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Positioning strategies of international and multicultural-oriented service brands

机译：国际和多元文化服务品牌的定位策略

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Purpose – This article aims to examine positioning strategies of international and multicultural-oriented service brands. Design/methodology/approach – 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. Findings – 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. Research limitations/implications – 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. Practical implications – 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. Originality/value – 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.
机译：目的–本文旨在研究国际和面向多元文化的服务品牌的定位策略。设计/方法/方法–回顾文献和初步研究后，检查了三个主要人群（执行人员和专家，公司的市场传播和目标消费者群）。该方法涉及三角测量研究，涉及面对面的长时间访谈，辅助数据，内容分析和邮件调查。调查结果–该论文着重指出，虽然在四个信用卡品牌（Visa，MasterCard，Amex和Diners Club）中没有单一的定位策略很重要，但“品牌名称”定位策略似乎在Visa，MasterCard和Amex中是最优选的，而不是大来俱乐部。调查结果还表明，“高端”定位策略在美国运通卡和大莱卡品牌中受到青睐。但是，“原籍国”定位策略在研究环境中不兼容。研究的局限性/意义–除了公众调查的答复率低之外，这项研究的另一个局限性是集中在服务业的一个部门。后者给所有服务品牌的推广带来了困难。实际意义–服务经理现在可以洞悉塑料卡品牌领域的定位活动。这些是了解和实施定位概念的基础和基准，而定位概念是现有文献中所缺少的研究问题。独创性/价值–这项研究是在定位概念的可操作性方面迈出的一步。该研究还提供了对管理层假定的定位策略，公司的实际定位实践与目标群体对定位策略的理解之间的一致性的诊断。没有这些知识，管理人员就无法期望选择最佳竞争方案来捍卫或增强其在市场中的地位。

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