Professional Documents
Culture Documents
Positioning
services in
competitive
markets
STUDENT NOTES
Digital Image PowerPoint to accompany:
Slide 1
Learning objectives
Slide 2
The search for competitive advantage
Slide 3
Competitive strategythe need for focus
Slide 4
Slide 5
AAP Image/Crook Publicity
Slide 6
Slide 7
Defining and profiling market segments B2C
Demographic segmentation
consists of dividing the market into groups based on variables such
as age, gender, family size, family life cycle, income, occupation,
education, religion, race and nationality.
Geographic segmentation
calls for dividing the market into different geographical units such
as nations, regions, states, municipalities, cities or
neighbourhoods.
Psychographic segmentation
buyers are divided into different groups based on socioeconomic
status, lifestyle or personality characteristics.
Behavioural segmentation
divides buyers into groups based on their knowledge of the
product, their attitude towards it, the way they use it and their
responses to it.
Slide 8
Defining and profiling market segments B2B
Industry type
Respective size
Location and strategic importance of different firms
The nature of the purchasing situation
Anticipated purchasing volume and requirements
The potential for reciprocal purchasing and alliances
Slide 9
Target market selection
Slide 10
Understanding target market
Slide 11
Jeff Greenberg 3 of 6/Alamy
The Singapore Girl in the traditional sarong has over the years become a symbol of the
excellent service quality which has become a hallmark of the Singapore Airlines brand
identity
Slide 12
Important versus determinant attributes
Importance attributes:
- are met by all competing service providers
- do not necessarily sway the purchase decision in favour of one
service provider as opposed to another
Determinant attributes:
- are those that actually determine buyers choices
- are the attributes by which customers see significant and
compelling
Slide 13
Important versus determinant attributes
Determinant attributes
airlines industry
Slide 14
Important versus determinant attributes
Offering
What are the attributes and benefits of our current service offerings (core
products and their accompanying supplementary service elements)?
According to customers in different market segments, how well do each of our
service offerings meet their needs?
Competitors
how do our offerings compare with competitive offerings and how do they differ
and how compelling are those differences?
Are there weaknesses or vulnerabilities in competing offerings that we exploit
to our advantage?
How do we strengthen our competitive position in the market segment(s) of
interest to our firm?
Slide 16
The building blocks of a successful
positioning strategy (and customer value proposition)
Slide 17
Slide 18
Choosing Points of Parity and Points of Difference
Westin Stamford hotel in Singapore advertised that it was worlds tallest hotel but is this relevant
to tourists? Whereas Cathay pacifics constant reference to levels of in-flight service quality is
relevant to travellers.
Yamaha in Indonesia may claim it offers best after sales service and can back this with credible
market research over many years.
Slide 19
An excellent example of distinctive and competitively
differentiated positioning can be found in BreadTalk,
Singapore.
Courtesy of BreadTalk
Slide 20
Slide 21
Slide 22
Positioning Map
A useful way of graphically
representing consumers
perceptions of alternative
offerings with reference to a
range of relevant variables
believed to be important to the
decision-making process
Slide 23
Positioning Map
Slide 24
Erik Tham/Alamy