Module 3 Flashcards
Positioning means
identifying and establishing ‘points of parity’ and ‘points of difference’ to establish the right brand identity and brand image.
__ __ is at the heart of marketing strategy.
Brand Positioning
Who said: “act of designing the company’s offer and image so that it occupies a distinct and valued place in the target customer’s minds.”
Philip Kotler
finding the proper “location” in the minds of a group of consumers or market segment, so that they think about a product or service in the “right” or desired way to maximize potential benefit to the firm.
positioning
According to the CBBE model, deciding on a positioning requires
determining a frame of reference (by identifying the target market and the nature of competition) and the ideal points of parity and points of difference brand associations.
Marketers need to know:
- Who the target consumer is
- Who the main competitors are
- How the brand is similar to these competitors
- How the brand is different from them
market
the set of all actual and potential buyers who have sufficient interest in, income for, and access to a product.
Market segmentation
divides the market into distinct groups of homogeneous consumers who have similar needs and consumer behavior, and who thus require similar marketing mixes.
Market segmentation requires making
tradeoffs between costs and benefits.
Segment Bases for Consumer Markets
Psychographic
Behavioral
Demographic
Geographic
Psychographic
Values Opinions Attitudes Activities Lifestyle
Behavioral
Brand Loyalty Benefits Sought Usage Occasion Usage Rate User Status
Demographic
Income Age Sex Race Family
Geographic
Regional
International
The ’conversion model’ segments users of a brand into
four groups based on strength of psychological commitment between brands and consumers and their openness to change
’conversion model’ segments
- Convertible
- Shallow
- Average
- Entrenched
Convertible:
On the threshold of change; highly likely to switch brands
Shallow:
Not ready to switch, but may be considering alternatives
Average:
Comfortable with their choice; unlikely to switch in the future
Entrenched:
Staunchly loyal; unlikely to change in the foreseeable future
The ’conversion model’ model also classifies nonusers of a brand into four other groups based on
Their openness to trying the brand, from low to high
The ’conversion model’ model classifications on openess from low to high
- Strongly Unavailable
- Weakly Unavailable
- Ambivalent
- Available
Strongly Unavailable:
Strongly prefer their current brand
Weakly Unavailable:
Prefer their current brand, although not strongly
Ambivalent:
As attracted to the “other” brand as to their current choice
Available:
Prefer the “other” brand but have not yet switched
Criteria for Segmentation
Identifiability
Size
Accessibility
Responsiveness
Identifiability
Can we easily identify the segment?
Size
Is there adequate sales potential in the segment?
Accessibility
Are specialized distribution outlets and communication media available to reach the segment?
Responsiveness
How favorably will the segment respond to a tailored marketing program?
__ __ is changing the consumer
electronics industry
Digital Convergence
Deciding to target a certain type of consumer often defines the nature of competition, because
other firms have also decided to target that segment in the past or plan to do so in the future, or because consumers in that segment already may look to other brands in their purchase decisions.
Do not define competition too narrowly. Unfortunately, many firms narrowly define competition and fail to recognize
the most compelling threats and opportunities.
Eg: a luxury good with a strong hedonic benefit like stereo equipment may compete as much with a vacation as with other durable goods like furniture.
Points-of-difference (PODs)
attributes or benefits that consumers strongly associate with a brand, positively evaluate, and believe that they could not find to the same extent with a competitive brand.
The concept of PODs has much in common with other well-known marketing concepts.
It is similar to the notion of
unique selling proposition (USP).
sustainable competitive advantage (SCA), which relates, in part, to a firm’s ability to
achieve an advantage in delivering superior value in the marketplace for a prolonged period of time.
Points-of-Parity associations (POPs)
not necessarily unique to the brand but may in fact be shared with other brands. There are two types: Category and Competitive.
Category Points of Parity
represent necessary- but not necessarily sufficient- conditions for brand choice
Competitive Points of Parity
those associations designed to negate competitors’ points of difference.
Mille Lite Example
The initial advertising strategy for Miller Lite was to assure parity with a necessary and important consideration in the category by stating that it “tastes great”, while at the same time creating a ‘point of difference’ with the fact that it contained one-third less calories (96 calories versus 150 calories for conventional 12-ounce full-strength beer) and was thus “less filling”.
‘Points of Parity’ versus ‘Points of Difference’
For the brand to achieve a point of parity on a particular attribute or benefit, a sufficient number of consumers must believe that the brand is “good enough” on that dimension.
There is a “zone” or “range of tolerance or acceptance” with POPs.
The brand does not have to be seen as literally equal to competitors, but consumers must feel that it does sufficiently well on that particular attribute or benefit so that they do not consider
it to be a negative or a problem.
T/F
Points of Parity are usually easier to achieve than Points of Difference
T
Two key issues in arriving at the optimal competitive brand positioning
- Defining and communicating the competitive frame of reference
- Choosing and establishing ‘Points-of-Parity’ and ‘Points-of-Difference’
A starting point in defining a competitive frame of reference for a brand positioning is to determine
category membership.
There are many situations, however, in which it is important to inform consumers of a brand’s category membership.
Perhaps the most obvious is
the introduction of new products, where the category membership is not always apparent, especially for high-tech products.