Attribution in competitive market positioning is imperfect; that is not a reason to stop measuring it. Most disappointing results in the marketing and commercial practice discipline trace back to an audience defined too broadly. It is pitched for practitioners with responsibility for the wider marketing and commercial practice agenda, not for observers of it. The programme uses small-group work so that each participant's treatment of competitive market positioning is examined, not just described. The difficulty is not agreeing that the practice within marketing and commercial practice matters — it is deciding what to stop doing to make room for it. The programme is built to be used, and every section of the marketing and commercial practice capability it covers ends in something applicable. Post-incident reviews keep identifying weaknesses in competitive market positioning that were visible long before the incident. Participants take away a working set of documents supporting this area of marketing and commercial practice, ready to be adapted internally. The programme ends where implementation begins, with the wider marketing and commercial practice agenda broken into steps someone can start on Monday.
Expected Learning Outcomes
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Build the positioning for competitive market positioning around a claim competitors cannot honestly make.
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Set measurable objectives for competitive market positioning tied to revenue rather than reach.
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Document decisions about competitive market positioning in a form that remains useful after the people change.
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Structure records of competitive market positioning so that they answer the questions an auditor will actually ask.
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Plan expansion of competitive market positioning into new segments or markets deliberately.
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Build the sales process for competitive market positioning so it is repeatable across the team.
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Anticipate the objections that competitive market positioning will attract internally and answer them in advance.
Who Should Attend
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Sales managers leading teams that deliver competitive market positioning.
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Procurement and contracting staff whose agreements set obligations around competitive market positioning.
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Agency and consultancy staff supporting clients on competitive market positioning.
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Brand and communications specialists shaping competitive market positioning.
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Managers in small and medium organisations who own competitive market positioning alongside other duties.
