Decisions that give your brand a place.
Your place in the market. Your way.
Who do you serve? Why should customers choose you? How will you prove your promise? Build clear answers, then set priorities.
Before you begin: Define who your brand serves and why they should choose it, then turn its promise into decisions you can act on.
How to use this tool well
What do you need?
Choose one brand and a clear product or service. Think about your first customer group and what they use instead today. A logo and existing research are optional.
How does it work?
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Define the customer and difference
Choose a customer, their need and their current alternative. State a clear reason to choose your brand and supporting evidence. Record unproven claims as assumptions to test.
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Connect the promise to behaviour
Choose just two values and a behaviour customers can observe for each. Place your brand and the alternative on the map using your own estimates.
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Prioritise and approve decisions
Put two decisions in “Now”, and one or two each in “Later” and “Not at this stage”. Tap a card, then its destination; dragging is optional. Approve all four rooms to open the report.
For a useful result Describe a specific difference customers care about and can see, such as explaining two options before an order. “Best quality” alone does not explain what you will do.
What will you get?
A map of your audience, promised difference, brand values and behaviour, execution priorities and observations on how your choices fit together.
This map starts with your information and estimates. Test it with real customers. Uploading a logo or changing colours alone does not build a brand strategy.
Enable JavaScript to use this tool. Download the HTML and open it in Chrome or Safari; some attachment viewers show only the design.
From a brand idea to decisions you can test in the market.
A compatible saved strategy is available in this browser.
Basma
A clear position. A meaningful brand.
MAKE YOUR MARK.Choose what you stand for
A fictional brand to explore
Rawaq
Coffee you understand before you choose.
Strategy taking shape
Competitive arena01
Reason to choose02
Brand foundations03
Decision table04
Brand strategy lab
0 / 4 Approved decisions
Who do we serve? What do they choose today?
Choose a specific starting segment and name the alternative it uses. This could be a competitor, a different approach or not buying.
Ask someone from the group about the last time they faced the need: what did they do, what alternatives did they consider and why did they choose that option?
The cards are starting hypotheses. Use actual buying situations or interviews, then adjust them.
A position you choose. A difference you can prove.
Choose the category customers compare you in, the difference you offer and evidence you can show. Compare your position with the alternative on the map.
Terms explained simply
- Positioning
- The place you want your brand to hold in the customer’s mind: what you offer, to whom, and why they should choose it over the alternative.
- Alternative
- What customers use to meet the need today: a competitor, another approach or delaying the purchase.
- Evidence
- Something a customer can examine, such as a sample, experience or documented result. If none exists, say so rather than assuming it does.
If none exists, record that. Gathering evidence becomes an assumption to test in your plan.
Your positioning statement — to review and test
Where does your brand sit against the alternative?
Choose the brand or alternative, then tap its position on the map. You can also use the sliders or keyboard arrows.
Positions are your estimates, not market research or proof of customer preference. Changing dimensions clears the positions so you can set them again.
Choose a difference you can support. You do not need to lead on everything.
What does your brand stand for in action?
Define its purpose, role and two core values. Turn each value into an observable behaviour, then choose an experience that makes the promise tangible.
Choose an experience you can deliver and observe, rather than an advertising line.
Values guide actions and boundaries. Connect them to what the brand does and refuses to do.
Where will you focus? What will you leave for now?
Choose two decisions to act on now. Define what you will defer and what you will leave aside at this stage. Fewer priorities are easier to execute.
Initiatives on the decision table
Choose a card and destination, or drag on a computer. Put two in Now and at least one each in Later and Not at this stage.
The initial arrangement follows your selected goal. Review it against your capacity and evidence.
Do your choices support each other?
We check alignment using a limited set of rules and explain what needs review. These observations do not prove the market will choose your brand.
Strategy also becomes clear through what you defer or decline. Update choices when new evidence appears.
Brand decisions in one view
Your brand strategy map.
Your first customer group, promised difference, brand values and behaviour, and decisions to pursue or defer.
Fictional exampleBRAND STRATEGY / 02
Where will we compete?
- The need this group is trying to meet
- What makes them hesitate?
- Reference alternative and why it is chosen
Why should customers choose us?
- Price position against the chosen alternative
- The boundary that protects our difference
Where does your brand sit against the alternative?
Positions are your estimates, not market research findings.
What do we stand for?
Values and behaviours
Where will we focus?
How will we track progress?
Do your choices support each other?
We check alignment using a limited set of rules and explain what needs review. These observations do not prove the market will choose your brand.
Assumptions to test first
What is this map based on?
The tool assembles your decisions and applies limited interpretive rules linking positioning, evidence, values and priorities. Segments and map positions are your estimates or starting hypotheses. It does not conduct market research, verify competitors or forecast sales. Approving rooms means the choices are complete; it does not give a scientific brand-quality score. The fictional brand is a learning example. This is a strategy tool; it does not create a posting calendar or advertising copy.
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