This document discusses brand positioning and provides guidelines for effective brand positioning. It covers the following key points: 1. Brand positioning involves designing the brand's offer and image to occupy a distinct place in customers' minds. It requires understanding customers, competitors, and how the brand is similar or different. 2. Effective positioning chooses points-of-parity (shared attributes) and points-of-difference (unique attributes) versus competitors. It also clearly defines the competitive frame of reference. 3. A brand audit examines a brand's health, equity sources, and ways to improve equity. It assesses brand elements, programs, perceptions, and provides recommendations.

1. CHAPTER 3:
BRAND POSITIONING & VALUES
3.1

2. Brand Positioning
• Is at the heart of the marketing strategy
• “. . . the act of designing the company’s offer
and image so that it occupies a distinct and
valued place in the target customer’s minds.”
Philip Kotler
3.2

3. Determining a frame of reference
• What are the ideal points-of-parity and points-
of-difference brand associations vis-à-vis the
competition?
• Marketers need to know:
– Who the target consumer is
– Who the main competitors are
– How the brand is similar to these competitors
– How the brand is different from them
3.3

4. Target Market
A market is the set of all actual and potential
buyers who have sufficient interest in, income
for, and access to a product.
Market segmentation divides the market into
distinct groups of homogeneous consumers
who have similar needs and consumer
behavior, and who thus require similar
marketing mixes.
Market segmentation requires making
tradeoffs between costs and benefits.
3.4

5. Figure 2.3: Consumer Segmentation
Bases

6. Example of the toothpaste market
• Four main segments:
1. Sensory: Seeking flavor and product appearance
2. Sociables: Seeking brightness of teeth
3. Worriers: Seeking decay prevention
4. Independent: Seeking low price
3.6

7. Conversion Model
• This model measures the strength of the psychological commitment
between brands & consumers and consumers’ openness to change. The
model segments users of a brand into four groups based on strength of
commitment, from low to high:
• Convertible: on the threshold of change: highly likely to change brands
• Shallow: Not ready to switch, but may be considering alternatives
• Average: Comfortable with their choice, unlikely to switch in the future
• Entrenched: Most Loyal, Unlikely to change in the foreseeable future.
• The model also classified nonusers of a brand into four groups based on
their openness to trying the brand, from low to high:
• Strongly unavailable: Strongly prefer their current brand
• Weakly unavailable: prefer their current brands, although not strongly
• Ambivalent: As attracted to the other brand as to their current choice
• Available: Prefer the other brand but have not yet switched
3.7

8. Criteria for Segmentation
Identifiability: Can we easily identify the
segment?
Size: Is there adequate sales potential in the
segment?
Accessibility: Are specialized distribution outlets
and communication media available to reach the
segment?
Responsiveness: How favorably will the segment
respond to a tailored marketing program?
3.8

9. Figure 2.5: Hypothetical Examples
of Funnel Stages and Transitions

10. Nature of Competition
• Deciding to target a certain type of consumer
often defines the nature of competition
• Do not define competition too narrowly
– Ex: a luxury good with a strong hedonic benefit
like stereo equipment may compete as much with
a vacation as with other durable goods like
furniture
3.10

11. Points-of-Parity
and Points-of-Difference
Points-of-difference (PODs) are attributes or
benefits that consumers strongly associate
with a brand, positively evaluate, and believe
that they could not find to the same extent
with a competitive brand.
Points-of-parity associations (POPs), on the
other hand, are not necessarily unique to the
brand but may in fact be shared with other
brands.
3.11

12. Points of Parity and Points of
Difference
– Points-of-difference (POD) associations (USP &
SCA)- functional, performance, abstract or
imagery related consideration, Ex- Ikea, Subaru
– Points-of-parity (POP) associations- category &
competitive, Ex- Nivea, Miller Lite
– Points-of-parity versus points-of-difference

13. To Sum up…
• To appropriately position a brand, marketers
should:
– Identify their target customers.
– Analyze the type of competition they might face
in the identified market base.
– Identify product features and associations that
are different or similar to their competitors.

14. Positioning Guidelines
Defining and Communicating the Competitive Frame of
Reference
Choosing Points-of-Difference
Establishing Points-of-Parity and Points-of-Difference
Straddle Positions
Updating Position Overtime
Developing a Good Positioning

15. Brand Positioning Guidelines
• Two key issues in arriving at the optimal
competitive brand positioning are:
– Defining and communicating the competitive frame
of reference
– Choosing and establishing points-of-parity and
points-of-difference
3.15

16. Defining and Communicating the
Competitive Frame of Reference
• Defining a competitive frame of reference for
a brand positioning is to determine category
membership.
• The preferred approach to positioning is to
inform consumers of a brand’s membership
before stating its point of difference in
relationship to other category members.
3.16

17. Choosing POP’s & POD’s
• Desirability criteria (consumer perspective)
– Personally relevant
– Distinctive and superior
– Believable and credible Ex- Mountain dew
• Deliverability criteria (firm perspective)
– Feasibility
– Communicability
– Sustainability
3.17

18. Attribute and Benefit Trade-offs
• Price and quality
• Convenience and quality
• Taste and low calories
• efficiency and mildness
• Power and safety
• Ubiquitous and exclusive
• Comprehensiveness (variety) and simplicity
• Strength and elegance
3.18

19. Strategies to Reconcile
Attribute and Benefit Trade-offs
• Establish separate marketing programs- Head &
Shoulder
• Leverage secondary association (e.g., co-brand,
celebrity)
• Re-define the relationship from negative to
positive Ex- Apple computers
3.19

20. Core Brand Values
• Set of abstract concepts or phrases that
characterize the five to ten most important
dimensions of the mental map of a brand
• Relate to points-of-parity and points-of-
difference
• Mental map  Core brand values  Brand mantra
3.20

21. Brand Mantras
An articulation of the “heart and soul” of the
brand
similar to “brand essence” or “core brand
promise”
Short three- to five-word phrases that capture
the irrefutable/certain essence or spirit of the
brand positioning and brand values
Considerations
 Communicate
 Simplify
 Inspire
3.21

22. Designing the Brand Mantra
• The term brand functions describes the nature
of the product or service or the type of
experiences or benefits the brand provides.
• The descriptive modifier further clarifies its
nature.
• The emotional modifier provides another
qualifier—how exactly does the brand provide
benefits, and in what way?
3.22

23. Designing the Brand Mantra
Emotional
Modifier
Descriptive
Modifier
Brand
Functions
Nike Authentic Athletic Performance
Disney Fun Family Entertainment
Fun Folks Food
3.23

24. Internal Branding
• Members of the organization are properly
aligned with the brand and what it represents.
• Crucial for service companies
3.24

25. Brand Audit
• Externally, consumer-focused assessement
• A comprehensive examination of a brand
involving activities to assess the health of the
brand, uncover its sources of equity, and
suggest ways to improve and leverage that
equity
• It includes brand vision, mission, promise,
values, position, personality, and performance
3.25

26. Importance of Brand Audits
• Understand sources of brand equity
– Firm perspective
– Consumer perspective
• Set strategic direction for the brand
• Recommend marketing programs to maximize
long-term brand equity
3.26

27. Brand Audit Steps
• Brand inventory (supply side)
• Brand exploratory (demand side)
3.27

28. Brand Inventory
• A current comprehensive profile of how all the
products and services sold by a company are
branded and marketed:
– Brand elements
– Supporting marketing programs
– Profile of competitive brands
– POPs and PODs
– Brand mantra
3.28

29. Brand Inventory (Cont.)
• Suggests the bases for positioning the brand
• Offers insights to how brand equity may be
better managed
• Assesses consistency in message among
activities, brand extensions, and sub-brands in
order to avoid redundancies, overlaps, and
consumer confusion
3.29

30. Brand Exploratory
• Provides detailed information as to how
consumers perceive the brand:
– Awareness
– Favorability
– Uniqueness of associations
• Helps identify sources of customer-based brand
equity
• Uncovers knowledge structures for the core
brand as well as its competitors
3.30

31. Suggested Brand Audit Outline
• Brand audit objectives, scope, and approach
• Background about the brand (self-analysis)
• Background about the industries
• Consumer analysis (trends, motivation, perceptions,
needs, segmentation, behavior)
• Brand inventory
– Elements, current marketing programs, POPs, PODs
– Branding strategies (extensions, sub-brands, etc.)
– Brand portfolio analysis
– Competitors’ brand inventory
– Strengths and weaknesses 3.31

32. Brand Audit Outline (Cont.)
• Brand exploratory
– Brand associations
– Brand positioning analysis
– Consumer perceptions analysis (vs. competition)
• Summary of competitor analysis
• SWOT analysis
• Brand equity evaluation
• Strategic brand management recommendations
3.32