Product positioning: concept, essence, directions of implementation, stages, strategies. Stages of developing a positioning strategy The process of positioning a product in a 9-stage scheme

Buyers or potential buyers, of course, perceive both physical and other differences between goods or services within a product category. Marketing decision makers seeking to ensure their product has a certain position in the minds of consumers will try to endow it with various kinds of attributes, which can be classified as follows:

Simple physical properties-based attributes. They are directly related to some physical indicators of the product, such as price, quality, power or size. Although there is a direct correspondence between a physical indicator and a perceptual attribute, analyzing consumer perceptions of products based on these attributes can reveal phenomena of interest to marketing strategy.
Complex physical property-based attributes. 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 the speed of a computer, the capacity of a car, and the 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.

Even if these statements are largely true, perceptual attributes must be considered when positioning most products. One reason is the growing similarity in the physical characteristics of more and more products. This increases the importance of other, highly subjective, measurements.

Preparing the Foundation for Marketing Strategies: The Positioning Process

Positioning a new product in the minds of buyers or repositioning an existing product on the market involves a number of steps:

1. Identify an appropriate set of competitive products serving the target market.
2. Establish a set of defining attributes that outline the “product space” in which the items of current offers are located.
3. Gather information by surveying a sample of customers and potential customers about the perceptions of each product on its defining attributes.
4. Determine the current position of the product in the product space (positioning) and the strength of its position.
5. Determine the combination of defining attributes most preferred by buyers.
6. Examine the correspondence between the preferences of market segments and the current position of the product (market positioning). Identify positions that could be filled by new complementary products.
7. Draw a conclusion about the positioning and make proposals for the further development and implementation of the marketing strategy.

These steps apply to goods and services, in domestic and international markets, to new and existing products. This does not mean that the defining product attributes and consumer perceptions of different competitive offerings will remain the same across countries or other market segments; for most products they will likely differ. Once managers have selected an appropriate set of competitive offerings to serve the target market (step 1), they must articulate a set of critical or defining product attributes that are important to buyers in that target market (step 2).

Step 3 involves collecting information from a sample of buyers regarding their perceptions of different offers, and stage 4 researchers analyze this information to determine the current position a product occupies in the minds of consumers, the strength of its position, and the position of competitors.

After this, managers establish the most preferred combinations of defining attributes for buyers, which requires the collection of additional data (step 5). This makes it possible to study the correspondence between the preferences of a given target customer segment and the current position of competitive offers (step 6). And finally, on stage 7 managers write a brief statement that communicates the positioning decision they have made.

Step 1: Determine the appropriate set of competitive products

Positioning analysis is useful at many levels: a company as a whole, a business unit, a product category, a specific product line or brand. At the company or business unit level, such analysis helps determine how the overall company or business unit is positioned relative to its competitors.

At the product category level, analysis examines customers' perceptions of the types of products that they may consider substitutes that satisfy the same basic needs. For example, suppose that a company is considering introducing a new instant breakfast drink to the market. The new product will have to compete with other breakfast products such as bacon and eggs, breakfast cereals and even fast food products. To evaluate a new product's position in the marketplace, the marketer must gain insight into customer perceptions of the new product relative to likely substitutes across a variety of product-defining attributes, which corresponds to Steps 3 and 4 of the positioning process.

If competitors are introducing multiple products in the same product category, positioning analysis at the product or brand level may be useful to better understand the appeal of different brands to customers, position proposed new products or brands or reposition current ones, and identify sources of new ones. competitive opportunities.

Whatever the level of positioning analysis, the analyst’s choice of competing products (product categories, firms) is critical. Companies that neglect important substitutes or potential competitors risk being hit on the sly by unexpected competitors.

Step 2: Set Defining Attributes

Positioning can be based on a number of attributes that include desired characteristics or benefits. Below are the most common types of positioning bases.

Characteristic features are often used when positioning material products, and therefore goods for industrial and technical purposes. For example, Amazon.com has a unique "1-click" ordering system.
The benefits sought, like characteristics, are directly related to the product. Examples include Volvo's emphasis on the safety and durability of its vehicles.
Usage includes end use (“Once you have this in your kitchen, it will definitely go with yours...” is a statement of versatility). Demographic basis; psychographic or behavioral basis and popularity.
Origin includes producer (“bottled by a French vintner.”
The production process is often the focus of a firm's positioning efforts.
Ingredients as a positioning attribute is illustrated by some clothing manufacturers claiming that their sports shirts are made from pure cotton.
There are two types of support: expert confirmation.
Comparison with competitors' products is common.
Environmental positioning seeks to portray a company as socially responsible.
Country or geographic area (French wines, Russian vodka).

In theory, consumers can use many attributes to evaluate products or brands, but the number of attributes that actually influence consumer choice is typically small, in part because consumers may consider only those attributes that they are aware of. The more variables are used when positioning a given product, the higher the likelihood of confusion and even distrust on the part of some consumers. Positioning activities should be kept as simple as possible and complexity should be avoided at all costs.

When using one or more attributes as the basis for brand positioning, it is important to recognize that the meaning given to these attributes often varies. For example, although the brand of soap or shampoo provided by a hotel may be an attribute that some consumers use when evaluating hotels, it is unlikely that most will attach much importance to it when deciding which hotel chain to use. Even an important attribute may not have much influence on consumer preferences if all alternative brands are perceived as being roughly equal on that attribute. Deposit security is an important attribute that is considered when choosing a bank, but most consumers perceive all banks as equally safe. Therefore, deposit safety is not a determining attribute: it does not play an important role in helping buyers differentiate between alternatives and determine which bank they prefer.

When defining a product space during positioning analysis, marketers must rely primarily on defining attributes. The question is how can a marketer figure out which product dimensions are the defining attributes? This task typically requires conducting some kind of market research in accordance with the market research process described in the previous chapter. This brings us to step 3.

Step 3: Gather information regarding customer perceptions of competing products

Having formed a set of competing products, the marketer must find out which attributes are decisive for the analyzed target market and product category. He must also find out how different products in a set of competitive products are rated by customers on these attributes. Typically, this market knowledge is collected primarily through qualitative research, such as focus group interviews, conducted to identify defining attributes. This is followed by quantitative analysis, such as surveying consumers' perceptions, to gather information about how competing products measure up on individual attributes. Later in this chapter we will discuss several statistical and analytical tools that may be useful in this part of the positioning process.

Step 4: Analyze the current product positions in the competitive set

Whether the positioning process is aimed at a new product not yet introduced to the market, or at repositioning a product that already exists, it is important to ensure a clear understanding of the positioning of products that have been identified as being in the competitive set (see step 1). A useful tool to achieve this goal is a positioning grid, also called a perceptual map. A positioning grid provides a visual representation of the positions of various products or brands in the competitive set along (usually) two defining attributes. When more than two attributes need to be considered when performing positioning analysis, multidimensional or multiple meshes are created. But not all products or brands exist in the minds of most consumers.

A brand that is unfamiliar to a consumer cannot, by definition, occupy a place in the mind of that consumer. Often the set of products that consumers are aware of for a given product class is 3 or fewer brands, even if the number of brands on the market is more than 20. Thus, many, if not all, brands are poorly remembered or not remembered at all by consumers. For example, over the past 10 (or so) years, more than 200 new soft drinks have been introduced, most of which consumers have not noticed or remembered. Thus, the first step in establishing a distinctive position for a brand is to create brand awareness. To achieve this goal, the brand must be strongly associated with one or more ideas related to the purchase decision. A distinctive position is most easily achieved by creating a close relationship between the brand and a limited number of attributes. Determining the attributes on which a product's positioning will be based is the primary outcome of the positioning process and the driving force behind the marketing communications strategy, as well as the overall marketing strategy that will ultimately be developed. Without clear direction regarding the product's intended position, advertising agencies, marketers and all those responsible for creating product awareness and market acceptance will be ill-prepared to do this important work.

Marketing opportunities to gain a distinctive position. In situations where one or a limited number of brands in a particular class (or type) of product dominate the minds of consumers, the main opportunity for competitors typically lies in gaining a profitable position within a market segment that is not dominated by the leading brand. Competing head-on with leaders based on attributes chosen by larger competitors is likely to be ineffective. The best choice is to focus on an attribute that is valued by members of a given market segment.

Limitations imposed by a strong position. Although companies should strive for a distinctive and strong brand position, achieving such a position places limitations on their future strategies. If changes in the market environment cause a decrease in the importance that customers place on a current defining attribute, companies may have difficulty repositioning a brand that has a strong perceived position on that attribute. Repositioning carries the threat of losing some or all of the product's current consumers, regardless of success in its new target group. The success of its repositioning may indeed lead to the loss of a group of its current customers.

Another danger associated with a strong brand position is the temptation to over-exploit that position by using the brand name in product line extensions and for new products. The danger here is that new products may not live up to the original positioning and the strong brand image is weakened. Think, for example, how many tourists know the difference between Holiday Inn, Holiday Inn Express, Holiday Inn Select And Holiday Inn Garden Court?

Step 5: Determine Buyers' Most Preferred Attribute Combinations

There are several ways in which analysts can identify customer preferences and incorporate them into positioning analysis. For example, survey respondents may be asked to come up with an ideal product or brand within a particular product category—a hypothetical brand that has the ideal combination of attributes (from a customer's perspective). Respondents are then asked to rank their ideal product and existing products on a number of attributes. An alternative approach is to ask respondents not only to rate the degree of similarity between certain pairs of existing brands, but also to indicate their level of preference for each bunk. In either case, the analyst, using appropriate statistical techniques, can locate respondents' ideal points in relation to the positions of various existing brands on a product space map.

Another method for assessing buyer preferences and trade-offs between them is a statistical technique called conjoint analysis. Buyers are surveyed about their preferences for a variety of real or hypothetical product configurations, each of which has attributes that vary systematically. By analyzing the resulting data, the marketer can learn which of several attributes are more important than others. These results can then be used to conduct a positioning analysis such as the one we have described.

Using price as one of the metrics in a positioning grid or as a key attribute on which a product is positioned is usually not very useful unless price is a key driver of the marketing strategy. This is true for two reasons. Firstly, the price is easily imitated by competitors. Unless a firm has a clear cost advantage over competitors due to its process technology or other sources of efficiency, using low price as a basis for positioning can quickly lead to a price war in which there are no winners (except consumers). Secondly, claims that a product or service is cheap are sometimes not very credible because so many sellers make such claims. It is often better to position based on more sustainable differentiation factors and let price speak more artfully.

Step 6: Consider the relevance of possible items to consumer needs and segment attractiveness

An important criterion in defining market segments is the difference in benefits sought by different buyers. Because differences between buyers' ideal points reflect differences in the benefits they seek, market positioning analysis can simultaneously identify distinct market segments as well as the perceived positions of different brands. When buyer ideal points are grouped in two or more places on a product space map, the analyst can consider each group to be a separate market segment. For analytical purposes, each group is represented by a circle that contains the most ideal points for that segment; The size of the circle reflects the relative share of buyers within a particular segment.

Step 6 not only completes the analytical portion of the positioning process and formulates product positioning decisions, but also helps identify locations in the product space where additional new products can be placed to satisfy customer needs that are poorly served by current competitors. A possible side benefit achieved through the positioning process is the identification of underserved positions where new complementary products can be placed.

Step 7: Write a positioning report or value proposition for management developing the marketing strategy

The final decision on how to position a new brand or reposition an existing one should be determined by both the analysis of the target markets and the results of the market positioning analysis. The position chosen must correspond to the preferences of a particular market segment and take into account the current positions of competing brands.

It should also reflect the current and future attractiveness of the target market (its size, expected growth and environmental constraints) and the relative strengths and weaknesses of competitors. Such information, together with an analysis of the costs required to achieve and maintain these positions, makes it possible to assess the economic consequences of different market positioning strategies.

When there are no real differences between products, as in the case of so-called “me too” products, or differential benefits to the user, it is difficult to achieve success, and some ethical problems may arise. Once the desired positioning of a product has been determined, it is good to document this so that those responsible for developing and executing the marketing strategy have a clear understanding of what is planned for the product and how it will be positioned in relation to other products in the competitive mix. Two approaches are usually used for this purpose. According to the classic approach, a positioning report is written. A newer approach that a growing number of firms are adopting involves writing a value proposition for the product.

Drawing up a positioning report, or value proposition. A positioning report is a summary that identifies the target market for which a product is intended and the product category in which it competes, and outlines the unique benefit of using the product offered.

Likewise, the value proposition defines what the product means to the customer (and sometimes what it doesn't mean) and typically also includes information about pricing relative to competitors. Both the positioning report and the value proposition should reflect the unique selling proposition that the product embodies. In this sense, they reflect the basis on which a company plans to gain a significant competitive advantage by differentiating its product from other products in the competitive space. At its most concise, the value proposition typically looks like this:

target market;
benefits offered (and not offered);
price range (compared to competitors).

It is important that the positioning or value proposition report outlines the benefits that the consumer of the product will receive, rather than the characteristics or attributes of the product itself or vague or dubious platitudes about high quality or superior service. By benefits we mean practically measurable results that the consumer will receive as a result of using this product, compared to others.

The marketer's positioning report and value proposition are used internally and by other organizations, such as advertising agencies, that are involved in developing the marketing strategy. They are short and concise and are written, as a rule, in a language that is not difficult for consumers, despite the fact that they are often accompanied by easy-to-remember slogans and key phrases for communicating with customers. They are usually compiled for a product line or brand, but sometimes for a single product or for a company as a whole. When it comes to product or brand reporting, they play several important roles. They provide guidance to R&D and product development personnel regarding what kinds of attributes should be changed or added to existing products. They provide guidance to those who develop advertising campaigns as to what those advertising campaigns should focus on (e.g. Volvo almost always focus on safety or durability, although Volvo I could say a lot more about my cars). The value proposition guides pricing decisions. Thus, the positioning statement, or value proposition, literally forms the basis on which the marketing strategy is built. More broadly, when these reports are used at the business level, as is sometimes the case, they express the strategic direction of the company in all areas. Promising a positioning or value of a certain kind to a target market is one thing. Fulfilling such a promise is another. Clear and concise positioning statements and value propositions can play an important role in the successful execution of the intended strategy.

Summary

A clear and distinctive positioning that differentiates a product from other products with which it competes is usually very important in developing a winning marketing strategy.
The positioning process, summarized here, helps marketing decision makers select a position that maximizes their chances of creating a sustainable competitive advantage.
It is easiest to achieve a distinctive and strong positioning when it is based on one or at most two attributes. Increasing their number will likely confuse buyers.
Writing clear and concise positioning statements or value propositions can play an important role in ensuring the successful development and implementation of a marketing strategy.

The positioning process is a sequence of steps (stages) of positioning an object (product, brand, company, person, organization, idea, etc.). Different authors define this process differently, even the number of steps varies. Here are several options for the positioning process.

Clear positioning allows a company to distinguish its product from competitors, as well as indicate to consumers its main advantages. Competent positioning is the shortest road to the target audience of your product. But we must understand that positioning is what the consumer thinks about the product, and not what the company’s vice president of marketing dreams about. Positioning can play up different qualities of a product: high quality, best service, low price, safety, durability, reliability, prestige, ease of use (relevant in technology), convenience, style, contrast to a competitor, etc.

Professor Kotler divides positioning into the following types (the division is based on the works of Al Ries and Jack Trout):

Attribute positioning. 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. Examples: the oldest wine in France (argument), the oldest beer in Russia (no longer such a valid argument), etc. The disadvantages of such positioning include the fact that it does not directly show the advantages of this product over its competitors.

Positioning of advantages. The most popular type of positioning at the moment. However, it is stupid to claim that your computer is the best. It is better to pay attention to some less abstract properties. For example, the Volvo company, as mentioned above, positions its cars as the safest. And of course this is confirmed by actual testing data (otherwise it would be a hoax). In 2005, during Jack Trout's Moscow seminar, representatives of a Western branding agency tried to actively insist on the correctness of the strategy they had developed for a Russian electronics manufacturer. The idea that they were already implementing then was “the reliability of every unit, every component of the product.” When we asked the audience of almost a thousand to raise their hands of those who would believe in the reliability of Russian electronics, only representatives of the agency and the customer company themselves raised their hands. Obviously, this Russian company wasted millions of dollars trying to break stereotypes. Russian companies are so confident of their “exclusivity” that they turn a blind eye to stereotypes. At the same time, it is obvious that stereotypes do not change, and the state propaganda machine and several years may not be enough to change them. It is important to realize that stereotypes are most often not as obvious as in this example. These strategically important stereotypes can sometimes be clarified only by conducting a special positioning study - who already occupies what position in the minds of the public?

Application positioning. This is the best place to look at the numerous toothpastes. Some are advertised as the best cure for caries, others as the most effective teeth whitener, and some fight gum disease.

Custom positioning. In this case, the company positions its product for a specific target group. For example, the Linux operating system is designed for IT professionals, and the Jitterburg phone is for pensioners who do not want to deal with heavy multifunctional equipment. This positioning is quite strong. For example, many personal computer users still believe that Apple Macintosh computers are best suited for designers and photographers. This is not the case, it has not been the case for a long time. And Apple has long moved away from this idea, which does not prevent it from hovering in the minds of consumers.

Category positioning. This is the best option for pioneers. Just look at 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.

Positioning of quality/prestige. VIP class goods usually go here. 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, equally expensive in its category. Such companies should not be scattered and provide cheaper analogues, as this can have a fatal impact on their image.

Price positioning. There are several options here. The first is called “more for more money.” The highest quality products at the highest price.

According to Ivakhnik D.E., each market offer or company offer can be differentiated by product, services, personnel or image:

Product differentiation.

A company can differentiate its physical product. 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.

Companies offer products that are quite different, such as cars, industrial equipment or furniture. In this case, the company faces the choice of one or more characteristic features of the product from a practically unlimited number of them. It can offer many standard or additional features that competitors' products do not have. Whirpool has developed dishwashers that are much quieter when operating; Procter & Gamble has developed Ariel Gel Hydractiv liquid detergent designed for use in all types of washing machines and hand washing. Style and design can also be important differentiating factors. Thus, many car buyers are willing to pay a premium when purchasing a Jaguar due to its unusual appearance, although these cars do not always perform well in terms of reliability. Similarly, companies can differentiate their products based on characteristics such as consistency, durability, reliability, or repairability.

Differentiation by services.

In addition to differentiating its product, a company can also differentiate the services that accompany this product. Installation or commissioning is also carried out differently by different companies. Many car buyers are happy to pay a little extra and are willing to travel a little further to where they buy their car if their dealer subsequently provides them with top-notch repair services.

Differentiation by personnel. A company can achieve significant competitive advantage by hiring more competent people and using better training systems than its competitors. Thus, the Euroset company does without recruiting agencies in recruiting personnel. It is enough that each candidate undergoes a lie detector test. Euroset employees are very courteous and always greet customers. Between the chairman of the board of directors and the seller there are seven steps of the hierarchical ladder. However, co-founder Evgeny Chichvarkin likes to give direct instructions to lower management, sending letters on any more or less important occasion. McDonald's employees are polite, IBM employees are highly professional, and Disney employees are friendly and cheerful.

Differentiation by personnel requires the company to ensure that the personnel who have to work in contact with customers are very carefully selected and well trained.

Differentiation by image. Consumers react differently to the images of companies and brands. One of the main factors that determined the extraordinary size of the global market share of the Marlboro cigarette brand (about 30%) was the creation of the image of the dashing cowboy, which determined the choice of many smokers. Wine and liqueur producers are also trying to create easily recognizable images.

The main thing is to distinguish between personality and image. Personality includes the directions that a company plans to use in order to stand out from the crowd of competitors or position its product, and image is the public perception of the company or its products. The image of a company is largely determined by influences beyond the control of its management. An effective image has a huge impact on consumer perception of a product.

1) informs the consumer about the nature and value aspects of the product;
2) conveys this message in a specific way, so that it is not influenced by similar messages from competitors;
3) carries an emotional load and therefore affects not only the mind, but also the heart of the consumer.

The image must be constantly disseminated through all available communication channels. If “IBM is a service,” this message must be expressed in symbols, in print, in audio and video, in the company's atmosphere and behavior.

Many experts say that the crisis is a system of market self-healing, when only the best remain alive. In a crisis, consumers, depending on the category of products or services, can either completely abandon them or reduce their use, choosing mainly what is cheaper. And only a few companies that have a special format and organization of their business can really make a good profit at low prices - for such companies, the time of crisis is truly “golden”.

Conclusion, for the success and stability of a company, a position that is beneficial from the point of view of a part (or segment) of customers is necessary. This position should be so strong that consumers should refuse the company's product or service as a last resort.

The positioning procedure includes several stages:
1. Selection of positioning criteria.
Various positioning criteria are possible, it could be:
- consumer characteristics of the product, quality/price ratio (new preventive properties of toothpaste at an affordable price)
- expanding the circle of potential buyers of this product (chemical materials not only for production, but also for consumer needs)
- increasing the prestige and emotional value of the product (production of watches with priority symbols for the mass consumer, sportswear)
- taking into account the weaknesses of competitors (providing additional services in a banking product that are not yet used by competitors).
2. Determination of indicators based on selected criteria. Selected positioning criteria can be more fully disclosed through a set of different indicators. Such indicators can be identified as a result of: market testing, focus groups, expert testing, etc.
3. Construction of a perceptual map. Map of perception is a way of representing the positioning process using several evaluative indicators. It characterizes the preferred combinations of benefits that guide consumers when choosing a particular product.
4. Repositioning represents actions aimed at revising the existing position of a product in the perception of consumers of the target market. If an enterprise believes that the position of a product should be changed in relation to competing products, then the following ways are possible:
- improving the consumer characteristics of existing products (quality, price, etc.);
- introducing new criteria for the perception of a product into the minds of consumers (environmental cleanliness, increasing prestige, ease of use, etc.)
Well-known products tend to occupy distinct positions in the minds of consumers, it is very difficult for competitors to influence established consumer opinions, and rival companies can only use one of three possible strategies:
- The first strategy is to strengthen its current position in the minds of consumers.
- The second strategy is to find and take an open position that would be recognized by a sufficient number of buyers.
- The third strategy is to deposition the competitor. An important tool for positioning and repositioning is product differentiation.
Positioning errors:
- underpositioning – the consumer does not have a clear idea of the characteristics of the products;
- overpositioning - the consumer develops a clear attitude towards the product;
- vague positioning - the manufacturer makes many statements about the characteristics of its product;
- questionable positioning - consumers do not believe in the quality of the declared characteristics.

An important step in choosing directions for the market orientation of an organization's activities is to determine the position of the product in individual market segments. The position of a product is the opinion, first of all, of a certain group of consumers, target market segments, regarding the most important properties of the product. It characterizes the place occupied by a particular product in the minds of consumers in relation to the product of competitors. The product must be perceived by a specific group of target consumers as having an image that distinguishes it from competitors' products. Of course, we must also take into account the fact that the position of the product is influenced by the reputation and image of the company as a whole. Product positioning, therefore, consists of, based on consumer assessments in the market for a particular product, selecting such product parameters and elements of the marketing mix that, from the point of view of target consumers, will provide the product with competitive advantages. Items are described by attributes (parameters) that are important to consumers and that are selected by them. Price may be a key parameter for purchasing groceries, the level of services when choosing a bank, quality and reliability when buying a computer, etc.

Positioning is usually carried out in three stages:

1. Conduct detailed market research to determine which attributes are important for a given market segment and prioritize those attributes.
2. A list of competing products that have the identified attributes is compiled.
3. The ideal level of attribute values for a specific market segment is established. A comparative assessment of the attributes of the positioned product brand is carried out in comparison with the ideal level and in comparison with competitors' products.

Based on the results of positioning, market segments and areas of product differentiation are finally selected. For example, a passenger car manufacturer may emphasize the durability of its vehicles, while a competitor may emphasize their efficiency. In this example, positioning is carried out based on one advantage. However, in practice, positioning can be carried out according to two or even three attributes.

Thus, positioning involves conducting in-depth marketing research aimed at understanding how consumers perceive the product and what parameters, in their opinion, are the most important. Based on the results of such studies, perception maps are constructed, which depict the products under study using the parameters that are most significant in the eyes of consumers. When assessing the market positions of various products, consumers do this from the point of view of their benefits and benefits. Therefore, any organization must look for reserves of providing additional benefits and benefits to its consumers, whether this concerns higher quality goods and services or providing them at lower prices.

Positioning is usually carried out in three stages:

I. Conducts detailed market research to determine which attributes are important for a given market segment and prioritizes those attributes.

II. A list of competing products that have the identified attributes is compiled.

III. The ideal level of attribute values for a specific market segment is established. A comparative assessment of the attributes of the positioned product brand is carried out in comparison with the ideal level and in comparison with competitors' products.

Preparing the Foundation for Marketing Strategies: The Positioning Process. Positioning a new product in the minds of buyers or repositioning an existing product on the market involves a number of steps:

1. Identify an appropriate set of competitive products serving the target market.

2. Establish a set of defining attributes that outline the “product space” in which the positions of current offers are located.

3. Collect information by examining a sample of buyers and potential clients about the perception of each product according to its defining attributes.

4. Determine the current position of the product in the product space (positioning) and the strength of its position.

5. Determine the most preferred combination of defining attributes for buyers.

6. Study the correspondence between the preferences of market segments and the current position of the product (market positioning). Determine positions that can be filled by new additional products.

7. Draw a conclusion on positioning and develop proposals for the further development and implementation of a marketing strategy.

These steps apply to goods and services, in domestic and international markets, to new and existing products. This does not mean that the defining product attributes and consumer perceptions of different competitive offerings will remain the same across countries or other market segments; for most products they will likely differ. Once managers have selected the appropriate set of competitive offerings to serve the target market (Step 1), they must formulate a set of critical or defining product attributes that are important to buyers in that target market (Step 2).

Step 3 involves collecting information from a sample of buyers regarding their perceptions of different offerings, and in Step 4, researchers analyze this information to determine the current position that the product occupies in the minds of buyers, the strength of its position, and the position of competitors.

After this, managers establish the most preferred combinations of defining attributes for buyers, which requires the collection of additional data (step 5). This makes it possible to explore the fit between the preferences of a given target customer segment and the current position of competitive offerings (step 6). Finally, in Step 7, managers write a summary that communicates the positioning decision they have made.

Step 1: Determine the appropriate set of competitive products.

Step 2: Set defining attributes.

Positioning can be based on a number of attributes that include desired characteristics or benefits. Below are the most common types of positioning bases.

The benefits sought, like characteristics, are directly related to the product. Usage includes end use -- statement of universality). Demographic basis; psychographic or behavioral basis and popularity.

When defining a product space during positioning analysis, marketers must rely primarily on defining attributes. The question is how a marketer can figure out which product dimensions are the defining attributes. This task typically requires conducting some kind of market research in accordance with the market research process described in the previous chapter. This brings us to step 3.

Step 3: Gather information regarding customer perceptions of competing products.

Step 4: analyze the current positions of products in the competitive set.

Whether the positioning process is aimed at a new product not yet introduced to the market, or at repositioning a product that already exists, it is important to ensure a clear understanding of the positioning of products that have been identified as being in the competitive set (see step 1). A useful tool for achieving this goal is a positioning grid, also called a perceptual map. A positioning grid provides a visual representation of the positions of various products or brands in the competitive set along (usually) two defining attributes. When more than two attributes need to be considered when performing positioning analysis, multidimensional or multiple meshes are created. But not all products or brands exist in the minds of most consumers.

Marketing opportunities to gain a distinctive position. In situations where one or a limited number of brands in a particular class (or type) of product dominate the minds of consumers, the main opportunity for competitors typically lies in gaining a profitable position within a market segment that is not dominated by the leading brand. Competing head-on with leaders based on attributes chosen by larger competitors is likely to be ineffective. The best choice is to focus on an attribute that is valued by members of a given market segment.

Limitations imposed by a strong position. Although companies should strive for a distinctive and strong brand position, achieving such a position places limitations on their future strategies. If changes in the market environment cause a decrease in the importance that customers place on a current defining attribute, companies may have difficulty repositioning a brand that has a strong perceived position on that attribute. Repositioning carries the threat of losing some or all of the product's current consumers, regardless of success in its new target group. The success of its repositioning may indeed lead to the loss of a group of its current customers.

Another danger associated with a strong brand position is the temptation to overexploit that position by using the brand name in product line extensions and for new products. The danger here is that new products may not live up to the original positioning and the strong brand image is weakened.

Step 5: Determine the combinations of attributes most preferred by buyers.

There are several ways in which analysts can identify customer preferences and incorporate them into positioning analysis. For example, survey respondents may be asked to come up with an ideal product or brand within a particular product category—a hypothetical brand that has the ideal combination of attributes (from the buyer's point of view). Respondents are then asked to rank their ideal product and existing products on a number of attributes. An alternative approach is to ask respondents not only to rate the degree of similarity between certain pairs of existing brands, but also to indicate their level of preference for each pair. In either case, the analyst, using appropriate statistical techniques, can locate respondents' ideal points in relation to the positions of various existing brands on a product space map.

Another method for assessing buyer preferences and trade-offs is a statistical technique called conjoint analysis. Buyers are surveyed about their preferences for a variety of real or hypothetical product configurations, each of which has attributes that vary systematically. By analyzing the resulting data, the marketer can learn which of several attributes are more important than others. These results can then be used to conduct a positioning analysis such as the one we have described.

Using price as one of the metrics in a positioning grid or as a key attribute on which a product is positioned is usually not very useful unless price is a key driver of the marketing strategy. This is true for two reasons. Firstly, the price is easily imitated by competitors. Unless a firm has a clear cost advantage over competitors due to its process technology or other sources of efficiency, using low price as a basis for positioning can quickly lead to a price war in which there are no winners (except consumers). Secondly, claims that a product - a good or a service - is cheap are sometimes not very credible because so many sellers make such claims. It is often better to position based on more sustainable differentiation factors and let price speak more artfully.

Step 6: Consider the relevance of possible positions to consumer needs and segment attractiveness.

Step 6 not only completes the analytical portion of the positioning process and formulates the product positioning decision, but also helps identify places in the product space where additional new products can be placed to satisfy customer needs that are poorly served by current competitors. A possible side benefit achieved by the positioning process is the identification of underserved positions where new complementary products can be placed.

Step 7: Write a positioning report or value proposition for management developing the marketing strategy.

Drawing up a positioning report, or value proposition. A positioning report is a summary that identifies the target market for which a product is intended and the product category in which it competes, and outlines the unique benefit of using the product offered.

Ш target market;

Ш offered (and unoffered) benefits;

W price range (compared to competitors).

The marketer's positioning report and value proposition are used internally and by other organizations, such as advertising agencies, that are involved in developing the marketing strategy. They are short and concise and are written, as a rule, in a language that is not difficult for consumers, despite the fact that they are often accompanied by easy-to-remember slogans and key phrases for communicating with customers. They are usually compiled for a product line or brand, but sometimes for a single product or for a company as a whole. When it comes to product or brand reporting, they play several important roles. They provide guidance to R&D and product development personnel regarding what kinds of attributes should be changed or added to existing products. They provide guidance to those who develop advertising campaigns as to what those advertising campaigns should focus on. The value proposition guides pricing decisions. Thus, the positioning statement, or value proposition, literally forms the basis on which the marketing strategy is built. More broadly, when these reports are used at the business level, as is sometimes the case, they express the strategic direction of the company in all areas. Promising a positioning or value of a certain kind to a target market is one thing. Fulfilling such a promise is another. Clear and concise positioning statements and value propositions can play an important role in the successful execution of the intended strategy.

I. GLOBAL HISTORICAL PROCESS AS A PARTICULAR PROCESS IN THE GLOBAL EVOLUTIONARY PROCESS OF THE BIOSPHERE