Download Culture and Positioning as Determinants of Strategy: by Tony Ellson PDF

By Tony Ellson

Strategic positioning is the statement of an companies character on judgements of ways and the place to compete, it determines aggressive place out there position and differentiates the supplying to the marketplace. Operational positioning is an workout in communique that concentrates on notion and photograph that enhances the position of strategic positioning. This publication deals an alternative choice to the normal means of segmentation, concentrating on and positioning, highlighting a few vital implications for administration and advertising and marketing practitioners in addition to teachers.

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Extra info for Culture and Positioning as Determinants of Strategy: Personality and the Business Organization

Example text

Yankelovich (1964: 90) describes positioning as ‘small, marginal differences (that) appeal to different market segments’. He refers to positioning when describing differences in buyer attitudes, motivations, values, patterns of usage, aesthetic preferences, and degree of susceptibility as an alternative to demographic segmentation. There is a clear implication that satisfaction is not simply through the more tangible attributes of the product. Trout (1969: 53) argues: ‘the need to create a “position” in the prospect’s mind .

Levitt (1960: 50) describes the product in terms of a solution to a particular customer problem in a hierarchy of needs: Selling focuses on the needs of the seller, marketing on the needs of the buyer. Selling is preoccupied with the seller’s need to convert his product into cash; marketing with the idea of satisfying the needs of the customer by means of the product and the whole cluster of things associated with creating, delivering, and finally consuming it. Segmentation, Targeting and Positioning 27 The ‘whole cluster of things’ includes the perceptions of the product or service as a means to satisfy the needs of the customer.

Sustainability of competitive advantage is fundamental to strategic fit, and sustainability is more likely for positions built on systems of activities rather than individual activities (Porter, 1996). If positioning is the means of bringing together the knowledge and understanding gained from segmentation and the distinct attributes from differentiation, then it is impossible to see the role of positioning as anything other than operational. However, it is important to identify strategic positioning as meaningful rather than cosmetic, serving as a means of consolidating the understanding (Cavangh and Clifford, 1986; Narver and Slater, 1990; Chisnall, 1995; Esslememont, 1995; Shunglu and Sarker, 1995) and knowledge (Normann and Ramirez, 1993; Johnson, 1995) gained from the segmentation process.

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