10 MARKETING INTELLIGENCE & PLANNING 12,4
The theory and practice of marketing positioning A Definition of Positioning Strategy
strategy. In the words of Doyle (1983):
Positioning strategy refers to the choice of target market
segment which describes the customers a business will seek
to serve and the choice of differential advantage which
defines how it will compete with rivals in the segment.
This definition shows that a positioning strategy only
applies at the level of a particular product and/or service
The Anatomy of
operating within a particular market, and that it should
not be confused with the broader concept of corporate
strategy, or with the more specific concepts of strategy as
it relates to each individual element of the marketing mix,
Marketing
such as a promotional or pricing strategy.
The above definition also shows that a positioning
Positioning strategy may be broken down into three interrelated sub-
components:
(1) customer targets;
Strategy
(2) competitor targets; and
(3) competitive advantage.
In addition this process of positioning strategy
formulation demands the ability to build-up a picture of
Roger Brooksbank
the marketplace and think creatively about the
interrelationships between these three sub-components.
The idea is to go for a segment of the market where, by
virtue of the company s distinctive strengths, it is able to
Marketing Intelligence & Planning, Vol. 12 No. 4, 1994, pp. 10-14
© MCB University Press Limited, 0263-4503
satisfy customer needs better than (or at least as well as)
its competitors. This necessitates a thorough
understanding of the strengths, weaknesses,
opportunities, and threats profile (SWOTS) facing the
firm something which can only be achieved by a
dedicated internal (company), competitor, and customer/
market analysis.
Once a positioning plan has been finalized it is translated
Introduction
into action by assembling an appropriate marketing mix.
Research into the differences between higher and lower
The popular four P s definition of the marketing mix is:
performing UK companies in terms of their marketing
Product, Price, Promotion and Place (distribution), with
practices (e.g. Brooksbank, 1990) has served to confirm
each P comprising a set of decision elements which
the central principle of textbook marketing strategy; that
together defines the firm s offer to its target market. The
to be successful over the long term a firm s products and
mix should be tailored so that target customers regard it
services must be well positioned in the marketplace. At
as being superior to those offered by competitors by
the same time, however, it has also revealed that many
reflecting the firm s choice of competitive advantage.
marketing managers are unfamiliar with either the term,
Figure 1 provides a diagrammatic representation of how
or the concept, of marketing positioning strategy.
the three sub-components of the positioning strategy
Consequently, this article aims to de-mystify the concept
decision interrelate with each other, the SWOT analysis,
by outlining the basic decision components, or
and the marketing mix. Table I shows the main elements
anatomy , of positioning strategy formulation and
of the mix which, when properly coordinated, provide the
isolating the key ingredients thought to be critical to
means to activate the plan.
success. In order to put some flesh on the bones the
article proceeds to examine how the theory translates into
The article now goes on to look in more detail at each of
practice. This is achieved by explaining how a small UK-
the three sub-components of positioning strategy
based company put these principles successfully to work
fomulation. In so doing however, it should be remembered
in the retail computer market. The article concludes with
that this is a theoretical exercise, since, as emphasized
a six- point checklist for developing a winning marketing
earlier, in practice they cannot be considered
positioning strategy. independently of each other.
THE ANATOMY OF MARKETING POSITIONING STRATEGY
11
This business logic is concisely described by Hanson
Figure 1. The Key Components of Marketing Positioning
(1972):
Strategy Formulation
If you can divide a larger market into smaller segments with
different preferences and subsequently adjust your product
(or service) to the preferences in the different segments, then
you reduce the overall distance between what you are
S O
Select Select
offering to the market and what the market requires. By
customer competitor
targets target
doing so the marketeer improves their competitive position.
W T
Thus, since most markets contain customers which are
either too numerous, widely scattered, or heterogeneous
in their buying requirements to be effectively served by
one company (Kotler, 1980), the firm should aim to
identify the segment(s) of the market which is most
Define
competitive
attractive. These choices reflect the company s customer
advantage
targets.
Key:
In attempting to segment the market there are many
SWOT = Strengths,
possible criteria which could be chosen. Common
Weaknesses,
Opportunities,
examples include Geographics, i.e. where customers are
Threats
e.g. local, regional, etc.; Demographics, i.e. who customers
P P
PPPP = Product,
are (e.g. age, sex, etc.); Psychographics, i.e. what customers
Price,
think (e.g. behaviour, attitudes, etc.). However, it should
P P Promotion,
Place
be remembered that there is no single correct approach
and that it is in the company s interest continually to seek
new and creative ways of defining their market in order to
gain new insights and thereby a potential competitive
advantage (Hooley and Saunders, 1993). Indeed, any
Table I. The Main Elements of the Marketing Mix
variable can be used as a basis for segmentation, so long
as the resultant target market segment(s) satisfies the
four key requirements for effective segmentation.
Product Price Promotion Place
(1) Homogeneity within segments. Customers within
Quality List price Advertising Distributors
segments have similar needs and wants/
responsiveness to marketing offerings.
Features Discounts Personal selling Retailers
(2) Heterogeneity between segments. Customers
Name Allowances Sales promotion Locations
between segments have significantly different
Packaging Credit Public relations Inventory needs and wants/responsiveness to marketing
offerings.
Services Specials Direct mail Transport
(3) Targetability via marketing mix. Segments can be
Guarantees Company literature
easily reached and served.
(4) Viability in commercial terms. Segments are large/
profitable enough to justify being targetted.
Selecting Customer Targets
Research has shown that the most successful companies
are those which specialize and concentrate on a well-
The selection of customer targets highlights the critical
defined market with a thorough understanding of
role of market segmentation in the marketing process.
customer needs since it is this knowledge which drives
Segmentation involves the sub-division of a larger market
all subsequent decisions (e.g. Cavanagh and Clifford,
into distinct subsets of customers with similar needs and
1986; Chaganti and Chaganti, 1983). The route to success
wants and/or responsiveness to marketing offerings, and
in target market selection is to focus the firm s (limited)
is a concept based on the following propositions:-
resources (time, effort, money) onto a relatively small
group of customers whose needs the firm can meet most
Customers usually differ in some respect.
effectively.
They can be grouped into relatively homogeneous
segments in terms of some relevant aspect of their
behaviour.
Selecting Competitor Targets
Segmentation thereby enables the firm to isolate
Successful marketing is all about aiming to satisfy
and target specific markets. customer needs and wants better than the competition, so
12 MARKETING INTELLIGENCE & PLANNING 12,4
it is imperative that the firm identifies and selects and the company realized that if it were to prosper, it
customer targets in such a way as to enable the firm to would have to launch another product but what?
exploit some competitive edge in its markets. This
necessitates a careful analysis of the competition. Clearly,
Research and Analysis
the selection of competitor targets should hinge around
The company assessed its core strengths as follows. First,
the evaluation of competitors in the light of the company s
it understood the needs of retailers and knew how to sell
relative strengths and weaknesses and ability to compete,
to them. Second, it had a large client base and a good
i.e. superior skills/resources. Research shows that the
reputation in the market. Third, it had excellent computer
most successful companies are those which, as far as
programming skills and was experienced in providing
possible, avoid head-on competition altogether by
training and fast-response software support services. Its
offering something different (e.g. Brooksbank, 1990).
major weakness was typical of most small businesses
limited resources.
Defining Competitive Advantage
The next step was to explore the retail sector for new
The marketing strategist must also develop a competitive
opportunities. The search led to the idea of providing
advantage which will distinguish the company s offer
labour-saving, efficiency-boosting news delivery
from those of its competitors in the segment. In other
computer systems for retail newsagents with account
words, he or she must decide how the business is going to
customers to whom they delivered newspapers and
compete in the marketplace. The aim is to make the offer
magazines. With the assistance of local university
as unique as possible to customers, so they will be less
students they then researched the market in full detail.
likely to switch to competitors for minor price
This included a mailed questionnaire survey to
advantages. When developing a competitive advantage,
newsagents, personal interviews with newsagents,
the essential factors are: industry experts, and existing news computer suppliers,
and desk research in the business information section
it must always be based on something of value to
of the local city library.
the customer (e.g. superior service) and not price
alone; and
Following much discussion, argument, and painstaking
it must be sustainable .
analysis, the company gradually built up a picture of the
UK marketplace comprising three distinct segments, as
In other words it should exploit a skill of the company
detailed in Table II.
that competitors will find hard to copy. A competitive
advantage can be created out of any of the company s
strengths or distinctive competencies relative to the
Positioning Strategy
competition. Managers of successful companies always
The company decided that despite obvious difficulties, it
have a crystal clear understanding of their competitive
would target the traditional independents in Segment 3.
advantage, and use it as a blueprint for all marketing mix
It was less competitive, was by far the biggest market in
decision making.
terms of size and under-tapped potential and, because
increasing numbers were going out of business, it was felt
there was a greater need for computerization (and a more
business-like approach in general) with scope to grow
Positioning Strategy in Action: Task Systems
with them as they modernized their businesses. The
(UK) Ltd
company would also enjoy the advantage of some overlap
Background
with its existing business (i.e. a few existing clients were
Task Systems (UK) Ltd was an established small
newsagents with whom it had a good reputation for
company with seven staff, which had experienced rapid
service) and it was already geared up to provide fast-
growth during the early 1980s supplying specialized
response service. In addition, it knew how to sell to
computer software (developed by themselves) to retail
independent retailers, and had the programming skills
outlets providing a video film lending library service.
and knowledge in what was a very similar area of
The program was sold as part of a total package which
computer application, with a similar kind of client. It was
included both hardware (a PC and printer), and an
felt it did not have either the necessary resources (to
annually renewable service contract covering both
handle volume sales) or the industry experience and
hardware maintenance (sub-contracted); a software
know-how to compete effectively in Segment 1 and, that
helpline service; and installation and training. In
in Segment 2, the company had already missed the boat
addition, the company sold computer consumables on an
since existing suppliers would be difficult to substitute in
as required basis, which included special pre-printed
a re-buy situation. Therefore it was decided the firm
stationery only available from Task. As the market
would compete in Segment 3 on the basis of offering the
became saturated, however, sales gradually flattened out, most user-friendly basic-function system on the market,
THE ANATOMY OF MARKETING POSITIONING STRATEGY
13
Table II. The 1988 News Computer Market According to Task Systems (UK) Ltd
Segment 1 Segment 2 Segment 3
Characteristics Large Modern Traditional
multiples independents independents
(over ten shops) (one to ten shops) (one shop only)
Total no. of outlets 12,000 8,000 25,000
No. of customers 100 5,000 25,000
Description Large modern outlets Medium-sized modern outlets Small, old-fashioned outlets
Run by professional managers Run by staff Run by family
Prime locations Shopping parade locations Corner shop locations
Fully diversified Some product Confectioners, tobacconists
convenience stores diversification and newsagents only
Customer profile Corporate executives Entrepreneurs Shopkeepers
Middle-aged/professional Young/dynamic Older/traditionalist
Bureaucratic Innovative Risk averse
Sophisticated computer users Computer literate Little computer knowledge
Growth orientated Profit oriented Survival oriented
Customer needs Customized multifunctional Off-the-shelf multifunctional Basic functions only
software software Full service back-up
Ongoing upgrades Latest technology Foolproof software
Networked among branches Training and installation
Competition Two well-established suppliers Intensively competitive Slow uptake and patchy
Becoming more competitive Lots of re-buys
Current usage of 35 per cent of market 50 per cent of market 20 per cent of market
computers
Market forecast Rapid growth, mainly by Remaining fairly constant Slow decline
(no. of outlets) acquisition (under pressure from large
multiples)
Estimated stage in Fast growth Reaching maturity Steady growth
product/market lifecycle
with a fully comprehensive, back-up support insurance Promotion. All messages based on the slogan More
Newser Friendly and the theme of the Independent s
package aimed exclusively at meeting the needs of the
Friend . Relies heavily on personal recommendation and
traditional independents .
customer networking using video. Promotional material
features live testimonials, and stresses ease of use,
training, helpline services, and customer care. Offer
Marketing Mix
includes unconditional full money back guarantee by
Product. Software uses modern programming language
personal promise of MD.
to enhance ease of use, including help facilities etc.
Comes with jargon-free , high-quality instruction
Distribution. Available across the UK through selected
manual. Back-up insurance plan includes seven-days
customers (actual newsagents) acting as local sales
per week helpline , unlimited training, set-up and
agents/distributors. Sales demonstrations take place in
installation, subscription to user-club magazine, and
live shop settings. For service, customers deal direct
consumables starter-pack, plus free business
with Task Ltd.
consultancy. Also full hardware maintenance. Add-on
software available (e.g. Stock Control) as and when
required.
Conclusion
Trying to put together all the various elements of the
Price. High to reflect quality, but with special easy- marketing mix without reference to a positioning
payment schemes. strategy is rather like trying to make sense of a 100-piece
14 MARKETING INTELLIGENCE & PLANNING 12,4
jigsaw puzzle without the benefit of the picture on the (6) Is it actionable does it translate into a distinctive
box! Only once you have built-up a picture of the
marketing mix?
marketplace and know precisely how you are going to
One final point. As we have seen, formulating a
compete, can the marketing mix be put to work to your
marketing positioning strategy demands a lot from the
best advantage. Equally however, coming up with the
strategist, such as analytical ability, patience, creativity,
right positioning strategy is not something that just
imagination and sheer instinct but above all it demands
happens . Typically, positioning strategy formulation is
an extremely time-consuming and difficult task. First,
wisdom. The wisdom to know that sometimes the best
because it demands a good deal of marketing research
positioning strategy of all is not to enter the market at all!
and analysis in order to understand the marketplace fully,
and second because there are no rules; no right ways or
wrong ways to interpret it. The way you decide to view
References
the marketplace is the way it is! The essence of the
Brooksbank, R.W. (1990), This is Successful Marketing!, Horton
challenge is summed up by Ries and Trout (1986):
Publishing, Bradford.
Marketing is a totally intellectual war in which you try to
outmanoeuvre your competitors on a battleground that no
Doyle, P. (1983), Marketing Management , unpublished paper,
one has ever seen .... it can only be imagined in the mind.
Bradford University Management Centre.
Chaganti, R. and Chaganti, R. (1983), A Profile of the Profitable
There are, however, a few commonsense principles to
bear in mind, and the purpose of this article has been to and Not So Profitable Small Business , Journal of Small
filter them out, and show how they can be applied. These
Business, pp. 43-51.
are summarized in the form of a six-point checklist:
Cavanagh, R.E. and Clifford D.K. (1986), The Winning
(1) Is it based on a comprehensive situation analysis Performance, Sidgwick and Jackson, London.
of yourselves, your competitors and your market?
Hanson, F. (1972), Backwards Segmentation Using
(2) Is it, as far as possible, built around your Hierarchical Clustering and Q-Factor Analysis , ESOMAR
company s particular strengths?
Seminar.
(3) Does it precisely define your customer targets Hooley, G.J. and Saunders, J. (1993), Competitive Positioning:
with a thorough understanding of their The Key to Market Success, Prentice Hall, Englewood Cliffs,
requirements?
NJ.
(4) Does it precisely define your competitor targets, Kotler, P. (1980), Marketing Management: Analysis, Planning
reflecting a coherent competitive strategy?
and Control, Prentice Hall, Englewood Cliffs, NJ.
Ries, A. and Trout, J. (1986), Marketing Warfare, McGraw Hill,
(5) Does it precisely define a sustainable competitive
advantage? New York, NY, p. 44.
Roger Brooksbank is Senior Lecturer in Marketing at the Department of Marketing and International Management,
University of Waikato, Hamilton, New Zealand.
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