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Marketing & Sales Roundtable Positioning Strategy: The Foundation for Value Proposition and Messaging July 2001

Marketing & Sales Roundtable Positioning Strategy: The Foundation for Value Proposition and Messaging July 2001. Agenda. 11:35 – Setting the Stage 11:40 – Introductions/Positioning Challenges 11:50 – Roundtable Discussion 1:00 – Summary and Wrap-up. Setting the Stage.

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Marketing & Sales Roundtable Positioning Strategy: The Foundation for Value Proposition and Messaging July 2001

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  1. Marketing & Sales RoundtablePositioning Strategy: The Foundation for Value Proposition and MessagingJuly 2001

  2. Agenda 11:35 – Setting the Stage 11:40 – Introductions/Positioning Challenges 11:50 – Roundtable Discussion 1:00 – Summary and Wrap-up

  3. Setting the Stage • Positioning Strategy Challenges • Why do you need a positioning strategy statement anyway? • How do you use it once you’ve developed it? • Today’s Objective • Bring people together - exchange ideas

  4. Positioning Strategy Process Market/Customer Segmentation Competitive Differentiation Market Vision Strategy Evidence Market Entry Customer Segment Critical Need and Total Product Requirements Market Drivers Positioning StrategyStatement Market Segment TechnologyEnablers Total Product Assets Company Total Product Solution’s Potential Differentiators Customer Segments Customer/End-User Problem(s)Definition Technology and Total Product Roadmap Competitors’ Total Product Solutions’ Potential Differentiators Critical Needs Applications Partnerships Barriers to Adoption Company Product/Service Match Product/Market Category Business Model Market Entry Customer Segment Roadmap and Market Segment Leadership Roadmap Company Differentiator Mission Statement (Functional) Programs POSITIONING STRATEGY BRANDING STRATEGY

  5. Positioning Strategy Realities • CEO and executive team must own the positioning strategy • There are no ‘right’ answers • It’s a process: iterative and successive approximations • It’s time consuming • It’s difficult

  6. Positioning Strategy Statement Company’s (product name, relevant product category) for (market segment/market entry customer segment) provides Who need (succinct description of Company’s benefits/differentiator to market entry customer segment, matched to critical need) unlike Competitor and Product which Competitor’s product’s inability to address critical need of market entry customer segment

  7. Positioning Strategy Statement: An Example Microsoft’s Windows 95, the personal computer OS for business (or, corporate?) users Who need to use a variety of business SW applications to effectively perform their jobs provides an industry standard GUI that allows greater ease of use of major SW applications unlike the Mac OS which is not a industry standard

  8. Employment Ads Press and Analyst Meetings Corporate Identity System BrandingStrategy Speeches andPresentations Websites and Extranets Brochures/Collateral S-1s, Annual Reports, etc. Positioning Strategy is Basis for Messaging Consistency and Clarity Positioning Strategy Statement

  9. Driving the Buying Decision Customer BuyingDecision Strategy Evidence Value Proposition Articulation Positioning Strategy Elements Competitive Differentiator(s) Identification Product/Solution(s) Critical Need Customer Segment Problem(s)

  10. Strawman Company Message Architecture Market Technology Product Company • Do the top level messages support the key elements of the positioning strategy model? -Market Vision -Market and Customer Segment -Competitive Differentiation • Do you have ample strategy evidence to support the messages?

  11. Taking the Positioning Strategy to the Market – Message Architecture Strategy Evidence Strategy Market Leverage Positioning Strategy Statement and Value Proposition • EXISTING • ________ • ________ • ________ • ________ • ________ • NEEDED • ________ • ________ • ________ • ________ • ________ Company Investors SalesChannels Positioning Strategy Target Accounts MarketEntry Customer Segment Messages, Brand Strategy and Programs Company Business Strategy Partners Industry &Financial Analysts Trade & Business Press

  12. Summary • Without a formal positioning strategy and supporting value proposition, it is very difficult, if not impossible, to develop an effective message model • Without a value proposition and an effective message model, it is very difficult, if not impossible, to establish an enduring market position • And, if the value proposition and the messages do not speak to the customer problem in the customer’s language, they will not be very effective

  13. Presenters • Patty Burke, Consultant Market Focus patty@mktfocus.net 408-398-4921 • Rosemary Remacle, Consultant Market Focus 408-244-0412 rosemary@mktfocus.net

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