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Newsweek and its competitor Time magazine have lost a great deal of their circulation and a lot of advertising. Both are trying to avoid the fate of US News & World Report, once a weekly, now a monthly, and barely hanging on. While they are fading, The Economist is thriving. It looks like a job for repositioning. First, Newsweek must realize that it is no Economist, with its globe-saturating coverage. It must also realize that general interest is out and niche is in. The problem is what niche to preempt. If you were running Newsweek, the first thing you should realize is that a redesign does not change anything. It s like rearranging the deck chairs on the Titanic. What is called for is a new idea, not a new design. The obvious repositioning idea would be to focus on brand-name columnists, not the news. People like George Will, Fareed Zakaria, Robert Samuelson, and

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Jonathan Alter are reasons to buy the magazine. Brandname columnists create a point of difference. They give you a valuable perspective on the news and what it all means. I would even add an overview entitled The Blogosphere, where someone would cover the good, the bad, and the ugly that s online. Another new column idea would be one by Jon Stewart of Daily Show fame. Jon could cover the ridiculous, of which there are many examples. He would also be a big draw for younger readers. The only problem with this repositioning is the name, Newsweek. This magazine isn t about news. It s more about opinions than about news. It should be called Opinion Week, and it should reposition itself as offering insights about the news. The main reason for this bold and different move is that repositioning your brand today is so much harder than it was in the old days especially when you re destined to be seen as a copycat product. And its number one competitor, Time, has also been through a redesign. This case study clearly illustrates what repositioning is all about. It adjusts perceptions closer to what Newsweek has become. It s a strong competitive move in a time of crisis. It requires some courage to make the change. It s all very obvious, and it will take some money and time to accomplish.

For the main body I used a sheet of aluminum 3" wide, 8" long, and 0.032" thick. The servo motors are mounted to the front of the body (see Fig. 11.7). The drawings of the servo motor holes shown should be photocopied and taped to the aluminum sheet. The photocopy will provide accurate hole locations for mounting the servo motors. The four 11/64"-diameter holes a little past halfway down the main body are for mounting the center servo motor. These four holes are

2" (51 mm) 90 33/4" (95 mm)

2" (51 mm)

Throughout the book, we ve written about other obvious repositioning strategies, such as Chevrolet being America s favorite American car or Continental Airlines offering More airline for the money. None of these are very clever. These are just obvious repositioning ideas to be used in a time of competition, change, and crisis. Throughout the decades that I ve been writing and speaking about this subject, I ve tried to keep my work simple and obvious as a way to demonstrate how people should do their marketing. Meanwhile, the so-called experts in the field have worked hard at trying to keep things complicated and confusing. My final advice is, try not to overresearch or overthink your positioning or repositioning strategy. Simple and obvious will do the trick.

/16"

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31/4" (82 mm)

journey that started in 1969 when I wrote the first article on positioning, entitled Positioning Is a Game People Play in Today s Me-Too Marketplace. Since that time, positioning and repositioning have become heavily used words in business all around the globe. If you have any doubt, do a word search online; you ll find that those two words appear millions of times. In business publications around the world, the two words appeared 37,163 times during 2008. And yet to this day, while many people use the word positioning, not all of them truly understand what it is all about. And influential groups such as management consultants have little idea about perceptions or winning or losing in the mind. So now both positioning and repositioning have been presented in detail. In between, I have written 14 other books about various aspects of this subject.

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