In Part 1 of this blog post series, I introduced the concept of competitive positioning and why it is important to marketing strategy. I also described a competitor matrix, the first of three tools architecture and engineering (A/E) firms can utilize to help them think through how to position themselves against their competitors. In this post and the next, I will describe the other two of these competitive positioning tools: the positioning map and the strategy canvas.
Positioning maps are useful tools for helping describe your firm’s position relative to your competitors when considering only a couple dimensions. Positioning maps are two dimensional grids with one dimension of client value on the X-axis and one on the Y-axis. Your firm and your competitors are placed onto the grid based on the perception of relative value you provide to your clients on these two axes. Multi-dimensional positioning maps can be created but two dimensional maps are easier to read, simpler to create, and often get the job done.
Positioning maps provide a quick visual of how you may be perceived by your clients relative to your competitors. If you are tightly grouped together with your competitors on the map, then you are likely not perceived as unique from your competitors among the dimensions being mapped. If a void exists on a positioning map, it may indicate that a market opportunity exists where no competitor is fulfilling the needs of clients in this space. In other words, being out on your own on a positioning map is a good thing if it syncs well with your clients’ needs.
It is often helpful to prepare several different positioning maps to analyze different combinations of dimensions of your value proposition. You can do this on dimensions common to the industry and to dimensions you consider important to your value proposition. To illustrate this point, I have created a couple example positioning maps for the company we introduced in Part 1 of this post, Green and Greener Designs, Inc. and their competitors. The first map considers breadth of expertise and market focus.
The second map considers the dimensions of service quality and geographic focus.
By looking at these two positioning maps, it is pretty clear that GGD can position themselves in “whitespace” voids differently than their competitors. If clients value a local community-based firm focused on the needs of developers and that specializes in sustainability and stresses individual relationships and personalized services, GGD should be their go-to firm. If potential clients exist that fit this profile, the GGD can use this knowledge to market them