© 2005 mcgraw-hill ryerson limited positioning “the art and science of fitting the product or...

© 2005 McGraw-Hill Ryerson Limited

Positioning

• “The art and science of fitting the

product or service to one or more

segments of the broad market in such a

way as to set it meaningfully apart from

competition.”

© 2005 McGraw-Hill Ryerson Limited

Market Position

• The reaction of the market to the firm’s

marketing programs.

• The intended or unintended consumer

beliefs of the organization’s efforts, not

the current or past strategic plans of

marketing managers.

© 2005 McGraw-Hill Ryerson Limited

Illustration of Market Positioning Strategy

Example: Canadian Airlines

© 2005 McGraw-Hill Ryerson Limited

Brand Position Illustration By Attributes

© 2005 McGraw-Hill Ryerson Limited

Brand Position Illustration By Benefits

© 2005 McGraw-Hill Ryerson Limited

Brand Positioning Strategy Options

Options via Consumer and Competition

Positioning by Product Attributes and BenefitsPositioning by Product Attributes and Benefits

Positioning by Price/Quality

Positioning by Price/Quality

Positioning by Use or Application

Positioning by Use or Application

Positioning by Product User

Positioning by Product User

RepositioningRepositioning

Positioning by Product Class

Positioning by Product Class

Positioning by Product Attributes and BenefitsPositioning by Product Attributes and Benefits

Positioning by Price/Quality

Positioning by Price/Quality

Positioning by Use or Application

Positioning by Use or Application

Positioning by Product User

Positioning by Product User

RepositioningRepositioning Positioning by CompetitorPositioning by CompetitorPositioning by CompetitorPositioning by Competitor

© 2005 McGraw-Hill Ryerson Limited

Positioning by Price/Quality

© 2005 McGraw-Hill Ryerson Limited

Brand Positioning Strategy Decision Process

Identify CompetitorsIdentify Competitors

Assess Consumers’ Perceptions of Competitors

Assess Consumers’ Perceptions of Competitors

Determine Competitors’ Positions

Determine Competitors’ Positions

Analyze the Consumers’ Preferences

Analyze the Consumers’ Preferences

Make the Brand Positioning Strategy Decision

Make the Brand Positioning Strategy Decision

Monitor the PositionMonitor the Position

Identify CompetitorsIdentify Competitors

Assess Consumers’ Perceptions of Competitors

Assess Consumers’ Perceptions of Competitors

Determine Competitors’ Positions

Determine Competitors’ Positions

Analyze the Consumers’ Preferences

Analyze the Consumers’ Preferences

Make the Brand Positioning Strategy Decision

Make the Brand Positioning Strategy Decision

© 2005 McGraw-Hill Ryerson Limited

Implications

• Brand positioning strategy decision is an important requirement for:

– Setting the overall strategy for advertising.

– Content of the advertising message.

– Creative strategy.

– Tactics.

© 2005 McGraw-Hill Ryerson Limited

Advertising Creativity

The ability to generate fresh, unique and appropriate ideas that can be used as solutions

to communication problems.

The ability to generate fresh, unique and appropriate ideas that can be used as solutions

to communication problems.

SuitsSuits

“Its not creative unless it

sells” ArtistsArtists

“Only artistic value and originality

count”

© 2005 McGraw-Hill Ryerson Limited

Creative Challenge

• The job of the creative team is challenging:

– Every marketing situation is different, and each campaign or advertisement may require a different creative approach.

• Guidelines have been developed for creating effective advertising, but there is no magic formula.

© 2005 McGraw-Hill Ryerson Limited

The Creative Process

Getting Raw Material, Data, Immersing One's Self in the Problem to Get the Background.

Getting Raw Material, Data, Immersing One's Self in the Problem to Get the Background.

ImmersionImmersion

Ruminating on the Data Acquired, Turning It This Way and That in the Mind.

Ruminating on the Data Acquired, Turning It This Way and That in the Mind.

DigestionDigestion

Ceasing Analysis and Putting the Problem Out of Conscious Mind for a Time.

Ceasing Analysis and Putting the Problem Out of Conscious Mind for a Time.

IncubationIncubation

A Sudden Inspiration or Intuitive Revelation About a Potential Solution.A Sudden Inspiration or Intuitive Revelation About a Potential Solution.IlluminationIllumination

Studying the Idea, Evaluating It, and Developing It for Practical Usefulness.Studying the Idea, Evaluating It, and Developing It for Practical Usefulness.VerificationVerification

Getting Raw Material, Data, Immersing One's Self in the Problem to Get the Background.

Getting Raw Material, Data, Immersing One's Self in the Problem to Get the Background.

ImmersionImmersion

Ruminating on the Data Acquired, Turning It This Way and That in the Mind.

Ruminating on the Data Acquired, Turning It This Way and That in the Mind.

DigestionDigestion

Ceasing Analysis and Putting the Problem Out of Conscious Mind for a Time.

Ceasing Analysis and Putting the Problem Out of Conscious Mind for a Time.

IncubationIncubation

A Sudden Inspiration or Intuitive Revelation About a Potential Solution.A Sudden Inspiration or Intuitive Revelation About a Potential Solution.IlluminationIllumination

© 2005 McGraw-Hill Ryerson Limited

Getting Creative Input

Read anything related to the

product or market!

Listen to what people are

talking about!

Use the product to become

familiar with it!

Ask everyone involved for information!

Work in and learn about the client’s business

Ask everyone involved for information

Listen to what people are

talking about

Use the product to become

familiar with itRead anything related to the

product or market

© 2005 McGraw-Hill Ryerson Limited

Marketing Research Methods Employed to Probe Consumers’ Minds

Figure 5-5

© 2005 McGraw-Hill Ryerson Limited

Copy Platform

6. Supporting Information and Requirements6. Supporting Information and Requirements

5. Creative Strategy Statement5. Creative Strategy Statement

4. Selling Idea or Key Benefits to Communicate4. Selling Idea or Key Benefits to Communicate

3. Specify Target Audience3. Specify Target Audience

2. Advertising and Communications Objectives2. Advertising and Communications Objectives

1. Basic Problem Advertising Must Address1. Basic Problem Advertising Must Address

5. Creative Strategy Statement5. Creative Strategy Statement

4. Selling Idea or Key Benefits to Communicate4. Selling Idea or Key Benefits to Communicate

3. Specify Target Audience3. Specify Target Audience

2. Advertising and Communications Objectives2. Advertising and Communications Objectives

1. Basic Problem Advertising Must Address1. Basic Problem Advertising Must Address

© 2005 McGraw-Hill Ryerson Limited

Example

Volvo “Cross Country”

1. Key Benefit

• Goes off road

2. Support Claims

• Picture of it outside

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

Other examples

FOR THE FOLLOWING ADS:

1. What are the Key Benefits?

2. What are the Support Claims?

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

Evaluation Guidelines

• Is the ad consistent with the marketing objectives?

• Does the idea have power, impact, and originality?

• Does the ad communicate what it’s supposed to?

• Does it communicate a clear, convincing message?

• Is it an appropriate style for the product?

• Does the execution overwhelm the message?

• Is it appropriate for the media environment?

• Is it appropriate for the target audience?

• Is the advertisement truthful and tasteful?

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

© 2005 McGraw-Hill Ryerson Limited

Quote of the Day

I don’t care about awards.

I want to sell product.

• James Harralson

(CEO Royal Crown Cola)