To be or not to be

What image or “brand footprint” do you want to imprint in the minds of your stakeholders? That’s what strategic positioning is all about.

It answers three basic questions: Who should I be? What should I do? And, as a result of the first two, what should I say? 

The answers to these questions will become the driving force behind your organisation’s reputation.

If you can identify and talk about the aspects of your organisation that make you stand out in the marketplace, you are more likely to develop a positive and sustainable relationship with the people who determine your success.

Who are these people? Usually, they fall into one of four groups:

• The people within your organisation
• The people who finance your organisation
• Those who buy your products and services
• Those elements in society and government whose tacit or overt approval you require to continue to operate

There’s a process involved that helps you articulate what makes you special and different. Finding the answers is based on:

• Thoroughly exploring the current perceptions, actions and expectations of your stakeholders
• Benchmarking your organisation against your competitors
• Examining your resources, capabilities and plans in light of these insights 

Having put your organisation under the microscope, we can then check whether your positioning is credible, inspiring and sustainable. We call this approach “outside in”.

You are then in possession of superior power to revise or revive your business strategies, to energise your organisation, to approach the marketplace differently and engage with society on a long-term and positive basis. The financial and reputational rewards follow.