Most disappointing results in product positioning trace back to an audience defined too broadly. Buyers now complete much of their decision on this area of marketing and commercial practice before speaking to anyone. It concentrates on the parts of the marketing and commercial practice capability that determine outcomes and treats the rest proportionately. The teaching approach is deliberately practical: participants build a go-to-market plan for product positioning as they go. Buying a tool rarely fixes the marketing and commercial practice discipline; the underlying capability has to be built internally first. The programme works equally well for those formalising this aspect of marketing and commercial practice for the first time and those improving an existing approach. Participants finish able to explain product positioning to a non-specialist audience without losing precision. Post-incident reviews keep identifying weaknesses in this area of marketing and commercial practice that were visible long before the incident. Participants finish with a short, specific brief on this aspect of marketing and commercial practice ready to put in front of a decision maker.
Expected Learning Outcomes
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Build the positioning for product positioning around a claim competitors cannot honestly make.
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Design the qualification criteria that stop effort being wasted in product positioning.
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Set the minimum documentation for product positioning that is genuinely necessary, and stop there.
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Design a practical operating method for product positioning that fits the organisation's size and maturity.
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Build the reporting on product positioning that supports a spending decision.
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Handle the trade-offs in product positioning between speed, cost and assurance explicitly rather than implicitly.
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Align marketing and sales handover within product positioning so leads are not lost.
Who Should Attend
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Managers in small and medium organisations who own product positioning alongside other duties.
