Impact of Positioning Strategies on Corporate Performance

Abstract

ABSTRACT In spite of the importance of positioning in advertising research and practices and the documented assertion that positioning positively affects profitability and long-term success of the firm, to date, extant research has largely overlooked empirical research aimed at examining the impact of positioning strategies on firm performance such as sales, profits, ROI, market share, consumers9 perceptions, etc. Overall, the findings of this study reveal positive association between positioning strategy and firm performance although individual predictive variables (subpositioning strategies) have partial effects. Specifically, five subpositioning strategies (top of the range, services, value for money, reliability and the brand name) emerge as impacting firm performance. However, “Attractiveness,” “Country of origin,” and “Selectivity” subpositioning strategies do not have positive relationship with any of the firm performance measures. The findings reveal that while “overall firm objectives” do not relate with any of the subpositioning strategies, “sales,” “profits,” “ROI,” “market share,” “company image,” and “consumer perceptions” are the six most impacted by positioning strategies. Conclusions, theoretical and managerial implications are discussed.

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 59 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.