市场定位的基本策略是[市场定位策略外文翻译]
市场定位策略
市场定位策略市场定位是市场营销中的重要环节，它决定了企业产品或服务在目标市场的定位和竞争地位。
市场定位策略的制定需要对市场、竞争对手和目标客户进行深入分析，并选择合适的定位策略来实现企业的市场目标。
本文将探讨市场定位策略的意义、分类以及如何有效制定市场定位策略。
1. 市场定位策略的意义市场定位策略是企业战略规划中至关重要的一部分。
它可以帮助企业找到自身在市场中的定位，明确目标客户，并为营销活动提供方向和指导。
市场定位策略的成功实施可以带来以下几个好处：1.1 提高市场竞争力通过准确定位目标市场，企业可以更好地了解市场需求和客户需求。
在满足客户需求的基础上，提供独特的产品或服务，从而获得竞争优势。
1.2 确定差异化优势市场定位策略帮助企业确定自身在市场中的差异化优势，使其与竞争对手区别开来。
通过针对特定市场细分和目标客户群调整产品、价格、推广和分销策略，企业可以在市场中树立独特的品牌形象。
1.3 节约营销成本通过市场定位，企业能够更加精确地确定目标客户，并将营销资源集中在这些客户上。
这样做不仅可以降低营销成本，还可以提高营销活动的有效性和效率。
2. 市场定位策略的分类市场定位策略可以根据定位要素和市场细分的方式进行分类。
常见的市场定位策略包括以下几种：2.1 产品特点定位基于产品特点对市场进行定位，强调产品的特性和优势。
这种定位策略适合产品功能明显且与竞争产品存在差异的市场。
2.2 用户需求定位基于用户需求对市场进行定位，关注用户的需求和心理。
这种定位策略适合针对特定消费群体开发产品，并满足其独特需求。
2.3 市场细分定位根据市场细分对市场进行定位，将市场划分为不同的消费群体。
这种定位策略适合满足不同消费者需求的市场，并开展针对性的营销活动。
3. 有效制定市场定位策略的步骤制定有效的市场定位策略需要进行深入的市场分析，并根据分析结果确定合适的定位策略。
以下是制定市场定位策略的关键步骤：3.1 市场分析首先，进行市场分析，了解市场规模、增长趋势、竞争对手情况以及目标客户的特点和需求。
国际贸易、市场营销类课题外文翻译——市场定位策略(Positioning_in_Practice)
Positioning in PracticeStrategic Role of MarketingFor large firms that have two or more strategic business units (SBUs), there are generally three levels of strategy: corporate-level strategy, strategic-business-unit-level (or business-level) strategy, and marketing strategy. A corporate strategy provides direction on the company's mission, the kinds of businesses it should be in, and its growth policies. A business-level strategy addresses the way a strategic business unit will compete within its industry. Finally, a marketing strategy provides a plan for pursuing the company's objectives within a specific market segment. Note that the higher level of strategy provides both the objectives and guidelines for the lower level of strategy.At corporate level, management must coordinate the activities of multiple strategic business units. Thus the decisions about the organization's scope and appropriate resource deployments/allocation across its various divisions or businesses are the primary focus of corporate strategy.Attempts to develop and maintain distinctive competencies tend to focus on generating superior financial, capital, and human resources; designing effective organizational structures and processes; and seeking synergy among the firm's various businesses.At business-level strategy, managers focus on how the SBU will compete within its industry. A major issue addressed in business strategy is how to achieve and sustain a competitive advantage. Synergy for the unit is sought across product-markets and across functional department within the unit.The primary purpose of a marketing strategy is to effectively allocate and coordinate marketing resources and activities to accomplish the firm's objectives within a specific product-market. The decisions about the scope of a marketing strategy involve specifying the target market segment(s) to pursue and the breadth of the product line to offered. At this level of strategy, firms seek competitive advantage and synergy through a well-integrated program of marketing mix elements tailored to the needs and wants of customers in the target segment(s).Strategic Role of PositioningBased on the above discussion, it is clear that marketing strategy consists of two parts: target market strategy and marketing mix strategy. Target market strategy consists of three processes: market segmentation, targeting (or target market selection), and positioning. Marketing mix strategy refers to the process of creating a uniqueblend of product, distribution, promotion, and pricing strategies (the four Ps) designed to satisfying the needs and wants of customers. Target market strategy and marketing mix strategy are closely linked and have a strong interdependence. The position of a product identified from the target market strategy serves as a guideline for formulating marketing mix strategy.Market segmentation is the process by which a market is divided into distinct customer subsets of people with similar needs and characteristics that lead them to respond in similar ways to a particular product offerings and strategic marketing programs.Targeting or target market selection is the process of selecting a segment or segments to serve by evaluating the relative attractiveness of each segment, the benefit sought, and the firm's relative business strengths.Finally, positioning is the process of designing product offerings and developing strategic marketing programs which collectively create an enduring competitive advantage in the target market.The concept of target market strategy especially positioning is well-known and widely accepted by most marketing practitioners especially consumer goods managers as useful Atheoretical concepts in formulating marketing mix strategy. In practice, however, marketers tend to bypass formal positioning and go directly to formulate marketing mix strategy. This may be due to the fact that these managers do not know how to obtain perceptual maps, which are maps that show the positions of products on a set of primary customer needs.The objective of this paper is to demonstrate a practical way for marketing practitioners to obtain perceptual maps for positioning and marketing mix strategy formulation. Specifically, perceptual mapping and its relation to positioning are first discussed. This is followed by discussion of statistical techniques that can be used to create perceptual maps. Finally, a example of positioning process by factor analysis is demonstrated.Perceptual Mapping: Identification of StrategicBenefitsPositioning is the perceived fit between a particular product and the needs of the target market, and thus positioning concept must be defined relative to the customer’s needs and competitive offerings.It is one of the most important strategic concepts because it is concerned with differentiation. Positioning reflect the careful efforts of marketing firms to portray the benefits they offer customers and to differentiate themselves from competition. Positioning is critical for a product=s success. Not only must the product deliver the benefits the customer needs, but it must do so better than competition.Effective positioning requires assessing the positions occupied by competing products, determining the important dimensions underlying these positions, and choosing a p osition in the market where the organization’smarketing efforts will have the greatest impact. An essential tool for strategic benefit positioning is perceptual maps.Customer Needs and Perceptual Mapping: Method and ProceduresPerceptual maps represent the positions of products on a set of primary customer needs. Perceptual maps visually summarized the dimensions that customers use to perceive and judge products and identify how competitive products are placed on those dimensions. In practice, marketers need to know the number of dimensions, the names of those dimensions, what more detailed customer needs make up the dimensions, where competition is positioned, and where the ideal position for a new product or for repositioning is.A set of useful consumer behavior model has been developed to handle consumer attitudes toward various brands in a marketplace. Hauser and Urban (1977), in a new-product setting, describe the processing of product attributes as compression into smaller number of aggregate dimensions called Aevaluation criteria. The central idea is that the brands in a market can be represented as a set of points in a multidimensional space. The axes of this space represent the perceived attributes that characterize the stimuli. Two main analytical approaches most frequently used to derive evaluation criteria and build perceptual maps are decompositional methods, based on multidimensional scaling, and compositional methods, based on factor analysis (Lilien and Kotler 1983). Each of these procedures is discussed in the following section.Multidimensional Scaling (MDS)Multidimensional scaling (MDS) is a set of procedures in which a reduced space of product alternatives reflects perceived similarities and dissimilarities between products by the inter-product distances.mensional scaling to create perceptual maps:1.Have customers evaluate existing products according to their relative similarity and form an average proximity matrix whose entries represent the similarities or dissimilarities among the products for each group of customers you wish to analyze.e multidimensional scaling to produce a map in 2, 3, ... dimensions.3.Based on managerial judgments, limitations owing to the number of stimuli, and a plot of Astress select the appropriate number of dimensions.4. Name the dimensions based on the relative position of the stimuli or a regression of the map coordinates on attribute ratings.Multidimensional scaling is a powerful technique, but it must be used with caution. Several issues need to be considered. The first issue is concerned with the number of stimuli (i.e., products) needed. Klabir (1969) showsthat at least eight products are needed to create a good two-dimensional map. Green and Wind (1973) suggest that the number of dimensions should be less than one-third of the number of products. The second issue is concerned with the naming of the dimensions. The analyst generally names the dimensions by using knowledge of the product category to explain best the products= positions. This procedure is arbitrary and involves a high degree of creativity. The final issue is concerned with the number of dimensions. There is little theory to guide the selection of the number of dimensions. However, the stress measure obtained from MDS can be plotted against the number of dimensions to determine when marginal changes in stress are becoming small.Widely used, user-friendly statistical packages such as SAS and SPSS contain the programs for multidimensional scaling. For example, in SPSS, one can obtain a multidimensional scaling analysis from the statistics menu by choosing scale and then multidimensional scaling.Factor AnalysisFactor analysis was originally developed in connection with efforts to identify the major factors making up human intelligence. Educational and psychological researchers did not believe that every test in an educational battery measured a different facet of intelligence. In fact, test scores for certain pairs of tests were highly inter correlated, indicating that a more basic mental ability underlies test performance. Factor analysis was developed to explain these intercorrelations in the test results of a few basic intelligence factors, subsequently identified as verbal ability, quantitative ability, and spatial ability. Since that time, factor analysis has been applied to many other problems and is a frequently used technique in performing product-evaluation analyses in marketing.The basic factor-analysis model assumes that original perceptual ratings about a product are generated by a small number of latent variables, or factors, and that the variance observed in each original perceptual variable is accounted for partly by a set of common factors and partly by a factor specific to that variable. In the construction of a perceptual map by factor analysis, the positions of the products/brands studied can be obtained by averaging the factor scores of the respondents for each product/brand. Factor scores are calculated from the matrix of factor-score coefficients, which describes factor scores as a linear function of the original ratings.To use factor analysis to create perceptual map:1. Have consumers rate all the products/brands under studied, one at a time, on a set of product attributes. You can use Likert scales (scales anchored with strongly agree and strongly disagree) or semantic differential scales (scales with bipolar adjectives) in your questionnaire.2. Analyze the data by factor analysis with rotation (e.g., with varimax rotation). Also request for factor scores for all the products/brands.3. Average the factor scores over all the respondents for each product/brand.4. Use the average factor scores for each product/brand as coordinates to plot the position on the perceptual space. Normally, two-dimensional maps are meaningful and easy to understand. If more than two factors are extracted/identified from the set of product attributes, more than one two-dimensional maps may be generated.5. Use factor loading table, which is an output representing the correlations between the attribute scales and the factors that the computer algorithm identified, to name the factors.6. Theideal line (representing the relative importance of the factor scores in determining attitude toward the brand) can be identified from the multiple regression function with attitude as the dependent variable and factor scores as the independent variables.Factor analysis is a very powerful and useful technique for producing perceptual maps. There are also many software for PC that contains this statistical technique (e.g., SPSS, SAS, BMDP).In this session, we briefly went through the concepts of target market strategy (which consists of market segmentation, targeting, and positioning), strategic brand management, and positioning research. Then we went through the concept and the steps in the data analysis for positioning research.Target Market StrategyTarget market strategy is the process of identifying one (or more target markets) and its (or their) unique positioning(s). Target market strategy consists of (1) market segmentation, (2) targeting, and (3) positioning.Market Segmentation. Market segmentation is the process of segmenting a heterogeneous potential market into a few or several homogeneous segments. In other words, customers in a potential market may have different preferences. As such, it is not effective and efficient to teach all of them by one product and one plan. To be effective and efficient, a manager needs to group the potential customers into group according to their unique preferences and serves one or more of these groups according to the company's strength. The other way to look at market segmentation is that it is the process to test if the potential market is homogeneous in terms of preferences. Good market segmentation should result in segments with the following characteristics: (1) substantiality ( i.e., each segment is large enough), (2) profilability/identifiability/measurability (i.e., each segment can be described in terms of demographic or psychographic characteristics), (3) accessibility (i.e., the media consumption and shopping behavior can be identified), and (4) differential responsiveness (i.e., each segment has a unique preference).Targeting. Targeting or target market selection is the process of selecting one or more segments to be the target market or target markets. The segment(s) is(are) chosen by matching the strengths/ability of the companyto serve the segment with the profit potential in each segment. GE Matrix (market attractiveness versus business position) is a good tool for targeting.There are four targeting strategies that you can use: (1) concentrated or focused targeting strategy (i.e., selecting one large segment to be your target market), (2) multi-segment or differentiated targeting strategy (i.e., selecting two or more large segments to be your target markets with a unique positioning for each of them), (3) mass targeting strategy (i.e., selecting two or more or all segments to be your target market with only one positioning for all of them), and (4) niche targeting strategy (i.e., selecting one small market to be your target market).Positioning. Positioning has two meanings. First, positioning is the most important benefit or benefits desired by the customers in a particular target market. Second, positioning is the process of creating brand image (in terms of benefit or benefits) in the customer's mind through marketing mix strategy (the 4Ps). The brand image must reflect the most important benefit(s) that the target customers want. To position your brand in a target market, you first conduct positioning research to create a perceptual map of competing brands in the target The following note is provided by Prof.Powpaka SamartWhat Is Marketing?STRATEGIC MARKETINGAs you may already know, the main objective of any business is to make profit. On the other hand, there are also non-profit or not-for-profit organizations that exist in the society. Their main objective is to achieve a non-profit objective or to serve a certain cause, e.g., HK Red Cross wants to obtain enough blood to help the patients. These non-profit organizations still need to make money or obtain money. But they do not do it for profit; they do it in order to secure enough resources to help them achieve their non-profit objectives.To achieve their objectives, businesses and non-profit organizations need to have different people to perform different functions. They normally organize people who perform the same function into the same "departments". Accounting, finance, production, R&D, logistics, marketing, and sales are examples of departments that normally exist in a business organization."What is marketing?" Using American Marketing Association's (1985) definition, marketing is "the process of planning and execution of the conception, pricing, distribution, and promotion of goods, services, and ideas to create or facilitate exchanges that satisfy both individual and organizational objectives." Based on the definition, it is quite clear that the definition is inclined toward marketing as a business function (or what marketing people do). In essence, the function of marketing is about identifying the right target market (a group of consumers or business customers) and creating, communicating, and delivering the company's products (which can be goods, services,ideas, or combination of goods, services, and ideas) to the chosen customers. What marketing people do is to plan and execute the marketing plan, which consists of product strategy, pricing strategy, distribution strategy, and communication strategy. The execution of the marketing plan will create or facilitate the exchange or transaction between the target customers and the organization.Then we look into the definition of marketing by AMA in 2004. Marketing is "an organizational function and a set of processes for creating, communicating, and delivering value to customers and for managing customer relationships in ways that benefit the organization and its stakeholders." It is clear from the definition that marketing includes both marketing as a business function (an organizational function) and as a management philosophy/orientation (a set or cross-functional or cross-departmental processes for [a] creating, communicating, and delivering value to the target customer and [b] to manage relationship with customers in ways that benefit the stakeholders). Marketing as a management philosophy requires an integrated effort of every members of the organization to provide superior "value" to the customer and to build, enhance, and maintain "relationship" with (profitable) target customers.When we look at the definition of marketing by AMA (2004), you can see that marketing, as a management philosophy, requires the integration of every function or department to work together to satisfy the target customers. The target customer is the focus of the company's operations. Everybody in the company (1) works together to create, communicate, and deliver value to the customer and (2) manages the relationship with customers in ways that benefits the company and its stakeholders.We then discussed about the formula of value to demonstrate that customer value creation comes from the integrated effort of every employee of the firm.Value = quality/price + relationshipsQuality: Quality represents everything that customers get from buying your product. As such, quality must be defined by your customers. There are two types of quality: (1) objective quality (i.e., actual quality as can be tested in the lab according to the specification) and (2) perceived or subjective quality (i.e., quality as "perceived" or "believed" by the customers). R&D and production staffs make sure that the objective quality of the company's products is acceptable. Quality standards and measures such as TQM, QC, ISO, etc are used to ensure objective quality. Marketing people use integrated marketing communication (IMC) to build perceived quality in the mind of the customers. It is important that there is a match between objective and perceived quality.Price: One of the determinants of price is cost. Today, there are two major sources of cost reduction: (1) global sourcing and (2) logistics management. Global sourcing concerns with two consecutive decisions: (1) tomake or to buy (i.e., to manufacture the products by yourself or to sub-contract other people to produce for you), and (2) where to make or where to buy. Proper global sourcing can give cost advantage to the firm. Logistics concerns with the strategic movement and storage of products into the firm, inside the firm, and out of the firm. Purchasing or inbound logistics concerns with the movement and storage of raw materials, processed materials, and component parts into the firm. Manufacturing support of intra logistics concerns with the movement and storage of semi-finished products inside the firm. Finally, physical distribution or outbound logistics concerns with the movement of finished products from the firm to its customers. The main concept of logistics is (1) to provide the desired service level to both internal and external customers and (2) at the lowest total cost. A logistics system consists of 3 performance cycle: (1) inbound logistics (or purchasing), (2) intra or inside logistics (or manufacturing support), and outbound logistics (or physical distribution). A good logistics system not only reduces the cost for the company but also provides competitive advantage for the company. In other words, a good logistics system can give a company sustainable competitive advantage by providing appropriate level of service at the lowest total cost.The service level in logistics consists of:1. Availability2. Operational performancea. Speedb. Consistencyc. Flexibilityd. Malfunction and recovery3. ReliabilityThe costs in logistics include:1. Order management costs2. Inventory management costs3. Material handling costs4. Transportation costs5. Warehousing costsRelationships: There are two types of relationships: (1) relationship with your customers (i.e., relationship marketing and customer relationship management or CRM) and (2) relationships with suppliers and channelmembers (i.e., strategic alliance/partnership). Strong relationships with both customers and suppliers/channel members are important in the value creation process for the customers.A company that adopts marketing as its management philosophy or company orientation will try to survive and grow in long-term by focusing on satisfying the needs and wants (i.e., preferences to be more accurate) through the integrated effort of everybody in the firm. As such, a marketing-oriented company has the following characteristics:* Long-term focus (i.e., profit and growth as a result of customer loyalty/long-lasting relationship)* Customer focus or customer orientation (i.e., understanding the target customers' needs/wants/problems and their alternatives now and in the future)* Competitor focus or customer orientation (i.e., understanding the major competitors' objectives and strategies now and in the future)* Inter-functional or inter-departmental coordination (i.e., every employee takes full responsibility of the success/failure of the firm)。
市场定位策略
1.识别可能的竞争优势消费者一般都选择那些给他们带来最大价值的产品和服务。
因此，赢得和保持顾客的关键是比竞争者更好地理解顾客的需要和购买过程，以及向他们提供更多的价值。
通过提供比竞争者较低的价格，或者是提供更多的价值以使较高的价格显得合理。
企业可以把自己的市场定位为：向目标市场提供优越的价值，从而企业可赢得竞争优势。
∙产品差异：企业可以使自己的产品区别于其它产品。
∙服务差异：除了靠实际产品区别外，企业还可以使其与产品有关的服务不同于其它企业。
∙人员差异：企业可通过雇用和训练比竞争对手好的人员取得很强的竞争优势。
∙形象差异：即使竞争的产品看起来很相似，购买者也会根据企业或品牌形象观察出不同来。
因此，企业通过建立形象使自己不同与竞争对手。
2.选择合适的竞争优势假定企业已很幸运地发现了若干个潜在的竞争优势。
现在，企业必须选择其中几个竞争优势，据以建立起市场定位战略。
企业必须决定促销多少种,以及哪几种优势。
许多营销商认为企业针对目标市场只需大力促销一种利益，其他的经销商则认为企业的定位应多于7个不同的因素。
总的来说，企业需要避免三种主要的市场定位错误。
第一种是定位过低，即根本没有真正为企业定好位。
第二种错误是过高定位，即传递给购买者的公司形象太窄。
最后。
企业必须避免混乱定位，给购买者一个混乱的企业形象。
3.传播和送达选定的市场定位一旦选择好市场定位，企业就必须采取切实步骤把理想的市场定位传达给目标消费者。
企业所有的市场营销组合必须支持这一市场定位战略。
给企业定位要求有具体的行动而不是空谈。
[编辑]并非所有的商品差异化都是有意义的或者是有价值的。
也非每一种差异都是一个差异化手段。
每一种差异都可能增加公司成本,当然也可能增加顾客利益。
所以,公司必须谨慎选择能使其与竞争者相区别的途径。
有效的差异化应满足下列各原则:∙重要性：该差异能给目标购买者带来高价值的利益∙专有性：竞争对手无法提供这一差异,或者企业不能以一种更加与众不同的方法来提供该差异∙优越性：该差异优越于其他可使顾客获得同样利益的办法∙感知性：该差异实实在在,可为购买者感知∙不易模仿性：竞争对手不能够轻易地复制出此差异∙可支付性：购买者有能力支付这一差异∙可盈利性：企业能从此差异中获利[编辑]市场定位策略的差别化数量选择假定企业已很幸运地发现了若干个潜在的竞争优势。
市场定位策略
市场定位策略作为一家企业，正确的市场定位策略是成功的关键之一。
市场定位策略指的是通过对市场进行调研和分析，确定企业产品或服务在市场中的定位，并制定相应的营销策略，以满足消费者需求并获得竞争优势。
本文将介绍市场定位的概念和重要性，并探讨一些常见的市场定位策略，以帮助企业根据自身情况选择合适的定位策略。
一、市场定位概述市场定位是指企业在市场上通过差异化和定位来寻找自己的市场位置，以区别于竞争对手，满足目标客户的需求。
一个好的市场定位应该与企业的产品或服务特点相匹配，并使得企业能够与竞争对手脱颖而出。
市场定位的重要性不言而喻。
首先，通过市场定位，企业可以更准确地了解目标客户的需求和偏好，从而根据市场需求进行产品或服务的开发。
其次，有效的市场定位策略可以帮助企业构建独特的品牌形象，提高市场认知度和竞争地位。
最后，市场定位还可以帮助企业更好地进行市场划分和市场细分，以及制定相应的营销策略和推广活动。
二、市场定位策略1. 细分市场定位细分市场定位是将整个市场按照特定的维度和特征进行划分，以针对不同的消费者群体提供专属的产品或服务。
细分市场定位需要企业了解目标客户的多个方面，如年龄、性别、收入水平、兴趣爱好等，以便更好地满足其需求。
2. 价值定位价值定位是侧重于满足目标客户的需求和期望，通过提供独特的价值主张来区别于竞争对手。
企业可以根据产品或服务的特点，如质量、价格、功能、便利性等，来创造独特的价值，并与目标客户进行有效沟通。
3. 差异化定位差异化定位是通过在产品或服务上创造与竞争对手不同的特点，以区别于市场上的其他企业。
差异化可以体现在产品设计、功能、品质、服务等方面，从而吸引目标客户，建立起竞争优势。
4. 扩展定位扩展定位是指企业将现有产品或服务应用于新的市场或领域，以获取更多的市场份额。
扩展定位可以通过拓展产品线、进入新的地理市场等方式实现，从而满足不同地区或领域的消费者需求。
5. 专业化定位专业化定位是侧重于在特定的市场领域或行业中成为专家，并为目标客户提供专业的产品或服务。
市场定位策略
市场定位策略
市场定位策略是一种帮助企业决定在市场上竞争位置、针对消费者
需求培养品牌形象和开拓市场的方法。
市场定位策略非常重要，因为
它可以协助企业在竞争激烈的市场中获得优势，从而实现商业成功。
1. 竞争对手分析
在制定市场定位策略之前，企业需要了解其竞争对手的市场策略和
品牌形象。
这些信息可以帮助企业理解市场上已有竞争者的强势领域，并在竞争缺口区域中找到其自己的竞争优势。
2. 目标消费者定位
企业还需要确定其目标消费者，并了解他们的需求、偏好和购买力。
这有助于企业针对消费者需求开展市场营销活动，并形成与其目标消
费者之间的情感纽带。
3. 品牌形象建设
企业的市场定位策略应反映其品牌形象。
这需要企业确立品牌精神
并坚守品牌标准。
随着市场和消费者需求的变化，企业需要不断调整
自己的品牌策略，维护自己的品牌价值。
4. 定价策略
定价策略通常是企业实现市场定位策略的一种关键方法。
企业需要
了解自己的成本结构和目标消费者对价格的敏感度。
通过制定合理的
价格策略，企业可以在市场中赢得存在感。
5. 市场营销策略
最后，企业还需要制定其市场营销策略，以实现其市场定位策略。
企业可能会使用广告、促销、公关和其他手段，以达到其市场定位策略所要传达的信息。
市场定位策略是企业成功的基础之一。
通过了解竞争对手、目标消费者、品牌形象、定价策略和市场营销策略，企业可以更好地理解市场和消费者，从而在市场上获得优势。
市场定位策略
市场定位策略市场定位策略是指企业根据市场需求和竞争环境，确定自身在市场中的定位，并通过一系列策略来实现市场目标和优势地位。
市场定位是企业成功的关键，因为只有准确地了解市场需求，确定自身的目标客户群体，才能制定出符合市场需求的营销策略。
在制定市场定位策略时，企业需要进行全面的市场研究和调研，以了解市场的需求、竞争对手的情况、顾客的消费心理等因素。
根据市场研究的结果，企业可以确定自身的特色和差异化优势，以吸引目标客户群体的注意力并建立起竞争优势。
市场定位策略的第一步是明确定位目标市场。
企业需要确定目标市场的细分和定位，即确定自己要服务的特定客户群体，以满足其特定的需求和偏好。
细分市场可以根据客户特点、生活习惯、购买行为等方面进行分类，找出潜在的目标客户群体。
接下来，企业需要根据目标市场的特征和需求确定自身的差异化定位。
差异化定位是企业在目标市场中寻求独特性和与众不同的位置。
通过明确自己与竞争对手的差异化优势，企业可以在市场中获得更高的竞争力。
差异化定位可以通过产品创新、品牌形象、定价策略以及服务体验等方面实现。
另外，别忘了将目标市场的需求转化为具体的产品或服务。
企业需要根据市场需求和客户偏好来开发和设计产品，以满足目标市场的需求。
这也意味着企业需要确保产品的质量和性能达到客户的期望，并提供良好的售后服务，为客户提供满意的购买体验。
在制定市场定位策略时，还需考虑如何有效传播和推广产品的特点和优势。
企业需要选择适合目标市场的营销渠道和推广方式，以确保目标客户能够接触到产品并了解其特点。
可以采用广告、促销活动、社交媒体等多种方式进行产品推广，提升品牌知名度和产品销量。
最后，企业应该不断监测和调整市场定位策略。
市场环境在不断变化，客户需求也会发生变化，因此企业需要时刻关注市场动态，及时调整和优化市场定位策略。
通过不断改进和创新，企业可以在竞争激烈的市场中保持竞争优势，实现可持续发展。
市场定位策略对于企业的发展至关重要。
市场定位策略
市场定位策略市场定位是企业在竞争激烈的市场环境中，通过确定自身在目标市场中的差异化定位，从而获得竞争优势的过程。
市场定位策略的成功与否直接决定了企业在市场中的地位和业绩，因此对于企业来说，选择合适的市场定位策略至关重要。
一、市场定位的意义市场定位策略是企业在市场中塑造自身形象和竞争力的基础。
通过明确目标市场，了解目标消费者的需求和偏好，并根据企业的资源和能力制定相应的差异化竞争策略，企业可以在激烈的竞争环境中脱颖而出，获得市场份额的增长。
二、市场定位的目标市场定位的目标是确定自身在目标市场中的定位，即如何让消费者对企业的产品或服务形成独特的认知和印象。
市场定位的目标主要有以下几方面：1. 满足目标消费者的需求：通过定位来明确产品或服务的特点和独特之处，从而满足目标消费者的需求和期望。
2. 塑造产品或服务形象：通过定位来塑造产品或服务的形象和品牌价值，使其在目标市场中获得认可和信任。
3. 实现竞争优势：通过差异化的市场定位策略，使企业在目标市场中与竞争对手形成明显的差异，从而实现竞争优势。
三、市场定位的策略选择市场定位的策略选择应该根据企业的实际情况和市场环境而定。
下面介绍几种常见的市场定位策略：1. 价值定位：企业通过提供相对较低的价格和相对较高的产品质量，来满足目标消费者对于性价比的追求。
这一定位策略适用于追求低成本领先的企业，或者在成熟市场中通过降价获取市场份额的企业。
2. 增值定位：企业通过在产品或服务中增加附加值，如优质的售后服务、个性化定制等，来为目标消费者提供更好的购买体验。
这一定位策略适用于高端品牌或高附加值服务行业的企业。
3. 创新定位：企业通过技术创新、产品创新等方式，提供全新的产品或服务，从而在目标市场中形成独特的竞争优势。
这一定位策略适用于科技类或创新型企业。
4. 客户定位：企业通过深入了解目标消费者的需求和偏好，为其提供个性化的产品或服务，从而满足其个性化需求。
这一定位策略适用于服务行业或追求小众市场的企业。
基本的市场定位策略包括
基本的市场定位策略包括
以下是几种基本的市场定位策略：
1. 专注于价值：公司通过提供高质量、高附加值的产品或服务，定位自身为高端市场的领导者。
2. 定位为价格领导者：公司通过提供廉价但质量可接受的产品或服务，定位自身为价格敏感消费者的首选。
3. 定位为创新先驱：公司通过不断推出创新的产品或服务，定位自身为具有先驱性的品牌。
4. 定位为品质保证者：公司通过提供优质、可靠的产品或服务，定位自身为质量保证的专家。
5. 定位为解决方案提供者：公司通过提供完整的解决方案，满足客户的多个需求，定位自身为可靠的合作伙伴。
6. 定位为个性化服务提供者：公司通过提供个性化的产品或服务，满足客户个体化的需求，定位自身为客户的首选。
7. 定位为可持续发展者：公司通过关注环境、社会责任等可持续发展问题，定位自身为具有可持续发展理念的品牌。
以上是一些常见的市场定位策略，公司可以根据自身的优势和目标市场的需求选择合适的定位策略。
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市场定位的基本策略是[市场定位策略外文翻译]Positioning in PracticePowpaka SamartSasin Journal of Management, vol.5, 1999, pp.79-97 市场定位策略勃帕克斯玛特萨辛管理学报，第五卷，1999，pp.79-97市场定位策略营销的战略性角色对于拥有两个或两个以上战略经营单位的大公司来说，通常会有三个层次的战略，分别是：总体战略，战略的－企业－单位层面的（或企业层面的）战略，和营销战略。
一个公司的战略在公司使命上提供了方向，它说明了公司的业务范围和相应的成长政策。
一个战略经营单位说明了在一个行业里的竞争情况。
最后，一个营销战略提供了一个带有独特市场细分的企业目标和对下一级战略的指导方针。
在企业层面，管理部门必须协调多个战略经营单位的活动。
因此，有关该组织的业务范围和适当的资源部署，在其各部门或企业分配的决定是企业战略的主要焦点。
试图开发和维护独特能力的公司往往会把重点放在创造卓越的财务、资金和人力资源，设计有效的组织结构和程序，以及寻求在该公司的各项业务的协同效应上。
在业务层面的战略，经理们注意力集中的焦点往往会在战略经营单位应该如何与其行业内其他经营单位的竞争上。
一个商业战略的主要问题是如何实现和保持竞争优势。
经营单位间的协同是要求整个产品市场和各职能部门发挥相应作用的。
一个营销策略的主要目的是有效地分配和协调营销活动和市场资源，以实现在一个特定的产品市场的目标。
有关的营销战略范围的决定包括通过细分目标市场来追求和拓宽现有的产品线。
在这个战略高度，企业通过有效整合多种符合目标细分市场上顾客需求的营销组合元素来寻求竞争优势和协同效应。
定位的战略性角色基于上述讨论，很显然，营销策略由两部分组成：目标市场战略和营销组合战略。
目标市场战略三个过程组成：市场细分，目标（或目标市场选择），市场定位等。
营销组合战略指的是创造一个独特的产品，分销，促销和定价策略（4PS）的过程，旨在满足客户的需求和希望。
目标市场战略和营销组合策略有密切的联系，有很强的相互依存关系。
目标市场战略是用来制订营销组合策略方针。
市场细分是把一个市场当中具有相似需求和特点、可能会对特定产品和特定的营销程序产生相似回应的人们，分成不同的客户的子集的过程。
目标或目标市场的选择是一个或多个，通过评估每个细分市场，寻求利益的相对吸引力，而且该公司业务的相对优势。
最后，定位是设计产品和发展战略营销计划，共同在目标市场建立一个持久的竞争优势的过程。
目标市场定位战略的概念是众所周知的，尤其是被大多数消费品营销从业者在制定市场营销组合策略有用作为非理论概念的方式。
然而在实践中，营销人员往往绕过正式的定位，直接制定营销组合策略。
这可能是由于这样的事实，这些经理们不知道如何获取感知图---表明这是一个客户原始需求的产品的位置。
本文的目的是展示营销从业者能够获得定位和营销组合策略制定的感知图的现实途径。
具体来说，感知映射及其关系的定位总是被第一时间注意到。
这是通过统计技术的讨论，可以遵循用于创建感知图。
最后，通过因子分析定位过程的例子是证明。
感性定位：战略认同优点：定位追求的是特定的产品和目标市场需要直接的切合度，因此认为合适定位的概念必须定义相对于客户的需求和竞争的产品。
这是最重要的战略概念之一，因为它与细分有关。
定位反映了营销公司的精心努力，描绘出他们所提供的客户和利益，以区别于竞争者并从中脱颖而出。
定位是一个产品=成功的关键。
不仅仅是说产品传递给顾客需要，更为重要的是它比竞争更能带来好处。
有效的定位需要评估竞争产品所占据的位置，确定潜在的某些重要的方面，并选择在市场上选择一个一个合适的能使该组织的营销工作将产生最大影响的位置。
定位为战略利益的重要工具是感性的。
顾客需求和知觉图：方法与程序感知图代表主要客户需求的产品的位置。
地图视觉感知维度了客户使用产品的感知和判断，并确定如何竞争力的产品放在这些方面上。
在实践中，营销人员需要知道一些维数，这些方面的名字，一些更详细客户需要弥补的维数，竞争在哪里，并在为新产品或重新定位的理想位置。
一套有用的消费者行为模式已被拟订来把握市场上消费者态度对各种品牌的反映。
Hauser和Urban(1977年），在一个新产品的背景下，描述产品属性的处理如压缩成较小的维数的总和，这被称作为Aevaluation标准。
其中心是，在市场的品牌可以由一组分在一个多维空间的点组成。
这个空间的坐标轴代表认为属性所特有的刺激。
两种主要的分析方法，最常用的评价标准，建立派生感性地图depositional方法，以多维尺度为基础，构图方法，基于因子分析（丽莲和科特勒1983年）。
这些程序的每一个讨论在下面一节。
多个维度多维尺度（MDS）是一个程序，其中一个产品的替代品减少了空间的反映知觉相似产品之间的异同，并通过跨产品的距离设置。
要使用多维尺度来创建感知图：1. 有客户根据其相对的相似性评估现有的产品，形成矩阵的平均距离为每个条目代表之间的客户，要分析产品的相似或相异。
2.使用多维尺度来拟定多维图。
3.根据管理经验，由于刺激次数的限制，以及Astress情节选择尺寸适当的名额。
4.在增长图或者衰退图上某个相应的位置，对维度进行命名，以此来调和属性的比率。
多维尺度是一个强大的技术，但必须慎用。
有几个问题需要考虑。
第一个问题是有关所需人数的刺激（即产品）。
Klabir（1969）显示，至少有八个产品都需要创造一个良好的二维地图。
格林，温德（1973）表明，维数应比产品数量的三分之一少。
第二个问题是有关维度命名。
分析师普遍使用产品类别的来解释好的产品=定位的维度。
这个程序是任意的，涉及高度的创造力。
最后一个问题是有关维数。
没有什么理论来指导的维数的选择。
然而，从MDS的应力测量获得的可以绘制对维数来确定边缘的应力变化是越来越小。
广泛使用如SAS和SPSS统计软件等简便的数据包包含多维尺度的方案。
例如，在SPSS软件中，我们可以通过选择多维尺度得到规模，然后从统计菜单多维尺度分析。
因子分析因子分析最初是用在努力查明弥补人类智力的。
教育与研究人员并不认为每一个规则能测试测量智力的不同方面。
事实上，对于某些对测试的测试成绩是高度相互关联，表明一个更基本的心理能力测试性能的基础。
因子分析，试图说明在一些基本的智力因素的测试随后作为口头表达能力，定量能力，空间能力鉴定结果，这些相互关联。
自那时以来，因子分析已应用到许多其他问题，是在执行市场营销产品的评估分析常用的技术。
基本因子分析模型假设一个产品的原始感性评级获隐变量或因素产生的少数，而在每个原始知觉差异变量的观察是占了部分由一系列因素的共同部分由和一个因素特定于该变量。
在一个由感性因素分析图的构建，产品的位置/品牌研究可以得到平均为每个产品/品牌的受访者的因子得分。
因子得分计算出来的因子得分系数，它描述作为原始评分因素分数矩阵的线性函数。
用因子分析来建立感知图：1、曾经，有消费者把所有研究中的产品/品牌归功于一系列的属性。
你可以使用李克特量表（锚尺度非常赞成并坚决不同意），或在你的语意差别量表问卷（双极形容词量表）。
2、用因子分析与旋转（如varimax rotation）分析数据。
还要求所有的产品/品牌因子得分。
3、对所有的平均每/品牌产品的受访者因子得分。
4、使用每个产品/品牌为坐标来绘制的空间位置上的感性因素的平均分数。
通常，二维图是有意义的，容易理解。
如果超过两个因素是提取/确定从产品的属性集，多个二维地图可能会生成。
5、使用因素负荷表，这是一个输出代表之间的属性表和该计算机算法确定的因素的相关性，来命名的因素。
6、Theideal线（占得分的因素在决定对品牌态度的相对重要性），可以鉴定出作为因变量和自变量因子得分多元回归函数的态度。
因子分析是一种非常强大的生产感知图和有用的技术。
还有许多软件的PC包含此统计技术（如SPSS软件，SAS，BMDP）。
在这次会议上，我们学习了短暂的目标市场战略的概念（其中包括市场细分，目标和定位），战略品牌管理和定位的研究。
然后我们经历了概念和定位研究数据分析的步骤目标市场战略目标市场战略是确定一个（或多个目标市场）的过程和它的（或他们）独特的定位。
目标市场策略包括：（1）市场细分，（2）市场选择，（3）市场定位。
市场细分：市场细分是一个分割成几部分或几个同质异构的潜在市场的进程。
换句话说，在一个潜在的市场客户可能有不同的偏好。
因此，使用产品和产品计划并不是一个有效和高效的办法。
为了有效和有效率，管理者需要根据顾客的喜好对潜在顾客进行整合，根据该公司的实力，用独特的服务来满足其中一个或多个组别细分市场。
另一种看待市场细分的方式是测试市场是否存在同质偏好或者需求差异性。
良好的市场细分结果应具有以下特征的部分：（1）实体性（即：每个细分市场的容量足够大）（2）可盈利/可辨识/可测性（即每个段可在人口或消费心理特征方面的描述）（3）无障碍性（即媒体消费和购物行为可以识别）（4）可区分性（即，每个段都有一个唯一的偏好问题）。
市场选择：定位或目标市场的选择是选择一个或多个细分市场是目标市场或目标市场的过程中。
该细分市场是通过匹配的优势/本公司的服务能力与在每个分部利润潜力的部分选择。
通用电气公司矩阵（市场的吸引力与业务地位）是一个目标的好工具。
有四个定位战略，你可以使用：（1）集中或集中的定位策略（即选择一大段是你的目标市场）（2）多段或有区别的定位策略（即选择两个或两个以上的大型段与一个为他们每个人独特的定位你的目标市场）（3）质量目标的策略（即选择两个或两个以上部分或全部是只有一个，他们都是你的目标市场定位）（4）利基战略目标（即选择一个小市场，是你的目标市场）市场定位：定位有两层含义。
首先，定位是最重要的好处是被特定目标市场的客户所驱动的。
其次，定位是通过营销组合策略（即4Ps）创造（以利益或利益而言）在客户的心中品牌形象的过程。
必须反映品牌形象的最重要的好处（县），目标客户想要的。
要在目标市场定位你的品牌，首先要进行定位研究，以建立可在目标竞争品牌的感知地图）。
策略营销正如您可能已经知道，任何企业的主要目标是使利润。
另一方面，也有非营利性的或不以营利为目的的组织在社会上存在着。
他们的主要目标是实现一个非盈利目的，或起到一定的作用，例如，香港红十字会希望获得足够的血液来帮助病人。
这些非营利组织仍然需要赚钱或获取金钱。
但他们不这样做为了赚钱，他们这么做是为了争取足够的资源来帮助他们实现他们的非利润目标。
为了实现其目标，企业和非营利组织需要有不同的人来执行不同的功能。
他们通常把组织人谁执行相同的“部门”相同的功能。
会计，财务，生产，研发，物流，营销和销售部门，通常在一个企业组织中存在的例子。