understand how positioning works.
This is why we’ve continued to study the mind and how it
takes in, stores, or rejects information. Part 1 of this book will
present much of this new information. We’ll even wheel in a
number of psychologists to offer their views.
Change has become an ever-increasing factor in today’s
high-speed world. It’s also something I never dealt with in my
early work on positioning.
But as the years rolled by, I began to run into two basic
types of companies with problems.
The first type had lost their focus in the mind of the mar-
ketplace. And they had done it to themselves, through things
like line extension or diversification. An example would be
Chevrolet. Once upon a time, this was America’s family car.
Good solid value. Today a Chevrolet is a big, small, cheap,
expensive sports car, sedan, and truck. Chevrolet is no longer
“the heartbeat of America.” Ford is the number-one brand.
Chevy needs to get back to basics.
The other type of change-related problem I noticed was
the market changing underneath a company. To survive, they
had to find a new idea or positioning to carry them forward.
Lotus Development was an example of this, as their spread-
sheet business became a mature business under attack from
the high-tech Godzilla called Microsoft. (I discuss this at
greater length in Chapter 8.)
“Repositioning” is the answer to these types of marketing
problems. That’s why this book will spend a great deal of time
focusing on “repositioning,” and how you go about it. It can be
a very tricky piece of work. Case studies will play an important
part in Part 2.
Much More Has Been Learned
Finally, practice makes perfect. Or if not perfect, at least a lot