My position on position

Here's soem thinking that really brings home what appears to be a major stumbling block for the development of communications strategy. The big 'P'.

I have met senior executives in this industry who are hamstrung without a clear (and usually formuleic-formatted) description of a 'positioning statement'. It usually derives from possibly the most painful all-day sleeves up meeting, at which the product is interrogated until every ounce of it's functional capabilities are confessed. These are then ranked, and cross-referenced against benefit statements, which are then further tortured until the product, now weak and losing consciousness (along with half the gathered crowd), allows the collected crowd to derive 'emotional value' from the tirade of benefit revelations. Maslov is frequently referenced in the process, as the product attempt to climb the heirarchic ladder to self-enlightenment.

Then, the parts of this remarkable process are shoehorned into a proposition statement that tells every one that to whom it may concern (key customers) the whatever it is is the frame of reference yadda yadda yadda. From that moment, the destiny of the product (in terms of communications strategy and even brand development) is set.

I have a bit of a problem with this.

Over the years I have worked alongside some of the world’s leaders in positioning strategy and practice, including the eponymous Trout & Reis. Compared to the sophisticated practices of today, they actually made it all very simple. My conclusion from these years of experience – there is only one rule of positioning – that your product (or service) must earn it.

No other rules, just logical, consistent approaches. You cannot pursue development of a healthcare brand without being able to articulate a position, or value proposition. The decision you make on a healthcare product‘s position is anything but trivial. There’s too much at stake: careers, budgets, political and economic clout – all can be built
or broken based on that decision.

In healthcare the position you take is not just a template for developing a communications strategy & plan, it is a challenge you take to the marketplace. In this world, you can be sure that the marketplace is going to find out whether you deserve to hold the position you’re after. And after the marketplace has conducted its interrogation of who or what you think you are, how you compare with competitors, what customers think, what newsgroups and reviewers and analysts say, one of two things is going to happen:

1. The marketplace will find that you are who you position yourself to be. Good news: you’ve earned your space. And hearts and minds of customers can be collected and retained as your brand develops and grows your business.
2. The marketplace finds you’re not. That’s bad news.
   Position ii) is the most heavily populated position of all in the healthcare marketplace: the ‘Full of Hot Air’ position. In a more colourful vernacular you may find your position is full of something else.

Monumental Brand Insight:
The Customer owns the Brand!

When you position yourself, you are saying to your marketplace, “We promise that the more you get to know us, the more you’ll learn that we’re this kind of product- we deserve this position.” If you’re right, the marketplace will create that position. Because the marketplace is the place that allows you to occupy it. Not the smart team of people who sat in workshops debating rafts of benefit and value statements that fit neatly into this years’ bestformat for positioning development.

Brands are built on the meaningful delivery of experience and delivery
on expectation.

To create either in a way that stands out, you’ve gotta get out of the box.