Positioning

Positioning Strategies

Literature Review

Literatures in relation to positioning strategies have highlighted that the positioning decision is important for any organization, as it the building block of the consumer’s perception towards the organization (Akpoyomare, Kunle Adeosun and Ajao Ganiyu 2013, 46-52; Chew and Osborne 2009, 29-49). Organizations that are able to differentiate themselves from competitors based on other attributes that are deemed important by consumers -apart from the core services, gains a competitive advantage. Indeed, according to Asikhia (2010, 145-153) successful brand positioning should lead to consumer loyalty, assurance in the brand’s services and initiative by consumers to keep the brand in prospect.

Positioning strategies can be applied either through the emphasize of differentiated features or advertisements. Positioning of a service organization is especially tricky as services are intangible and thus service organizations rely heavily on image to differentiate themselves from competitors (Jean-Marc and Lacoste 2010, 546-553).

Zineldin (2011, 446-457) acknowledged that the traditional 4Ps in marketing could no longer be used to successfully position a service organization. Instead, Harrison-Walker and L Jean (2009, 103-111); Asikhia (2010, 145-153); and Karadeniz (2009, 98-110) have identified six positioning options that organizations can adopt: Attributes, Benefits, Application, Usage, Competitor and Price. There are also various other strategies of positioning such as umbrella positioning and brand repositioning.

While brand positioning links consumers’ perception with attributes that differentiate the brand from competitors, repositioning involves creating a new perception on the existing brand (Powers and Steward 2012, 426-442). External forces such as changes in technology, economy, competitors and even existing consumers may force brand repositioning to occur.

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