As an example, let’s say you sold replacement windows, and you determined that the market and the category had a gap in the high-end remodeling market. Here, your customers are the contractors, not the ultimate consumer. You would then provide the essential help a contractor would need to design in your windows. You would want to establish a reputation for being there when the contractor wanted you on the job site. You’d also provide the contractor with marketing aids to help him/her convince the home-owner that both the contractor and the window were of good value and prestige.
 
In other words, you would plan to do what is necessary to make that position yours. But you must always remember it’s the market that does the positioning. All you can do is anticipate, participate and validate the market.
 
Now we’re ready to begin building our brand platform
 
More on that in Step 4.

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