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BRAND POSITIONING: A BATTLE TO WIN YOUR NICHE IN CUSTOMERS' MINDS

Agence Puck 28 June 2022

The notion of positioning was devised by Al Ries and Jack Trout in the 1970s. What makes this invention interesting is that it rests on a reversal of perspective. Too often, companies, marketers and communicators focus on offers, messages or media. Al Ries and his partner analysed things from the point of view of our perception. They understood that a brand is goodwill, an intangible value generated in our minds, and not just a logo on a product. It's this added value that leads us to favour one offer over another, make a detour of a few kilometres for a particular shop, or pay a little more for products.

A thoroughly modern notion

Starting from the principle that we lived, even in the 1970s, in a world of abundant offers and hyper-communication, they first realised that we actually retain very little: just the simplest, most original messages, the ones that make a difference in their market. Then they took as a principle that the value of a brand isn't a question of quality. Do you think, for example, that a Rolex is of higher quality than another branded watch? It's unlikely, yet as the watch of famous people, it sells for a high price, a very high price. For one simple reason: it occupies a special place in people's minds. It's its niche, or positioning, that generates this added value.

So they tried to decode the components of this positioning. It rests on the conjunction of 3 interdependent notions: a target, a competitive field and a promise.

A target

For a brand to carry significant added value, this value must be shared. It's because a group of individuals attaches a common value to an offer that it grows and spreads. This group of people act as ambassadors or reference points for others. This target isn't necessarily a socio-professional category. It can be a behaviour, a state of mind, a sign of recognition. By focusing on creative people in the 1990s and 2000s, Apple targeted this population and at the same time sent a signal to many people by saying that its computers were designed for the best creatives. This was largely responsible for its success, as many people also wanted to enjoy the creative capabilities of these computers.

A competitive field

Our perception of an offer or product doesn't happen by default. We instinctively draw up a perceptual map of competing offers. We all make mental maps that place offers in relation to one another. The biggest players and the leaders take up a prominent place in our minds. The others position themselves in the remaining spaces.

There is one essential element in building this map: being able to choose your market and define your competitive scope. You can't compete with everyone; you have to leave yourself some room, because the more crowded the market, the less visible and relevant you are. Then it can be wise to create your own vision of the market in order to stand out.

A promise

The fundamental element of positioning is the promise. To stand out from your competitors, you have to promise something different from what others are doing, but beware: this promise must be legitimate, simple and credible given the offer. It's also essential to simplify the notion to the extreme, because people only remember a few things. This promise must then be proven to be legitimate.

Only after long, demanding and iterative work can you determine hypotheses and choose your niche, because positioning an offer means making a choice. Never let your customers choose your positioning for you. They would soon associate you with one or more competitors and let you sink into the media noise.