Segments and choice
Who you're the best choice for and in what situation the customer chooses.
Why choose you. A clear answer to who you are the best choice for, and for what reason a competitor can't claim.
Sound familiar?The company describes itself the same way to everyone, The messages don't convey what customers actually pay for, Salespeople have to explain the offer from scratch every time
Marketing and Advertising
Who you're the best choice for and in what situation the customer chooses.
What you are really compared with, including solving the problem without buying anything.
What you can say that a competitor can't, and what backs it up.
Messages for marketing and sales, tested with customers.
Everyone says "quality", "a personal approach" and "experience", so these words stop meaning anything. The test takes five minutes: swap the text of your website with a competitor's. If nothing changes, the problem isn't the advertising.
Positioning on one page: for whom, why, and what backs it up.
A list of who you're not right for.
Key messages for the website, advertising and sales.
The cost of waiting
The brand will blur into similar offers.
Advertising will get more expensive because of an unclear message.
Sales will make up for weak communication with discounts.
whether your texts differ from a competitor's.
whether what customers say about why they chose you matches your wording.
whether less time goes into explaining the offer.
No. A slogan is one of the forms positioning can be packaged into. Positioning itself is a decision about who you're the best choice for.
A few weeks, including conversations with customers. Without their words, positioning remains a hypothesis.
A company that suits everyone is no different from anyone. The list of who you're not right for is the other side of differentiation.
Services: Competitor Analysis · Marketing as a System · Pricing Materials: Marketing stopped working: five real reasons · Entering a new market: what to check before you go Cases: Avis
Wells Fargo
Bank employees opened accounts without customers' knowledge to hit their quotas. An analysis of what happens when a metric becomes the goal.