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In-depth examples of the car and beer markets demonstrate the value of this tool for managers of brands in any category. It also captures financial performance along a given metric, such as sales volume or price. It shows brands’ relative position in the marketplace according to perceived “centrality” (how representative a brand is of its category) and “distinctiveness” (how well it stands out from other brands). The C-D map links perception and performance in a new way. Other marketing tools measure brands on yardsticks such as market share, growth rate, and profitability but fail to take consumer perceptions into consideration. But their business value is limited because they fail to link a brand’s position to market performance metrics. In-depth examples of the car and beer markets demonstrate the value of this tool to managers of brands in any category.Ĭompanies have long used perceptual maps to understand how consumers feel about their brands relative to competitors’ and to develop brand positions. Using the tool, marketers can determine a brand’s current and desired position, predict its marketplace performance, and devise and track marketing strategy and execution. Bagga present a new type of map that links a brand’s position to competitors according to its perceived “centrality” (how representative it is of the company) and “distinctiveness” (how much it stands out from other brands) with its business performance along a given metric.
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In this article, Ivey Business School’s Niraj Dawar and Charan K.
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But the business value of these maps is limited because they fail to link a brand’s market position to business performance metrics such as pricing and sales. Companies have long used perceptual mapping to understand how consumers feel about their brands relative to competitors’, to find gaps in the marketplace, and to develop brand positions.