Stages of developing a positioning strategy. Strategic positioning in the organization

Strategic positioning in the organization

Introduction

market positioning strategic

On modern stage development of market relations in Russia there is strong competition. Only those enterprises that can provide consumers with services that meet their expectations and requirements can survive in conditions of intense competition. And for this it is necessary to develop and adhere to positioning strategies for both the enterprise itself and the goods and services produced.

The relevance of this topic lies in the fact that the positioning of an organization serves as the basis for building the company’s image, and is also the key to profitability and competitiveness.

The purpose of the course work is to study theoretical foundations strategic positioning of the organization.

In accordance with this goal, we will consider the following tasks:

Study the essence and methods of strategic positioning of an organization.

Consider the specifics of the organization's positioning.

Consider the features of positioning a public enterprise.

The object of this test is the positioning of the enterprise.

The subject of the study is theoretical, methodological and practical issues related to the strategic positioning of the organization.

1. Theoretical aspects strategic positioning of the organization

.1 Positioning strategy

Positioning is the marketing efforts of a corporation to develop and introduce into the minds of target consumers a special image of a company, product, or service that is different from what competitors offer.

Positioning goal: creating competitive advantages to strengthen your position in the market.

Positioning strategy is planning and management decisions to modernly satisfy consumer needs through the development of a popular brand, attractive packaging, determining an acceptable price, as well as the use of effective methods of market promotion and formation mechanisms public opinion.

The process of developing a positioning strategy begins with marketing research aimed at assessing external environmental factors, competitive positions, highlighting clear advantages, obvious disadvantages and possible reserves.

The positioning strategy includes a comprehensive assessment of the competitive environment, competitive advantages, and competitive positioning.

A competitive environment is a reasonable target segment of market interaction with attractive conditions for the sale of goods and services.

Competitive advantages are quantitative and qualitative indicators of a competitor’s company’s market participation, allowing it to have a larger market share and corporate influence in the entire segment.

Competitive positioning is the justification of market positions as a result of comprehensive assessment competitive environment, corporate advantages and opportunities.

Among the main areas of positioning, the following come to the fore:

) Positioning by attribute, meaning the dominance of a particular indicator or characteristic (market share, sales volume, number of years of excellent work in the market, social orientation business);

) Positioning by advantage - selects any important advantageous aspect that the company focuses on (quality finished products, customer service, affordable price, packaging, store atmosphere, its comfort);

) Positioning by application - it involves highlighting the dominant characteristics, target use in comparison with competitor analogues;

) Positioning in terms of price and quality of the product, when provided high quality By affordable prices, i.e. non-price factors of competition dominate (service standards, high quality guarantee for a set period, safety of consumption, pricing mechanism, environmentally friendly packaging, etc.)

The development of a consumer positioning strategy is associated with an assessment of the market environment, the presence of main competitors, and the company’s objective capabilities.

I. Brand strategy.

The ultimate goal of product positioning is its successful sale. A key role in this is given to the development of a brand strategy. A trademark reflects the specific difference and superiority of a corporate product or service, taking into account customer preferences.

The position of a brand in the market is its image in the minds of consumers.

The structure of a trademark includes a verbal part (bullshit) and a visual image formed in the minds of consumers.

Being an intangible asset, a trademark simultaneously acts as a tool that actively influences all target audiences, while forming a certain image that contributes to the achievement of the general goal; as an object of control. In relation to it, generally accepted stages and management procedures are used: goal formation, justification of the strategy, organization of its implementation, control, evaluation of results and adjustment of decisions made.

The following factors influence the development of a brand strategy:

) The state of the market environment in which it is positioned;

) Specifics of consumer behavior in target sales segments;

) The resource potential of the company, ensuring readiness for positioning;

) The culture of organizational behavior and the level of social responsibility for labor results.

Types of trademarks on the Russian market:

Pseudo-Russian

Russian TMs

Soviet TMs

The brand strategy takes into account 3 main levels of product positioning in the market:

) A product by design is a representation of the objective function, the basic benefit for which the product is purchased;

) Product in actual execution - external design, brand name, quality level, packaging are taken into account;

) Accompanied product - additional services and benefits for the consumer, created on the basis of the product as conceived and the product in actual execution.

Strategic brand positioning goals include:

) Increasing brand value;

) Bringing it to new sales segments;

) Determination of the real position of fame;

) Long-term development of the brand.

Development of a TM strategy includes the following stages:

) Awareness of the need for a brand, taking into account the competition of other corporate brands;

) Analysis of the external environment and internal capabilities of the company;

) Strategic decisions in the field of development of trademarks;

) Implementation of decisions made on the promotion and positioning of the brand.

The development of a positioning strategy is always associated with a system of company targets aimed at adapting to market changes. These targets are:

) Information and reminder, involves promoting and advertising the trademark, intensifying the product and its manufacturer, creating conditions for comfortable purchasing and reducing risk for buyers;

) The prestigious target is designed to maintain the status of the product, guarantee its quality, it creates a level of buyer loyalty, taking into account his trust and satisfaction;

) Barrier - protects the product from counterfeiting, strengthens its position in relation to substitute products, and creates obstacles to competitors’ analogue products;

) Economic - involves the creation of additional value in the price of a product, while much attention is paid to transforming a trademark into corporate capital through additional value and shares of the company;

) Image - includes a certain sequence of strategic directions:

· Express yourself;

· Attract and maintain attention;

· Arouse interest;

· Relieve tension and mistrust;

· Form a positive image;

· Encourage purchase.

) Promising - should give clear answers to the questions:

· To what market share in the target segment is it advisable to develop the trademark?

· How justified is the development of new segments within the framework of a traditional brand?

· Is the brand position consistent with its goals?

· What factors dictate the need to change the brand and create a new one?

Brand Strategies:

) One brand strategy - contributes to the formation of the product and the image of the company;

) Single root strategy - NESTLE, NESKWIK;

) Individual brand strategy - this strategy is used by large companies;

) Umbrella brand strategy - the brand name acts as a brand;

) Product line expansion strategy - it is assumed that the company expands the quality of the product;

) Multi-brand strategy - the company creates a new TM for a new product.. Price positioning strategies

Price is a key factor in product positioning in a store. Trade more often than producers faces problems in setting prices.

The price of a trading service appears in the form trade margin.

Restrictions on price changes are associated, on the one hand, with the purchasing side of the product, and on the other, with demand and competition.

In the practice of positioning on the Russian market, the following pricing strategies are used:

) High-low price strategy - involves selling items at a higher price first, and then the seller holds a wide discount sale. The end result sums up low turnover with high markups and high sales with low markups;

) The daily low price strategy means that retail prices fall between the regular price level and the sale level.

) The discount and bonus strategy is a strategy of flexible discounts that encourage traditional customers in order to attract new ones as a result of an agreed discount. Promotion positioning strategy.

Special role allocated to an incentive system that ensures the successful promotion of goods from the manufacturer to the final consumer.

The buyer makes a purchase according to the following scheme:

awareness of the problem

search for information,

evaluation of options,

purchase decision,

reaction to purchase. Packaging positioning strategy.

Packaging is the most important part of a company’s technological cycle, since it reflects its image and stimulates the promotion of finished products.

With all the variety of packaging, the following groups are distinguished:

) Consumer packaging is intended for the average consumer;

) Transport packaging - packaging of finished products in large quantities, intended primarily for moving cargo, ease of unloading and loading operations;

) Public packaging - for products used in hospitals, schools, government agencies.

) Military packaging - for the armed forces, its specificity is manifested in special rules for storage, transportation and use.

Various strategies are used when developing packaging:

) The offensive strategy is the desire to confidently declare oneself to a competitor thanks to the latest packaging production technologies and original design;

) Imitation strategy is an attempt to achieve maximum similarity with the leader’s packaging by applying similar design solutions;

) Infiltration strategy - the desire to highlight the advantages of one’s own packaging against the background of unsuccessful design decisions of competing companies;

) Defense strategy - the desire to strengthen corporate positions as a result of eliminating errors in the information plan, unfinished design, improving the safety and environmental friendliness of the product.

The results of using a particular strategy are assessed using criteria such as:

) integrity of the image,

) truthfulness,

) individuality,

) information content

1.2 Types of positioning

The purpose of positioning is to help potential consumers distinguish this product from analogues and give it preference when purchasing.

Types of positioning:

By nature

a) Positioning is achieved through technical know-how. It is based on the modification of goods and is carried out as a result of the introduction of scientific and technical progress achievements into production. With this positioning, the consumer receives an object of advantage in this product.

b) Positioning based on marketing know-how (modification of the marketing mix, when the product itself does not change, but original methods of its promotion, distribution or pricing are proposed)

In relation to competitors:

a) similar

b) competitive

c) unique

By degree of novelty:

a) positioning of new products

b) positioning of an existing product

Positioning of an existing product usually takes the form of repositioning - this is the process by which a company tries to adapt its product to changing consumer requirements and taking into account changes in the external environment.

1.3 Positioning school

This school (D. Schendel, K. Hatten, M. Porter, etc.) recognizes many of the starting points of previous schools and their fundamental models. However, the schools of planning and design do not limit the number of strategies that can be used in a particular situation, and this school, on the contrary, argues that for each industry there is a finite number of strategies that can produce the desired results. Following them allows the company to take advantageous market positions that protect it from attacks by current and future competitors by generating income that significantly exceeds the income of its rivals, which, in turn, provides it with the resources to expand, grow and strengthen its position. Also, in the positioning school, attention is focused on the final selection of generic (basic) strategic positions, and not on the deployment of integrated and not obvious strategic perspectives (as in the design school) and not on the detailed coordination of all planning settings (as in the planning school).

Key provisions of the positioning school:

Strategies are generic, market positions of companies that can be identified.

These market positions are economic and competitive.

At the end of the strategic process, the organization receives a strategy ready for implementation.

Market structure actively stimulates the emergence of predetermined positioning strategies, which in turn actively influence organizational structure.

Criticism of the positioning school:

Selective focusing of attention. The school is focused primarily on economic aspects, especially quantifiable ones, that is, in the opposite direction to social and political aspects. But in this case, the choice of strategies may not be objective, since, for example, cost leadership strategies usually deal with more processed data than quality differentiation strategies.

Narrow context of application. Its emphasis on big business, which has the greatest market power, competition is the least effective, and the potential for political manipulation is significant, is obvious. Research on fundamental strategies in mature industries characterized by relative stability dominates. In addition, excessive attention to external market conditions leads to a clear underestimation of the role of the organization’s internal potential.

Excessive focus on the calculations needed to determine a company's position often inhibits not only learning and creativity, but also has an impact on negative impact on the level of employee involvement in the labor process. Compared to planners isolated in central offices and reporting to top management, other employees are perceived as mere performers.

The proposed synthesized strategic recommendations are generally accepted, and, therefore, the actions of the organization can be easily calculated by competitors.

In general, strategy development is a much more complex and dynamic process than the one described by the positioning school - ordered and static. The role of positioning technology is to support and enable the strategic process, not to replace it. Strategic analysis plays a big role in choosing strategies for companies operating in certain stable conditions, as it allows one to obtain the data necessary for centralized analysis. However, the application of laws should not be allowed strategic analysis where the flow of processed data influences unprocessed data, and where the portfolio of positions influences the thinking of an integrated company perspective. However, the positioning school has made significant contributions to the development of strategic management by providing theorists and practitioners with an effective set of concepts.

2. Features of enterprise positioning

.1 Strategic positioning of OJSC "West Siberian Savings Bank of Russia"

Sberba ?NK Rossi ?and - a Russian commercial bank, an international financial group, one of the largest banks in Russia and Europe. Controlled by the Central Bank Russian Federation. Full name - Open Joint-Stock Company"Sberbank of Russia" . In addition, in business practice, including in internal documents and forms, the abbreviation SB RF is often used.

Sberbank of Russia is a universal bank that provides a wide range of banking services. The share of Sberbank of Russia in the private deposit market as of June 1, 2009 was 50.5%, and its loan portfolio corresponded to more than 30% of all loans issued in the country.

At the beginning of 2010, according to The Banker magazine and Brand Finance, the Sberbank brand ranks 15th in the ranking of the most valuable banking brands and is worth approximately $11.7 billion.

The central office of Sberbank of Russia is located in Moscow.

Sberbank of Russia is one of the largest and most reliable Russian banking institutions. Sberbank's long and successful history has made it a leader in many segments of lending and financial services. The main founder of Sberbank is the Bank of Russia, which owns more than 60% of the shares.

Sberbank is active in most Russian regions and is constantly opening new locations. Sberbank loans are very popular among the population because the bank is constantly developing its lending areas, making them more accessible to the population.

In Sberbank individuals can count on receiving a car loan, choose a mortgage program, consumer loan, or apply for a bank card. Sberbank ATMs continue to appear in all regions of Russia, because the bank cares about the convenience and comfort of its customers.

Sberbank conducts its work in St. Petersburg and Moscow and cooperates with large financial corporations and enterprises that are completely confident in the reliability of this institution.

What is Sberbank?

For clients

A bank that values ​​every client

A partner bank that is ready to help every client every day in everything related to finance

A bank you can trust: it is financially stable, it will not deceive you, it has fair conditions, it will provide quick and convenient service, it will help you choose and make the optimal financial decision based on the interests of the client

A bank that is constantly working and improving to please its customers and improve its work

Best bank On the market.

Main competitors:

Gazprombank

Alfa Bank

Raiffeisenbank

Citibank

The main goals of the enterprise:

Like any goal commercial organization Sberbank's main goal is to make a profit. The mission of Sberbank determines the meaning and content of the Bank’s activities, emphasizing its most important role in the Russian economy:

"The Bank's mission:

We give people confidence and reliability, we make their lives better by helping them realize their aspirations and dreams.

We are building one of the best financial companies in the world, the success of which is based on the professionalism and sense of harmony and happiness of its employees.”

2.2 Sberbank development strategy for the period 2014-2018

Vision and development priorities

Sberbank's vision for 2018 is based on five main development areas or strategic themes. We believe that it is focused work in these areas that will lead us to success and allow us to achieve all the financial and quality goals that we set for ourselves for the period until the end of 2018. These five areas are:

with a client - for life: we will build very deep, trusting relationships with our clients, we will become a useful, sometimes unnoticeable and integral part of their lives. Our goal is to exceed our clients' expectations;

team and culture: we strive to ensure that our employees and the corporate culture of Sberbank become one of the main sources of our competitive advantage;

technological breakthrough: we will complete the technological modernization of the Bank and learn to integrate all the most modern technologies and innovation;

Financial Performance: We will improve the financial performance of our business through more effective management of costs and risk/return;

mature organization: we will develop organizational and management skills, create processes that correspond to the scale of the Sberbank Group and our level of ambition.

What is the difference from Zapsibkombank

The quality of the bank's retail services is often assessed negatively by clients. More often than others negative reviews clients are concerned with the following issues:

Complex, confusing and extremely lengthy procedures

Incompetence of employees involved in working with clients

Long wait times when calling the call center

Long queues at bank offices

Inconvenient opening hours for customers

Thus, reliability and impeccable reputation Sberbank of Russia is confirmed by high ratings from leading rating agencies. Sberbank of Russia is a systemically important financial institution, occupying a leading position in the Russian financial market. The bank's branch network covers all regions of the country. The bank's employees include over a quarter of a million citizens. The bank's clients are numerous private clients from all over the country, Russian enterprises of all forms of ownership and sectors of the economy, executive authorities, and government agencies. The Bank is aware of the importance of its social responsibility:

to clients and partners - for the high quality of services provided,

to employees - for providing favorable and equal working conditions,

before the state and society - for development social projects.

Conclusion

In an unstable economy, during the period of post-crisis market relations, organizational leaders must master adequate management methods and procedures. These include strategic management, which ensures that enterprises effectively achieve long-term goals based on maintaining competitive advantages and appropriately responding to changes in the external environment.

Thus, the strategic positioning of an organization is actions aimed at choosing a position within the framework of the objective external environment, including both the macro environment of the organization and the immediate environment, searching for a position that allows for the fullest use of opportunities and strengths, avoid threats from the external environment, choose directions for further development, constant analysis selected position, and adjustments necessary due to changes in operating conditions.

The strategic positioning of Sberbank of Russia OJSC is an element of strategic management, which is defined as the management of an organization that is based on human potential, focuses production activities on consumer needs, responds flexibly and makes timely changes that meet the requirements of the external environment and allows one to achieve competitive advantages, which in collectively allows the organization to survive in the long term and achieve its goals.

Bibliography

1. Makarova T.N. Positioning of an enterprise and product is the key to profitability and competitiveness // Institutional and evolutionary economics: problems and development prospects. OrelGIET, 2009. - 256 p. (pp. 17-23).

Positioning: successes and failures [Electronic resource] - BizTimes #"justify">. Ulyakhin T.M., Sheverda V.V. positioning of the enterprise as an element of strategic management // University named after. IN AND. Vernadsky. - No. 4 (14). 2010. Volume 1.

Tsaplina N.A. methodology of strategic positioning of an organization in the long term // Bulletin of SamSU. 2012. - No. 5/2 (64)

Yushkova A.I. Features of enterprise positioning Catering in the modern market // Russian Entrepreneurship. - 2011. - No. 9 Issue. 2 (192). - c. 123-127. - [Electronic resource]:#"justify">. Bowman K. Fundamentals of strategic management: Trans. from English M.: UNITY, 2012

.Bochkarev A. et al. Seven notes of management. 3rd ed. M.: JSC “Magazine “Expert”, 2011.

Vikhansky O. S., Strategic management. 2nd ed. M.: Gardarika, 2010.

.Vikhansky O.S., Naumov A.I. Management. 3rd ed. M.: Gardarika, 2012

.Meskon M.Kh., Albert M., Khedouri F. Fundamentals of management: Trans. from English M.: Delo, 2012.

Sharapova T.V., Strategic management, textbook, 2010, 212 p.

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Introduction……………………………………………………………..………………….3

1. Product positioning. Positioning strategies……...…......4

2. Patterns of purchasing behavior……………………………………..…9

3. Test………………………………………………………………………………………..17

Conclusion…………………………………………………………………….....18

List of references………………………………………………………..19

Introduction

The revival of Russia is impossible without a close study of the features of marketing in industries and fields of activity in close connection with the elements of the market mechanism, its principles and functions.

It is known that modern marketing is a complex system of management, regulatory and research activities aimed at meeting the needs of society in accordance with consumer demand. That's why the main objective marketing is to meet the needs of society, taking into account material and spiritual needs. (5; 3).

The main directions of marketing activities are key components of all stages of the reproduction process: from the production of material goods, their distribution, circulation to the stage of final consumption.

In order to understand the conceptual approaches to the content of marketing, its strategy and tactics, it is necessary to overcome marketing illiteracy and master in practice the patterns, forms and methods of market management in industries and fields of activity.

This paper offers a theoretical account of positioning. In addition, a number of models of purchasing behavior are considered.

1. Product positioning.

Positioning Strategies

Any company is aware that its products cannot appeal to all customers at once. There are too many of these buyers, they are widely scattered and differ from each other in their needs and habits. Some firms are best served by focusing on service. certain parts, or segments, of the market. Each company must identify the most attractive market segments that it can effectively serve.

Today, firms are increasingly moving toward targeted marketing techniques, which help salespeople better identify existing marketing opportunities. For each target market, the seller can develop a product that that market needs. To ensure effective coverage of each such market, it can vary prices, distribution channels, and advertising efforts. Instead of scattering his marketing efforts, he will be able to focus them on the customers most interested in purchasing the product.

Target marketing requires three main activities.

The first is market segmentation - dividing the market into clear groups of buyers, each of which may require separate products and/or marketing mixes. The firm identifies different ways to segment the market, profiles the resulting segments, and evaluates the attractiveness of each.

The second is the selection of target market segments - assessment and selection of one or more market segments to enter with your products.

Third, positioning the product on the market - ensuring the product has a competitive position in the market and developing a detailed marketing mix.

So, positioning is the marketing efforts of a corporation to develop and introduce into the minds of target consumers a special image of a company, product, or service that is different from what competitors offer. The goal is to create competitive advantages to strengthen its position in the market.

Positioning tasks are as follows:

Increasing market share and corporate influence in the target segment;

Creating effective communications for the distribution and promotion of goods and services;

Forming a positive opinion target audience buyers.

The main components of a complex positioning process are:

1. marketing research of market trends and patterns, conducted using the latest information technologies;

2. systematic analysis of customer behavior, taking into account the unsatisfied demand of each client and allowing the creation of an individual range of services that combines price, quality and reliability;

3. strategies and marketing programs in positioning areas;

4. business diversification as a result of the development of new types of work, goods, services;

5. a highly professional team of marketers, proficient in modern management methods.

The positioning process involves the implementation of a clear technology that provides a sequence of procedures: collection of information, its analysis, development of positioning strategies
and implementation of programs in the main areas of market participation.

Positioning is creative process on a planned basis, including systems approach to use a large arsenal of marketing tools.

Positioning strategy is planning and management decisions that allow timely satisfaction of consumer demands through the development of a popular brand and attractive packaging, determination of an acceptable price, as well as the use of effective methods of market promotion and mechanisms for forming public opinion.

The process of developing a positioning strategy begins
from marketing research aimed at assessing environmental factors, competitive positions, highlighting clear advantages, obvious disadvantages and possible reserves. At the same time, it is necessary to monitor corporate capabilities from the standpoint of the real availability of resources, quality of management, and hidden reserves.

Positioning principles:

· Studying consumer behavior in the product market.

· The principle of loyalty. Compliance with this principle forms a stable consumer base as a result of positive customer attitudes towards branded goods and services.

· The principle of business activity. Its implementation allows you to create a strong position in the market as a result of a well-thought-out mission of the company, the created style, and corporate image.

· The principle of unity acquires great importance for highly specialized companies. It is manifested in a single mission, a single culture, a single style of paperwork, corporate clothing for employees, a common operating mode in all structural divisions of the corporate network, a single service with the inclusion of uniform service standards, implying high quality guarantees.

· The “ugly duckling” principle is of paramount importance for small and medium-sized businesses. This principle involves justifying a product niche or choosing a market position that everyone else refuses due to lack of information, a search system, and ingenuity.

Among the main mechanisms of consumer positioning, the most important are the creation of a trademark, packaging development, pricing mechanisms, justification of distribution channels
and promotion in outlets, display of samples, work to attract potential buyers (Fig. 1).

Fig.1 Positioning strategies

The ultimate goal of product positioning is its successful sale. A key role in this is given to the development of a brand strategy. A trademark reflects the specific distinction and superiority of a corporate product.

Development of a trademark strategy includes the following stages: awareness of the need for a trademark, taking into account the competition of other corporate brands; analysis of the external environment and internal capabilities of the company; strategic decisions in the field of brand development; implementation of decisions made on the promotion and positioning of the brand.

When positioning, the price positioning strategy acquires exceptional importance. Price is a key factor in product positioning in a store. The following pricing strategies are used in positioning practice. The high-low price strategy involves selling goods at a higher price first,
and then the merchant runs a wide sale with discounts. The daily low price strategy means that retail prices fall between the regular price level and the sale level. The discount and bonus strategy is a flexible discount strategy that encourages traditional buyers
in order to attract new ones as a result of the agreed discount.

The product manufacturer, seller and buyer are united into a single whole by a promotion positioning strategy . Active mechanisms in this case are marketing mechanisms for creating an assortment, a product distribution system, and conducting advertising campaigns.
and public relations.

Before evaluating a product, the buyer must notice it
and highlight. That is why an important element of positioning is the development of a packaging positioning strategy . Packaging is the most important part of a company’s technological cycle, as it reflects its image
and stimulates the promotion of finished products. In addition to performing the functions of protecting goods from damage, protecting their quantity and quality, and ease of transportation, it must meet aesthetic requirements
and do not pollute the environment.

2. Patterns of purchasing behavior

A company that understands how consumers react to various product characteristics, prices, advertising arguments, etc. will have a great advantage over its competitors. This is why so much time and effort is spent researching the relationships between marketing drivers and consumer response.

POSITIONING STRATEGY - IMAGE DEVELOPMENT
Botova E.N., Pustynnikova Yu.M.
"Fashion industry "

Brand recognition is one of the indicators of its success in the market. As a rule, it is provided by a number of vivid individual associations: remember some successful company, store, product, or just an individual, and you will immediately have thoughts and emotions associated with them. For example, "Paninter - clothing for young people, sports people, with average income.

Naturally, the associations, the image that buyers develop, do not always correlate with the product or the consumer, as in the example. They can also be associated with the quality of service, with the design of stores, with some scandalous story and much more. The most important thing here is that this recognition “stirs up” the consumer’s interest, and does not “discourage” it. After all, there are still so many faceless companies and products on the market. These companies are like twin brothers, they cannot be distinguished from each other, customers are deeply indifferent to the brand and, even more so, the fate of the company - what is more important is who has the cheaper product or who is “close by”.

The key to recognition is “getting to the point,” correctly guessing the consumer’s preferences and the ability to show the consumer that you know what he wants. Of course, all people are different, and their wishes and ideas about the ideal product are sometimes radically different, so you can’t please everyone. But you don’t need to please everyone; it’s better to find your own group of clients and focus on them.

To this end, companies divide the market into segments - groups of consumers with similar preferences and equally responsive to the methods used to attract attention to the product. Then, from all the identified groups, the company selects the most interesting and profitable segments for itself. You can select one segment, or several. The opinions and preferences of consumers from these groups are the basis for further work: developing a style, product, choosing distribution channels, creating an advertising company, etc. The clients of the XXX store are unemployed women, as well as business women whose income level is above average and high. Housewives often go shopping for entertainment. They can spend hours trying on clothes, choosing, changing and trying on again, discussing and consulting. They need the attention of the sales staff, and the more, the better. If they don't get it, they will leave with nothing. U business people, there is not enough free time to devote to entertaining shopping trips. As a rule, they already come with a specific request. Getting what they need quickly is the main thing. And the clothing preferences of working and non-working women are different. Based on this, it is necessary to think through the assortment so that it takes into account the preferences of both segments, decide where it is best to locate such a store so that it is “on the way” for all categories of customers, and how to arrange it inside so that it is convenient for both. Set prices correctly and display goods correctly. The store design and advertising campaign should contain images that attract both housewives and working ladies. For example, these could be advertising posters depicting women in leisure clothes and in business clothes. The art of the sales staff will be to determine the type of buyer, his request and act in accordance with it.

Positioning has two main components - strategy and tactics. The positioning strategy is based on an understanding of what emotions and feelings are in demand by the target audience. Positioning tactics are about creating an image, developing a style that expresses popular emotions, and thinking through all the little details.

Positioning strategy

Positioning strategy is also the concept of presenting the distinctive properties and characteristics of a given store/product to the target audience. It allows you to emphasize distinctive features product, brand and thereby achieve competitive advantages.

As noted above, the development of a positioning strategy is preceded by market segmentation, since consumers belonging to different market segments have a different image of the ideal product, a different image of themselves. They value various characteristics in a product. In this regard, companies position themselves for each individual segment.

The strategy should be developed and implemented carefully, taking into account not only financial capabilities, but also the characteristics of the organization: its values, corporate culture, development history. Otherwise, the implementation of the strategy may be accompanied by too high costs and, in addition, staff resistance, and the developed positioning concept will not be implemented.

What can be positioned

You can position:

• Company.
• Product/service.
• Brand.
• Human

If a company produces clothing or shoes, then the positioning of the company and the brand are often combined. And if a trademark bears the name of a person - the founder, a fashion designer, then the company, the brand and the person come together. Slava Zaitsev, Valentin Yudashkin are a person, a brand and a company rolled into one.

Companies selling clothing of many brands make up the majority of the fashion industry market. They are the ones who have to worry most about positioning.

The positioning methodology of the company and the product are identical: the company’s specialists, constantly studying the opinions of consumers, look, look for ways in which the company/product can differ from competitors, how to stand out, what competitive advantages to build on, and understand how the consumer wants to see himself in order to to become the only, ideal product for the consumer.

How to position?

Positioning is, first of all (as noted repeatedly above), the formation of consumers’ perception of you.

The general algorithm for developing and implementing a positioning strategy is as follows:

Consumer research.

The collection of primary information can be carried out in the form

• studying the opinions of consumers (store visitors),
• discussions (brainstorming) with specialists and industry experts.

The most common methods of surveying consumers are questionnaires (quantitative method), focus group (qualitative method) and the so-called “screening”, which allows sellers to collect information during the observation process.

First of all, it is necessary to clearly define the goals of the study, in accordance with which a questionnaire and a focus group program will be developed, and points to which special attention should be paid during the observation process will be highlighted. The next thing is to listen carefully and record everything you hear, even if it seems unimportant and irrelevant to you. The consumer himself will highlight what is of particular importance to him when he goes shopping with you, and not with your competitor, you just need to collect information.

During the research process, you will be able to obtain maximum information useful for the development of your business, such as:

• what properties, characteristics, features should a store or product have in order to attract attention;
• what is of particular importance when making a purchase decision; how the purchase is made (impulsively or the purchase is preceded by a long stage of comparing goods of different brands, etc.);
• evaluate the brand image;
• find out what your customer thinks the ideal service should be and much, much more.

If you survey consumers, then the degree of importance of the selected properties can be determined by a quantitative ratio, i.e. Suppose 48% of respondents believe that the location of the store plays a decisive role when choosing a product; spaciousness and uncluttered retail space were highlighted by 14.7% of respondents, etc.

If the study is conducted using a focus group, then participants should be asked to rank the highlighted features. The selected features are ranked in descending order of importance. The maximum score is equal to the number of features.

Identification of competitive advantages. Comparison with competitors.

So, you have found out what is important to your buyer. Experts or consumers who did not participate in the first part of the study will help you objectively evaluate your product or company based on the selected properties and features, and understand how well you really meet the consumer’s request. This stage can occur as follows:

1. Experts are asked to provide objective assessments of the positioned company/product, as well as competitors.
2. The results of focus groups and expert assessments for each selected basis are multiplied.

This allows you to take into account the opinions and wishes of consumers and the real “content” of the positioned company or product. As a result, you will receive a list competitive advantages , arranged in descending order. By comparing the list of your competitive advantages with the description of the ideal product/company, you already see the real state of affairs: what are your strengths, and where are your strengths? weak sides and what needs to be developed and strengthened.

An additional advantage of this stage is that you see not only your competitive advantages, but also the advantages of your competitors relative to you. You will learn why many buyers choose your competitors.

The results of the study can be visually presented by arranging the obtained estimates on the coordinate plane, highlighting paired properties (bases) that are similar in value. Suppose we plot price on the x-axis, quality on the y-axis, or vice versa. Estimates of these properties are placed on a plane. (Fig. 1) The coordinate plane is positioning map goods.

Fig.1 Positioning map

When choosing which competitive advantages you will build your positioning strategy on, you should focus on sustainable benefits. Such competitive advantages meet four criteria:

• They provide consumer benefits, that is, buyers evaluate these benefits as offering them significant benefits or benefits
• They unique, they cannot be obtained from competitors
• They stable, that is, cannot be reproduced by competitors. To do this, it is necessary to establish barriers to entry: obstacles to acquiring the necessary knowledge and experience, achieving economies of scale, patents, etc.
• Profitable for the company, that is, offering and providing such competitive advantages is not associated with significant costs that threaten the profitability of the enterprise.

Particular attention should be paid to differentiating not only the product, but also the personnel and the image of the product/brand/company.

Selecting a base for positioning

Having received a list of competitive advantages of your product, you can choose the basis for positioning. Such reasons may be:

A positioning strategy is essential for the development of an advertising campaign. A strategy may be conceived and implemented through varied use of attributes, competition, specific applications, customer types, or product class characteristics. Everyone approaches the development of a positioning strategy differently, although the ultimate goal is the same for everyone - the development or strengthening of a certain brand image in the minds of the audience.

A strategic position must be meaningful to customers, differentiate the firm from its competitors, and reflect and be supported by the overall business strategy.

Product position is the place occupied by a given product in the minds of consumers in comparison with similar competing products.

The positioning process consists of the following steps:

• 1) description of the TM vision,
• 2)market analysis,
• 3) segmentation,
• 4) positioning,
• 5) development of the name, corporate identity, packaging,
• 6)development of a creative concept,
• 7)development and implementation of an advertising campaign,
• 8)evaluation of results,
• 9) correction,
• 10)market analysis.

Types of positioning

After the company has determined the target market segments, they begin to search for a positioning idea that will form the basis of the desired position. The following types of positioning are distinguished:

1. By attributes - this is a fairly common type of positioning, which, however, is not suitable for all products. The idea is that a company finds an attribute and associates it with its product.

An attribute (property) is understood as a characteristic feature or distinctive feature of a person or an object. Each product, depending on the product category, has a combination of various attributes, which are classified as follows:

• - simple attributes based on physical properties. They are directly related to some physical indicators of the product, such as price, quality, power or size;
• - complex attributes based on physical properties. Because of the large number of physical attributes, consumers may use composite attributes to evaluate competitive offerings. The creation of such summary measures is usually subjective due to the different relative importance attached to different attributes. Examples of composite attributes are computer speed, car capacity, and user friendliness of a product or service;
• - essentially abstract attributes. Although these perceptual attributes are influenced by physical characteristics, they are not directly related to them. Examples include the gravity of beer, the sex appeal of perfume, the quality of French wine, and the prestige of a car. All of these attributes are highly subjective and difficult to relate to physical characteristics other than those known from experience.

The importance of perceptual attributes, with their subjective component, varies across consumers and product classes. Thus, it can be argued that consumers who are familiar with a given class of products tend to rely more on physical characteristics and less on perceptual attributes than consumers who are less familiar with this class of products. It can also be argued that while perceptual positioning is important for consumer goods, it is not true for consumer durables (such as cars) and many capital goods.

2. In terms of price and quality. There are several options here:

"more for a large amount" - the highest quality goods at the highest price;

"more for the same price";

“the same thing for a lower price”;

"less for much less";

"more for less."

This positioning criterion should be used very carefully because... More often than not, price is the enemy of differentiation. Consumers are getting used to regular price cuts. And the longer the incentive period, the greater the company’s losses.

Differentiation through high prices may be more successful. There are two important principles at play here: high-quality products should cost more and expensive products must guarantee prestige. In fact, the high price becomes an inherent benefit of the product.

• 3. According to the situation, method of consumption. A very common method. This is the best place to look at the numerous toothpastes. Some are advertised as the best remedy against caries, others as the most effective teeth whitener, and some fight gum disease. For example, Nike offers different models of sneakers for different sports. For football players it’s one thing, and for basketball players it’s another.
• 4. By country of origin. Here you can use the country of origin of the product or any of its ingredients. "Place of origin" matters because there is product differentiation between countries. Over the years, different countries have been and are famous for producing certain products. As a result, the country of origin itself serves as evidence of the quality of the product. If a product is made where it needs to be, it is of high quality.
• 5. By target audience. In this case, the company positions its product for a specific target group. For example, the Linux operating system is designed for IT professionals. This is a very effective way of positioning. There are several areas of positioning based on the target audience:
  • a) based on the psychological differentiation of consumers, the product is the personification of how the consumer wants to see himself;
  • b) based on the use of current problems, cultural, social, economic and political life specific target audience in this period time;
  • c) based on the lifestyle of the target audience.
• 6. By breadth of assortment. This positioning method must be used with caution, because It's not suitable for everyone. This is due to the fact that for the consumer, a large assortment is often associated with the problem of choice, and it is easier for the consumer to refuse a purchase altogether than to experience the agony of choice.
• 7. According to market position. If an organization is a leader in the market, it can tell consumers about it. Leadership is the most powerful idea for brand differentiation. Because achieving a leading position in the market is the shortest route to creating evidence to support a brand. Moreover, when leadership is the evidence, customers believe almost everything they are told about the brand.

In Russia, positioning based on leadership does not always work. This is connected with the Russian mentality: it so happens that in Russia they do not like leaders.

8. According to the merits of the product, the real difference between the product. The most popular type of positioning on this moment. Here you need to analyze competitors' offers and determine what characteristics our product is best at. Some companies offer highly standardized products whose characteristics may differ only slightly from the accepted standard, for example, chicken, steel, aspirin. However, even in this case, some discernible differentiation is quite possible.

You can't just say that a product is the best. The consumer will definitely need evidence of the merits of the product, otherwise he will not believe it. Therefore, it is better to pay attention to some less abstract properties. For example, the Volvo company positions its cars as the safest and confirms this with actual testing data.

9. According to the latest development. This is the use in advertising of the so-called “magic ingredient” or the latest technology that was used in the production of the product. Such “smart” words, the meaning of which most consumers do not understand, inspire them with the idea that the product is of high quality.

The use of this method provides good guarantees of standing out from the crowd. Nobody likes to buy products that are perceived as outdated. Therefore, in order to “leapfrog” your competitors, you need to position your offer as new and better (with emphasis on “new”).

There are pitfalls in using this method:

• You can't solve a problem that doesn't exist
• Traditions must not be broken
• · a new generation product must be better.
• 10. By product category. This is the best option for pioneers. An example is Xerox - this is both the name of the company and the copier. In this case, companies do not say that they are the leader of this market. They just created it and are promoting it to the masses. Their leadership is undeniable.
• 11. In terms of quality, prestige. This usually includes luxury goods. For example, Chanel No. 5 perfume, or expensive DuPont pens, Tiffany jewelry and the like. There are always people willing to pay for prestige, for owning the best and most expensive in their category. Such companies should not be scattered and provide cheaper analogues, as this can have a fatal impact on their image.
• 12. Contrasting with competitors.

Most positioning strategies make explicit or implicit reference to one or more competitors. In some cases, reference to competitors may be the dominant aspect of a positioning strategy. It's useful to look at competitive positioning for two reasons. First, a competitor may have a persistent, well-defined image that has been developed over many years. The image of a competitor can be used as a bridge to create another image of a product that competes with it. If someone wants to know where a certain address is, it is easier to say that it is near the Bank of Russia building than to describe the various streets that can be used to get there. Secondly, sometimes it doesn't matter what consumers think of you, but what matters is that they think you are the best (or perhaps as good as a given competitor).

Competitive positioning can be an excellent way to create a position regarding a product's attributes, especially price and quality. Thus, products that are difficult to price, such as liquor, often use an established competitor to ease the positioning task.

Competitor positioning can be done through comparative advertising in which a competitor is explicitly named and compared on one or more product attributes. re

A classic example of positioning against competitors is the advertising battle between BMW, Subaru and Audi, which was won by... Bentley.

13. Reputable consumers or experts. Here the task is as follows: to identify the idol of the target audience and use it in advertising. As a rule, people love their idols and believe them. Loyalty to the idol is automatically transferred to the advertised product.

• 14. Heritage, traditions, year of birth of the brand. For example, a common phrase in commercials is: “We have been in business since 1937.” This makes potential buyers feel like they are dealing with an industry leader. If not by size, then certainly by age.
• 15. By narrow specialization. Companies specializing in certain types of activities are perceived by consumers as experts and, as highly qualified specialists, are often credited with more knowledge and experience than they actually possess. Conversely, people rarely perceive diverse companies as having broad expertise across all businesses, regardless of their success. Common sense tells customers that a company cannot be an expert in everything.
• 16) Positioning according to the consumer of the product.

Another positioning approach is to associate the product with a consumer or class of consumers. Michael Jordan, for example, has endorsed products from companies as diverse as Nike, Gatorade, and McDonald's. Many cosmetic companies have used a model or celebrity to position their product. The model or celebrity is expected to influence the image of the product by reflecting the characteristics and image models or celebrities presented as consumers of the product.

Johnson & Johnson repositioned its shampoo from the category for children to the category for people, often washing your hair and those in need of a mild shampoo. This repositioning allowed the company to increase its market share from 3 to 14%.

In 1970, Miller High Life was marketed as a "luxury canned beer" and had the image of being a beer that women could drink. In fact, this beer was bought by people from the upper class. Then Miller repositioned the beer from the "luxury" category to one specifically for blue-collar workers who drink a lot of beer. A long-running advertising campaign showed workers relaxing with a can of Miller beer after a hard day's work. This advertising campaign, unchanged for fifteen years, was extremely effective, although since then they had been unsuccessfully trying to find an equivalent advertising campaign, Miller's market share had declined significantly. One of effective ways repositioning a product and increasing demand for it - transfer a product from one group to another, or offer non-traditional use goods. Thus, with the help of television advertising, children's yogurt "Rastishka" was transferred from the "yogurt" group to the "ice cream" group (just insert a spoon into it and put it in the refrigerator - and the new product is ready!).

"Game with goods". The seller cannot change the product itself (since he is not the manufacturer), but he can “play” with the product, i.e. suggest any non-traditional use of it. Thus, one of the St. Petersburg construction supermarkets announced a competition among buyers for the most unusual use of self-adhesive film. Buyers showed maximum ingenuity: the competition included applications, tables covered with marbled film, cars decorated with film and colorful panels. The winners received prizes, and photographs of their original works were published in the local press. The competition solved two problems at once: firstly, to attract attention to a specific store, and secondly, to increase sales of self-adhesive film through demonstration wide possibilities its application.

In order to transfer a product from one group to another, there is no need to carry out special events. It is enough to make small signs in the storefront. For example, almost any product can be transferred to the “Medicines” section: a gas pistol is a cure for fear, a video cassette with a recording of a comedy is a cure for sadness, an umbrella is a cure for bad weather. A huge inscription “Dry cognac” on the confectionery shop window will certainly attract the buyer’s attention (inexpensive “Cognac” caramel is advertised). An ad like “Contract killings” will definitely “hook” a passerby (once he goes inside, he will find a full set of devices for fighting mosquitoes, flies, cockroaches and other insects). There is one “Don’t” in organizing such events: you can “play” with the product, but you can’t “mock” it (you shouldn’t build houses out of loaves of bread; people won’t understand such an attitude towards bread).

17) Positioning by product class.

Some products must make critical positioning decisions that involve product class associations. For example, Maxim freeze-dried coffee, the first of its kind on the market, needed to position itself alongside natural and instant coffee. Some margarine brands positioned themselves alongside butter brands. Powdered milk manufacturers entered the market with instant breakfast, positioned as a breakfast substitute and virtually identical product, and positioned it as a dietary meal replacement. Dove toilet soap was positioned not in the soap category, but in the cleansing cream category for women with dry skin.

The soft drink 7-Up has long been marketed as a "fresh, clean-tasting" drink that "quenches your thirst." However, the study found that most people viewed 7-Up not simply as a soft drink, but rather as a soft drink that was used to dilute alcohol (soda water, tonic water); therefore, the brand attracted only low-purchase consumers. Then a strategy was developed to position 7-Up as a “main” soft drink, as an alternative to colas, but with best taste. The result was the successful "Uncola" campaign.

18) Positioning according to cultural symbols.

Many advertisers use deep-rooted cultural symbols to differentiate their brand from that of competitors. The main task is to identify something that is very meaningful to people and that other competitors are not using, and associate the brand with this symbol. The Marlboro cigarette brand chose the American cowboy as its central symbol to differentiate its brand from competitors, and developed the image of the Marlboro Man.

Each company must differentiate its offering by creating a unique set of interrelated competitive advantages that are attractive to a representative group within that segment.

Once a company has identified a variety of possible competitive advantages that can be used as a basis for its positioning, it must implement right choice the most significant competitive advantages and be able to effectively convey the chosen position to the market. To do this, it is necessary to answer the question of what specific strategy will be used for positioning.

Consider the positioning strategies proposed by Paul Temporal. There are 13 of them in total.

1. Value. The two main elements of value used in positioning are value for money and emotional value.

Philip Kotler identifies 9 combinations of price and quality:

• -high price for low quality,
• -high price for average quality,
• -high price for high quality,
• -average price for low quality,
• -average price for average quality,
• -average price for high quality,
• -low price for low quality,
• -low price for average quality,
• -low price for high quality.

In many product categories, there are brands that offer more services and features. Manufacturers of such brands prescribe high price, partly to cover high costs, and partly to prove high quality. Conversely, in the same product category there are usually other brands that attract consumers on price, although they try to present the availability of comparable or at least adequate quality. In many product categories, the price-quality issue is so important that it requires attention in any positioning decision.

It is usually very difficult to compete successfully on both quality and price. There is always a risk that the quality message will mute the underlying "low price" message, or that the consumer will think that if the price is low, the quality must be too.

Disadvantage: If a strategy focuses on price, it becomes a strategy focused on standardized products, which is not adequate to build a strong brand.

Examples: “There is something to pay for here”, “Breakthrough in technology, revolution in prices” (Samsung).

2. Product characteristics and attributes - a strategy that is traditionally used in most industries. It allows you to focus on those properties of a branded product that can be used to support the perception of difference or superiority of the brand.

The feature and attribute positioning strategy is widely used in the automotive industry. The best example is the Volvo company, which for many years has been positioning its cars as the safest.

It is always tempting to try to position a product on multiple attributes, as it would be a shame to have a few good product attributes not presented to the consumer. However, it is possible that advertising that shows too many product features may be difficult to implement. The result can be a fuzzy, blurry image, which is usually detrimental to the brand.

The advantage of attribute positioning is that the result can be rapid gains in market share, especially if the product is first to market with new or clearly distinctive attributes. The disadvantage of this positioning method is that attributes can sooner or later be copied by competitors, which will lead to a decrease in the gained market share.

3. Benefits for the consumer. This strategy takes the characteristics and attributes of the product to another level, describing what benefits the consumer will receive as a result of using the product.

A benefit positioning strategy answers the question, “What’s in it for me?” positioning competitiveness market

The advantage of this strategy is that it increases the attractiveness of companies and their products by allowing consumers to clearly understand what the attributes of a given brand really give them. The result of such positioning can be the acquisition of short-term competitive advantages, a leading position in the market and rapid profit generation. This strategy is quite flexible and can be implemented both in an educational, rational way (aimed at left-brain thinking) and in a more emotional way (aimed at right-brain thinking).

The disadvantage of the strategy may be its forced short duration, since the unique selling proposition underlying the positioning is vulnerable in our time due to technological innovation, ease of duplication by competitors and further improvement.

4. Appropriateness of use in certain situations, at certain times, in a certain way. This strategy can effectively differentiate products and services, but is less suitable for positioning companies. The strategy is based on the fact that people not only use products in a wide variety of ways, but can do so for different reasons and at different times. For example, a drink such as champagne is usually consumed only on special and festive occasions.

Advantages: Products and services can occupy easily defensible market positions, and the flexibility of the strategy depends on the ability to use the products in different situations. Disadvantages: the desired position may be usurped by products with a wider range of applications; and as consumer behavior changes over time, the timing and pattern of product use may also change.

This strategy cannot be used for alcohol and tobacco.

5. Type of target user. A positioning strategy targeting a specific type of user. Companies that know their target audiences well can effectively position a generic product to many consumer groups.

This strategy is most appropriate in situations of penetrating a market or protecting market gaps and building strong relationships with consumers. It ranks first for developing a broad range of products when a generic product is used by a wide range of consumer groups, but some differences in the manifestation of their needs make it possible to develop a range of products at low cost.

• 6. The nature of consumer aspirations. The strategy is most often used to position lifestyle brands. The most common are two positioning parameters:
  • -status and prestige (associated with achieving well-being);
  • -self-improvement (not related to material achievements).

In both cases, the strategy is based on self-expression, and since most individuals have a need for self-expression in one form or another, association with a particular company or brand makes this task easier for them.

The advantages of this strategy are that every person has strong desires and aspirations - these are universal feelings, therefore, using this strategy, manufacturers can quickly gain recognition in on a global scale. But the strategy may alienate consumers who haven't achieved their aspirations.

7. Belonging to a social movement. This strategy is also associated with emotions. It focuses on people's belief in hierarchy and the need to belong to a hierarchy.

This strategy can be very effective if it is interconnected with other strategies, such as those based on aspirations, a specific type of target user and emotions. The threat of using a strategy is that the issues on which the strategy is based may go out of fashion; some people may welcome such a movement, while others may condemn it. When applying a social movement strategy, it must be long-term and have a significant marketing budget to prove to your audience the reality of your stated intentions.

8. Emotions. This positioning strategy can be used on its own, but is often used as a strategy that complements the value and strength of other strategies. This is important because research consistently shows that emotions sell products.

Benefits: Emotional positioning strategies stimulate the desire to have things. Emotions create desire and can be very strong. Positioning that does not take into account emotions will be less persuasive and will not create motivation.

Disadvantages: As a stand-alone strategy, it may not have an impact on the minds of people who are the “cold fish” type - the prudent, careful planner, thrifty person. For these consumers, the deciding factor in making a purchase will always be the price of the product.

9. Actions of competitors. Any company must constantly monitor the state of its competitors - what they are doing and what they are going to do. Depending on your competitors' strategy, you may need to change your position by adopting a reactive strategy. On the other hand, you can adopt a proactive strategy and drive change yourself, thereby creating obstacles and putting competitors at a disadvantage.

Advantages: Competitive strategies are more suitable for positioning companies. It is much more difficult to use them for product positioning. Corporations have many personalized characteristics. If the positioning strategy is based on facts and figures, then you can form your own position - as long as consumers believe the statistics!

Disadvantages: Competitive positioning can lead to retaliation, and in some countries such positioning is legally restricted. It can lead to huge waste and cause unpleasant public outcry. To carry out a competitive strategy, you need to be one hundred percent sure that you are offering the target audience a product or service that is not comparable to any other offer.

10. Proposing a solution to the problem. The strategy is based on the assumption that purchasing a product is not necessarily the consumer's goal. What they really want is a solution to a problem that the product or company can provide.

Advantages: This strategy is most suitable for certain industries such as financial services, information Technology and communications, but it is also widely used in other areas. Because problems always have emotional consequences or impacts on the consumer, this strategy is useful because emotion can be built into product positioning, often coupled with offering emotional benefits inherent in the solution.

Disadvantages: Competitors may be addressing the same consumer problems, perhaps even offering better solutions. If a company claims to offer a solution to a problem but fails to deliver it, it may find itself in a crisis. Additionally, to maintain brand reputation through this strategy (especially in technology-dependent industries), new product development becomes vital as reduction life cycle product means that rapidly emerging new products instantly eliminate problems that exist today.

11. Reputation of the corporation. Some companies, confident in the strength of their corporate name, position products based on the reputation of the manufacturer's brand. This strategy can be very effective, as evidenced by the experience of Sony, IBM, and Nestle. The absolute power and ubiquitous presence of a parent brand can make life very difficult for potential competitors trying to establish their position.

Advantages: The power of a corporate name can help strengthen or create a strong position for even an average product. Well-known corporate brands can easily penetrate different markets and, in some cases, create a global position for a product.

Disadvantages: if the company is worried Hard times, then its product, and accordingly its position, may lose consumer confidence. Poor corporate image management can create great difficulties for products that have been positioned on the basis of a strong corporate name and reputation.

12. Individuality. Creating a brand based on personality has often been used by companies whose brands have become world famous. But people won't respond to a personality that either doesn't fit or doesn't suit them. The following individual characteristics have proven their exceptional appeal to most people: caring, modernity, innovation (renewal), warmth, independence, strength, honesty, experience, sincerity, sophistication, success, inspiration, energy (activity), reliability, availability, cheerfulness.

Advantages: People are very receptive to this strategy, and when combined with others, it can provide market share, customer loyalty and profitability. An identity positioning strategy is the only way to create and maintain a competitive advantage.

Disadvantages: The success of the strategy depends on a complete understanding of the target audience and large investments that guarantee a positive experience with the brand and the sustainability of its identity under any circumstances. For example, building a corporate identity requires changing the entire culture of the organization so that employees literally live the life of that identity.

13. Declaring yourself “number one.” This is the position everyone would like to have, as it shapes the perception of the company as a leader. In the high-tech industry, it can be very effective for a brand and provide a perception of difference even when the product's features and qualities are the same as those of major market players.

Advantages: With this strategy, the brand is perceived by most as a market leader, and if the company provides innovation, it can maintain this position.

Disadvantages: The obvious problem with this strategy is the need to stay ahead of everyone in an environment of constant innovation. This will require large investments in research and development.