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Most of us have worked at companies where every effort is made to improve, optimize, and perfect the
training products or services that we provide. But how many of us have worked at a company that puts an
equal amount of effort into managing what people think about our company?
Manage what people think? How can we manage what people think? And, even if we could, why would a
bottom-line oriented executive choose to focus on a “soft value” like what people think or feel when they
can focus on “hard values” like revenue, expense, and profit?
Every company, product, service, or brand has a positioning, even if no one is paying attention to it. That
is because customers and prospects are continually touching and interacting with aspects of your
business. They are gathering information, forming impressions and making judgments based on actions
you take, actions you don't take, and actions by your competitors and the market.
what positioning is
why it is important, and
the six steps you can take today to take control of your positioning
Positioning is “What people think about you brand, product or service compared to your
competition”
Mercedes
When I think of a Mercedes, not only do I think of high quality and elegant style, but I also think the extra
value Mercedes provides is worth the extra cost in comparison to BMW, Ford, GM, Lexus and all the rest.
Nike vs Target
Likewise, when I go to buy my Nike T-shirt, instead of a Target T-shirt, it means that that I prefer the
design, style, and my association with the world’s top athletes enough to pay $45 instead of $15. Target
also has a strong position, but it is different. If I want a T-shirt that is essentially the same, but for a great
value, then I choose the Target T-shirt.
There is no question about whether or not you will have a brand position. The question is whether you
decide to manage it.
1. Determine Your Current Positioning – “Where You Are Today” Conduct research among
employees, partners, customers, prospects, and industry experts about your current positioning.
Ask them questions such as:
“What word or phrase comes to mind when you think of our company?”
“What does our company do differently or better than anyone else?”
“What is the key reason someone should buy from us?”
The strengths that you have today are assets that can be leveraged as potential differentiators
for your new positioning. It is better to build your positioning of an existing asset when possible
because you get a head start.
When evaluating the results, look for strong positive responses combined with a low level of
strong negatives. If you have picked a strong position, you should see some strong scores. If you
are trying to be something that you are not, your believability scores will show customers had
difficulty buying into your promise. Watch out for a large number of responses in the middle
range. This means your positioning statement will not stand out in a crowded, noisy market.