Forget marketing ... it's all about POSITIONING!

Article: Forget marketing... it’s all about ‘positioning’

To all those of you who are looking to grow your market share then please heed this warning... it’s not all about ‘marketing!’

Let me explain...

The common perception that success is the responsibility of the marketer is not only too simplistic but also misconceived. Perhaps, in the distant past when sales and marketing were distinct (and often, competing) divisions, then there could be an argument to suggest that marketing was therefore exclusively responsible for its own metrics; though even then, such metrics were not uniquely those allied solely and specifically to success ... failure, for example, was and still is worth measuring. 

So, why is there a problem with ‘marketing’ in today’s world? 

It is far too broad a definition. 

The real challenge we must focus on is: positioning. 

All marketing should be focused on supporting the ‘positioning strategy’ and nothing else. 

Forget ‘marketing’... it’s an out-dated concept that causes divisions and misconceptions. At best, it achieves a modicum of recognition at the occasional awards night or within the circle of fellow marketers. 

More often than not, it’s a negative entry in the P and L report and the first item to receive the greatest scrutiny at board level. 

Sales demand more from their marketers and operations want less. Finance wants as much as it can get for as little as possible and HR just cannot make up its mind!

But things have changed ....

Reboot. Close your eyes, Ditch the word ‘marketing’ and instead replace it with ‘positioning’. 

There. Problem solved!

When the whole organisation commits to a ‘positioning strategy’ it redirects its energies, subliminally as well as consciously, to a unified purpose ... a shared vision ... a tangible outcome.

It identifies and creates benchmarks, KPI’s, objectives and/or targets that are relevant, realistic and time bound (sounds familiar?). It stops floating in a cloud (see what I did there?) of aspirational and misconceived targets with nigh on impossible ROI ratios and instead it starts to compete with its peers. It gains a sense of reality and draws its energy from the well of the very same source that it competes with. Put simply, it competes more effectively and efficiently. 

Case study:

Company X is a relatively well-established, leading partner in its industry. As such, it has gained reputations (note, these are plural due to the plurality of its audiences) and is looking to grow by an industry standard of 17%. This is no small number, especially for an established front runner in any industry but especially in the tech sector.

Coupled with this top-down directive is the requirement to do so within existing budgets. 

Question ... is this achievable?

I would answer ‘yes’! But only if the organisation commits to a ‘positioning strategy’ as opposed to ‘marketing strategy’.

And this is how it is achieved:

1. Competitor audit - who is doing what, how and how much impact are they having on your revenues
2. Internal audit - are we any good at what we say we are good at and how much is that valued by our customers and potential customers
3. Positioning map - identify the key characteristics of your target markets and plot them on an axis. 
4. Market research - measure your perceived AND actual performance across all the key drivers of success in your sector
5. Positioning strategy - throw out yesterday’s marketing plan and replace it with your shiny, new, Positioning Plan.

Results: double digit growth, marginal increase in ‘marketing’ budget’, 6% increase in NET PROFIT!

For more details contact the author!