1. Positioning according to product characteristics
Product characteristics include technology, equipment, production process and function of the product, as well as raw materials, origin, history and other factors related to the product. These features can be used as positioning elements. For example, Japanese electric appliances and Swiss watches emphasize the place of origin and its related factors, National pits 1573 are located in history, fur coats are located in raw materials, and the advertisement "This product is made of advanced German equipment" emphasizes the equipment manufactured by the product. The disadvantage of positioning by product features is that some specific product features are easily copied by competitors. For example, an enterprise uses "products made with advanced German equipment" to position itself. Once many enterprises use advanced foreign equipment for manufacturing, their positioning will lose its advantage. Therefore, unless the core product features used for positioning are difficult to be imitated by competitors because of its scarcity, technical complexity or patent protection, it is difficult to have long-term sustainability based on product attribute features.
2. Positioning according to the benefits that products can provide to customers.
Product benefit positioning is not to tell customers what features the products (services) of this enterprise (brand) have, but to tell customers what functions these attributes have on customers or what benefits they can bring. Commonly used product efficacy or benefit level positioning includes applicability (GSM- transmitting information anytime and anywhere), reliability (Nissan tube-guaranteed for 50 years), safety (Volvo-the safest car), cost performance (Wal-Mart-low price every day) and so on.
3. Positioning according to quality and price
Quality and price itself is a positioning. It is generally believed that high quality corresponds to high price, so high quality and high price can be used as a positioning method. However, some enterprises do the opposite, such as Japanese cars with high quality but low price, which improves customer value and competitiveness.
4. Positioning according to the competitive position of the enterprise
This positioning has gone beyond the scope of crystal production positioning, and it is a broader positioning. According to the competitive position of enterprises in the market, enterprises can be divided into market leaders, market challengers, market followers and scavengers. Different competitive positions also provide a way of positioning. For example, we can name the highest mountain and the deepest ocean in the world, but we may not name the second or third, just as we only know that IBM is the largest computer company in the world, but we don't know who is the second largest computer company. Therefore, "first" is an important resource to let people remember that you are half the battle. Although it is generally believed that the enterprise that won the first place must be unique, people are also worried that huge enterprises will lack innovation and even "dominate the market" because of their monopoly and bureaucratic rigidity. This provides a favorable positioning opportunity for enterprises that appear as market challengers. Avis, an American car rental company, successfully used this positioning tactic. It claims in the advertisement: "Avis is only the second in the taxi industry, so why do customers rent our car?" Because we work harder! "This kind of public admission that he is second shows that A has made up his mind to promote sales, which has been widely supported by customers. Since then, Ives bid farewell to the loss history of 13 years in a row and embarked on the road of rapid development. The first year's profit was $654.38+$200,000, the second year's profit was $2.6 million, and the third year's profit reached $5 million. Then the company sold it to ITT at a higher market price.
5. Positioning according to the core will
Core will, that is, positioning according to the abstract level such as belief, value or emotion. As mark. Brand expert Gobe pointed out that a successful brand must lead consumers into a deeper and wider emotional space. Some excellent brands are often positioned at this level, such as FedEx-mission must be achieved; Haier-always sincere; De Beers-Diamonds last forever, and these enterprises are positioned according to their core wishes.
In addition to the above five positioning methods, enterprises can also position according to customer types (such as drinks) and preferences (such as cigarettes), or they can use the above methods comprehensively.
Positioning is not static, it can be changed from one positioning to another, which is called repositioning. For example, a company selling high-grade lubricants used to be positioned as "high quality" and its operating efficiency was average. Later, the company carefully analyzed the customers and found that most of them were users of large equipment, such as truck cranes in high-rise buildings. What do they care about most? It's time to ask the value, that is, the equipment is running well. Therefore, the lubricant company changed its management mode and corresponding positioning, declaring: "If the equipment using its lubricant fails, the company will bear the losses of its customers." Therefore, it changed its position from "high quality" to "service insurance" and achieved success.
Moving is also dangerous. Shortly after Ives was sold to ITT, it was no longer satisfied with the second place, but changed its advertising slogan to "Ives will be the first place". This narcissism is a psychological mistake, and people no longer sympathize with this weak person. At the same time, it is also a strategic mistake. To change the ideas that have been formed in people's minds, we should not only have sufficient facts and reasons, but also have enough persuasion. When repositioning an enterprise, we must not forget "how we succeeded in the past".