000			01954nam a22002537a 4500
003			ZW-GwMSU
005			20210510113736.0
008			210510b |||||||| |||| 00| 0 eng d
022			_a0965-254X
040			_aMSU _cMSU _erda
100	1		_aBurke,Sandra I _eauthor
245	1	0	_aCompetitive positioning strength: _bMarket measurement/ _cSandra I Burke
264			_aAbingdon: _bRoutledge Taylor and Francis, _c2011.
336			_2rdacontent _atext _btxt
337			_2rdamedia _aunmediated _bn
338			_2rdacarrier _avolume _bnc
440			_aJournal of strategic marketing _vVolume 19 , number 5 ,
520			_aA product's competitive position (CP) identifies the segment the product is targeting and the differentiated value proposition it intends to deliver. When a CP is strong, stakeholders understand for whom the product is intended and why, driving choice in the product category. CP strength (CPS) is directly associated with both firm performance and industry health, as industries with high composite CPS across competitive offers should be healthier than similar industries in which low aggregate CPS leads to lack of recognized differentiation and high reliance on price competition. As CPs live in the minds of market stakeholders, the ability to measure CPS in the market is imperative. Yet, while substantial research has investigated the measurement of brand equity (BE), a similar construct, little research has been done so for CPS. This paper highlights the differences between BE and CP and shows empirical evidence that CP and BE are distinct constructs. The paper proposes a model that suggests effects of CP strength on both product performance and industry health; and proposes the development and validation of an instrument to measure CPS.
650	4		_aCompetitive positioning
650	4		_aMarketing strategy
650	4		_aBrand equity
856			_uhttps://doi.org/10.1080/0965254X.2011.581385
942			_2lcc _cJA
999			_c157085 _d157085