marketing & sales roundtable positioning strategy: the foundation for value proposition and...
TRANSCRIPT
Marketing & Sales Roundtable
Positioning Strategy: The Foundation for Value Proposition and Messaging
July 2001
2©2001 Rosemary Remacle
Agenda
11:35 – Setting the Stage11:40 – Introductions/Positioning Challenges11:50 – Roundtable Discussion1:00 – Summary and Wrap-up
3©2001 Rosemary Remacle
Setting the Stage
• Positioning Strategy Challenges• Why do you need a positioning strategy statement anyway?• How do you use it once you’ve developed it?
• Today’s Objective• Bring people together - exchange ideas
4©2001 Rosemary Remacle
Positioning Strategy Process
Positioning StrategyStatement
Technology and TotalProduct Roadmap
Partnerships
Total Product Assets
(Functional) Programs
Business Model
Market Entry Customer Segment Critical Need and
Total Product Requirements
Company Total Product Solution’s Potential
Differentiators
Competitors’ Total Product Solutions’ Potential
Differentiators
CompanyDifferentiator
Barriers to Adoption
Market Drivers
Customer/End-User Problem(s)
Definition
Mission Statement
Applications
TechnologyEnablers Customer Segments
Critical Needs
Company Product/Service Match
Market Entry Customer Segment Roadmap and Market Segment
Leadership Roadmap
Market Segment
Product/Market Category
Market VisionMarket/Customer
Segmentation Competitive Differentiation Strategy Evidence
POSITIONINGSTRATEGY
BRANDINGSTRATEGY
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Positioning Strategy Realities• CEO and executive team must own the positioning strategy• There are no ‘right’ answers• It’s a process: iterative and successive approximations• It’s time consuming• It’s difficult
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Positioning Strategy StatementCompany’s (product name, relevant product category)
for
(market segment/market entry customer segment)
provides
Who need (succinct description of Company’s benefits/differentiator to market entry customer segment, matched to critical need)
unlike
Competitor and Product
which
Competitor’s product’s inability to address critical need of market entry customer segment
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Positioning Strategy Statement: An Example
Microsoft’s Windows 95, the personal computer OS
for
business (or, corporate?) users
Who need to use
a variety of business SW applications to effectively perform their jobs
provides
an industry standard GUI that allows greater ease of use of major SW applications
unlike
the Mac OS
which
is not a industry standard
8©2001 Rosemary Remacle
Positioning Strategy is Basis for Messaging Consistency and Clarity
Employment Ads
Employment Ads
Press and Analyst
Meetings
Press and Analyst
MeetingsCorporate
Identity SystemCorporate
Identity SystemBrandingStrategy
BrandingStrategy
Speeches andPresentations
Speeches andPresentations
Websites and Extranets
Websites and Extranets
Brochures/Collateral
Brochures/Collateral
S-1s, Annual Reports, etc.
S-1s, Annual Reports, etc.
Positioning Strategy Statement
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Critical Need
Driving the Buying Decision
Customer Segment
Problem(s)
Customer Buying
Decision
Strategy Evidence
Value Proposition Articulation
Competitive Differentiator(s)
Identification
Product/Solution(s)
Positioning Strategy Elements
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Strawman Company Message Architecture
Market Technology Product Company
• Do the top level messages support the key elements of the positioning strategy model?
-Market Vision-Market and Customer Segment-Competitive Differentiation
• Do you have ample strategy evidence to support the messages?
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Investors
SalesChannels
TargetAccounts
Partners
Industry &FinancialAnalysts
Trade & Business
Press
EXISTING• ________• ________• ________• ________• ________
NEEDED• ________• ________• ________• ________• ________
StrategyEvidence
PositioningStrategy
Statement and Value
Proposition
PositioningStrategy
CompanyBusinessStrategy
MarketEntry
CustomerSegment
Mes
sage
s, B
rand
Str
ateg
y an
d Pr
ogra
ms
Taking the Positioning Strategy to the Market – Message ArchitectureStrategy Market Leverage
Company
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Summary
• Without a formal positioning strategy and supporting value proposition, it is very difficult, if not impossible, to develop an effective message model
• Without a value proposition and an effective message model, it is very difficult, if not impossible, to establish an enduring market position
• And, if the value proposition and the messages do not speak to the customer problem in the customer’s language, they will not be very effective
13©2001 Rosemary Remacle
Presenters
• Patty Burke, ConsultantMarket [email protected]
• Rosemary Remacle, ConsultantMarket [email protected]