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The purpose of this paper is to investigate employment of positioning strategies in the retail bank sector of Sub-Saharan Africa, specifically using Ghana as the study context. In addition, it explores the applicability of western-based typology of positioning strategies in the Sub-Saharan African environment.

Six retail banks – three national and three foreign – are studied, each through an in-depth case study method: covert and participant observation techniques; and face-to-face interviews of chief executive officers, marketing managers, and bank branch managers provided data for the study.

The results show that the “service” positioning strategy is the most popular strategy employed by retail banks. “Value for money,” “attractiveness,” “brand name,” and “country of origin” positioning strategies are also dominant. “Top of the range” and “selectivity” strategies are minimally pursued by the sample of banks studied. The results reveal that both foreign and national retail banks employ multiple positioning strategies in the face of competition. However, foreign retail banks consistently employ a; large number of strategies relative to national retail banks. This paper supports the applicability of a western-derived set of positioning strategies in the Sub-Saharan African marketplace.

This study closes a gap in the understanding of positioning, as well as filling the empirical gap in the application of positioning. In addition, it helps resolve a contextual gap of knowledge in Sub-Saharan Africa’s retail banking sector.

This study responds to Porter (1996), Clancy and Trout (2002), and Knox (2004) for continued empirical research in positioning in service industries and specifically in Sub-Saharan African economies (Coffie, 2014, 2016; Coffie and Owusu-Frimpong, 2014). Moreover, this research adds value to the banking and marketing literatures through a qualitative case study method, which is an important yet overlooked research method (Yin, 2009).

In recent years, increasing attention has been paid to positioning and, more specifically, positioning of service brands. This is so because of the unique characteristics of services. Although some authors argue that there are no marked differences between positioning in services and that of physical goods, the vast majority of marketing scholars believe that it is difficult to embark on positioning strategies in services. Sheds some light on this issue within the context and aims to contribute to the debate.

While there are many studies on the relationship between service quality and productivity/efficiency (prodeff), between service quality and image and between services and positioning, so far, no work in the literature has examined the triangular relationship between quality, prodeff and positioning. This article aims to develop theoretically and empirically an insight understanding of the strategic relationship between service quality, prodeff and positioning strategies. A case study shows that the choice of positioning strategy is not a simple one: it is not merely a question of quality and prodeff, but concerns the behavior of the entire organization. Some key quality, prodeff and positioning measurement areas identified from the literature and the case study are outlined in the paper. Finally, the paper argues that the quality of PRODSERV and prodeff strategies must be tied to broad business and positioning strategies and should be part of the organization’s mission/vision statements.

This article aims to examine positioning strategies of international and multicultural‐oriented service brands.

Following review of the literature and pilot study, three main populations (executives and experts, companies' marketing communications, and the target group of consumers) were examined. The methodology concerned triangulation research involving face‐to‐face long interviews, secondary data, content analysis and mail survey.

The paper highlights that while no single positioning strategy is significant across the four card brands (Visa, MasterCard, Amex and Diners Club), “the brand name” positioning strategy appears to be the most preferred among Visa, MasterCard and Amex and not Diners Club. The findings also show that “top of the range” positioning strategy is favored among Amex and Diners Club card brands. However, “country of origin” positioning strategy is incompatible within the study setting.

Apart from the low response rate from survey of the general public, another limitation of this study is the concentration on a single sector of the services industry. The latter poses difficulties for generalization across all service brands.

Service managers now have an insight into the positioning activities of the plastic card brand sector. These serve as building blocks and benchmarks for appreciating and operationalizing the concept of positioning – a research issue that is missing in the extant literature.

This study is a step forward in the operationalization of the concept of positioning. The research also provides diagnosis of the congruence between management's presumed positioning strategies, firm's actual positioning practices and target group's perceptions of the positioning strategies. Without such knowledge, managers cannot expect to choose the best competitive options to defend or enhance their positions in the market place.

This study examines the activities and congruence of positioning strategies in the UK store card sector. Using a triangulation research methodology, the results confirm the prevalence of challenging and aggressive branding activities. The findings identify “Service”, “Value for money”, and “The Brand Name” as the most popular positioning strategies pursued by Marks & Spencer Card brand. In the case of Harrods Card brand, “Top of the range” and “The Brand Name” are the two dominant positioning strategies employed. The study further uncovers congruence between the two card brands' marketing “communications” efforts and consumers' “perceived” strategies. However, there is no congruence between managers' “presumed” strategies and the brands' marketing “communications” efforts. More specifically, although positioning activities in “communications” are successfully recognized by the target group, managers' positioning “presumptions/intentions” are not clearly transmitted in “communications”. Conclusions, managerial implications, limitations and future research directions are discussed.

The service positioning matrix shows how the desired nature of the customer’s service encounter activity sequence translates into a recommended service system design. The matrix helps managers think about marketing and operations linkages, roles of the customer and service‐provider in creating and delivering services, facility design and process choice, and the different types of management challenges at each position in the matrix. Concepts such as the service encounter activity sequence and the degree of repeatability in the activity sequence are defined and used in the matrix. Examples are given to illustrate the positioning of service entities within the matrix. An empirical evaluation provides statistical support for the logic of the service positioning matrix. The criteria used in the matrix are meaningful to survey participants. Future research directions and issues are discussed.

This research is the first study to evaluate and compare alternative service positioning matrices using rigorous statistical analysis and a common data set based on a variety of service processes. The matrices are evaluated based on five guidelines: clarity of construct definitions, conceptual independence of the two axes of each matrix, clarity in specifying the direction of causation from one axis to the other, axis unidimensionality, and correlation between the two axes of each matrix. These five guidelines provide a more rigorous approach to evaluating current and future positioning matrices, and contribute to the literature by defining more specifically than past research what constitutes a good positioning matrix. The difference between a classification scheme and a positioning matrix are also explained. The results indicate that while there is a statistically significant level of association (correlation) between the axes (Guideline 5) of each of the service matrices studied, meeting the requirements of the other four guidelines is a challenge for some service matrices.

The purpose of this paper is to undertake a comparative examination of the media types used in projecting positioning strategies of service brands, and to establish whether there is evidence of congruence/fit between managerial decisions, adopted communications and target audience perceptions of positioning strategies of the brands. The relative congruence among intended, conveyed and perceived brand positions is an important research task. Also, how to ensure such synergy and minimize incongruence is an important research question both to theory and to practice.

Following extensive review of the literature, triangulation research method (face-to-face long interviews, survey and content analysis) characterized this study.

The findings reveal that overall parity between the three media (TV; newspaper; and pamphlets, leaflets, brochures and billboards) is evident in terms of failure to translate managerial decisions into corresponding positioning messages. The findings also show that fit or congruence between managerial decision and communicated message fails to deliver the desired message in 19 per cent of the observations. Further 23 per cent of the adopted strategies are neither present in communications nor perceived by the target audience. Irrespective of a positioning strategy being adopted or not, there is total congruence/fit between messages in newspapers and target audience’s perceptions, while the corresponding results for TV and other media are moderate. Moreover, channels for positioning offerings can be multifaceted and they do not strictly have to occur via communications. Only “brand name” positioning strategy demonstrates total fit, while “top of the range” shows high frequency of failure to translate managerial decisions into appropriate communication messages.

This paper offers useful insights into the overall differences between the three media (TV; newspaper; and pamphlets, leaflets, brochures and billboards) in the positioning of service brands. The study is a step forward in the diagnosis of the congruence/fit or coherence in the positioning activities between managers, firm practices and consumers’ perceptions. Without this knowledge, executives may encounter difficulties and challenges in their efforts at establishing, maintaining or reframing market “positions” for their offerings.

The purpose of this paper is to study the positioning points of successful retail enterprises in China, and to try to conclude the general law for selecting the positioning points.

By analyzing the evaluation data of countrywide samples and the impact factors of customer satisfaction, the authors select some successful retail enterprises in China to be the study samples. On the base of that, the performance concerning positioning points of the samples are discussed.

The paper reaches five valuable conclusions: first, successful retail enterprises have definite positioning points; second, successful retail enterprises commonly have a main positioning point and a second best positioning point; third, successful retail enterprises could choose commodity, service, price or shopping environment as their positioning point; fourth, retail enterprises in the same retail format could have different positioning points; fifth, the non‐positioning points of successful retail enterprises are usually above the industry average level, while those of retail enterprises in successful tendency could hardly reach the industry average level.

The limitation of samples (only large‐scale supermarkets) might still make the practical applications on other retail formats limited. Meanwhile, the criteria for identifying the successful enterprises in this paper are mainly customer satisfaction and loyalty, without considering the financial performance.

The conclusions in this paper have great significance for Chinese retail enterprises to establish a unique competitive advantage.

The conclusion concerning positioning points of this paper might be the first to answer the key issues in Chinese retail enterprises' positioning strategies.

Presents an empirical stuRecently, banks have found themselves facing more aggressive competition, uncertainty and unlimited opportunities. No bank can offer all products/services and be the best/leading bank for all customers. They are forced to find a new basis for competition. A bank must examine its strengths and opportunities and take a competitive position in the competitive marketplace. Discusses some strategic issues related to bank positioning. A number of ways in which distinctive positions can be developed and maintained have been identified. A well‐integrated application of technology and staff through operations that respond to customer needs encourage customers to use a whole range of banking products/services rather than just a few. It also helps to build loyalty by creating deeper and fuller customer relationships. Surveys how a bank has been selected and perceived from the point of view of its customers in relation to its competitors in that marketplace. Reveals that in Sweden, there is no single leading bank in all financial areas, but there are a number of leaders: a leader in terms of deposit base, a leader in terms of loans outstanding base, a largest bank in terms of assets, and a niche leader bank. Shows that functional quality is a more important factor than traditional marketing activities. As expected, convenience of location, price and advertising had a minor impact on bank selection.