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Positioning Map to Determine Ends of a Continuum

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Using the Positioning Map Template attached determine two important factors and descriptors for the ends of the continuum, such as capacity, customer service, convenience, etc.

Include the organization's competitors in your map for the same two factors you chose for your selected company.
Analyze the results.
Discuss issues that leaders face when interpreting these results.

Since I used Apple as an example for the BCG Matrix ( reference only)- I wasn't sure if I also attached the grand strategy example too,if this would be easier to use for the positioning map

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Positioning Map

Positioning indicates how consumers perceive a product in relation to competitors' products. Positioning map will help Apple to categorize current market brands (competitors' products) in distinct position classifications. Apple can use this information to identify competitors that are adjacent to its products and analyze its strengths and weaknesses as it relates to its competitors' products. Apple can also use the positioning map to determine market segments with particular product requisite to launch new products. Apple's positioning map is illustrated in Table 1.1.

Note: Please open attachment to view the Positioning Map Template.

Analysis of Two Important Factors for Apple and Its Competitors from the Positioning Map

Apple: First, Apple's strong brand image appeal to customers as a product that is reliable, innovative, and with unique style. Most consumers would not mind paying high prices for products that are qualitative, dependable and innovative. Second, Apple's top-notch customer service to its customers makes them feel treated with respect and honest care that is worthy of the high price they pay for Apple's products. Consequently, Apple's consumers become loyal to its products and services by continuing to purchase new products as soon as they launch.

Sony: First, Sony's lower pricing of its products appeal to customers sense of purchasing considerable quality products at lower pricing than Apple's products. Most consumers would prefer to purchase good products at lesser price than comparable better product that is identical. Second, Sony's strategy of decreasing its products' pricing during the recession attracted more consumers who needed the products and were willing to pay perceived reasonable prices for them.

HP: Customer intimacy and high quality products are the ...

Solution Summary

The expert uses the positioning map template to determine two important factors and descriptors for the ends of the continuum, such as capacity, customer service, convenience, etc.

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Branding and its role in Strategic Planning

Healthcare System Branding Some Rules of the Road by Eric Brody
While brand-building fundamentals tend to be the same across many industries, Health Care Systems, with their many facets and multiple audiences, possess a unique set of challenges and requirements. Based on our work within this industry, here are some "Rules of the Road" starting points for health care system branding.
Leadership must take the lead
Mounting skepticism regarding health care, combined with increased information, transparency and choice available to consumers demands that CEO's and their leadership embrace branding as a strategic tool to proactively build and nurture relationships. At the end of each day, these " measurable outcome" relationships determine the extent to which you're building a successful Health Care System brand.
Start with your strategic plan direction
Any "system level" brand work needs to be grounded in reality. And this grounding starts with your strategic plan direction. Business initiatives such as expanding into new geography, introducing new service lines and merging with another entity will impact your brands value proposition. Starting with "the business" allows you to get a sense of how your brand, as the face of your health care system, must/can relate to its audiences.
Consider the importance of your external and internal audiences
Externally, there are local communities and patients, the media and politicians. Internally, there are doctors, nurses, staffs and volunteers, boards and foundations - who will make or break you brand-building effort. Ultimately, they both need to understand and connect with what your system brand stands for and how it relates. So as you map out your program, determine the critical milestones requiring buy-in and the balance of inside/outside buy-in essential to keep moving forward - on time and on budget. Analyze where system-audience relationships exist, today and into the future
Have you historically focused on building relationships with the system brand or the individual hospitals and facilities that provide care? Consider these answers in the context of your strategic plan and annual business goals, e.g. creating a seamlessly integrated "continuum of care" or an affiliation of specialists. Analyze the pros and cons of each possible branding system scenario and then determine the one(s) that best address audience's needs - balanced with your past practices, and future vision.
Formalize your brand agenda
All system staffers, physicians and associates (e.g. foundation, board, and community advisory board members) should have a clear and consistent understanding of what makes your brand unique and special. Commit your intended brand purpose, promises, personality, positioning and unifying brand idea to paper for all to help shape and embrace. This document, your Brand Charter, should then be the starting point for all brand actions and communications.
Audit, monitor and refine the myriad ways you express your brand
Consider all the ways your brand speaks to its audiences. All impart messages about your brand. To ensure that your brand consistently shines through, you need to audit all of these different touch points to gauge their effectiveness at conveying an "on-brand" message. With the results of your audit, and with a new Brand Charter in hand, you'll be able to objectively refine to ensure consistent reinforcement of brand promises and personality.
Brand from the inside-out
Branding is all about building relationships to fuel business growth. And these relationships start inside your system. Your organization must be aligned to deliver your brand promise day in and day out through the actions and interactions of your staffers and physicians. Every single touch point through which your local communities and patients experience your health care system brand should reinforce its vision. Consistency is key to alignment, and things like up-front education and training, senior management stewardship and ongoing middle management responsibility and accountability will help ensure success.

1. Explain what "branding" is, the 'value' of branding, and if it plays a role in strategic planning. If it plays an important role, defend your position.

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