This document provides a framework for developing an effective brand positioning statement. It defines the key elements of a positioning statement, including target market, problem, frame of reference, point of difference, reasons to believe, distinguished from competition, and emotional end benefit. It also provides tests to assess if a positioning statement is clearly defined, appropriate, and aligned. The document uses examples to illustrate each element and provides guidance on developing a compelling, differentiated, and believable positioning strategy.

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Catalyst Strategies
Make Growth Happen
www.catalyststrategies.com
Brand Positioning Framework
“If you do not position yourself,
your market will gladly do it for you.”

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To embed into your targets’ minds…
What’s the End Game?
“Why should I buy
your product?”

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By consistently* communicating a …
How Do You Get to the End Game?
*Over multiple years, across all touch points
…single-minded,
compelling,
differentiated,
sustainable, and
believable positioning
and backing it up with reality.

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What’s in a Positioning Statement?
Positioning Element Short Definition
Target Market Your “bulls-eye” target user
Problem A key need or concern
Frame of Reference The category you’re in
Ante
The category prerequisites
(requirements for a competitor to be taken seriously)
Point of Difference The unique benefit that your product delivers
Reasons to Believe Proof points that verify the point of difference
Distinguished from
Competition
How you are better than alternatives
(relative to your point of difference)
Emotional End Benefits How choosing your product makes buyers feel

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Three Tests of Your Positioning
1. Is each element of your
positioning clearly defined?
2. Is the positioning “right”?
3. Is everyone aligned and
delivering on the promise?

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Go through positioning details on the following pages and answer all three
questions for each positioning element using a scale of 1-5
Assess Your Positioning
Positioning Element
Is the element clearly
defined?
1= not at all,
5 = crystal clear
Is the element of
positioning “right”?
1 = not sure / no way
5 = we have it nailed
Is your team aligned on
this element?
1= not at all,
5 = in lock step
Target Market
Problem
Frame of Reference
Ante
Point of Difference
Reasons To Believe
Distinguished from Competition
Emotional End Benefit

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Who are you selling to?
Target Market
The proactive focus of
your marketing and
sales efforts is a clearly
defined segment of the
market that is sizeable
and reachable.
BtoC: include geographic,
demographic, behavioral,
psychographic characteristics
BtoB: include company
(industry, market, organization,
geo) and role (buyer, influencer)
performance
oriented
everyday
athletes
efficiency-focused multi-
location sales, marketing,
training and support teams
within enterprises
value-conscious
shoppers who still
appreciate style

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What real needs do you solve?
Problems
Your positioning is
anchored on one or
more problem, need,
pain point, or challenge
that is highly frustrating
to the target.
Note: must be related to your
category
high quality
performance gear is
not accessible to the
“common man”
collaboration environments
are inflexible, don’t work the
way we do
shopping experience
for good values can be
depressing

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What category are you in?
Frame of Reference
The words you use to
describe the category in
which your company
competes are clear and
help the target quickly
understand,
“what do you sell?”
Notes:
 It’s not ideal to “create” your
own category
 You automatically accrue your
category benefits or
drawbacks
Collaboration
technology
Discount
retail
Sports equipment,
shoes and apparel

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What are category prerequisites?
Ante
You know which
characteristics,
benefits, or features
are required to play*
in your category and
thus are not using
these as the core
reason to buy your
product or service.
*essential for credibility
in your category
Category
Requirements
Point of
Difference

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Why buy from you vs. alternatives?
Point of Difference
Category
Requirements
Point of
Difference
You have defined a
compelling reason why
the target should choose
your company or brand
over alternatives.
MUST:
 Be single-minded (not a
compilation of many ideas)
 Directly address the targets’
problem, need, pain point, or
challenge
 Be differentiated from promises of
competitors (a unique benefit or a
unique way to deliver a category
benefit)
 Focus on a benefit (not features)
to be sustainable

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Why buy from you vs. alternatives?
Point of Difference (continued)
Get that ‘just-like-being-
there’ experience
unique products
at affordable
prices
Where to find
differentiation?
 Competitive whitespace
 Customer pain points
 Your unique capabilities
and advantages
Brings inspiration and
innovation to the
everyday athlete

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How do you defend your point of difference?
Reasons To Believe
You have a solid list of
validating features,
capabilities, performance
facts, and/or testimonials
that make your point of
difference believable.
Notes:
 These are built up over
multiple years
 Should include rational proof
points and emotional proof
points to capture both sides of
the decision makers’ brains
Ever-changing array of trendy
clothing and home accessories
One of a kinds, e.g.,
 Music: e.g., Coldplay / Ghost Stories
with 3 extra songs
 Entertainment: Captain America: The
Winter Soldier with behind-the-
scenes footage
 Clothing: Designers Phillip Lim, Peter
Pilotto
Attractive, affordable merchandise
 Price matching guarantee
 REDcard 5% savings on every
purchase
unique products
at affordable
prices

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How do they stack up?
Competitors
You can articulate
how you
outperform
competitors
relative to your
point of difference.
Consider
competitors’:
 True capabilities
 Claims
 Target market
perceptions
Unlike Target, Walmart
provides poor quality goods
and services, and an
overall unsatisfactory
shopping experience
Imitators, like Citrix
GoToMeeting, are missing key
features that simulate in-person
collaboration
Unlike Nike, Puma puts
fashion above athletic
performance

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How does the customer feel?
Emotional End Benefit
You have a clear view of
the positive feeling you
want your customer to
have about using,
displaying, and/or
having attachment to
your product or brand.
I am smart
I am inspired
I belong

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Quiz: How Did You Do? Add Up Your Scores…
Positioning Element
Is the element
clearly defined?
1= not at all,
5 = crystal clear
Is the element of
positioning “right”?
1 = not sure / no way
5 = we have it nailed
Is your team aligned
on this element?
1= not at all,
5 = in lock step
Total
Target Market
Problem
Frame of Reference
Ante
Point of Difference
Reasons To Believe
Distinguished from
Competition
Emotional End Benefit
TOTAL
Scoring:
90+ You are in good shape… the positioning is clear. Next step is to determine whether is effective in the market.
70 - 89 You have a good start, but must solidify and ensure the positioning is effective.
Less than 69 You need a lot of work on positioning.

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Clear, Single
Minded
Compelling
Differentiated
Sustainable
Globally
Scalable
Believable
How Do You Know Your Positioning is Good?
A Winning
Positioning

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Use and Restrictions

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Brand Assets & Terms of Use
Brand Assets:
The brand assets that appear in this document are illustrative examples only,
and have been selected for educational and instructional purposes.
The descriptions of example companies’ positioning is Catalyst Strategies’
interpretation of their positioning. They do not necessarily reflect how the
marketing organizations within the companies have articulated their actual
positioning or messaging.
Terms of Use:
You may use the content only for your own non-commercial use. You agree
not to change or delete any ownership notices from materials downloaded or
printed. You agree not to modify, copy, translate, broadcast, perform, display,
distribute, frame, reproduce, republish, download, display, post, transmit or
sell any intellectual property or content appearing without prior written
consent.
This original content, features and functionality are owned by Catalyst
Strategies and are protected by international copyright, trademark, patent,
trade secret and other intellectual property or proprietary rights laws.

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About Catalyst Strategies

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About Catalyst Strategies
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