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CHAPTER
CHAPTER SUMMARY
Deciding on positioning requires determining a frame of reference by identifying the
target market and the nature of the competition and the ideal points-of-parity, and
points-of-difference brand associations. Determining the proper competitive frame of
reference depends on understanding consumer behavior and the considerations
consumers use in making brand choices.
Points-of-difference are those associations unique to the brand that are also strongly
held and favorably evaluated by consumers. Points-of-parity are those associations
not necessarily unique to the brand but perhaps shared with other brands. Category
point-of-parity associations are associations consumers view as being necessary to a
legitimate and credible product offering within a certain category. Competitive pointof-parity associations are those associations designed to negate competitors pointof-difference.
The key to competitive advantage is product differentiation. A market offering can be
differentiated along five dimensions: product (form, features, performance quality,
conformance quality, durability, reliability, reparability, style, design); services
(order ease, delivery, installations, customer training, customer consulting,
maintenance and repair, miscellaneous services); personnel, channel, or image
(symbols, media, atmosphere, and events).
Because economic conditions change and competitive activity varies, companies
normally find it necessary to reformulate their marketing strategy several times
during a products life cycle. Technologies, product forms, and brands also exhibit
life cycles with distinct stages. The general sequence of stages in any life cycle is
introduction, growth, maturity, and decline. The majority of products today are in the
maturity stage.
Each stage of the product life cycle calls for different marketing strategies. The
introduction stage is marked by slow growth and minimal profits. If successful, the
product enters a growth stage marketed by rapid sales growth and increasing profits.
Then it follows a maturity stage in which sales growth slows and profits stabilize.
Finally, the product enters a decline stage. The companys task is to identify the truly
weak products; develop a strategy for each one: and phase out weak products in a
way that minimizes the hardship to company profits, employees, and customers.
Like products, markets evolve through four stages: emergence, growth, maturity, and
decline.
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OPENING THOUGHT
A barrier to effective learning that can be experienced by students in this chapter comes
from the concept of positioning. Students will be familiar with different products or
services, but having them realize what the products and services positions are within
their frame of references is challenging to verbalize. The instructor is encouraged to use a
number of examples of products or services familiar to the students to get this concept
fully
across.
Secondly, the understanding of the terms point-ofdifferences (PODs) and points-of-parity
(POPs) can easily be confused. The instructor is encouraged to use a number of similar
products (computers, cell phones, pens, PDAs for example) and ask the students to
differentiate these products in terms of the products POPs and PODs; and why these concepts
are so important to the marketing of products.
The third challenge presented in this chapter is an understanding that products and markets
have a life cycle and undergo changes throughout that process. Again, the use of product or
service examples familiar to the students is encouraged to communicate the different stages of
a products life cycle.
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Record your answers in a written marketing plan or type them in the Positioning
section of Marketing Plan Pro. Note any additional research you may need in the
Marketing Research section of Marketing Plan Pro.
ASSIGNMENTS
Small Group Assignments
1. Most campus communities have their own radio and/or television broadcasting
stations. If one is present on your campus, students are to define the college or
universitys station(s) in terms of positioning and differentiation strategy. What stage
in the products life cycle are the station(s)? What can be done to reposition the
station(s) to attract more viewership? What is the competitive advantage present in
their operations?
2. Determining the proper competitive frame of reference requires understanding
consumer behavior and the consideration sets consumers use in making brand
choices. For a set of three products or services (selected by the students) students
should research these companies and provide the companies (and its products) value
proposition in a matrix similar to Table 10.1.
Individual Assignments
1. Consultants Michael Treacy and Fred Wiersema, in their book, The Disciplines of
Market Leaders (Reading, MA: Addison-Wesley, 1994) proposed a positioning
framework called value disciplines. Within its industry, a firm could aspire to be the
product leader, operationally excellent firm, or customer intimate firm. Choosing an
industry, each student is to identify one or more firms operating within that industry
that fits each of these three value disciplines. Students should define their reasoning
for selecting each firm and in its placement as either the product leader, operationally
excellent or customer intimate.
2. Points-of-differences and points-of-parity are two important concepts of brand
development and are driven by two differing strategiesinclusion and differentiation.
Students should devise a list of at least five other products/services that they believe
demonstrate points-of-differences and points-of-parity in their brand positioning.
Student must include their reasoning behind the inclusion of these products/services
into a category. Good students will present proof of their correct selection by
including advertising copy supporting the product or services POD or POP.
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Think-Pair-Share
1. Styles, fashions, and fads fall into special categories when talking about product life
cycles. Some may have a product life cycle measured in weeks, others in months, and
yet others in years. Ask the students to list the current fads, fashions, and styles
prevalent around campus today. Do any of these fashions, styles, or fads meet or
satisfy a strong need? If so, can they predict the length of the life cycle of the ones
that satisfy a strong need? Which of the fashions, styles, or fads do the students
predict will have longevity? Why or why not?
2. In the Marketing Memo entitled, Exceeding Customer Expectations, the authors list a
three-step process for creating customer value that exceeds customer expectations in
service organizations. Students, who have experience working in an eating
establishment, can comment on the applicability and feasibility of this three-step
process to creating customer value in their work environment. In other words, does
their place of employment follow the practices outlined in the Marketing Memo? Or
is there still much more work to be done to create customer value where they work?
Other students who have related experiences in service industries can also comment
on the value of this model in their work environment.
END-OF-CHAPTER SUPPORT
MARKETING DEBATEDo Brands Have Finite Lives?
Often, after a brand begins to slip in the marketplace or disappears altogether, commentators
observe, all brands have their day. Their rationale is that all brands, in some sense, have a
finite life and cannot be expected to be leaders forever. Other experts contend, however, that
brands can live forever, and long-term success depends as much on the skill and insight of the
marketers involved.
Take a position: Brands cannot be expected to last forever versus there is no reason for a
brand to ever become obsolete.
Pro: Brands can last forever as evidenced by a number of brands that are entering their one
hundredth year of existence. For a brand to have immortality, it must continue to have a
competitive advantage in its product differentiation dimensions (product, services, personnel,
channel, and symbols). The management of the brand, how well brand management monitors
changes in the environment, customer preferences, strategies, and technology to continue to
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equip the brand with point-of-differences and/or points-of-parity is the key to the brands
ongoing success in the marketplace.
Con: Brands meet specific consumer needs and wants and provide specifics for these needs
and wants. As consumer needs and wants change, evolve, or disappear, brands must also
change, evolve, and finally expire. The loss of the brands point-of-difference in the
marketplace or its lack of point-of-parity with other brands will cause its demise. Firms can be
best served to understand and accept the inevitability of brand declines and plan for the
creation of and marketing of newer brands to replace declining brands quickly. If a brand is
designed to perform a specific function, the change in technologies may render that brand
obsolete and see its market decline. Consider the case of the IBM Selectric typewriter as an
example where the new technology of computers rendered this brand obsolete. Every
manufacturer or service provider must be on the lookout for threats to their brands ongoing
effectiveness and applicability and develop appropriate replacement strategies.
MARKETING DISCUSSION
Identify other negatively correlated attributes and benefits not included in Table 10.2. What
strategies do firms use to position themselves on the basis of pairs of attributes and benefits?
Suggested Response:
Some additional negatively correlated attributes and benefits include:
Functionality and price: products and/or services with many features but at a low
pricecomputers, automobiles, home appliances.
Easy and completeness: products that are easy to use and contain everything the
consumer wants in the productscomputers, home entertainment products.
Fun to drive and good gas mileage: for cars, this is an ongoing challenge along
with safe and good gas mileage and large and good gas mileage.
Choices and convenience: variety in our shopping but sized for convenience (has
the right mix of products but is not too bigconvenience stores.
Close but not too closeshopping centers and large mega-stores close enough but
not in my backyard.
A firm may use dual strategies to communicate these negatively correlated attributes and
benefits. Although more expensive to use dual marketing strategies, for a product or service
consisting of negatively correlated attributes, such strategies will appeal to both sets of
consumers for the product.
Additionally, the marketer may anchor the PODs and POPs, with other brands or other
associations that emulate the desired characteristics or communicate the desired emotional
appeals.
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Points-of-Difference
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Points-of-Parity
A) Points-of-parity (POPs) are associations that are not necessarily unique to the brand
but may in fact be shared with other brands. These types of associations come in two
basic forms: category and competitive.
1) Category points-of-parity are associations consumers view as essential to be a
legitimate and credible offering within a certain product or service category. They
represent necessary conditions but not necessarily sufficient for brand choice.
2) Category points-of-parity may change over time due to technological, legal, or
consumer trends.
B) Competitive points-of-parity are associations designed to negate competitors pointsof-difference.
1) If a brand can break-even where the competitors are trying to find an advantage
and can achieve advantages in other areas, the brand should be in a strong
competitive position.
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C) The best approach is to develop a product and service that performs well on both
dimensions.
Present Separately
A) An expensive but sometimes effective approach to address negatively correlated
attributes and benefits is to launch two different marketing campaigns, each
devoted to a different brand attribute or benefit.
DIFFERENTIATION STRATEGIES
To avoid the commodity trap, marketers must start with the belief that you can
differentiate anything.
A) The obvious means of differentiation, and often most compelling ones to
consumers, relate to aspects of the product or service.
Product Differentiation
A) Brands can be differentiated on the basis of a number of different product or service
dimensions.
B) One more general positioning for brands is as best quality.
C) The Strategic Planning Institute studied the impact of higher relative product quality
and found a significantly positive correlation between relative product quality and
return on investment.
D) Quality is also communicated through other marketing elementsa high price signals
premium quality.
E) Quality image is additionally affected by packaging, distribution, advertising, and
promotion.
F) A manufacturers reputation also contributes to the perception of quality.
Personnel Differentiation
Companies can gain a strong competitive advantage through having better-trained
people.
A) Better-trained personnel exhibit six characteristics:
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1) Competence.
2) Courtesy.
3) Credibility.
4) Reliability.
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5) Responsiveness.
6) Communication.
Channel Differentiation
Companies can achieve competitive advantage through the design of its distribution
channels coverage, expertise, and performance.
Image Differentiation
Buyers respond differently to company and brand images.
A) Identity and image need to be distinguished.
B) Identity is the way a company aims to identify or position itself or its product.
C) Image is the way the public perceives the company or its products.
D) An effective identity achieves certain things:
1) It establishes the products character and value proposition.
2) It conveys this character in a distinctive way.
3) It delivers emotional power beyond a mental image.
4) For identity to work, it must be conveyed through every available communication
vehicle and brand contact.
5) Even a sellers physical space can be a powerful image generator.
Review Key Definitions here: identity and image
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3) Maturity.
4) Decline.
B) The PLC concept can be used to analyze a product category, a product form, a
product, or a brand.
Figure 10.2 shows three common alternative patterns
C) Figure 10.2 (a) shows a growth-slump-maturity pattern.
D) Figure 10.2 (b) shows a cycle-recycle pattern.
E) Figure 10.2 (c) shows a common pattern called scalloped.
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Market Modification
The company might try to expand the market for its mature brand by working with
the two factors that make up sales volume: Volume = number of brand users x
usage rate per user.
A) It can try to expand the number of brands users by converting nonusers.
B) It can also try to expand the number of brand users by entering new market segments.
C) A third way to expand the number of brand users is winning competitors customers.
D) Volume can also be increased by convincing current users to increase their brand
usage:
1) Use the product on more occasions.
2) Use more of the product on each occasion.
3) Use the product in new ways.
Product Modification
Managers also try to stimulate sales by modifying the products characteristics
through quality improvement, feature improvement, or style improvement.
A) Quality improvement aims at increasing the products functional performance.
B) Feature improvement aims at adding new features that expand the products
performance, versatility, safety, or convenience.
1) This strategy has several advantages:
a. New features build the companys image as an innovator.
b. Wins the loyalty of market segments that value these features.
c. Provide an opportunity for free publicity.
d. Generate sales force and distributor enthusiasm.
2) The chief disadvantage is that feature improvements might not pay off in the long
run.
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