What are the best ways to assess your brand positioning?

One of the most crucial choices you can make is the placement of your brand with the best brand consulting firms

The following nine evaluation factors should be taken into account when establishing what your brand stands for and what reputation you want to build in the marketplace. 

If you can affirmatively respond to each of them, your posture ought to put you on the right track for a positive result.

Is the placement unique right now?

Your brand should be distinctive. Therefore, if your chosen posture is too similar to that of a rival, it won’t work until you can say it or do it differently, or unless you entirely alter the rules of the game in terms of how you define and implement it. The top creative agency services often map the various positioning directions as part of their research process to demonstrate where there is market whitespace.

Could the posture be long-term viable?

The majority of posture statements aren’t intended to be permanent. The times, the market, and consumer purchasing patterns all evolve. But is the positioning statement you’re considering sufficiently futuristic? Will it still be applicable in five years? The posture must be appropriate for now while remaining viable for the future. If so, it’s likely to be one that will set you up for development.

Will the team’s positioning motivate them?

Team members play an essential role as brand advocates. The brand frequently dies if they don’t live it. So, will they be excited by this positioning direction? It’s crucial to think about this query. The team members will benefit if the direction organically inspires them as well, even if a smart employee engagement plan may help them discover inspiration in any positioning notion.

Will your target audiences respond well to the positioning?

Avoid alienating your brand’s customers with a strong positioning statement. Instead, it should be well received by both your core audience and the wider market, maybe drawing in a younger audience without alienating your core. Both keeping your present audience and expanding beyond it are objectives. It’s a good indicator if the positioning direction can do both. This can also be determined through research.

Does the placement match your goals and plan?

Your vision, purpose, and strategy are also included in a bigger brand hierarchy, which also contains your positioning statement. It’s critical to make sure they all mesh. Even if your vision is quite broad, adjusting the positioning direction may be necessary if it cannot include it and you are unwilling to change your vision.

Does the positioning make sense? Can you provide it, in other words?

Nothing is worse than a business that professes to stand for something but fails to follow through. If the positioning is a stretch, that’s acceptable, as long as steps are taken right away to enable your business to genuinely stand for what you claim to.

Does the pose have the proper amount of stretch, reach, and grounding?

This point is connected to the one before it. The placement should be based on who you are and what you do. But you also want it to be inspirational because, without it, it would be impossible to advance and develop. Lofty objectives can be more easily attained if they are first set, provided that they are realistic.

Is the branding consistent with your history and culture?

Your brand’s positioning conveys who you are. Therefore, it ought to reflect your culture and background, or at the very least be somewhat related to it. If it does, it will boost team morale and contribute to the credibility factor.

Does the placement hold up?

As was previously said, it’s crucial for a position to stand out. But customers appreciate other things more. Customers want something that is grounded in their most important values, and it needs to be delivered in a compelling manner to stand out from the noise of competing messages.

After carefully weighing these evaluation factors, the best course of action for positioning your business for development ought to become obvious. If not, you might want to think about other options or carry out more research to learn more.

Creating your future roadmap:

Choosing what to stop doing might be difficult at times. However, by stopping some activities, you’ll make resources available for the “start-doing” category. Once more, research might show you something you believed to be significant to consumers and key audiences just aren’t.

Keep in mind that your strategic roadmap should complement your brand pillars as you construct it. You should also take into account any brand hurdles and/or industry preconceptions that need to be changed. And don’t be timid while coming up with ideas. Be brave. Consider supporting the legislation as well as empowering team members.

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