|
When Signature Strategies recommends positioning research, there are two approaches we can use: intuitive and statistical. It depends on the industry, competitive history, newness of the
company, product and product category.
Intuitive Research: There’s no sense in trying to determine how potential customers position a company or product in a category so new that customers have no notions about it. This happens more and more frequently with hi-tech and internet-based categories. In 1999, how could anyone have any perceptions of suppliers in a category like satellite radio? Or wireless internet in 1997?
Therefore, one-on-one interviews with industry leaders, internal personnel and early adapters of new technology are conducted. The idea is to develop a list of attributes the technology
would likely have, the benefits the technology would provide to target markets,
the strength and adequacy of technologies to be replaced by the new product, the easy of learning to become proficient in using the new product, the desirability of the new product category in terms of societal, environmental and economic concerns. There may be others depending upon the product, markets and competitive landscape.
Once it is determined what the significant and pivotal issues are, typical potential customers can be asked to participate in focus groups to discuss the issues they find of most
importance.
Attributes can be ranked, concerns can be weighted, opinions considered. As a result of this activity, some assumptions need to be made and scenarios developed concerning customer
profiles. Motivations, applications and concerns need to be described.
Additional focus groups may be needed to react to the scenarios and do some “brand games” such as asking respondents to describe an animal who best exemplifies the attributes and actions
of the product.
It is imperative that those who will create and manage the brand’s personality be involved all through this research process, absorbing and reacting to the various responses and
helping to mold the direction based on his or her intuition as well as the intuitive reactions of other team members.
This process has no guarantees attached - however, it is more sound than attempting to quantify responses from telephone or mail questionnaires about a product no one has ever used, or a
supplier they’ve never heard of.
Quantitative Research: Traditional questionnaire-based research does have a place in the determination of existing positions in existing product/service categories. It will probably require a two-step canvassing, the first to determine and weight attributes, needs and market drivers, and the second to apply those weighted attributes to participating suppliers in the category being researched.
The first questionnaire can also determine customer/prospect awareness, preference, buying activity and knowledge of suppliers and products in the category.
The second questionnaire includes the attributes, needs and market drivers and asks respondents to relate them to the major suppliers in the category (see research example).
Responses are collected, usually 100 per universe to be polled. If three market segments are to be studied, 300 completed questionnaires are required for acceptable precision and reliability. Responses are weighted according to the first phase response, tabulated and analyzed.
From this process, the sponsor and their competitive positions are mapped, perceived strengths and weaknesses revealed, unoccupied but desirable positions discovered, competitive brands
assessed and ranked.
When the process is completed, you and your marketing team are prepared to assess past performance in establishing a unique and favorable position in the collective mind of your targeted
market segments, and to make decisions and implement strategies to change, modify, continue or abandon the position now occupied.
Positioning research should be the first step in any assessment of current or future branding activities. It becomes your road map and compass to success.
|
