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ABSTRACT
Repositioning is conscious adaptation to a changing environment, representing a fundamental shift in the firm's value proposition (Turner, 2003). Repositioning as a pure play is largely neglected in the strategy literature, while empirical studies are rare. This paper explores the concept and process of strategic repositioning, based on the case of Bulmers cider in Ireland. A framework for successful repositioning is proposed, with six elements: core strategic values, strategic flexibility/learning capabilities, customer awareness and sensitivity, external orientation, management commitment, and belief in the product and brand. The Bulmers case affirms the ontological status of repositioning as a viable strategy. The case also indicates that repositioning is a feasible means of strategic change, which is transformational with limited scale, and is largely intellectual and enacted with strategic learning. This paper affirms the external/internal duality and need for an evolutionary, repositioning process of Turner (2003). It also extends Turner's study due to the successful and more persuasive context of the Bulmers study, and by providing a tentative template for successful repositioning.
Key Words: Repositioning; Strategy; Change.
INTRODUCTION
Empirical investigations of repositioning strategies are rare despite being much in evidence in the business media. Typical examples of popular pieces include the Lucozade repositioning from hospital recuperative medicine to high energy performance fluid for athletic excellence (Kleinman, 2003), the rejuvenation of Molson Ex in Canada from tired common beer to classic sports viewers' friend (Button, 2001), passing reference to Snickers' new face (Murphy, 2003), and the classic National Jeweller's story on Sears' reinvention as a mass merchandiser of gems (Andrews, 2002). Common to these testaments are companies' desire to move to more favourable positions and/or to surrender previous positions in a strategic space.
Though vital to the survival or success of many firms, repositioning as a pure play is largely neglected in the strategy literature. While references can be found sprinkled throughout renowned strategy articles and leading textbooks, repositioning is generally mentioned only in passing and without supporting citation. Empirical work is even sparser, with only one major empirical study of a (failed) repositioning sfrategy - in Cable and Wireless (Turner, 2003). In general, repositioning remains both nebulous and underspecified.
This paper explores the concept and process of strategic positioning. It investigates the efforts of...