Positioning (marketing) | EPFL Graph Search

Positioning refers to the place that a brand occupies in the minds of the customers and how it is distinguished from the products of the competitors and different from the concept of brand awareness. In order to position products or brands, companies may emphasize the distinguishing features of their brand (what it is, what it does and how, etc.) or they may try to create a suitable (inexpensive or premium, utilitarian or luxurious, entry-level or high-end, etc.) through the marketing mix. Once a brand has achieved a strong position, it can become difficult to reposition it. To effectively position a brand and create a lasting brand memory, brands need to be able to connect to consumers in an authentic way, creating a brand persona usually helps build this sort of connection. Positioning is one of the most powerful marketing concepts. Originally, positioning focused on the product and with Al Ries and Jack Trout grew to include building a product's reputation and ranking among compet

Pre-Entry Resources, Strategic Positioning Choices and Introduction of Dominant Designs: Evidence from the Hard Disk Drive Industry

Richard Tee, Christopher Tucci, Anu Wadhwa

We investigate the role that strategic positioning choices and pre-entry endowments play in determining the post entry innovative performance of firms that enter new markets. We hypothesize that the flexibility enjoyed by small entrants allows them to position themselves aggressively in new markets and results in higher innovative performance. We also argue that not all small entrants suffer from a liability of newness and some possess pre-entry endowments that can help anticipate and introduce product offerings with dominant design elements.

EPFL2013

Producer cooperatives influence on competitive dynamics: the Azorean case

Joana Rodrigues Pereira

The aim of this paper is twofold: first, I aim at understanding how producer cooperatives compete in the factor markets; and second, I analyse how producer cooperatives influence the competitive dynamics of the markets where they compete. With this paper we aim at bringing a strategic perspective of this phenomenon. This paper follows a single case study qualitative analysis. The empirical context is the dairy market of the Azorean island Sao Miguel (in Portugal), more specifically, the milk factor market. This empirical context is adequate for the following reasons: first, because it is possible to isolate the market and its players in a quasi-experimental fashion (because it is a island); second, it presents a stable cooperative tradition; and third, cooperatives compete side-by-side with private firms (the cooperative Union represent 50% of the factor dairy market and the 3 other private firms represent the remaining 50%). The main data sources were local newspaper articles (322 in total) and interviews (31 in total with all market players). The data was coded in different categories, such as players’ characteristics, strategic positioning, strategic moves, and context/external shocks. The results reveal that on the factor market side, as buyer, the cooperative presents a “proudly first” positioning. This buyer positioning reflects the effort of the cooperative to always set the higher price and the best conditions on the factor market. This positioning contrasts with other private players that have adopted “Please stay” and “I don’t care” positioning. The results have also point out that the increase of the cooperative market share in the factor market, is leading to increased market competition. There is evidence that the cooperative is driving up the total number of strategic moves in the market that were predominantly oriented to price increases. On the theoretical part, some interesting inputs emerged on the concept of buyers strategic positioning. The results also challenge competitive dynamics studies, which defend that when the concentration in the market increases, the competitive activity decreases. Surprisingly, I have observed the opposite effect and I argue that is due to the cooperative influence. Additionally, the paper defends that producer cooperatives are able to drive factor market competition in markets where there are severe asymmetries of power. Such studies can increase our knowledge about the local impact of cooperatives and the circumstances under which cooperatives are an efficient alternative to the public and private sectors.

2016

Producer cooperatives influence on competitive dynamics - the Azorean case

Joana Rodrigues Pereira

The aim of this paper is twofold: first, it aims at investigating how cooperatives organizational dimensions affect its strategic positioning; and second, how producer cooperatives influence the competitive dynamics of the markets where they compete. In order to answer these questions, I will focus on the Sao Miguel’s dairy market (Portuguese island) where producer cooperatives and private firms compete side-by-side. This paper follows a single case study qualitative analysis. The main data sources are the local newspapers articles (322 articles that covers 2010- 2012), and interviews with the market players (31 interviews). The results reveal that producer cooperatives tend to adopt cost leadership strategies, which naturally aligns with their historical roots and organisational purposes. Additionally, the paper stands that producer cooperatives are able to drive factor market competition activity in markets where there are severe asymmetries of power.

2016

Producer cooperatives influence on competitive dynamics: the Azorean case

Joana Rodrigues Pereira

2016