Perception (positioning) maps

Perception maps can serve as a useful tool when developing a positioning statement. A perception map is a reflection on a two-dimensional coordinate axis of two parameters: the relative importance of different benefits for guests of the establishment and their perception of how successful the establishment has been in providing them. In fact, only two questions need be asked to a particular segment of the restaurant market: “How important is this list of benefits to you when you eat out” and “How well do you think establishment X provides these benefits?” To compile a list of significant benefits, it is enough to ask the visitors themselves or work with a focus group, which will help determine what visitors like and dislike about this establishment and its competitors. The results of the discussion in the focus group are more qualitative than quantitative in nature - they do not reveal the percentage of the significance of a particular factor, but they determine the main subject of the dispute. Based on this, a list of benefits is compiled for which the consumer is sent to a catering establishment. Let us assume that the following factors are among the desired benefits:

	Acceptable price level		Level Consistency
	A good place		Special offers and coupons
			Menu variety
	Friendly visitors, helpful staff		No lines, no waiting
	Wide choice of dishes		Serving Size
	Fast, no delay service		Table setting and dishes
	Quality food and drinks		Convenience of the location of the restaurant
	You get value for your money		Comfortable seats (chairs, armchairs, sofas, etc.)
	The kids love it here		Fresh food, fresh food
	Convenient opening hours		Special or original dishes

Based on such a list, a questionnaire can be compiled for a sample group of existing and potential customers: they are asked to rate the importance of each factor on a five-point scale - from 1 (very important) to 5 (not important). They are then asked how well the study establishment has done in delivering these benefits, also on a five-point scale ranging from 1 (totally) to 5 (not at all). The result obtained can be graphically displayed in the form of a matrix (see Fig. 3.1).

Rice. 3.1

The grid is drawn in such a way that half of the 20 factors are above the horizontal line and half are below; The vertical line of the matrix is ​​also drawn according to this principle - it also divides the entire set of benefits into two parts. The result is four quadrants. In the upper right field, quadrant 1, there are factors that are not important for customers and are not provided, in their opinion, by this establishment. In our example, restaurant guests indicated that the following five factors are not important to them, and the restaurant, in their opinion, does not provide them:

• acceptable price level (A);
• a wide selection of dishes (E);
• children like it here (I);
• convenient opening hours (I);
• menu variety (M).

Quadrant 2 includes factors that are also not of particular importance to visitors, but the establishment, in their opinion, provides them in full:

• friendly visitors, helpful staff (B);
• fast, no delay service (?);
• table setting and dishes (P);
• fresh meals, fresh produce (B);
• special or original dishes (T).

Quadrants 3 and 4 contain factors that are important to diners, with quadrant 3 containing those that diners believe the restaurant has not done well on. The last quadrant, quadrant 4, reflects the factors that are important to customers and that the restaurant provides excellently.

Quadrant 3 includes the following factors:

• good place (B);
• quality food and drinks (O);
• for your money you get value in return (N);
• level constancy (K);
• special offers and coupons (b).

And here are the quadrant 4 factors:

• purity (C);
• no queues, no waiting (14);
• serving size (O);
• the convenience of the location of the restaurant (O);
• comfortable seats (chairs, armchairs, sofas, etc.) (I).

Based on the perception map, the restaurant determines how it appears in the eyes of customers. Next, it's easy to map out appropriate actions to reinforce the impression. Factors from quadrants 1 and 2 should not be paid attention to - after all, clients have indicated that they are indifferent to these things. And what is not important for customers, that the restaurant can neglect. Restaurants themselves, however, have developed a habit of emphasizing and playing to their strengths. So, in our example, customers think that the restaurant has a friendly atmosphere and kind staff, service without delay, nice serving of dishes, all food is fresh and there are original dishes on the menu. But after all, these factors are not very important to his clients. And if the establishment builds marketing around these advantages, it will not be able to attract such a clientele.

The factors in quadrants 3 and 4 deserve the most attention - these are what are important to customers. However, they do not consider this restaurant to be a pleasant place that can provide consistency, high quality food, special offers and provide real value for the money paid. On the other hand, customers believe that the place is kept clean, that the portions are the right size, the seats are comfortable, there are no queues, and in general the restaurant is conveniently located - close and easy to get to.

Now is the time to actually check how things are going. To what extent does the perception of the institution by customers correspond to reality? Having received the answer to this question, you can begin to plan actions. If the impression of customers from any factor is negative, but in fact everything is in order with it, you should work towards improving the image. For example, special offers are provided, but visitors do not know about them. If the impressions from some factor are negative and this is true, or if the impressions are positive, but in practice this is not good enough, the corresponding product or service should be changed. So, if, in the opinion of customers, the restaurant has problems, an inconsistent level of food, it is necessary to pay serious attention to the kitchen. Or, for example, the comfort of the seats. A client comes to a restaurant hoping to get comfortable and sit longer, and then it turns out that the chairs are uncomfortable. The client is, of course, disappointed. Such chairs should be immediately replaced with more comfortable ones. Finally, if for some factors the image of the institution, according to customers, is positive and the results of the audit showed that there are no complaints about these factors, then this is the basis on which the positioning statement should be built.

Similar perception maps can be prepared for competitors - this will show what factors this institution, according to customers, is more successful in. Ultimately, the restaurant positioning statement will be based on research that has established what benefits the customer is looking for when they enter the restaurant, what the establishment offers as those desired benefits, and how the process of delivering them sets the establishment apart from competitors. Simply put, the positioning statement is: "For_getters_we provide_".

The first dash must be filled in with the designation of the relevant market segment to which the institution appeals; the second dash is the benefits that the representative of this market segment is trying to find; well, the third dash is an indication of what the institution offers customers to meet their needs for these benefits.

MINISTRY OF EDUCATION OF THE RUSSIAN FEDERATION

ALL-RUSSIAN FINANCIAL AND ECONOMIC INSTITUTE

Test

by discipline

"Marketing"

Product positioning and positioning strategy. Buying Behavior Models

Executor:

Faculty: accounting and statistics

Specialty: accounting, analysis and audit

Personal file number:

Introduction……………………………………………………………………………….2

Main part:……………………………………………………………………….3

1. Product positioning. Positioning strategy………………3

2. Models of consumer behavior……………………………………... 10

3. Test…………………………………………………………………………….13

Conclusion………………………………………………………………………...14

References………………………………………………………………..16

Introduction.

The term "marketing" comes from the English market - the market and literally means activities in the field of the market. However, in the economic sense, marketing is a broader concept that includes a thorough and comprehensive study of the market, as well as active influence on the market, the formation of needs and consumer preferences. To connect the manufacturer and the consumer, to help them find each other - this is the main goal of any marketing activity.

In the conditions of market relations and especially in the period of transition to the market, marketing is one of the most important economic disciplines. The effective functioning of the entire national economy depends on how well the marketing system is built.

For the best promotion of goods on the market, a thorough study of this market, as well as the factors influencing the behavior of buyers, is necessary. To this end, a number of concepts and principles have been created in marketing science, such as the consumer market, consumer behavior, market segmentation, product positioning, etc.

The purpose of this test is to study the positioning of the product on the market and what positioning strategies a company can use to promote its product, as well as the model of consumer behavior in the process of deciding whether to purchase.

Main part.

1. Product positioning. positioning strategies.

Product positioning- this is the definition of its place in the market among other similar goods from the point of view of the consumer himself. The result of positioning is specific marketing activities for the development, distribution and promotion of goods on the market.

Positioning steps:

1. Definition of a set of competitive advantages;

2. Selecting competitive advantages that match the company's goals

3. Formation and consolidation of the chosen position in the market.

Competitive advantage is the advantage a company gains over competitors by offering more value to customers, either through lower prices or greater benefits that offset higher prices.

Practical positioning - establishing how these products differ from similar products of competitors. The difference is determined using a "map" of the competitive position in the coordinates of features that are essential for the consumer. Typically, product positioning is done using maps divided into 4 quadrants (Fig. 1.1).

Rice. 1.1. A typical example of product positioning, taking into account consumer clusters

When positioning, the choice of the optimal segment is decided and the supplier occupies the optimal position within this segment. The decision “what position the product should take” determines the input of the product or service strategy process, and the way in which this is achieved determines the strategy itself.

Positioning maps are the most popular way to visually represent a firm's capabilities. So, if we identify the ideal preferences of consumers, as well as the place of the goods and goods of competitors relative to their preferences, we can analyze marketing opportunities. The following is an example of a product positioning map in the margarine market:

Fig 1.2. Map of product positioning in the margarine market

On this map, two key properties important to consumers are indicated: 1) “foams when frying” and 2) “cholesterol content”. The map allows you to see that Merete margarine is perceived as a leader in both properties. In the case when there are more properties that distinguish the product, a multivariate analysis is carried out. However, it is often easier and more efficient to work with two properties at the same time and try to identify substitutions.

An enterprise, through marketing, takes certain actions aimed at taking a favorable position in the minds of the target group of consumers that, unlike other products, this product is created specifically for them. After choosing the segment that the company is going to serve, it is necessary to analyze the existing competitors in it. Taking into account the positions occupied by competitors, an enterprise can use two options to determine its market position:

1. Take a seat next to one of the competitors and fight for dominance in this segment. An enterprise can consciously do this based on the following: 1) it can create a product that is more competitive than a competitor; 2) the market is large enough to accommodate several competitors; 3) the enterprise has more significant resources than the competitor, and/or 4) the chosen policy most fully meets the competitive capabilities of the enterprise.

2. Creation of a product of market novelty in accordance with the needs of consumers. Buyers (consumers) are very impressed when a commodity producer, meeting their wishes and requirements, improves their products, creates their modifications, equipping products with new additional characteristics. However, before making such a decision, the management of the enterprise must make sure that: 1) the technical capabilities of creating a unique product; 2) economic opportunities for creation and production within a reasonable price level; 3) a sufficient (to allow profitable sale) number of potential buyers who prefer this kind of product. A positive response to these conditions means that the manufacturer has found a promising "niche" in the market and is ready to take appropriate measures to fill it.

Positioning strategy- the dominant line of action to gain a competitive advantage in a market segment, developed as part of the product positioning. The following positioning strategies are distinguished:

· by product attributes, for example, low price, high quality, novelty;

· depending on the benefit of the product to the consumer, for example, the production of toothpaste that prevents caries;

· according to the circumstances of use, for example, a soft drink in summer can be positioned as a means to replenish the loss of fluid in the human body, and in winter it is recommended for people who are prescribed by doctors to consume a lot of fluid;

· designed for certain types of users, for example, "mild" shampoos for children; aimed directly at a competitor, for example, the superiority of the product in some attribute over the product of a particular competitor is ensured;

It is possible to use combinations of these positioning strategies, for example, positioning by price-quality ratio, it is shown in fig. 1.3

Product quality		1. Premium markup strategy	2. High price strategy	3. Super price strategy
		4. Overpriced strategy	5. Average price strategy	6. Good price strategy
		7. Predation strategy	8. False economy strategy	9. Economy strategy

Rice. 1.3. Nine Strategies for Value for Money

Strategies 1, 5 and 9 can be implemented simultaneously in the same market, when one company offers high quality products at a high price, another company offers medium quality products at an average price, and the third works with low quality products at low prices. Competitors peacefully coexist as long as the market has three groups of buyers: quality-oriented, price-oriented and both factors together. Positioning strategies 2, 3 and 6 represent ways to attack diagonal positions. Strategy 2's motto is: "Our product is of the same high quality as Competitor 1, but our prices are much more attractive." Strategy 3 advocates offer even greater savings. They may be able to convince quality-oriented consumers to save money (unless the Sector 1 product is particularly attractive to snobs).

Positioning strategies 4, 7 and 8 are characterized by overpricing a product in relation to its quality, which can lead to customer complaints and the spread of notoriety about such a company. Professional market actors should avoid such strategies.

The positioning strategy can also be offensive or defensive.

Offensive (attacking) strategy related to product line management. With the expansion of the range, the market share increases (part of the market is taken away from competitors), it is difficult for competitors to remove their goods, and competitive positions are strengthened. But the expansion of the assortment increases the competition of own variants of the product, accompanied by an increase in the costs of production and marketing. In some cases, the company uses the tactics of repositioning or focusing on a new product characteristic in assortment management.

Defensive positioning can be based on the "fortress on the island" strategy. Its essence lies in the fact that options for a product (or brand), positioned as expensive and high-quality, are protected from price competition by cheaper options intended for buyers whose demand is price elastic.

The effectiveness of positioning will ultimately be tested by the market itself, but to bring a novelty to the market, reasonable, appropriate marketing support is required, an important component of which is the promotion of the product to the market (communication policy).

So, the motives for buying in the target group during positioning should be supported by the marketing characteristics of the product and its competitive advantages and features. In this case, as a rule, there are seven conditions necessary for choosing the right positioning in the market:

· have a good understanding of the real position of the brand in the mind of the buyer (ie, the degree of brand awareness and brand loyalty);

Know the positioning of competing brands, especially the main competitors;

Choose your own position and arguments to justify it (i.e., marketing characteristics + purchase motives = positioning = advertising arguments);

Evaluate the potential profitability of the chosen position;

· make sure that the brand has sufficient potential to achieve the desired positioning in the mind of the buyer;

assess the vulnerability of positioning (do we have enough resources to occupy and protect the chosen position);

· make sure that the selected positioning is consistent with other marketing factors (price, communication and sales).

As for the choice of positioning strategies, here one can proceed from several bases - purchase motives, competitive advantages of the product, symbolic value of the product, availability of additional amenities or services, after-sales service, guarantees, differences from competing brands (the latter strategy is called “detuning from a competitor”) . So, J. Wind identifies six alternative ways of brand positioning:

positioning based on the distinctive quality of the product;

positioning based on benefits or problem solving;

positioning based on a specific use case;

· positioning, focused on a certain category of buyers;

positioning in relation to a competing brand;

· positioning based on a gap with a certain category of goods.

2. Models of consumer behavior.

In the past, marketers learned to understand their customers in the course of their daily interactions with them. However, the growth in the size of firms and markets has deprived many marketing executives of direct contact with their customers. Marketers have to increasingly resort to the study of consumer behavior.

Consumer Behavior- a set of actions of people in the process of choosing, buying and using products and services to satisfy their own needs and desires. The study of consumer behavior offers answers to the question of what they buy, how they buy. Therefore, businesses and professionals spend a lot of effort investigating the relationship between marketing incentives and consumer response. The starting point of all these efforts is the model shown in Fig. 2.1. It shows that marketing stimuli and other stimuli enter the "black box" of the buyer's mind and cause certain responses [2, p. 186-187].

Rice. 2.1. Buying Behavior Model

It shows how marketing stimuli and other stimuli enter the "black box" of the buyer's mind and cause certain responses. Marketing incentives include four elements: product, price, methods of distribution and stimulation. Other stimuli are made up of the main forces and events from the environment of the buyer; economic, scientific, technical, political and cultural environment. After passing through the "black box" of the buyer's mind, all these stimuli evoke a series of observable consumer reactions, represented in the right box: product selection, brand selection, dealer selection, purchase time selection, purchase volume selection. The task of the marketer is to understand what happens in the "black box" of the consumer's consciousness between the arrival of stimuli and the appearance of responses to them. The black box itself consists of two parts. The first is the characteristics of the buyer, which have a major impact on how a person perceives stimuli and reacts to them. The second part is the process of making a purchasing decision, on which the result depends.

According to the results latest research Nielsen Company (The Nielsen Company), when shopping in stores, consumers are subject to one of four models of purchasing decision - depending on the product category.

1. Inertial model, or "autopilot": making a purchase decision

done by inertia or habit; level of susceptibility to external

the impact is minimal.

2. Variation model, or "search for diversity": the buyer is looking for new tastes, options, formats.

3. Model "Active mode": the buyer is sensitive to attractive advertising and other means of pre-store activity and "noise" around the product.

4. Model "Search for the best price": the buyer is sensitive to promotions and discounts.

Consumers are not ready to spend energy on everyday decisions. To make life easier for themselves, they often shop on auto-pilot, turning on the inertial model and making a decision in favor of this or that product, not paying attention to labels or price. In this case, the choice of a particular brand is determined by habit. At these moments, consumers are not ready to try something new, and marketers will have to work very hard to develop a strategy that will allow them to switch the attention of consumers. Such "autopilot" categories are coffee, cereals, cheese, margarine and mayonnaise.

However, this rule does not work at all on "activated" categories, where consumers are sensitive to advertising and "noise" around the product. As the Nielsen study found, "activated" categories include newer categories such as energy and sports drinks, ready-to-drink tea (iced tea), drinking yogurt, and the older category chocolate.

Buying products from the list of "activated" categories, consumers turn off the "autopilot". Instead, their focus is on finding alternatives. To successfully promote products in these categories, you need to generate a constant "buzz" around your brand through active advertising, the introduction of new options and innovative packaging that will highlight the product on the shelf and attract the attention of consumers.

When buying products belonging to the "variable" categories, "autopilot" is also disabled. Consumers quickly tire of the same taste and are constantly looking for interesting and innovative products. The "variable" mode is activated, in particular, when customers walk along the rows with frozen products (semi-finished products). In this context, bright and informative packaging plays a major role in attracting the attention of the consumer, and is also a means of influencing the purchase decision. Such "variable" categories include, for example, cookies, chewing gum, salad dressings and sauces.

When shopping in categories where the "best deal" model operates, the consumer compares prices and is attentive to promotions. The study revealed that such categories include various types of canned food - from fish, tomatoes, fruits.

3. Test. Highlight the action characteristic of "observation".

A. Collection of inventory data.

B. Measuring and fixing the results of the daily work of the store.

Conclusion.

The modern consumer market is highly dynamic. Customers' current needs, competitor activity and technology are constantly evolving. At the same time, both the intensity and the scale of competition are growing. In such conditions, success is determined by non-standard approaches to identifying new market segments and additional product qualities. This creates difficulties for firms focusing on a single niche, since over time, high-value niches attract the attention of large companies looking for new ways of development.

Each product certainly requires promotion on the market, which means the need for high-quality and original advertising, various promotions that promote the product. In addition, it is highly desirable for an enterprise to have the widest possible network of retail sales or a network of intermediary organizations, unless, of course, it is engaged in a very large and expensive production, such as the production of aircraft carriers. Such a network should have a high level of service, as today's buyer is accustomed to quality service and a wide range of additional services. And only by fulfilling all these requirements, the company can count on the fact that it will be able to take a firm place in the heart of the buyer. The most important thing in knowing and satisfying the needs of the buyer is to study his opinion about the company's products, competing products, problems and prospects for the life and work of consumers. Only having this knowledge can satisfy the needs of consumers to the fullest extent.

Positioning is the development and creation of an image of a product in such a way that it takes a worthy place in the mind of the buyer, different from the position of competitors' products, as well as a set of marketing elements with which people need to be convinced that this product was created specifically for them, and that it can be identified with their ideal.

The purpose of positioning is to help potential buyers distinguish this product from among its analogues-competitors on any basis and give preference to it when buying. In other words, positioning is aimed not just at determining the possible place of a product on the market at present and in the future, but rather at strengthening its competitive position in a particular market segment by creating preferential incentives for potential buyers to consume it.

Positioning maps are used both for developing a marketing strategy and for solving planned tasks. The most important of them is the formation of prerequisites for distinguishing our product from competitive offers. Positioning maps also serve to segment the market into sub-categories corresponding to different customer needs. They are also used to identify and label the benefits of a product in a way that can be communicated in advertisements and other marketing programs to the appropriate target audience. With the help of positioning maps, areas of unmet needs are identified that can be satisfied with the help of new products or the adaptation of existing products to them.

Consumers do not make their purchasing decisions in a vacuum, so through marketing, an enterprise must identify all target consumers and determine how the buying decision process proceeds. The most important thing in knowing and satisfying the needs of the buyer is to study his opinion about the company's products, competing products, problems and prospects for the life and work of consumers. Only having this knowledge can satisfy the needs of consumers to the fullest extent.

Bibliography

1. Marketing: Textbook / Ed. S.N. Belousova, A.G. Belousov. - ed.

5th - Rostov n / a: Denix, 2007 - 314s.

2. Fedko V.P., Fedko, N.G. Fundamentals of Marketing: Exam Answers

“We pass the exam series” - Rostov n / a: “Phoenix”, 2001 - 384 p.

3. Marketing: Textbook: A.N. Romanov, Yu.Yu. Korlyugov, S.A. Krasilnikov and others / Ed. A.N. Romanova. - M.: Banks and exchanges, UNITI, 1996 - 560s.

4. Kotler F. - Marketing - Management - St. Petersburg: Peter KOM, 1999 - 896 p.

5. Politika and practice of marketing at the enterprise Educational-methodical manual. M.: ISARP, "Business - Thesaurus", 1998, 1999.

6. Kotler F. Fundamentals of marketing: Per. from English. - Petersburg: JSC "Koruna", CJSC "Litera Plus", 1994.-698 p.

All trade enterprises in accordance with the assortment are combined into 5 groups: specialized shops that sell only clothes made of fur or leather; department stores having departments and sections "clothes"; the shops« Cloth”, in the assortment of which, along with all types of clothing, there are products made of fur or leather; brand stores representing specific manufacturers; private entrepreneurs selling at clothing markets in Nizhny Novgorod. A comparative analysis of the attributes shows that the most serious competition for Eurostyle is some specialized stores (Modny Stil, Sheepskin Coats, Le Monty), which offer a rich and relatively deep assortment, and also have high marks for other attributes.

An analysis of the activities of competitors, carried out in accordance with the evaluation system developed by the author, allows us to evaluate their positions in the market using perception maps. Positioning according to the attributes "quality-price" is illustrated in Figure 22 perception map, developed on the basis of methods recommended by marketers. It shows that in comparison with its competitors, Eurostyle is located at the extreme point of the upper right field, i.e. offers customers the highest quality products at the highest prices.

Rice. 22. Positioning of competitors on the attributes "quality-price"

A position close to it is occupied by Le-Monti and Fashion Style stores. The middle position on the map is occupied by enterprises, in the assortment of which there are goods of an average level of quality at an average price (Furs salon, Sheepskin coat store, manufacturers' brand stores). There are competitors on the market that attract buyers with lower prices, for example, the Sormovskie Zori Gostiny Dvor, with an average level of quality of goods, offers prices below the average level. In the lower right field there are competitors who overestimate prices: with “below average” quality, they have prices of “average” and “above average” levels. A special position on the map is occupied by private entrepreneurs trading in the clothing markets of the city: both the quality of the goods and their prices range from low to medium, and in different combinations.

Thus it is possible to do output that Eurostyle is positioning itself on the market as prestigious store with a range of high quality and expensive goods(field III in Fig. 20). However, in addition to the quality of goods and the price level, when evaluating positions, it is necessary to take into account other attributes of competing enterprises. This can be done using a differential scale containing a series of polar ratings that characterize all aspects of competitors' activities (see Appendix 10). A perception map built in this way allows you to get a comprehensive description of each competitor in the market and reflects all aspects of its activities. The profile of Eurostyle shows that it has sustainable competitive advantages in terms of such attributes as "quality of service", "quality of goods", "media used for advertising and sales promotion". According to the indicators "assortment", "atmosphere of the trading floor", "Eurostyle" is inferior to the "Sheepskin coat" store, and in terms of "location" it lags behind many competitors. However, the analysis of their profiles confirms the previous conclusion that the Eurostyle company occupies a leading position among specialized stores offering high-quality expensive leather and fur clothes, but it needs to improve such a parameter as “assortment”, which is very important from the point of view in terms of satisfying the exacting tastes of buyers of stores of this kind. No less important for them are the attributes "used means of advertising and sales promotion" and "the atmosphere of the trading floor", which are aimed at creating an appropriate image (brand) of the trademark in the minds of potential buyers.

The analysis of the position of the Eurostyle company in the market, carried out using the construction of perception maps, as well as the results of segmentation analysis and the study of its customers, make it possible to carry out assessment of the attractiveness of selected segments using the previously characterized segmentation grid (see Table 14). It provides generalized characteristics of each segment, allowing them to be selected, on the basis of which the segmentation strategy is determined (see Table 17).

Table 3.14

Assessing the attractiveness of clothing consumer segments

Segment name Estimation parameters name	“Demanding” consumers	Quality-oriented consumers	“thrifty” consumers
I Socio-demographic characteristics
- Gender - Age - Occupation - Income level	women (68.3%) men (31.7%) 30-40 years old entrepreneurs, employees, housewives more than 3 million rubles	women (62.7%) men (37.3%) aged 30-40 civil servants, social workers 1-3 million rubles	women (86%) men (14%) 20-30 years old students, workers, employees up to 1 million rubles
II Importance of marketing factors
- Quality of goods - Saturation of the assortment - Reasonable price - Quality of service	is of decisive importance is of the least importance is of decisive importance	is of decisive importance is of medium importance is of medium importance is of medium importance	of medium importance of medium importance of decisive importance of least importance
III Economic indicators
- Size of the segment (potential capacity) - Potential profitability of the segment - Intensity of competition	the highest (41% of the total sample) the highest (72% of visitors who made a purchase come from this segment) low	the smallest (25% of the total sample) medium (26.5% of the visitors who made a purchase come from this segment) medium	the average value (33.3% of the total sample) is absent (only 1.5% of visitors in this segment made a purchase) high

Comparing the competitive advantages of the Eurostyle company in the market and assessing the parameters of the segments, we can make an unambiguous conclusion that the most attractive for her are " discerning consumers» . Firstly, the results of the survey showed that for them those factors (quality of goods, quality of service, saturation of the assortment) are of decisive importance, according to which Eurostyle occupies a leading position in the market, which means that the intensity of competition in this segment is low. Secondly, as the results of the preliminary survey show, in terms of size, the segment occupies 41% of the total sample and has the highest level of income (more than 3 million rubles), i.e. he is ready to accept a high price justified by the high quality and prestige of the goods.

This conclusion is supported by the fact that 72% of store visitors who make a purchase fall in this segment. " Thrifty consumers, for which a moderate price is the decisive factor in the purchase, are a completely unpromising segment for the company, although in terms of potential capacity it is highly attractive.

The low level of their income and the high intensity of competition in this segment due to the sector of private entrepreneurs selling clothes made of leather and fur in the clothing markets make them refuse to meet the needs of “thrifty consumers”. In addition, the position of the company "Eurostyle" does not coincide with the needs of this group of consumers.

As for the segment product quality oriented”, the company’s own capabilities allow it to offer it the marketing mix (product, price, quality of service) that will meet the requirements. However, when choosing this segment, it is necessary to take into account the more complex competitive environment in it compared to “demanding consumers”. There are trade enterprises on the market that offer quality goods at lower prices (Fashion Style, Le Monty, Sheepskin Coats). Quality-oriented consumers, comparing prices of competing enterprises, will give their preferences to them, especially since the factors by which Eurostyle takes a leading position (quality of service, saturation of the assortment, prestige) do not have in this segment of decisive importance. However, 26.5% of visitors who made a purchase fall within this group of consumers, therefore, the segment can bring income to the company, provided that the pricing policy is correctly formed taking into account the actions of competitors.

Segment attractiveness analysis allows you to answer questions about the choice of alternative segmentation strategies. Eurostyle is not able to cover the entire market and satisfy the needs of all selected consumer groups. It needs to focus its efforts on the “demanding” consumers, that is, to choose concentrated marketing strategy. This strategy corresponds to the position of the firm in the market, as well as its resources and capabilities. Having a small trading area (104 sq. m.), during the year of its existence, the Eurostyle company sold goods in the amount of 2,718.6 million rubles. An analysis of the main economic performance indicators indicates that the chosen position allows the company to withstand competition and make a profit.

It's obvious that positioning should be aimed at creating the image of a prestigious specialized store with a high level of service quality. Advertising activities are required to maintain the existing level of consumer loyalty to this trading company and constantly emphasize those attributes for which it has a strong competitive position in the market (high level of product quality, their prestige, quality of service).

Differentiation as the main direction of the implementation of the concentrated marketing strategy can be carried out in several directions: commodity,service and personnel differentiation. The goods and services of the company should be positioned as special, differing from competitors in their quality and prestige. The sales staff in the implementation of the chosen strategy plays a decisive role: the success of defending the position chosen by the enterprise in the market depends on the quality of its work.

In accordance with the conclusions of our study, the Eurostyle trading company will have to constantly improve and develop components of the complex “marketing mix” and to achieve their coherence and integration, taking into account the actions of competitors. The chosen areas of differentiation and the nature of positioning, as well as the results of consumer marketing research, determine the content of the elements of the “marketing-mix” complex and the directions for their implementation, presented in Table 3.16.

Table 3.16

Elements of the marketing-mix complex	Directions for improving the elements of the marketing-mix complex
Product	When forming the assortment, give preference to products of well-known manufacturers, constantly include new products that correspond to fashion trends, and also ensure strict quality control. Continue to develop the depth of the assortment, taking into account the needs of selected market segments. The breadth and saturation remain the same: the company continues to specialize in the sale of leather and fur clothing. When forming the depth of the assortment, pay special attention to sheepskin coats and leather clothing, as well as to the men's assortment. It is necessary to have in assortment clothes of different sizes and heights, different silhouettes and cuts, colors and types of fur.
Price	When forming a pricing policy, it is necessary to make a clear distinction between market segments. For "demanding" consumers to implement a strategy of "prestigious" prices, confirmed by the high quality and prestige of the product. For “quality-oriented” consumers, prices should be more moderate, taking into account the income level of this segment and the prices of competitors for similar products. The factor of price competition in this segment is more pronounced than in the group of discerning consumers. Here it is possible to apply various discounts from the price (bonus, seasonal, credits for the purchase) in order to stimulate sales.
Sales	The organization of sales and customer service must be at the highest level in order to protect the position taken in the market. It is possible to open branches that provide expansion of retail space. The sales method is only individual, providing for the work of staff with each client, taking into account his psychology and needs. Required: ensuring the rational placement of goods on the trading floor using modern types of commercial equipment, organizing a visual demonstration of goods, window dressing, grouping clothes by type, size and other characteristics, as well as creating an atmosphere conducive to purchase, providing customers with a variety of additional services (consultations fashion designer, tailoring, pre-ordering clothes, minor repairs, delivery, etc.).
Promotion	All elements of the complex (advertising, propaganda, personal selling, sales promotion) should be directed to the implementation of the chosen character of positioning. When choosing advertising media, give preference to media mass media, popular in target segments (TV channel Volga, Strezhen). Continue work on the formation of corporate identity, develop advertising slogans that reflect the position of the enterprise in the selected segments. Participate in the organization of fashion shows, form sustainable consumer preferences and a circle of regular customers. To do this, use a variety of sales promotion tools: coupons, credit cards, discount cards, contests, lotteries, preferential purchases, bonuses. The sales force should be "targeted" to sell, and measures should be developed to stimulate active sellers that ensure an increase in sales.

The marketing mix of the Eurostyle trading company is aimed at realizing the nature of its positioning and must be constantly improved taking into account changing market conditions, consumer preferences and competitors' actions.

So, the results of this study show the possibility of using heuristic methods of cluster analysis for consumer segmentation, since at each stage, various objects of the sample are combined - without a strict mathematical justification - until one cluster (segment) is formed from several objects, which has a number of homogeneous features.

At the macrosegmentation stage, the enterprise identifies the product market (in the study, leather and fur clothing), and at the subsequent microsegmentation stage, the goal is to identify individual consumer segments in this market. At the same time, as the study showed, the basic ones are most often traditional, socio-demographic features that allow us to give a descriptive (a posteriori) characteristic of the selected segments in combination with each other. And income level in the conditions of the property stratification of society is most expressive a sign that shapes buying behavior. This very important conclusion is confirmed by the results of the conducted marketing research. However, socio-demographic segmentation did not make it possible to reveal the features of purchasing behavior in the selected groups, therefore, behavioral signs were used related to the reaction of consumers to marketing factors of a trading company (saturation of the assortment, level of service, price and quality of goods). To determine the socio-demographic profiles of segments identified on the basis of behavioral characteristics, a joint analysis of several groups of characteristics was carried out using cluster analysis methods. The identification of consumer preferences and the implementation of the procedure for their clustering became possible only on the basis of the selection of primary marketing information obtained through questionnaires and the use of the SPSS computer program for processing questionnaires. As a result, quite “distant” segments were obtained, characterized by homogeneous requirements for marketing factors, which is one of the goals of the study. Its results give grounds to assert that such a key marketing technology as segmentation can be used by domestic enterprises to develop effective strategies and programs to create sustainable competitive advantages in the consumer market.

(perceptions) is a graphic diagram based on a two-dimensional coordinate system, which shows how consumers perceive different brands (products). The axes of coordinates correspond to the two chosen for the construction of the map. The choice of areas of competition is carried out depending on the objectives of the analysis - most often the most important factors for a particular market segment are used.

Stages of building a positioning (perception) map

1. Collection of meaningful consumer vocabulary regarding the product group

Conducted by focus groups or a small number of personal interviews. With the help of open questions, consumer criteria are used to describe a specific product group (10-20 criteria). When compiling lists of criteria, the most important point is to use the wording of consumers, not producers.

2. Evaluation by consumers of all research objects according to all criteria
The identified criteria are converted into one or another type of scale and consumers are asked to rate each brand according to all criteria.
Technically, each respondent evaluates 2 to 6 brands in one interview. The objects of research can be: the image of the “ideal product”, the product without packaging, packaging options, promotional materials, etc.

3. Selection of factors among the selected criteria

As a result of factor analysis, respondents' assessments of the criteria are converted into a much smaller number of factors (areas of competition), with the help of which positioning maps are obtained that characterize the subjective perception of brands present on the market.

4. Construction and analysis of the positioning map

With the help of such a map, the "brand image" is described in comparison with other brands, its position and prospects are determined.

Perceptual maps are currently a widely used research tool used in the development of an advertising strategy and brand positioning. What is the essence of this tool and where are the limits of its application? Is a perception map an objective tool for analyzing the market and consumers? Or is it just a charming illusion, a fairy tale for advertisers, according to which the entire history and conditions of their brand's existence fit in two-dimensional space? What are the data collection and analysis methods needed for mapping, and what are the main requirements for them? To understand these issues, a representative of the journal "Advertising: Theory and Practice" met with representatives of reputable domestic research companies, IMCA and GFK, and compiled this review based on these meetings. It is attended by:

Aleksey Molchanov - Head of Data Analysis and Processing Department (IMCA), and Askhat Kutlaliev - Director of Data Processing Department (GFK). The article also uses comments from other IMCA staff: Olga Makarova (Research Director) and Alexander Lomizov (Senior Project Manager).

Perception maps: definition of the concept and possibilities of application

Kotler's book Fundamentals of Marketing states that perception maps are designed to visually depict the proximity between the position of products, brands, or market segments in the minds of consumers. The closeness in question is more subjective than objective. It is determined by the views, preferences and habits of people. All these determinants are grouped into several large factors that denote the axes of the perceptual map. For example, "price quality" or "accessibility-satisfaction" . Objects are located on the map in accordance with the average values ​​they received for these factors. At the same time, Kotler leaves open and controversial the question, what does this card have to do with the real situation that is emerging in the mind of the respondent?

Askhat Kutlaliev gives a somewhat conservative estimate: The Perception Map is attempt visually reflect what is going on in the minds of our potential consumers”.

People who work in the research business are generally quite careful about what they say. Here you will not hear peremptory statements, phrases like "100%" or "always" and "everywhere". The research business teaches you to be careful with numbers and not jump to conclusions. Numbers are the main thing they have to deal with. The whole situation with perception is multidimensional and it is reflected in the form of a table. While the perception map is most often two-dimensional and it seriously simplifies the picture.

Alexey Molchanov: “A perception map is a visualization of data (tables, matrices, etc.) and the relationships hidden in them. No more. This is not some kind of deep analysis method, on the basis of which we can draw some statistical conclusions, calculate the significance of this or that parameter.” If every advertiser had knowledge in the field of mathematical statistics, knew how and wanted to read tables, then he would not need such a map. But in most cases this is not to be expected, and the whole multidimensional picture is simplified to two or three axes. Of course, researchers are trying to calculate how adequate the location of each point on the map is, whether the overall picture is distorted due to such simplification.

A perception map is a visual representation of the relationships between perceived objects in a multidimensional (usually two-dimensional) space, the adequacy of which is ensured by a set of statistical procedures.

A fair question arises - if two-dimensionality is so convenient for presenting research results to the customer, then how adequate is it from the point of view of the consumer himself, his perception.

According to Kutlalieva, studies have shown that people do not use the entire set of indicators of a particular product when making purchase decisions. Subconsciously following the principle of saving time and effort, consumers, based on their experience, create some comprehensive measures for evaluating a product / service. But in order to satisfy them, he has to go through many small criteria when evaluating the goods. “For example, one of the most common evaluation characteristics of household appliances or electrical goods is reliability. What does it depend on? For example, from the one who developed, who made, where he bought it. All this is included in the concept of reliability. The second characteristic is functionality. Each person decides for himself what specific functions the product he buys should perform.. In the survey, a person is asked to evaluate brands not according to these two main characteristics, but according to all the indicators included in them, which a potential consumer can think of. These indicators are formulated as statements about brands (in the professional language of researchers they are called “statements”). Examples of statements in this case would be: the country of manufacture, the availability of a guarantee, etc.

“As a result, the map is built on the “reliability” and “functionality” axes, and the points on it are the very statements that make up these motives. Ideally, they are grouped around each axis corresponding to them. If, however, immediately in the questionnaire to offer consumers these two motives, then, according to Kutlalieva, the resulting data will be ambiguous: “One consumer under the same reliability understands one thing, the other - another. Therefore, it is better to split it up first, and then unite it, already understanding how many people, what statements it correlates with this motive.. Consumers are more comfortable dealing with a small number of evaluation criteria than operating with a set of dozens of individual attributes, although at first glance it seems that they consider each of them separately, it's just that most of the information processing is imperceptible and at a subconscious level. Perceptual maps attempt to uncover these hidden patterns and visualize them.

Another feature of the axes on these maps is that they are already built on the basis of how statements are arranged, that is, inductively, not deductively. The axes don't even always draw, but simply represent areas where points accumulate and assume that they are the poles between which this invisible axis passes.

Perception Map Points - The location of percepts (brands, product categories, or products under test) and value statements relative to each other on a percept map.

Perception map axes - coordinate axes (often two or three) stretched between points (groups of points) of polar statements corresponding to the main motives (criteria) for making a purchase decision, brand preferences or consumption situations.

Perception maps, due to their visibility, create many illusions about the actual perception of the brand and the possibilities for its development. For example, it is not clear to everyone that the map is the interaction of brands with each other. This implies the conclusion that a map built on 4 marks will be one, and a map built on 5 marks will be another. Everything or almost everything will change. The same goes for statements. Alexey Molchanov: “The only way to save the map while increasing the number of stamps is to introduce a new stamp as an additional point. The difference of this point from others is that it does not participate in the calculation of the coordinate system, does not affect the relative position of the other points.

Applications of Perception Maps

Most often in the practice of marketing research, perception maps (perceptual maps) are used for a visual graphical representation of data on how brands are located in the space of image characteristics from the point of view of consumers. Such maps help to better understand the product category as such: what factors consumers are guided by when evaluating brands, what are the qualitative properties of these factors, how wide is the range of generalized factors, is this product category and its individual segments stable or, conversely, dynamic.

Perception maps also allow you to determine the similarities and differences between brands, which characteristics are more strongly associated with a particular brand, and identify competing brands.

Example 1 Brand perception map. Mineral water market

The given example shows a mineral water perception map. First, it is worth noting that in the minds of consumers, brands of mineral water are primarily divided according to the severity of their medicinal properties. This factor is located along the horizontal axis of the map and separates the brands into “medicinal” (brands A, B, C) and “non-medical, drinking”, associated with everyday consumption, thirst quenching, good and refreshing taste.

A more detailed examination of the "healing" brands revealed that brand A is perceived as a product with a higher content of salts and minerals, and, accordingly, as an exclusively medicinal product. Grades B and C are less closely associated with the image of mineral water used exclusively for medicinal purposes, thus have a positive potential for development as classic mineral water brands suitable for daily use.

Similarly, perception maps can be built for product categories.

Example 2 Product categories perception map. Confectionery Market

The conclusions drawn from this map can be summarized as follows:

1. Sugar products are the most familiar and affordable products for consumers. They are associated with childhood, which apparently reflects the Soviet experience of many respondents. It is also important that they are the least associated with harm to health.
2. Farinaceous products are associated with everyday consumption and simple satisfaction of hunger.
3. Chocolate in the minds of consumers takes the place of a more prestigious product, is associated with the stimulation of mental activity, energy.

Perception maps help not only to present the image of brands or product categories, but also, for example, to visualize the situational (example 3) or emotional (example 4) context of consumption.

The map presented in Figure 3 gives a clear understanding that there are categories closely associated with family consumption, there are those associated almost exclusively with special occasions, and there are categories associated with individual consumption and spontaneous purchases.

Example 3 Map of perception of confectionery products. Consumption situations

As can be seen from the map in Figure 4, the emotional background associated with the consumption of confectionery products can be divided into three main components:

Basic emotions of satisfaction. This factor is formed by the following statements: satisfaction, comfort, energy, calmness. Almost all floury foods are associated with this group of emotions - cookies, gingerbread, dryers / bagels, rolls / bagels, crackers, crackers and waffles.

FROM strongest positive emotions- pleasure, inspiration, joy and delight - are associated primarily with chocolate products. However, marshmallows/marshmallows, halva and oriental sweets also fall into the group of products associated with these emotions.

A separate subgroup consists of products, especially strongly holiday feeling– cakes/pastries and chocolate candy sets. Wafer cakes, although they fall into the main group of strong positive emotions, are still much less connected in the minds of consumers with the holidays than traditional cakes and chocolate candy sets.

Emotions of "carelessness" Relaxation, carelessness, romance and fun. Of the actual confectionery products, chewing marmalade is closest to this group.

Also noteworthy are the classic sugary products - dragee, toffee, caramel, marmalade. They cannot be clearly assigned to one of the groups of emotions. These products are closest to the emotions associated with childhood memories.

Example 4 Map of perception of confectionery products. Emotional context of consumption

Perception maps can also be a useful tool in providing data on respondents' perceptions of any promotional and communication materials: names, logos, package designs, commercials, etc.

Example 5 Logo Perception Map

Features and varieties of building perception maps

All methods for constructing perception maps are divided into two large groups: product attribute perception maps (attributive) and product proximity perception maps (non-attribute). In the first group of methods for a certain range of products, a consumer assessment of their properties/attributes is obtained. Based on this, a graphical representation of the relationship structure between attributes, between products, or between attributes and products is subsequently built. In the second group, consumers themselves must evaluate the proximity of certain products to each other and / or rank them according to a certain criterion. This type of card is not considered in detail in this review, since it is used much less frequently.

The main approaches to compiling perception maps:

Attribute perception maps - maps built on the basis of the use by consumers of specific criteria for evaluating brands and products: their properties, attributes, consumption situations, motives, etc.
Non-attribute perception maps - maps built on the basis of comparing brands and products with each other, as well as ranking them according to the degree of preference without using explicit comparison criteria.

One of the simplest attribute perception maps, according to Askhata Kutlalieva, is a map of opportunities and needs (Needs & Gaps Analysis). Most often, it examines one specific brand. Based on a preliminary analysis, the essential attributes of the product are identified, which are proposed to be evaluated on two 5-point scales - importance and satisfaction. Respondents should rate how important this attribute is to them and how satisfied they are with it. As a result of the analysis, a map of the perception of importance and satisfaction with attributes is obtained, divided into 4 quadrants (see illustration):

In this example, 8 product attributes A1-A8 were evaluated. Here is how this map is analyzed in GFK:

Upper Right Quadrant - High Importance, High Satisfaction

“This is a quadrant of the main or basic benefits of this product. We see that three of the eight attributes are in this quadrant - A2, A6 and A7. The marketing strategy for these attributes is to maintain a level of importance, especially for the A6 attribute."

Lower right quadrant - Importance is low, satisfaction is high

Secondary Advantage or Opportunity Quadrant. Satisfaction with attributes A1 and A3 is high, but their importance in the eyes of consumers is not as high as that of the basic ones. A possible marketing strategy is to increase the importance of attributes if the base attributes do not provide a large competitive advantage, or support if the base attributes are competitive.

Upper left quadrant - Importance is high, satisfaction is low.

“In this quadrant, we have one attribute - A5. This is the main disadvantage of the product. From a marketing point of view, it is unpromising, since satisfaction is more related to the properties of the product itself. For example, when planning an advertising campaign, one should either not mention this attribute in the advertising message, or, in the case of competitor(s) counter-advertising, try to downgrade the attribute. From a marketing point of view, when improving an attribute and increasing satisfaction, it can be a backup advantage, especially if this is currently a disadvantage in common with competitors.

Lower left quadrant - Importance is low, satisfaction is low.

“This is ballast. And it's a pity to throw it away and it's hard to carry. Improving attributes, in this case A8 and especially A4, requires a lot of effort, both marketing and production. At the same time, it can also be the Achilles' heel of a product if these attributes are among the basic advantages of competing products.

The interpretation of such a perception map is based on the assumption that respondents' judgments about product attributes are a manifestation of hidden factors that they use to differentiate brands.

Askhat Kutlaliev demonstrates another possibility of maps - to show simultaneously different segments of consumers on one map and compare what statements they characterize a subcategory with. The most common consumer segments in this case are those who prefer different product categories from this segment. For example, those who drink vodka more often than wine or cognac. Inside, each segment can be differentiated even more finely - into those who drink every day, who drink once a week, and so on. After that, you can build a brand perception map, in this case, vodka brands (Gzhelka, Russian Standard, etc.). “There are all “vodka drinkers” who consume this product to some extent, and there are those who drink only one vodka. Suppose it turns out that the brand of the customer is at some distance from these people, but in the immediate vicinity of them there are several statements that are significant to them. In order to “bind” them, you need to use these statements in an advertising campaign.”

As a result of testing the perception of the products themselves, a map is obtained, where the distances between the products and the tested attributes are visible: smell, taste, color, etc. True, interpret the distance data as clarified Alexey Molchanov, you need to be very careful: “I had a case when a brand and a certain statement were close to each other on the map. The frequency of their joint occurrence was approximately 20%, and the frequency of this brand and other statements was 10%. But for other brands, visually located farther from this statement, the frequency of co-occurrence with this statement was even higher (at the level of 40%), it’s just that all other statements were combined with them even more.”

Data collection for perception maps

The collection of information to measure brand image in all leading research companies is carried out in approximately the same way, in accordance with the basic rules by which questionnaires are compiled and interviews are conducted. Not all researchers adhere to these rules. In various articles on this topic, one can find information about studies where each respondent evaluates up to 40 marks on 60 statements, and each statement is presented in the form of a five-point scale.

From the point of view of the human factor, such an approach is not only inadequate, but also harmful to research. Alexey Molchanov: “After the respondent has rated about 5 marks, he gets tired and his attention is significantly reduced.” Professionals recommend using the following standard: the number of statements should be around 40-50. The number of brands is not more than 5. If brands need to be evaluated more, then such a mechanism as “rotation” is used. For example, part of the sample evaluates the first 5 brands, the other part evaluates brands from 6 to 10.

At the same time, rotation is used not only to distribute top fives or threes of brands among different groups of respondents. Rotation is also used to eliminate the gallo effect, that is, the influence of the evaluation of the first brand on the evaluation of the next one. To minimize the influence of this factor, it is necessary for different respondents to offer brands in a different order.

Rotation is a technique used when collecting data in a study, and ensuring that different respondents are presented with different sets of objects or the same objects in a different order.

Sample size requirements immediately increase as soon as rotation is applied in the study. It requires an increase in the sample. If 5 marks are scored with 40 statements, a full rotation would require the number of marks to be multiplied by the number of statements - that is, to interview 200 respondents. And if there are more than 5 brands and an additional rotation is carried out, the sample increases even more, but all these issues, as professionals testify, are not as obvious to the customer as they are. As a result, there are studies on the market based on a sample of 100 people, and these proposals find their buyer.

There is also a dilemma - which statements to use: simple dichotomous or point scales. In the first case, the respondent simply expresses his agreement or disagreement with the statement about the brand. In the second case, he needs to decide on the degree of his agreement or disagreement. If a 5-point scale is used, then he notes such nuances as “rather agree” or “strongly agree”, etc. Some types of statistical data analysis (factorial analysis) require the use of at least 5-point scales, which significantly complicates the work of respondents.

Another controversial issue is how to present the statements and the stamps themselves to the respondents: sort the cards, answer questions on scales, listen to the statements being read out. This technical question differs by agency. IMCAs offer the respondent a branded card and a set of saying cards. The respondent chooses from cards with statements those that are suitable for the brand being evaluated. At the same time, the cards are not ranked among themselves in any way, for example, according to the degree of proximity to a given brand. Only two responses of the respondent to the situation are taken into account: the choice of the card and the non-choice.

Alexey Molchanov: “This is determined by the fact that we use the correspondence analysis methodology. If we were to use factor analysis, we would be forced to use scales (eg, 5-point) to differentiate statements according to how close they are to the brand. Such an approach would significantly complicate the task for the respondents.”

Why do IMCA use brand cards and not a list of brands? Firstly, colored brand cards are used, which have a logo and a photograph of the product or product line itself - this is closer to the real situation of choosing a product in a store. Using statements on separate cards allows you to offer them in a different order to different respondents. The presence of only one statement on each card makes the respondent concentrate only on it and not try to cover the whole sheet or catch something by ear, improves the quality of data collection.

GFK believes that cards, on the one hand, make life easier for the respondent, but, on the other hand, seriously complicate the work of interviewers. The more complex the technique of conducting a survey, the more likely it is that the interviewer - the "weakest link" of the research process - will either deliberately do it the way it is easier, or make a mistake.

Askhat Kutlaliev: “We also use cards in some surveys, but we try to do such things, as far as possible, with the help of CAPI (computer assisted personal interviews), where the computer program itself regulates everything: it rotates the order of presentation of stamps, statements, and transitions from one question to another, especially when filters are used. This research technique, which has long become commonplace in the West, is not very common in Russia. Of course, it costs a little more than traditional methods, and in Russia companies do not spend as much on research as in Europe or America. But progress does not stand still: “Previously, the cost of these studies was very different from the usual ones. Now the difference in price is not so big. Soon almost every client will be able to afford them.” Technically, it looks like this: the interviewer is given a laptop with a sensitive screen. A program downloaded from a disk or sent to it via the Internet, in addition to the usual questions, can also show cards in a random order, or maybe scroll through a commercial. And the respondent simply indicates the preferred option on the screen. As a result, the interviewer pays more attention to contact with the respondent, communication, controls the interview process at the content level.

CAPI (computer assisted personal interviews)- computerized interview technique.

IMCA uses other, non-standard data collection methods, such as formalized diaries in which respondents record every time they have consumed a confection. Respondents are offered an impressive list of subcategories of any products. They note that they ate, for example, three crackers at a time. Next, they are invited to note the time and circumstances of consumption, what mood they had at the moment when they ate or drank. With the help of this method, the problem of analyzing real, rather than declared, situations of consumption is solved. The data obtained can also be analyzed using perception maps, tracing the relationship between the products consumed and the circumstances of consumption or, for example, the emotions experienced at the time of consumption.

Hypotheses for Perception Maps

Among professionals in the research market, there is already an opinion about the role of qualitative research. They are needed, in particular, to help form hypotheses for quantitative research. Moderators at focus groups strive to ensure that they express the widest possible range of statements on this issue, from the most extreme, marginal at one pole to the same at the other pole. From plus to minus, from ignoring to admiration.

GFK has its own qualitative research department, and IMCA encourages its clients to contact a company that specializes in qualitative research and with which they have established cooperation. The experience of companies operating on the market for more than a year allows them to do without preliminary qualitative research in most product categories in order to formulate appropriate hypotheses. But if a new, little-studied category appears, then the client is most often recommended to conduct focus groups.

At the same time, statements from the focus group are not used directly, without reflection, in quantitative surveys. This method is considered only as one of the sources of information when compiling a questionnaire for a quantitative study. The focus group simply helps to better understand the category.

Kutlaliev Askhat notes that as a result of quantitative research, some of the statements received in focus groups turn out to be at the noise level and are of no interest to marketers. For example, it may turn out that there are very few people who have such an attitude to the brand. Therefore, for some mass actions, they are of no value. However, if a company professes the principle of niche marketing, it is interested in small segments, then people who occupy this small niche are specially selected to only study them and then influence them. “To, for example, get an idea of ​​how people behave towards Martel cognac, you can’t interview everyone in a row, otherwise we will get 99% of marriage (empty questionnaires). We put a filter in the questionnaire (who drinks this cognac at least once a month) and begin to study them more deeply. In this case, completely different hypotheses obtained with the help of focus groups will be confirmed than in the case of most people who consume ordinary cognacs or strong drinks in general.

The manufacturer cannot "get through" to each individual person (both financially and physically), and he needs such statements that would affect as many people as possible, of those who are interested in him. As a result, there is a narrowing of the entire spectrum of opinions to about 20% in order to be able to address quite specific people.

GFK and IMCA have accumulated enough research experience to use, within a well-studied product category, hypotheses not only about statements, but also about the axes on which the perception map itself is built.

Data statistics for perceptual maps

Perception maps can be built using discriminant, factor, correspondence, and multidimensional scaling. Perceptual maps built using discriminant analysis are currently used very rarely. According to some researchers, factor analysis is the most convenient and widespread. In the opinion of our interlocutors, factor analysis is the least convenient of all those listed. A. Kutlaliev: “In factor analysis, it is assumed that there is a factor that consists of many statements. For example, reliability. It is assumed that all statements included in this factor depend linearly on it. The more the degree of acceptance of a certain statement, for example, the country of the manufacturer, the more the idea of ​​reliability increases. And this greatly limits the data presented on the map. For example, correspondence analysis explains more than 80% of the data, since it does not contain a hypothesis regarding a linear relationship, and in factor analysis, less than half of the explained information can be obtained from the same data.

A. Molchanov offers the following generalized comparison of the three methods of analysis:

Factor analysis

Difficult method in terms of data collection.

The use of dichotomous variables (for example, "agree - disagree") in this case is unacceptable. The respondent must evaluate the characteristics of all brands on at least a 5-point scale (for example: “strongly agree, rather agree”, and so on), which is quite difficult for him, especially if building a perception map is only one of the research tasks, and questions related to it constitute only part of the questionnaire.

As a rule, the first 2 factors, which are often used to build a map, do not explain even half of the observed data (the percentage of variance explained), which can distort the real picture. But the advantage of using factor analysis is the interpretability of the axes using factor loadings.

Correspondence analysis

Optimal, in terms of the requirements for the collected data and the convenience of the analysis, the method.

Data collection allows for the use of dichotomous variables (eg, "agree - disagree"), which simplifies the task for the respondent.

When building a map, it turns out how well each point (brand or statement) is represented in the selected space. This is calculated using the sum of the squares of the cosines along all selected axes. This method also makes it possible to detect locations of a point that are not obvious on a flat map along other axes, on which it is better represented.

In the analysis of correspondences, it is also possible to consider some points as additional (not affecting the calculation of coordinates), for example, in order to trace the dynamics of the brand image over a certain period.

One of the significant shortcomings of correspondence analysis is that the axes are interpreted based on the location of points of the same dimension: the axes for marks are named based on how the marks lay, the axes for statements are named based on how the statements lay. It is impossible to mix these interpretations (as in factor analysis).

Multidimensional scaling

The main source of data in multivariate scaling is the proximity matrix between brands. It can be built in different ways. For example, direct questions about how similar each evaluated brand is to competitors. If we use the usual way, when each brand is evaluated separately by statements, then the proximity matrix is ​​built indirectly, using a joint probability estimate or a profile difference measure.

In general, multidimensional scaling allows brands to be positioned in a space of some small dimension in such a way as to adequately reproduce the observed distances between them. At the same time, this method does not demonstrate the ratio of brands and statements. And the coordinate axes of the perception map are interpreted based on how the graded marks fit on each axis.

All these methods are heuristic- emphasizes Alexey Molchanov - and we cannot say exactly how the results of the sample give an indication of the perception of the brand by the entire population of consumers. For comparison, regression analysis, for example, allows us to evaluate our ability to generalize the results.”

The final point in the comparison of methods puts Askhat Kutlaliev: “In principle, you can always find some kind of mathematical apparatus that can process the data that we have. Correspondence analysis offers the most minimal requirements for the nature of the data and is therefore preferred. Its use is most often found precisely due to the versatility of this method.

Features of the interpretation of perception maps

The visual representation of information with the help of perception maps gives many the impression that it is enough to look at the picture, and everything will immediately become clear. This is especially true for those perception maps that simultaneously place both marks and statements, with the help of which marks are evaluated.

Indeed, what could be simpler: since our brand was next to the statements “good” and “famous”, it means that consumers perceive it as well-known and good! Success achieved!

However, research experience suggests that such a conclusion is highly likely to be incorrect. When interpreting perceptual maps, we must keep in mind two limitations that prevent us from drawing such quick and simple conclusions:

The close relative position of one particular brand and one particular statement on the map does not mean their unambiguous proximity in the minds of consumers.
- the meaning that the respondent puts into the statement may differ from the meaning that the interpreter saw and understood.

Let us first consider the first constraint in detail.

In any case, the map cannot adequately reflect all the relationships between brands and statements. With the help of a map, we simplify large data sets, the structure of which cannot be visually revealed, to a fairly simple picture. Naturally, in the course of this simplification, we lose some data.

The map gives us the opportunity to see the general patterns of the relative position of the marks and the mutual position of the attributes. It follows from this that we should analyze the map as a whole, and not be tied to individual points.

This is how we interpret our results. For example, we say that all brands are differentiated according to three main criteria - health benefits, the ability to inspire confidence and taste.

The correspondence analysis we use to build maps allows us to see which attributes have contributed the most to the identified directions, which ones follow along with them and can be explained as manifestations of the main attributes, and which are just noise that has no meaning.

And only after we have understood these main directions, created a "coordinate system" for our map, we can talk about how the marks are grouped on it. We are looking for clusters of brands that have a similar image, and with the help of identified key attributes, we try to describe these clusters, to understand the image of these brands.

So we can find a variety of market niches. For example, brands associated with medicinal properties that are not suitable for everyday consumption. Or a niche of "regular brands" that people are ready to consume every day. And we can also find a “reference” niche that people are guided by, but brands from which they will never consume often.

Most importantly, we are looking for directions, map axes, as well as clusters of brands, market niches. And in this case, going back to the original example, a single “good ad” dot can contribute to a variety of axes, from brand brightness and attractiveness to poor product quality, since, in the opinion of consumers, only what is advertised well in this category is that otherwise not for sale.

Conclusion 1: You cannot analyze individual points in isolation from the entire map. Maps help us to see the main directions in which brand evaluation criteria can be grouped, and the market niches and segments in which brands are grouped, rather than the association of specific brands with specific statements.

Keeping the second limitation in mind when understanding the meaning of perceptual maps is no less important.

When a respondent tells us that “healthy” or “a brand you can trust” is appropriate to describe a brand, this may not mean at all that he perceives it as healthy and trustworthy. Such a conclusion will seem strange and non-obvious to many, but research experience finds a lot of evidence for it.

All the statements we use are only indicators of respondents' opinions about brands. We try to measure this opinion, but what it is is not always obvious. For example, in some product categories, for many people, “healthy” means “tasteless”, and “a brand you can trust” means an expensive brand. It follows from this that statements on the map of perception cannot be taken literally.

Every time we see a statement, we try to understand what it meant to the respondent and how we can properly understand his opinion. The most logical way to figure it out is to see what other statements it lies next to.

However, how to understand which of the statements lying together really matter, and which are only indicators of a hidden opinion that does not correspond to the direct meaning? To do this, using tabular data, we analyze the contribution of each statement to the formation of the resulting axes.

The statements that contribute most to any direction allow us to interpret the meaning of the resulting direction. We can also try to understand what the respondent meant by other statements, why certain statements ended up together. This is another contribution of perception maps to our understanding of category and consumers.

Conclusion 2: The statements on the map are not meant to be taken literally. Not all statements have the same meaning. Only by carefully analyzing the relative position of all statements relative to each other and the contribution of each statement to the construction of the axes, we can understand how to interpret the resulting directions and clusters of points.

Conclusion

Perception maps, due to their visibility, create many illusions about the actual perception of the brand and the possibilities for its development. Of course, customers often overestimate the value of this visualized data. The perceptual map requires the researcher to be very responsible and very careful, because the temptation to use it incorrectly is too great.

With the help of perception maps, not the possibilities of the market are studied, but what mutual arrangements, interactions of brands are currently taking place. With their help, you can discuss the need for evolution of the brand, strengthening its properties, etc. Groupings of dots (brands and statements) give an understanding of the stability of the market or, conversely, its dynamism, allow you to form ideas about trends and potential development of the customer's brand.

The perception map itself is a rather serious simplification of the entire multidimensional data space, and one cannot do without deep knowledge in the field of mathematical statistics when interpreting it.

The creation and interpretation of the map is a special, virtuoso, almost manual work. At the input, researchers operate with a whole set of tabular data, obscure to the uninitiated, and at the output - with a cluster of points, like constellations in the night sky. It is important in this case not to miss in the pursuit of aesthetics and visibility the very truth for which the study was conducted.

Interview and text, Ph.D., Associate Professor MIR, V. Matyushkin

Literature

1. Aaaker D. et al. Marketing research. Moscow: Peter, 2004
2. Davis D.D. Research in advertising. Theory and practice". - M.: Williams, 2003
3. Kotler F. et al. Fundamentals of marketing. - M.: SPb.; TO.; Williams Publishing House, 2003
4. Malhotra N. Marketing research. Practical guide, 3rd edition. M.: Williams, 2003. Chapter 21.
5. Jae-On Kim, Charles W. Mueller. Factor Analysis: Statistical Methods and Practical Issues. Eleventh Printing, T.O.: SAGE 1986