個案資料
了解個案內容與學習目標，選擇授課教師及使用課程。
Positioning: Who Are You?
內容大綱
Corporate strategy is vital for all organizations; however, the vast majority of employees are unaware of or do not understand their company strategy. Business leaders, on the other hand, are increasingly recognizing the need to bridge the gap between marketing and their corporate strategy in order to succeed. Rather than providing a map for creating a strategy, this text offers easily implemented tools to connect all aspects of an organization's marketing program to its business strategy, which will then help communicate the company's strategy both internally and externally. Guidance is given on how to make sense of all the reams of data available in this day and age. Written particularly for marketers, this book provides practical help in addressing everyday challenges as well as a comprehensive overview connecting high-level business strategy with individual tactics, such as social media, news articles, and ads. Chapter 1 discusses positioning in a business strategy and the need to clearly define and express that positioning as it is the central dynamic for marketing. Most companies have a positioning, but it may not be well articulated. Problems occur when it's assumed that everybody knows a corporation's positioning; it becomes unclear both internally and externally, and companies can fall into the "everyone does it this way" trap. Product or technology leadership, operational excellence, and customer affinity are described as three positioning strategies an organization could use to differentiate itself; companies should focus on one but be competent in all three. With solid positioning comes a sense of clarity: decision-making improves, employee retention and loyalty increases, and like-minded people are attracted to the business. Strategic positioning addresses who stakeholders think a company is. Marketing must align with a business strategy's positioning to be successful; a case example is offered.