Repositioning: marketing in an era of competition, change and crisis
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| Easy read with practical information |
is authored by US marketers Jack Trout and Steve Rivkin.
Both have written a book of uncommon wisdom for marketers in the post Global Financial Crisis world.
It is hardly suprising Trout (and Rivkin) has produced this book now. Communicators know that competition is fiercer than ever, budgets are under pressure and the old ways of communicating are under serious challenge. Since the 1980s Trout has been writing and offering solid, practical marketing ideas in compelling, clear prose for communicators of all descriptions. My bookcase holds several of his earlier works and while their 80s and 90s covers now look dated and daggy each is well-read and much loved.
It is hardly suprising Trout (and Rivkin) has produced this book now. Communicators know that competition is fiercer than ever, budgets are under pressure and the old ways of communicating are under serious challenge. Since the 1980s Trout has been writing and offering solid, practical marketing ideas in compelling, clear prose for communicators of all descriptions. My bookcase holds several of his earlier works and while their 80s and 90s covers now look dated and daggy each is well-read and much loved.
Repositioning calls on companies not to manufacture but to adjust the perceptions people have either of them or their competition. Why? Because people are complex creatures when it comes to communications. We are overloaded with information, few of us can tolerate confusion or risk, we lose focus easily and once we have made up our minds that’s pretty much it. It is hard to move us from our existing attitudes so only by working within the framework of how people already think can organizations achieve sustainable results.
The authors suggest two basic strategies to get people to thinking differently about your brand. Reposition the competition and/or go out all out to compete on a simply defined value proposition. Big companies often struggle to carry out either one. They are slower to turn around than the Queen Mary and because of their size and complexity many have trouble managing their way out of problems or managing their way into opportunities. Of course big firms are well placed to compete on price. However this is often a short-lived strategy and one only available to the bigger players. For the rest of us someone else can always mark down the sales docket lower than we can, plus research shows most price promotions rarely succeed in the long run.
Reframing the competition means hanging a negative on a rival to reflect a favourable comparison on ourselves. Given most marketers are positive, upbeat souls and most managers are disinclined to controversy it can be difficult to steer an organization in this direction. Yet Trout and Rivkin cite examples in the olive oil, prestige cars, vodka and other industries showing how this strategy can fence in the competition.
We instinctively know successful marketers need to communicate value to the marketplace because as one chapter title proclaims “value is the name of the game”. Value can come through doing something special, getting new technologies to the market first or stressing whole of life costs over mere purchase price. It can also come from adding premiums others cannot match or at its most basic by being plain nice and helpful to your customers.
The book cautions repositioning is not easy. It takes focus, management leading from the front and advertising and public relations combining in a linear, well thought out fashion. The key ingredients for any repositioning strategy are time and commitment.
The book sells for $42.95? Is it worth it? It is to me. Right now I am putting together a marketing strategy for an iconic project with high expectations. It has involved many dedicated people for many years and the public has definite opinions. I am sure Trout and Rivkin's insights will help me plan a better campaign.
