One of the foundational strategic elements in PR is the positioning statement. It is often confused with elevator statements, mission statements and vision statements. Let's tackle each and explain the differences.
Positioning statements
A positioning statement is a brief, but very accurate, message that explains what a company is, what it does and most important, how it's different from competitors. A positioning statement is externally focused.
A positioning statement is a challenging exercise for many reasons, including: (1) the statement must place a company within context of the external "system" it already occupies; (2) the competition must be the reference point, (3) the statement has to be brief (because people have very short attention spans) and (4) every part must be defensible.
The fact that a company has a positioning statement means it's been able to reach consensus about how it views and talks about itself. If you can't agree on a simple, defensible way to talk about your company, then how do you ensure a common frame of reference, a common purpose, a common view?
The positioning statement template of choice was authored by Geoffrey Moore. The framework goes like this:
For (target customers)
Who (have the following problem)
Our product is a (describe the product or solution)
That provides (cite the breakthrough capability)
Unlike (reference competition),
Our product/solution (describe the key point of competitive differentiation)
Here's a filled-in template Moore developed for SGI years ago when they were at their peak:
For movie producers and others
Who depend heavily on post-production special effects,
Silicon Graphics provides computer workstations
That integrate digital fantasies with actual film footage.
Unlike any other vendor of computer workstations,
SGI has made a no-compromise commitment to meeting film-makers' post-production needs.
Mission statements
Mission statements have been the rage within corporations for years because they unify employees around a common set of goals and objectives. A mission statement is a corporation's mantra, its raison d'etre. It describes the overall purpose of an organization.
Some mission statements are quite elaborate. Mission statements don't usually address the issue of competitive differentiation which is the heart and soul of a positioning statement. A mission statement can also include a company's value system. Mission statements often become visible externally.
Mission Statement example:
The American Red Cross is a humanitarian organization, led by volunteers, that provides relief to victims of disasters and helps people prevent, prepare for and respond to emergencies.
Elevator statements
An elevator statement is the shortest possible explanation of "what a company does." The term refers to a person's ability to tell a stranger - in an elevator between floors - what their company does with brevity and accuracy. A classic elevator statement would take one minute to say. Positioning statements can be used to develop brief elevator statements.
Here's a great example from Volvo abbreviating the Moore positioning template:
"For safety conscious car buyers, Volvo is the automobile provider that keeps you and your family safe."
Vision statements
A vision statement is aspirational. Unlike a positioning statement, it does not focus on defining who your company is or how it's different. It is not internally focused like a mission statement. Rather, it focuses on a definition of what the company is trying to be and achieve.
Talk about a vision statement with vision! The following was written in 1888 by Northwestern Mutual Life (The Quiet Company). Note how the statement is aspirational:
"The ambition of Northwestern has been less to be large than to be safe; its aim is to rank first in benefits to policy owners rather than first in size."
Here's a vision statement by Levi Strauss:
"We all want a company that our people are proud of and committed to, where all employees have an opportunity to contribute, learn, grow and advance based on merit, not politics or background. We want our people to feel respected, treated fairly, listened to and involved. Above all, we want satisfaction from accomplishments and friendships, balanced personal and professional lives, and to have fun in our endeavors."
