Brand positioning is written from several aspects.

The first is the analysis of internal resources of enterprises.

Brand positioning needs to be clear about the value to users. The very simple idea is: Who am I? Serve who? How to provide services.

Take Mercedes-Benz as an example: I am Mercedes-Benz, an innovative automobile manufacturer with a long history; As long as we provide services for successful people who pursue identity and status; Provide high-end cars with dynamic and fashionable appearance, unique and exquisite structure and good performance and reputation. Only in this way can we establish a relatively complete outline for the brand and help users understand the brand.

The second is the analysis of the external market audience.

Think about the target users of the brand: who is the brand's business core target audience, who is the brand's non-business core target audience, what are their needs and how to impress them. Because different user groups have different internal needs, only by distinguishing the market audience can we find a reasonable way of publicity.

The third is the analysis of competitive brands of enterprises.

The so-called know yourself and know yourself. While considering yourself, you also need to consider your own competitive brands in the market. What are their core features, their selling points, our selling points and how to create differentiated selling points with them.

Every brand knows its own advantages better than others, so when competing with competing products, brands can better open the market curve and overtake in corners by creating obvious differentiation characteristics from competing products.

Three battlefields of brand positioning

1, productivity battlefield

In some initial stages of industry development, products are in short supply. At this point, all our competition is around products. Due to the shortage of supply, consumers lack brands in their minds. As long as they look at the production of this product, they want to buy it, whether there is a brand or not, so the main battlefield of the material industry is capacity.

2. Channel battlefield

With the development of productivity, the competitive environment has changed, and the convenience of purchase has become more and more important. At this time, the huge competitive advantage comes from the innovation of this channel, which is what we often say, "the era when the channel is king."

3. Battlefield of consumer thought

In this battlefield, customers buy brands, not manufacturers. Users' mental resources are limited, and a new category is equivalent to a blank colony for users. If a brand can find this gap and enter first, it is a good opportunity to build a brand.