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Marketing Canvas - Content and Stories
Stories is the content strategy dimension of the Marketing Canvas Method. Learn the five properties of effective brand storytelling — and why the most common failure is narcissism.
About the Marketing Canvas Method
This article covers dimension 520 — Content & Stories, part of the
Conversation meta-category. The Marketing Canvas Method structures
marketing strategy across 24 dimensions and 9 strategic archetypes.
Full framework reference at
marketingcanvas.net →
·
Get the book →
In a nutshell
Stories is the content strategy dimension of the Marketing Canvas Method. It scores whether a brand's narratives serve both the organisation and the user — structured around how customers think and speak, equipped with clear calls to action, distributed through the right medium, and grounded in truthfulness.
The most common storytelling failure is narcissism: brands that tell their own story rather than their customer's story. Effective brand narratives put the customer as the protagonist and the brand as the guide. The dimension scores whether your content has made that shift — or is still performing a company monologue to an audience that has already moved on.
Introduction
Every organisation produces content. The strategic question the Marketing Canvas asks is not whether you produce content — it is whether your content does work. Does it educate? Does it move the audience toward a decision? Does it make the brand more credible, more human, more trustworthy?
Stories is the dimension that answers those questions systematically. It is not about production volume or creative quality. It is about whether the narratives you create are oriented toward your customer's world or your company's world — and whether they are designed with intention, not improvised under deadline pressure.
Marketing Canvas by Laurent Bouty - Stories
What does the Marketing Canvas mean by Stories?
In the Marketing Canvas Method, Stories is not synonymous with social media content or blog output. It is the entire content strategy infrastructure: the narratives the brand creates and shares to educate, persuade, and connect across every channel and every stage of the customer journey.
The dimension scores five properties:
521 — Reflection: Do content goals serve both the organisation and the user? Content that only serves the organisation is advertising. Content that only serves the user is journalism. Stories that score well do both simultaneously — they advance the brand's objectives while genuinely answering a question, solving a problem, or articulating an aspiration the customer already holds.
522 — Structure: Is content organised around how users think and speak — not around how the company is structured? The most structurally weak content reads like an internal org chart. Products are described in product management language. Services are segmented by department. Stories that score well are structured around the customer's decision process, their language, their sequence of questions. The company's internal logic is irrelevant to the reader.
523 — Call to Action: Does every piece of content have a clear next step? Content without a CTA is a conversation that ends before it reaches the point. The CTA doesn't need to be "buy now." It can be "read this next," "share with a colleague," "download the reference," or "book a call." The question the method asks is whether the content was designed with intent — was there a deliberate decision about what the reader should do next, and does the content deliver it?
524 — Medium selection: Is the format appropriate for the content type and the available resources? A complex methodology needs different treatment than a single customer insight. A B2B technical audience needs different formats than a consumer lifestyle audience. Medium selection scores whether the company has made conscious choices about format — or whether everything becomes a blog post by default because that is the path of least resistance.
525 — Truthfulness: Are your stories truthful, and do they communicate honestly about sustainability? The sustainability dimension is not an add-on. It is the anchor for all content credibility. Brands that overstate environmental credentials destroy the trust that authentic content builds. The method scores whether stories reflect what the brand actually does — not what the brand would like to claim.
The canonical narrative arc
The most important structural insight in the Stories dimension is this: the customer is the protagonist. The brand is the guide.
This is not a stylistic preference. It is the architecture of every effective brand narrative, from the simplest testimonial to the most complex thought leadership series.
The arc follows three moves:
The job: The customer has a problem they need to solve — a job to be done (dimension 110). The story opens here, in the customer's situation, using the customer's language.
The solution: The brand provides a path to resolution — features (310), experience (420), proof (340). The brand doesn't rescue the customer; it equips them.
The transformation: The customer achieves what they were aspiring to (120). They are not just satisfied — they have become a version of themselves that was not possible before the solution existed.
When this arc is intact, content resonates. Readers recognise themselves in step one, lean toward step two, and want step three. When this arc is missing — when the brand puts itself at the centre, leads with features rather than jobs, or skips the transformation entirely — the content performs for the company's ego while leaving the customer unmoved.
The red flag: content that leads with "We are proud to announce..." is the arc inverted. The brand is announcing its own importance. The customer has no reason to care.
Stories as the delivery vehicle for Proof
The connection between 520 and 340 (Proof) is one of the most underused insights in the Marketing Canvas.
Proof establishes credibility. Stories make proof compelling. The combination is what converts sceptics.
A case study is a story with evidence — the narrative arc applied to a real customer situation, with measurable outcomes.
A testimonial is a story with social proof — a peer narrator whose credibility transfers to the brand.
A "how it works" demonstration is a story with logical explanation — the brand's claim tested against a realistic scenario.
A brand with strong proof (340) but weak stories (520) has evidence that no one reads. A brand with strong stories (520) but weak proof (340) has compelling content that doesn't survive scrutiny. The dimension combination score — both above +1 — is what produces the content that drives both conversion and trust.
Statements for Self-Assessment
Score each of the five sub-questions from −3 to +3 (no zero), then average for the dimension score. If the average is mathematically zero, round to −1.
Your content and stories goals are reflecting your organisation's goals and user's needs (521)
Your content and stories are created and structured based on your understanding of how users think and speak about a subject (522)
Your content and stories have clear calls to action — you know exactly what you want your users to do after reading (523)
You have chosen your content and stories medium adequately in function of your type of story as well as resources, like time and money (524)
Your content and stories are truthful and communicate about sustainability (525)
Interpreting your scores
Negative scores (−1 to −3): Content is disconnected from the customer's job, organised around internal company logic, missing calls to action, or lacks credibility. The likely result: content is produced but doesn't convert; the audience it reaches doesn't recognise themselves; trust is not built because proof is absent or unconvincing.
Positive scores (+1 to +3): Content is structured around how customers think and speak. The brand serves as guide, not protagonist. Every piece has a deliberate next step. Medium selection is intentional. Proof and story are integrated. Content measurably contributes to acquisition, retention, or category education.
Strategic Role
Stories appears in the Vital 8 more frequently than any other Conversation dimension. Its archetype footprint covers both the growth and the evangelism archetypes — where narrative is not a marketing support function but the primary strategic mechanism.
Primary Accelerator for A1 (Disruptive Newcomer): A disruptor's product is often unfamiliar. The market doesn't know it needs it yet. In this context, stories are not marketing — they are the primary mechanism for market education. Canva, Odoo, Tesla at launch: none of these brands could rely on category familiarity. Each had to teach the market what they were disrupting and why it mattered. Stories is the engine. A weak 520 score for A1 means the market never learns the lesson.
Primary Accelerator for A9 (Category Creator): Creating a category requires naming it, teaching it, and repeating it until the market adopts the language. Nespresso didn't launch a coffee machine — it created a premium home espresso ritual. Salesforce didn't sell software — it taught the market that software could live in the cloud. The narrative was the strategy. The company that tells the category story most consistently owns the category. A weak 520 for A9 means the category is left undefined — and a competitor will define it instead.
Secondary Accelerator for A3 (Brand Evangelist): Evangelism is the archetype where customers carry the story further than the brand can. The brand's role is to create stories so authentic, so charged with shared identity, that customers want to retell them. Patagonia's documentary filmmaking, Harley-Davidson's customer mythology — these are brand stories that customers adopted as their own. The 520 score for A3 measures whether the brand's stories are evangelism-ready or whether they stop at brand awareness.
Secondary Brake for A5 (Pivot Pioneer): A brand in pivot faces a story problem: the existing narrative no longer serves the new direction, but the new narrative isn't yet credible. A weak 520 during a pivot creates a dangerous gap — the market is told the company has changed, but the stories still tell the old version. LEGO's pivot from failing toy company to platform for creativity required a complete narrative reconstruction. The dimension scores whether the pivot story has been rebuilt, not just the business model.
Growth Driver for A1 and A3: In both archetypes, viral storytelling directly drives revenue growth — not as a side effect but as the primary acquisition mechanism. The customer story that spreads is worth more than any paid media campaign.
Case study: Green Clean
Green Clean is a fictional eco-friendly residential cleaning service used as the recurring worked example throughout the Marketing Canvas Method.
Score: −2 to −1 (Weak) Green Clean produces content regularly — a monthly blog, occasional social posts, a product page for each cleaning product. The content describes the products, explains the ingredients, and mentions eco-certification. It is accurate. It is also entirely company-centric: every piece begins with what Green Clean offers, not with what the customer is trying to accomplish. There are no calls to action beyond "add to cart." The customer segment Green Clean most wants to reach — parents concerned about indoor health — cannot find themselves in the content. The stories don't start in their world. There is no arc from job to transformation. No case studies. No customer voices. The content is a product catalogue dressed as a blog.
Score: +1 to +2 (Developing) Green Clean has begun restructuring its content around the customer's job. A series called "The Safe Home Guide" now leads with the parent's concern — "what am I exposing my children to when I clean?" — rather than with product features. The narrative arc is partially present: posts open with the customer situation, introduce the relevant Green Clean solution, but often stop before delivering the transformation. CTAs have been added to most articles, though they vary in clarity — some are specific ("book your first clean"), others are vague ("learn more"). A first customer case study has been published, featuring a family who switched from conventional products after a child's respiratory reaction. Medium selection is improving: longer content has moved to the blog; short-form testimonials are now used on Instagram. Stories are beginning to do work. The architecture is still uneven.
Score: +2 to +3 (Strong) Green Clean's content strategy is fully structured around the customer-as-protagonist arc. The "Safe Home" narrative series follows families through the discovery-to-commitment journey — opening with the indoor health concern, demonstrating the Green Clean methodology, and closing with the family's reported change in confidence and peace of mind. Each piece has a deliberate CTA mapped to the reader's stage: first-contact content leads to a "calculate your home's risk" tool; mid-funnel content leads to a trial booking; post-service content leads to referral sharing. Case studies now include before/after air quality measurements from the Eco-Proof Report, converting the brand's proprietary tool from a service feature into a content asset. VOC language sourced directly from dimension 510 (Listening) feeds the content briefs — customers' own phrasing about "knowing what my family breathes" appears verbatim in headlines and section openers. Stories and Proof (340) are fully integrated. Content measurably drives acquisition and retention.
Connected dimensions
Stories does not operate in isolation. Five dimensions connect most directly:
110 — JTBD: Stories narrate job resolution. The most effective content opens in the customer's job situation — using their language, not the brand's. A strong JTBD definition (110) is the raw material that makes story structure (522) possible. Without a clear job statement, content defaults to product description.
220 — Positioning: Stories deliver positioning in narrative form. The positioning claim (220) is the argument. The story is the demonstration. Positioning without stories is a claim without evidence. Stories without positioning is content without a point.
320 — Emotions: Stories create emotional connection. The emotional job (320) defines what the customer is trying to feel. The story is the mechanism that delivers that feeling. A story that is technically accurate but emotionally inert does not produce advocacy.
340 — Proof: Stories are the delivery vehicle for proof. A case study is a story with evidence. A testimonial is a story with social proof. Proof without story is data. Story without proof is claim. The combination is what converts sceptics into buyers.
510 — Listening: VOC language mining (510) produces the raw material for story structure. The most effective content uses the words customers use to describe their own problems — not the words the marketing team uses to describe the product. Listening tells you how the customer speaks (522). Stories build the structure around it.
530 — Media: Stories need distribution. Media (530) is the system that determines how far and to whom stories travel. Strong stories distributed through the wrong media reach the wrong audience. The quality of 520 determines what is worth distributing; the quality of 530 determines whether distribution works.
Conclusion
Stories is the dimension that turns strategy into language the market can receive. Every other dimension in the Canvas — the job, the positioning, the proof, the experience — exists as internal knowledge until stories make it external and human.
The strategic test is not whether you produce content. It is whether your content starts in the customer's world, serves the customer's job, and moves them toward an outcome they want. If it does, the brand becomes a guide. If it doesn't, the brand becomes a company talking about itself — and customers learned to scroll past company monologues a long time ago.
The architecture check is simple: read your last five pieces of content. Count how many sentences begin with the customer's situation versus the company's product. The ratio tells you where 520 actually stands.
Sources
Donald Miller, Building a StoryBrand, HarperCollins Leadership, 2017
Robert McKee & Thomas Gerace, Storynomics: Story-Driven Marketing in the Post-Advertising World, Twelve, 2018
Joe Pulizzi, Content Inc., McGraw-Hill Education, 2015
Marketing Canvas Method, Appendix E — Dimension 520: Stories, Laurent Bouty, 2026
About this dimension
Dimension 520 — Stories is part of the Conversation meta-category (500) in the Marketing Canvas Method. The Conversation meta-category contains four dimensions: Listening (510), Stories (520), Media (530), and Influencers (540).
The Marketing Canvas Method is a complete marketing strategy framework built around 6 meta-categories, 24 dimensions, and 9 strategic archetypes. Learn more at marketingcanvas.net or in the book Marketing Strategy, Programmed by Laurent Bouty.
Marketing Canvas - Positioning
Demystify brand positioning with the Marketing Canvas methodology. Understand its significance, different types, and evaluation process. Enhance your brand's market presence with effective positioning strategies.
About the Marketing Canvas Method
This article covers dimension 220 — Positioning, part of the
Brand meta-category. The Marketing Canvas Method structures
marketing strategy across 24 dimensions and 9 strategic archetypes.
Full framework reference at
marketingcanvas.net →
·
Get the book →
In a nutshell
Positioning is the mental real estate your brand owns in the customer's head. Not what you say about yourself — what customers say about you when you're not in the room. Dimension 220 in the Marketing Canvas Method measures whether your positioning is specific enough to exclude alternatives, validated by customer reality, and visible across every touchpoint. A positioning statement that could apply to three or more of your competitors unchanged is not a position. It's wallpaper.
What is Positioning?
Positioning answers one question: why should customers choose you over every alternative?
It must do three things at once: tell customers what category you're in, how you're different, and why they should care. And it must satisfy four criteria — it must be defined (written down and agreed), relevant (to the customer, not to your internal team), attainable (given your actual resources), and aligned with your culture (your people must be able to live it).
The most common failure isn't being wrong. It's being vague. "We provide innovative solutions for modern businesses" occupies no mental real estate because it describes everyone. "We're the indoor health protection company" occupies a specific space because it excludes everything else.
That's the discipline: positioning is as much about what you refuse to be as what you claim to be.
The Positioning Test
Two scoring rules tell you everything:
Score negative if your positioning statement could be copied, word for word, onto a competitor's website without anyone noticing. Vague positioning — "high quality," "customer-centric," "innovative" — signals the absence of strategic choice.
Score positive when your positioning is specific enough to exclude alternatives, confirmed by actual customer research (not internal assumption), and consistently visible from your website headline to your sales pitch to the way your team answers the phone.
The test is simple. Ask three people outside your company to read your positioning statement. Then ask: does this describe only us, or does it also describe our competitors? If the honest answer is "it also describes them" — you have work to do.
Positioning Types: Leader, Challenger, Disruptor
The Marketing Canvas recognises three strategic roles a brand can occupy in its competitive space. Your choice here is not just a marketing decision — it determines your entire competitive approach.
1. Leader Brand
The leader is the category default. When a customer thinks about your category, they think of you first. Leader brands enjoy substantial mindshare and market share, but they pay a price: as they grow toward mass-market adoption, they often lose the early enthusiasts who made them distinctive. Maintaining a leadership position requires constant investment in brand relevance, not just product breadth.
2. Challenger Brand
Challengers compete by turning the leader's strength into a weakness. The leader is everywhere? The challenger is exclusive. The leader is corporate? The challenger is human. The leader is expensive? The challenger is honest about value. Challenger positioning requires precision: you must know exactly which customer segment the leader is underserving, and you must own that segment completely before attempting to expand.
3. Game Changer / Disruptor Brand
Disruptors don't compete within the existing category — they redefine it. They find the job that incumbents have been ignoring, build a product or service architecture around it, and then name the new category. Green Clean did not compete as "another eco-friendly cleaning service." They redefined the job as indoor health protection — and in doing so, created a category where they were, by definition, the leader from day one.
The disruptor play is the highest-risk and highest-reward choice. It only works when the new category genuinely solves an unmet job — and when the brand has the resources to educate the market before competitors copy the framing.
Why Positioning is a Fatal Brake
In the Marketing Canvas Method, Positioning is classified as a Fatal Brake for three archetypes: A1 (Disruptive Newcomer), A5 (Pivot Pioneer), and A8 (Niche Expert).
A Fatal Brake is a dimension where a score below +2 actively blocks progress toward your Step 2 goal. You can fix everything else — and still fail — if this one dimension is broken.
Here is why it's fatal in each case:
A1 — Disruptive Newcomer: A disruptor with vague positioning is just another startup. Without a clear answer to "why choose you over the established player," you will exhaust your budget educating a market that then buys from the incumbent.
A5 — Pivot Pioneer: A pivot without repositioning is a rebrand without a direction. You can change your product entirely and still lose if the market's mental model of your brand hasn't shifted.
A8 — Niche Expert: A niche expert without precise positioning is a generalist pretending to specialize. Owning a niche requires staking a claim so specific that customers in that segment feel you were built exclusively for them.
If your current archetype is A1, A5, or A8 and your Positioning score is below +2 — address this before anything else.
Translating Positioning into Action
Positioning only exists if it's consistently expressed. A positioning statement that lives in a brand document but doesn't show up in the website headline, the sales deck, the onboarding email, and the customer support script isn't positioning. It's aspiration.
Four questions to pressure-test your execution:
Can every person in your team articulate your positioning in one sentence — without reading a card?
Does your website's above-the-fold message reflect your positioning directly?
Would a new customer arriving from any channel — social, search, referral — get the same positioning signal?
Does your pricing reinforce your positioning? (A premium positioning with discounting creates cognitive dissonance that erodes both.)
Consistent expression across every touchpoint is what turns a positioning statement into a customer perception. The perception is the only thing that matters.
Statements for Self-Assessment
Rate your agreement on a scale from −3 (completely disagree) to +3 (completely agree). There is no zero — the Marketing Canvas forces a directional position on every dimension.
Note on Detailed Track scoring: if averaging sub-question scores produces a mathematical zero, the method rounds to −1. A split score means the dimension is not clearly helping your goal — and "not clearly helping" requires the same investigation as "hurting."
Interpreting Your Scores
Negative scores (−3 to −1): Your positioning is unclear, generic, or misaligned. The brand occupies no distinct mental real estate. Customers have no reliable reason to choose you over alternatives — and no reliable way to describe you to others. This is the most expensive problem in marketing, because every other investment (media, content, acquisition) amplifies a message that doesn't stick.
Positive scores (+1 to +3): Your positioning is defined, specific, and consistently expressed. Customers can articulate your brand in terms that match how you'd describe it yourself. Your positioning excludes alternatives rather than trying to appeal to everyone — which means the customers who choose you are choosing you deliberately.
Case Study: Green Clean's Positioning Journey
Green Clean is an eco-friendly residential cleaning service. Here is what the same company looks like at three different positioning maturity levels.
Weak positioning (scores −3 to −1): Green Clean describes itself as "an eco-friendly cleaning solution prioritizing sustainability." The problem: so does every competitor in the eco-cleaning segment. There is no functional category, no excluded alternative, no reason to choose Green Clean over EcoPure or NatureFresh. Customers see the brand as generic. The positioning is real estate no one can find.
Transitional positioning (scores +1 to +2): Green Clean has sharpened to "safe and sustainable cleaning solutions." Better — but still vague. "Safe" and "sustainable" are table stakes in the eco-cleaning category. The positioning describes the category, not the brand's unique place within it. Customers understand what Green Clean does but still can't explain why they'd choose it over a premium competitor.
Strong positioning (score +3): Green Clean shifts to "the indoor health protection company." This is a different category altogether — not eco-cleaning, not green products, but health protection in the home. It references a specific job (protect my family's indoor environment from toxins), excludes conventional cleaning companies that cannot credibly make this claim, and supports a premium price point ($200/visit vs. $100 for conventional alternatives). Every touchpoint — the Family Health Report dashboard, the B-Corp certification, the non-toxic proprietary formula — now serves as proof of the positioning rather than decoration around it.
The shift from "eco-friendly cleaning" to "indoor health protection" is the model. The words changed by a sentence. The strategic outcome changed by a category.
Connected Dimensions
Positioning does not operate in isolation. Four other dimensions must align with it:
110 — JTBD: Positioning must reference the customer's actual job. If your positioning doesn't connect to what customers are hiring you to do, it will feel hollow — however well-crafted.
210 — Purpose: Positioning operationalises purpose for the market. Purpose is the internal compass; positioning is the external expression. They must be consistent.
240 — Visual Identity: Visual identity makes positioning visible. A premium positioning with budget-looking design creates dissonance. A disruptor positioning with corporate aesthetics kills the claim before the first word is read.
310 — Features: Features must deliver what positioning promises. If your positioning claims "indoor health protection," every feature in the product must serve that job. Features that don't are complexity without strategic value.
Conclusion
Positioning is the dimension that makes all other marketing work. Without it, media spend amplifies noise. Without it, content has nothing to anchor to. Without it, the sales conversation starts from zero every time.
You should be able to state your positioning in one sentence, test it against your competitors, and find it expressed consistently across every customer touchpoint. If you can't — that is where to start.
The scoring logic is unambiguous: if your positioning statement could describe three of your competitors as easily as it describes you, it is not a position. It is a description of the category. The category doesn't need a marketing strategy. Your brand does.
Sources
Al Ries & Jack Trout, Positioning: The Battle for Your Mind, McGraw-Hill, 1981 (revised 2001) — the foundational text on owning a position in the customer's mind
April Dunford, Obviously Awesome: How to Nail Product Positioning, Page Two Books, 2019 — aprildunford.com— the modern practitioner standard on positioning methodology
Fabrik Brands, "Brand Positioning Trends 2025", November 2025 — fabrikbrands.com
Crealytics, "Brand Marketing in 2025: 8 Power Moves Every Marketer Must Master", 2025 — crealytics.com
Marketing Canvas Method, Appendix E: The 24 Dimensions — Dimension 220 Positioning, Laurent Bouty, 2026
Le Marché dans le Marketing Canvas
Dans l’enthousiasme de travailler sur sa stratégie marketing, on se précipite souvent et oublie l’importance de ce que je considère comme la première étape: la compréhension du marché dans lequel nous allons opérer (startup) ou nous opérons déjà (entreprise existante). Il y a 3 questions importantes à se poser lorsqu’on analyse le marché. C’est questions sont: …
Marketing Strategy Design Cards
Dans l’enthousiasme de travailler sur sa stratégie marketing, on se précipite souvent et oublie l’importance de ce que je considère comme la première étape: la compréhension du marché dans lequel nous allons opérer (startup) ou nous opérons déjà (entreprise existante).
Les questions qu’il faut se poser sont les suivantes:
Comment définir le marché?
Comment mesurer le marché?
Comment qualifier le marché?
Comment définir le marché?
Bien que la question puisse paraître simple et évidente, elle ne l’est pas.
Petit exemple: dans quel marché TESLA a-t-il décidé de se lancer avec son modèle S? La majorité des voitures électriques avant TESLA se situait dans un marché d’acheteurs urbains avec des petits déplacements. TESLA a privilégié le marché du luxe et plus particulièrement le marché des voitures sportives luxueuses dont la référence est … Porsche. En choisissant le marché, certaines constantes sont fixées telles que: le prix moyen (100k€ pour une voiture de sport de luxe) ou certaines caractéristiques clés du marché (performance, design, vitesse, …).
Comme illustré dans mon exemple, le marché conditionne certaines hypothèses de départ. On peut bien sur être un game changer et redéfinir ces règles toutefois elles restent pour l’acheteur un cadre de référence qu’il va utilisé pour comparer votre produit (lorsque vous louez une chambre chez AirbnB, vous comparez votre achat à une location dans un hotel, un gite ou un bed & breakfast).
Bien qu’il existe de nombreuses définitions d’un marché, celle que je préfère vient de Bill Aulet [1]. Il définit le marché en 3 règles:
Les clients dans le marché achètent tous des produits similaires.
Les clients dans le marché ont le même cycle d’achat et s’attendent à ce que les produits fournissent de la valeur d’une façon similaire.
Il y a du bouche à oreille entre les clients d’un même marché.
La première question est donc: Dans quel marché comptez-vous opérer?
Comment mesurer le marché?
Après avoir défini le marché dans le lequel vous allez opérer, il faut essayer de le mesurer afin de définir son potentiel et votre ambition. Une méthode provenant encore de l’entrepreneuriat s’appelle le TAM (pour Total Available Market), SAM (pour Serviceable Available Market) et SOM (Serviceable Obtainable Market) .
Derrière ces acronymes, ce cache des concepts assez simples:
Le TAM correspond au marché total possible. Si on prend l’exemple de Airbnb cela correspondrait à toutes les locations de chambres dans le monde pour une année.
le SAM correspond à la partie du marché où vous êtes actif (ou allez être actif si vous lancer votre activité). Le passage du TAM au SAM dépend de vos critères: géographique (là où vous êtes actifs), type de produit (ioS ou Android, premium ou cost), ...
le SOM est votre objectif en part de marché. Combien de % du SAM voulez vous obtenir?
la seconde question est donc: quelle est la taille du marché ?
Comment qualifier le marché?
Finalement, il vous reste à qualifier le marché. Qu’est ce que cela veut dire? Le marché a une vie et est dynamique comme un organisme vivant (il apparaît, grandit, se stabilise puis décline). Si vous ne comprenez pas l’etat du marché SAM dans lequel vous entrez, vous risquez de mal définir votre stratégie commerciale (le volume des ventes diffère entre chaque état).
Source: Wikipedia
La description ci-dessous provient de Wikipedia (https://fr.wikipedia.org/wiki/Cycle_de_vie_(commerce))
Stade de lancement: Introduction du produit sur le marché
coûts élevés de production et de développement
faible volume de vente
pertes pour l'entreprise
prix élevés
Stade de croissance
coûts réduits par les économies d'échelles
croissance importante des volumes de vente
profits croissants pour l'entreprise et marges élevées
prix assurant une large part de marché
début de simplification du marché: les grandes entreprises achètent les PME innovantes
Stade de maturité
marges réduites, disparition des compétiteurs incapables d'économies d'échelle (absorption, retrait, faillite, oligopoles, stabilisation des parts de marché)coûts de production faibles, mais coûts de promotion commerciale et de services à la clientèle élevés
maximum des volumes de vente
forte sensibilité à la conjoncture
profits encore très importants mais stagnants
fortes segmentations : les gammes de produits se sont diversifiées pour répondre à une demande exigeante
tendance à la baisse des prix en raison de la concurrence
anticipation de produits de remplacement par la recherche et le développement
Stade de déclin
diminution des ventes
diminution des profits
diminution des prix
apparition de produits de remplacement
La dernière question est: quel est l’état du marché ?
Conclusion
En répondant à ces 3 questions clairement, vous aurez plus facile lorsque vous définirez votre stratégie commerciale. L’étape suivante dans l’exercice du Marketing Canvas est de définir la compétition.
Référence
Bill Aulet, Disciplined Entrepreneurship : 24 Steps to a Successful Startup, John Wiley & Sons (30 août 2013)
Cycle de vie, Wikipedia