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Pick two of the nonprice attributes that you consider to be most important in choosing a smartphone. Using these two attributes, construct a positioning map for this industry using the information presented in the case. (Alternatively, you can try a "per-dollar map": divide the ratings on each attribute by price before constructing the map. Per-dollar maps give you an idea of how much of the attribute you get per dollar spent and improve the relative position of lower-price products.) Then, pick two other attributes and do the same (you will have constructed two positioning maps). Discuss the relative positions of the iPhone 5 and its major competitors on the selected attributes. Do you think the iPhone is well positioned with respect to its competitors? Which competitor(s) should the iPhone be the most concerned about? Why? What additional information might you want to have about the competitors and/or about the marketplace at this point? What factors accounting for the iPhone's continued success are not considered in a positioning map such as this one? How might a seemingly "weaker" competitor (i.e., outpositioned by the iPhone) on key attributes make a dent in the iPhone's sales share?

Case: Comparing Smartphones (B) 30 Refer back to the Comparing Smartphones (A) case at the end of Chapter 6. In addition to the competitive information made available there, assume that you have commissioned additional customer research. You have gathered customer preference data, and this data set was used to identify "ideal brands" and assess the number and size of customer benefit segments in the marketplace. (For this study, consider only screen size and talk time as the most important attributes). Three segments were identified. Segment 1 (about 20 percent of the market) prefers the largest screen size and doesn't care much about talk time; Segment 2 (about 30 percent of the market) likes long talk times but doesn't care much about screen size; and Segment 3 (about 50 percent of the market) values a combination of the two attributes. Draw a positioning map for these two attributes, using the data from case (A). Which are the most serious competitors in each segment? What are the competitive implications?