RESULT OBTAINED
Decision concept
Positioning map: representing a verifiable space of choice
What must be established
A useful analysis keeps its controls visible.
- 01
Choose important, distinct and measurable axes.
- 02
Include substitutes, the status quo and indirect solutions.
- 03
Test the stability of the map across segments and sources.
Decision reference
Make the next choice more explicit.
DECISION SUPPORTED
How to visualise the alternatives according to criteria that really matter to the market?
DELIVERABLE TO KEEP
A sourced map that reveals occupied areas, trade-offs and differentiation assumptions.
NEXT ELEMENT TO EXAMINE
DifferentiationExplore →10 · ORIGINAL ASSET
Positioning map with a credibility zone
Original chart
The axes contrast standardisation with adaptation, and low with high traceability. The blue zone represents a target position, not a proven free space.
Traceability →Adaptation →
Zone to prove
Offer A
Offer B
Consultancy
In-house
Target position
Observed position or alternative
Target position assumption
An apparently free zone may have no demand, be hard to believe or be economically untenable.
Teaching case · simulated data · no real-world market conclusion.
DECISION SUPPORT METHOD
Evidence-based positioning chart
A positioning map is usable only if its axes correspond to criteria actually used by buyers. The chart places the alternatives on two measurable dimensions and keeps the uncertainty of each position. It does not turn a qualitative perception into a precise distance without explaining the measurement.
Define each axis with two observable extremes, then score the alternatives from 0 to 100 from the same source or an identical protocol. A difference of less than 10 points is considered undecidable without additional evidence. A free zone is an opportunity only if a target values it and if the organisation can keep the associated promise.
Horizontal axis · 0 to 100Vertical axis · 0 to 100Option A28 · 76Option B63 · 67Option C78 · 38Target position72 · 74
| Control | Question | Decision rule |
|---|---|---|
| Validity of the axes | Does the criterion really change the choice? | Reject a decorative axis or one strongly correlated with the other. |
| Comparability | Do all the alternatives use the same measure? | Rule out heterogeneous sources and periods. |
| Uncertainty | Which range surrounds each position? | Do not conclude when the ranges overlap. |
| Capability | Can the target position be held? | Link the promise to a proven distinctive capability. |
The chart serves to formulate a differentiation hypothesis, then to decide which test to run. It proves neither preference nor profitability; these two dimensions require distinct observations.
MOVE FROM ANALYSIS TO YOUR DECISION
Test the preference, credibility and defence of the positioning
MOVE FROM ANALYSIS TO YOUR DECISION
Test the preference, credibility and defence of the positioning
RETURN TO THE DECISION SYSTEM
See the canonical definition of marketing strategy→