10-1 Positioning & Perceptual Mapping
Helps target the appropriate consumer/customer
Focuses your marketing efforts to specific customer/consumer groups
Is customer or product/service-focused
Positioning is different from segmentation, but can be done with/without segmentation
Helps you look for open opportunities
* Strategic in nature, through tactics are born from it
2. Based on communication and must take place at the right time and under the right circumstances
3. Helps your brand enter the prospect’s mind
4. If your brand does not resonate with the prospect, you have a positioning problem
Positioning compares products/services against each other
positioning is brand-specific
Positioning elements are a product of strategic MR
2. Importance / Desirability
Not all 3 are found in any one positioning plank/statement
The unique claim rests on plausible support *
An effective positioning statement then must be unique and plausible in order to be an effective positioning plank
2. Is the feature/benefit important to the target market?
3. Is there objective evidence to support our positioning?
4. Can we deliver against this claim?
5. Do our prospects/customers now believe we can deliver?
6. What kind of support must we present to make out claim even more believable?
7. How much promotion effort will be required to register this position firmly in the minds of the target market?
Follows that the position of a brand is based on the perceptions of the target market
Discriminant Function Analysis (DFA)
Multidimensional Scaling (MDS)
Perceptual maps and CHECK POWERPOINT
– Likert scales widely used
– Basis variables can be of many didfferent types
MDS needs special data
— Requires “similarity” data” between brands
— Similarity data pairs each brand for comparison
–Uses Likert scales
2. Labeling of axes often difficult
3. Interpretation of the maps is often difficult
4. Perceptual maps may not be actionable
How are positioning planks derived from the maps?
How are changes in messaging and communications made based on the maps?
How are the maps strategic in nature?
Myers calls this Benefit Structure Analysis (BSA)
Myers notes that needs-based segments are superior
2. Brand superiority
3. Brand deficiencies
4. Open opportunities
2. Two types of survey/quantitative data are collected (importance and performance)
3. Data analysis focuses on importance and performance (the axes of the resulting charts are importance and performance)
4. Importance must be cut into 2 or 3 categories (importance categories can be made many ways)
5. Performance/delivery is brand relative
6. A chart is built where importance is plotted by performance (4 quadrants)
7. POP charts can be constructed for different segments
Performance/delivery – specific to each brand
Interpretation of the data relatively straightforward
Moderately important needs
Low importance needs
Usually top two box/not top two box (i.e., 9 or 10 on a 10-point scale is the “top two box” rating)
Difference scores can also be calculated
Performance on the horizontal axis
Brand deficiencies—fix or resign
Open opportunity—key positioning plank (new)
Segmentation allows us to target one or more market opportunities
Positioning takes place within a target market segment
Positioning tells us how we can compete more effectively in that market segment
May resonate with the targets more
May muddle or confuse the messaging
Is the feature/benefit important to the target market?
Is there objective evidence to support our positioning?
Can we deliver against this claim?
Do our prospects/customers now believe we can
What kind of support must we present to make out claim even more believable?
How much promotion effort will be required to register this position firmly in the minds of the target market?
The client (internal or external) adopts the strategy
Ad agencies then create advertising to execute the positioning strategy (tactics)