Write up your key points of difference and points of parity (and your brand mantra if you have it) where you can see them together, representing the sum of your positioning. When you look at these pieces as a whole, does your chosen positioning pass the following three-question test?
1. Is this positioning desirable to your brand community?
Does the positioning reflect characteristics your brand community would want? It isn’t enough just to be different—the positioning should show that you are different in a way that people would value.
2. Is this positioning deliverable by the brand?
Does your brand experience already deliver on this positioning? If not, and if you’ve identified aspirational points of parity or points of difference, can you make changes to the organizational strategy that will ensure this positioning will reflect the actual brand experience at some point in the near future? If your brand can’t deliver on the positioning, it won’t feel authentic to your brand community and may actually do some damage if people perceive it as false or misleading.
3. Is this positioning differentiated from your competitors?
Does this positioning distinguish your brand from everyone else in the competitive frame of reference? Even if the positioning is desirable and deliverable, if it is indistinguishable from the positioning of your competitors it won’t be effective.
Desirable, deliverable, and differentiated: great positioning will be all three at once.