The strategy decisions, which follow such preference mapping, are the following:
- When we know the ‘ideal point’ or preferred position of our target segment, as revealed through such mapping, we can judge whether the perceived position of our brand needs to be brought closer to that ideal point. This may involve some change in its advertising to create a revised perception of the brand more in line with that ideal point. It may also involve some corresponding changes in the physical features of the brand.
- Change the preferred position or ideal point of our target segment and bring that ideal point closer to the perceived position of our brand. In the lower-priced transistor radio category it was found, at one time, that consumers preferred models, which offered high volume of sound. The marketer in’ question decided to change the preference of this target segment or degree of importance attached to the two benefits by that group or segment of consumers. This can be portrayed on a map, which also indicates the characteristics of each cluster or segment. The illustration is portrayed in figure 2-11. It is evident that cluster 1 places more importance on ‘gentleness’ and cluster 2 on ‘effectiveness’. If these two segments can provide adequate sales volume and profit, we have two new product opportunities: one brand would be very gentle but less effective and the other, very effective but not so gentle
- Thirdly, as we have seen, we may decide to launch a new brand altogether – or perhaps, reposition an existing brand – to get a closer fit with a preferred position, which represents a consumer need unfulfilled by existing brands.
