{"id":991648,"date":"2026-04-16T13:35:21","date_gmt":"2026-04-16T13:35:21","guid":{"rendered":"https:\/\/customersx.ch\/brand-positioning\/"},"modified":"2026-06-14T22:54:49","modified_gmt":"2026-06-14T22:54:49","slug":"brand-positioning","status":"publish","type":"post","link":"https:\/\/customersx.ch\/en\/brand-positioning\/","title":{"rendered":"Brand positioning"},"content":{"rendered":"\n

As a condensation of the brand identity and as a link between brand identity and brand image, brand positioning has a very important importance in the context of brand management. A brand is worthless as long as it has not been positioned as uniquely as possible. By means of brand positioning, one’s own brand is to be delimited from competing brands. Here, a focus on a few positioning dimensions should be aimed for.<\/p>\n\n

Definition of brand positioning<\/h2>\n\n

Brand positioning is the planning, implementation, control and further development of a brand-identity-conform position in the perceptual space of relevant target groups \u2014 oriented towards customers’ ideal conceptions, differentiating from the competition, and representable from one’s own competency endowment.<\/p>\n\n

\"\"<\/figure>\n\n

Positioning goes beyond the offering and is intended to show how the brand is staged, celebrated and communicated. Put more concretely: when a fast-food chain opens a branch in the neighbourhood, only the chip shop survives that has, in the past, staged the sale of chips in such a way that customers come because of the staging and not just because of the chips. Brand positioning can take place on the basis of two different approaches:<\/p>\n\n

    \n
  1. Reactive<\/strong><\/li>\n\n\n\n
  2. Active<\/strong><\/li>\n<\/ol>\n\n

    Reactive brand positioning builds on articulated customer needs. Among other things, reactive brand positioning offers the advantage that a comparison with the competition is possible. On the basis of usually quantitative customer surveys, a positioning can be carried out by means of image profiles, discriminant analysis, repertory grid technique, multidimensional scaling (MDS) or conjoint analysis.<\/p>\n\n

    In general, reactive positioning has several shortcomings, although it is popular in practice:<\/p>\n\n

      \n
    • Trend towards the homogenisation of competing offerings<\/li>\n\n\n\n
    • Reactive customer-relationship management<\/li>\n\n\n\n
    • Lack of innovation orientation<\/li>\n\n\n\n
    • Insufficient assumptions about customer behaviour<\/li>\n<\/ul>\n\n

      Reactive positioning violates one of the basic premises of customer-value-based decision making, or of customer insights. When every organisation has the same information, there is a tendency to make similar decisions, develop a similar positioning, and, as a result, increasingly resemble each other. This reduces the actual goal of brand positioning to absurdity. In addition, reactive positioning supports reactive customer-relationship management, because it relies on needs based on the past. This goes hand in hand with a possible lack of innovation orientation. Differentiating positionings always require, besides systematic elaboration and support by figures, a certain creativity, speculation and, above all, foresight in the sense of a trend analysis.<\/p>\n\n

      The central point of criticism towards reactive brand positioning, however, is to be seen in the fact that hardly any organisation is allowed to have deficits in the basic or hygiene attributes of a brand. This development has been observable since the 1990s and has intensified in recent years. As a result, reactive positioning analysis can be used to understand the starting situation, but from the perspective of improving customer centricity, a combination with active positioning should be relied upon. Most organisations are market challengers. So the question arises: ‘Do we play by the existing rules or do we introduce new rules?’ Following the white-space idea, new rules can be established by means of active positioning, and supposedly stronger brands can be attacked. At this point, the close connection between strategy and brand management becomes clear. The central reason why this is so rarely observed in practice is the high risk of active positioning. This builds on latent, future needs of customers. Here, those responsible face the challenge that the selected future needs must be relevant enough for the customer (purchase) and for the organisation (customer value). This risk can be considerably reduced by combining trend analysis with, for example, the repertory grid technique.<\/p>\n\n

      Developing a brand positioning<\/h2>\n\n

      Developing the positioning core comprises four stages. Regardless of which type of positioning is chosen, the customers’ needs and their value potential need to be set out in a first step. From the perspective of customer centricity, existing brand-management models need to be criticised here. So far, no model has explicitly presented the integration of customer value in the context of brand positioning. Brand positioning has so far only addressed needs and differentiation; however, it should also be taken into account whether the chosen positioning has sufficient value potential for the organisation. For example, it can be very tempting to bet on safety, because it is the most relevant need for most customers in a category. But it can be that this customer group buys very rarely and spends considerably less than customer groups for whom convenience is more important. So it is important to complement existing brand-management models in the context of positioning development with the dimension of customer value.<\/p>\n\n

      Afterwards, these needs are combined into several positioning-core options. In a further step, a reason-to-believe<\/strong> is assigned to each customer need on the basis of the worked-out target brand identity. A reason-to-believe is the comprehensible reason for customers to trust the chosen positioning. In the last step, the different positioning-core options need to be assessed regarding their value for the customers and the organisation (cf. the figure in this article). This can have various results. An attractive positioning option can only be supported to a limited extent by the existing brand identity. Then it needs to be decided whether the brand identity is to be adapted or a less attractive positioning should be chosen. It can also be that two positioning options are more or less equally attractive. In addition, there is the possibility that the brand identity can support the most important need of most customers, but their customer value is considerably lower than for customers for whom other needs are more relevant. Here, conflicts often arise in decision-making, which shows the high relevance of systematically acquiring customer insights over time. The more customer insights are available, the more successfully positioning options can be assessed. One-off customer surveys to define a brand positioning are to be rejected.<\/p>\n\n

      At the conclusion of brand positioning, it needs to be ensured that the entire organisation internalises the brand positioning and that employees align their actions to it. This shows the close connection of brand management with customer centricity. It is important to influence the attitude and behaviour of employees first, before customer management, or the brand, can have an effect on customers. Besides the written information of every individual employee of an organisation, I recommend that each department in the organisation carries out workshops on the topic: ‘How can we strengthen the brand through our behaviour?’ The results are in turn made available to everyone in the organisation and should, especially during brand building or a repositioning, be repeated regularly. Only in this way is it ensured that the brand is really lived in the organisation.<\/p>\n","protected":false},"excerpt":{"rendered":"

      As a condensation of the brand identity and as a link between brand identity and brand image, brand positioning has a very important importance in the context of brand management. 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