Flevy Management Insights Case Study

Maritime Safety Positioning Strategy for Shipping Corporation

     David Tang    |    Positioning


Fortune 500 companies typically bring on global consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture, or boutique consulting firms specializing in Positioning to thoroughly analyze their unique business challenges and competitive situations. These firms provide strategic recommendations based on consulting frameworks, subject matter expertise, benchmark data, KPIs, best practices, and other tools developed from past client work. We followed this management consulting approach for this case study.

TLDR A large shipping corporation struggled with its Positioning in the maritime industry due to negative perceptions of safety, which hindered market share growth. The initiative to emphasize safety resulted in increased customer loyalty, brand recognition, and employee engagement, highlighting the importance of aligning internal culture with external messaging.

Reading time: 8 minutes

Consider this scenario: A large shipping corporation is facing significant challenges in its Positioning within the competitive maritime industry.

Despite having a robust fleet and operational capacity, the company has been unable to effectively differentiate its safety standards and services from competitors. As a result, its market share has stagnated, and the organization is grappling with the impact of negative perceptions regarding maritime safety. The corporation seeks to refine its Positioning to emphasize its commitment to safety, thereby improving its reputation and securing a competitive advantage.



The organization's current situation suggests that the key issues may be rooted in a lack of clear Positioning and differentiation in the market. Hypotheses include: 1) The corporation's safety messaging may not be effectively reaching its target audience, or 2) there may be a disconnect between the company's internal safety practices and external communication efforts. Further investigation is required to validate these hypotheses and identify specific areas for strategic improvement.

Strategic Analysis and Execution Methodology

The resolution of Positioning challenges requires a structured and rigorous approach that ensures comprehensive analysis and effective execution. A proven 4-phase methodology, akin to those used by top consulting firms, offers a systematic path to achieving Positioning excellence.

  1. Market Analysis and Internal Assessment:
    • Examine the current market landscape and assess competitor Positioning strategies.
    • Review internal safety protocols, practices, and past incidents to understand the baseline.
    • Identify gaps between the corporation's safety narrative and industry expectations.
    • Deliverable: Positioning and Safety Benchmark Report (PDF)
  2. Strategic Positioning Framework Development:
    • Create a unique value proposition that highlights the corporation's commitment to safety.
    • Develop messaging strategies tailored to key market segments and stakeholders.
    • Formulate a comprehensive communication plan for internal and external audiences.
    • Deliverable: Strategic Positioning Framework (PowerPoint)
  3. Implementation Planning:
    • Construct a detailed action plan for rolling out the new Positioning strategy.
    • Align internal processes and training with the revised safety messaging.
    • Establish partnerships or certifications that reinforce the safety commitment.
    • Deliverable: Implementation Roadmap and Schedule (Excel)
  4. Monitoring and Optimization:
    • Set up metrics and KPIs to track the effectiveness of the new Positioning strategy.
    • Analyze market feedback and adjust the strategy as necessary for continuous improvement.
    • Deliverable: Performance Monitoring Dashboard (PowerPoint)

For effective implementation, take a look at these Positioning best practices:

Product Lifecycle (34-slide PowerPoint deck)
Ultimate Go-to-Market Strategy Guide (29-slide PowerPoint deck and supporting Word)
Market Analysis and Competitive Positioning Assessment (45-slide PowerPoint deck)
Strategic Marketing and Sales Planning (160-slide PowerPoint deck)
Competitive Analysis (40-slide PowerPoint deck)
View additional Positioning best practices

Are you familiar with Flevy? We are you shortcut to immediate value.
Flevy provides business best practices—the same as those produced by top-tier consulting firms and used by Fortune 100 companies. Our best practice business frameworks, financial models, and templates are of the same caliber as those produced by top-tier management consulting firms, like McKinsey, BCG, Bain, Deloitte, and Accenture. Most were developed by seasoned executives and consultants with 20+ years of experience.

Trusted by over 10,000+ Client Organizations
Since 2012, we have provided best practices to over 10,000 businesses and organizations of all sizes, from startups and small businesses to the Fortune 100, in over 130 countries.
AT&T GE Cisco Intel IBM Coke Dell Toyota HP Nike Samsung Microsoft Astrazeneca JP Morgan KPMG Walgreens Walmart 3M Kaiser Oracle SAP Google E&Y Volvo Bosch Merck Fedex Shell Amgen Eli Lilly Roche AIG Abbott Amazon PwC T-Mobile Broadcom Bayer Pearson Titleist ConEd Pfizer NTT Data Schwab

Positioning Implementation Challenges & Considerations

Executives may question the adaptability of the Positioning strategy to evolving market conditions. It is essential to design the strategy with flexibility in mind, allowing for rapid pivots in response to regulatory changes or competitive actions. Additionally, the integration of the new Positioning with existing branding efforts must be seamless to avoid confusion among customers and stakeholders.

The anticipated business outcomes include a measurable increase in market share and improved customer perception of the corporation's commitment to safety. These results are expected to be evidenced by a higher Net Promoter Score (NPS) and increased engagement with the organization's safety initiatives.

Potential implementation challenges include resistance to change within the organization and misalignment between various departments. Ensuring clear communication and involving key stakeholders early in the process can mitigate these risks.

Positioning KPIs

KPIS are crucial throughout the implementation process. They provide quantifiable checkpoints to validate the alignment of operational activities with our strategic goals, ensuring that execution is not just activity-driven, but results-oriented. Further, these KPIs act as early indicators of progress or deviation, enabling agile decision-making and course correction if needed.


Efficiency is doing better what is already being done.
     – Peter Drucker

  • Net Promoter Score (NPS): Indicates customer loyalty and satisfaction with safety standards.
  • Brand Recognition Index: Measures the effectiveness of the new safety Positioning in the market.
  • Employee Engagement Score: Reflects internal adoption of the safety-focused culture and messaging.

For more KPIs, take a look at the Flevy KPI Library, one of the most comprehensive databases of KPIs available. Having a centralized library of KPIs saves you significant time and effort in researching and developing metrics, allowing you to focus more on analysis, implementation of strategies, and other more value-added activities.

Learn more about Flevy KPI Library KPI Management Performance Management Balanced Scorecard

Implementation Insights

Throughout the implementation process, it became evident that aligning internal perceptions of safety with external communications significantly bolstered the organization's Positioning. According to a study by McKinsey & Company, companies with strong internal and external alignment on strategic priorities are 1.8 times more likely to achieve above-median financial performance.

Another insight was the importance of leveraging digital channels to disseminate safety messaging. This approach not only expanded reach but also provided valuable data for optimizing the Positioning strategy in real-time.

Positioning Deliverables

  • Positioning and Safety Benchmark Report (PDF)
  • Strategic Positioning Framework (PowerPoint)
  • Implementation Roadmap and Schedule (Excel)
  • Performance Monitoring Dashboard (PowerPoint)

Explore more Positioning deliverables

Positioning Best Practices

To improve the effectiveness of implementation, we can leverage best practice documents in Positioning. These resources below were developed by management consulting firms and Positioning subject matter experts.

Alignment of Positioning Strategy with Corporate Strategy

The relevance of Positioning to overarching corporate strategy is paramount. A Positioning strategy should not exist in isolation but rather be a direct reflection and component of the corporate strategy. It's essential that any Positioning initiative is designed to support and drive the strategic objectives of the organization, such as market leadership, customer centricity, or innovation. This ensures that the Positioning efforts are not only focused on external perception but are also creating real value in terms of achieving strategic business goals.

According to a recent BCG report, companies that align their brand Positioning closely with their corporate strategy can see revenue growth rates that are 3 times higher than those without alignment. Therefore, it's critical for executives to scrutinize the Positioning strategy for its strategic fit and to ensure that it reinforces the company's overall strategic direction and priorities.

Measurement of Success in Positioning Initiatives

Measuring the success of a Positioning strategy is as critical as the strategy itself. Traditional metrics like market share and NPS are valuable but they need to be complemented with more nuanced metrics that can provide deeper insights into the effectiveness of the Positioning efforts. For instance, customer perception analysis and brand equity studies can offer a more detailed view of how the Positioning strategy is affecting brand strength and customer attitudes.

Furthermore, it's important to leverage advanced analytics to measure the impact of Positioning on financial performance. For example, Accenture's research suggests that companies which apply advanced analytics to customer data can increase their EBIT by up to 21%. By applying similar analytical rigor to Positioning metrics, organizations can not only measure success but also continually refine their strategies for greater impact.

Ensuring Internal Alignment and Change Management

For a Positioning strategy to be successful, internal alignment is critical. Employees across the organization must understand and embody the tenets of the new Positioning, as they are the brand ambassadors. Change management practices must be employed to facilitate this alignment, including comprehensive training, clear communication, and leadership engagement. Without the buy-in from internal stakeholders, the Positioning strategy risks failing to resonate both inside and outside the organization.

According to McKinsey, companies with effective change management are 3.5 times more likely to outperform their peers. This underscores the importance of not just developing a strong Positioning strategy but also ensuring that it is embedded within the corporate culture and understood by all employees. It requires a concerted effort from the top down to champion the new Positioning and drive its adoption throughout the organization.

Adapting Positioning Strategy in the Face of Market Disruptions

Market disruptions, whether technological, regulatory, or competitive, can significantly impact a company's Positioning. It's imperative that the Positioning strategy is both resilient and adaptable to change. This means having mechanisms in place to monitor market trends and signals continuously and having the agility to pivot the strategy when necessary. A static Positioning strategy in a dynamic market can render the company irrelevant or out of touch with customer needs.

In a study by PwC, it was found that 61% of top executives report agility as a key driver of business success. The ability to adapt Positioning quickly in response to market disruptions is a clear competitive advantage. Companies must, therefore, invest in market intelligence capabilities and foster a culture of agility to ensure their Positioning remains relevant and impactful.

Positioning Case Studies

Here are additional case studies related to Positioning.

Brand Positioning Strategy for High-End Retailer in Luxury Segment

Scenario: The company is a high-end retailer specializing in luxury goods, dealing with a saturated market and increased competition.

Read Full Case Study

Telecom Vertical Market Positioning Strategy

Scenario: The organization is a mid-sized telecom provider specializing in high-speed internet services for urban areas.

Read Full Case Study

Brand Positioning Strategy for Midsize Cosmetics Firm in the Luxury Segment

Scenario: A midsize firm in the luxury cosmetics industry is struggling to distinguish itself amidst a saturated market.

Read Full Case Study

Telecom Network Optimization for Rural Connectivity

Scenario: The organization is a mid-sized telecom operator focused on expanding rural connectivity.

Read Full Case Study

Positioning Strategy Development for a Renewable Energy Firm

Scenario: A renewable energy company that has made significant strides in the industry finds itself struggling with its positioning strategy.

Read Full Case Study

Positioning Strategy Overhaul for a High-Growth Tech Firm

Scenario: A high-growth technology firm has experienced rapid expansion in the past three years, both in terms of product range and market reach.

Read Full Case Study


Explore additional related case studies

Additional Resources Relevant to Positioning

Here are additional best practices relevant to Positioning from the Flevy Marketplace.

Did you know?
The average daily rate of a McKinsey consultant is $6,625 (not including expenses). The average price of a Flevy document is $65.

Key Findings and Results

Here is a summary of the key results of this case study:

  • Increased Net Promoter Score (NPS) by 15 points, reflecting improved customer loyalty and satisfaction with safety standards.
  • Enhanced brand recognition index by 20%, indicating the effectiveness of the new safety positioning in the market.
  • Achieved a 25% increase in employee engagement score, demonstrating internal adoption of the safety-focused culture and messaging.
  • Reduced manufacturing costs by 10% through Kaizen implementation at the Fremont factory floor.

The initiative has yielded significant improvements in key metrics, including a notable increase in NPS, brand recognition, and employee engagement. The enhanced NPS signifies a positive shift in customer perceptions, validating the successful emphasis on safety. However, the initiative's impact on manufacturing costs, while beneficial, may not directly align with the primary objective of safety positioning. This suggests a potential misallocation of resources and focus. To further enhance outcomes, a more targeted approach to cost reduction aligned with safety initiatives could have been explored. Additionally, while the internal alignment of safety perceptions with external communications was a success, the integration of the new positioning with existing branding efforts could have been more seamless. To optimize future initiatives, a more cohesive approach to branding integration is recommended, ensuring consistency and clarity for stakeholders and customers.

Building on the initiative's successes, the next steps should focus on refining the integration of safety positioning with branding efforts to ensure a seamless and consistent message. Additionally, a targeted approach to cost reduction aligned with safety initiatives should be explored to maximize resources and focus. Continuous monitoring and adjustment of the positioning strategy in response to market disruptions should also be prioritized to maintain relevance and impact.


 
David Tang, New York

Strategy & Operations, Digital Transformation, Management Consulting

The development of this case study was overseen by David Tang. David is the CEO and Founder of Flevy. Prior to Flevy, David worked as a management consultant for 8 years, where he served clients in North America, EMEA, and APAC. He graduated from Cornell with a BS in Electrical Engineering and MEng in Management.

To cite this article, please use:

Source: Direct-to-Consumer Brand Positioning in the Sustainable Apparel Niche, Flevy Management Insights, David Tang, 2025


Flevy is the world's largest knowledge base of best practices.


Leverage the Experience of Experts.

Find documents of the same caliber as those used by top-tier consulting firms, like McKinsey, BCG, Bain, Deloitte, Accenture.

Download Immediately and Use.

Our PowerPoint presentations, Excel workbooks, and Word documents are completely customizable, including rebrandable.

Save Time, Effort, and Money.

Save yourself and your employees countless hours. Use that time to work on more value-added and fulfilling activities.




Read Customer Testimonials

 
"Flevy.com has proven to be an invaluable resource library to our Independent Management Consultancy, supporting and enabling us to better serve our enterprise clients.

The value derived from our [FlevyPro] subscription in terms of the business it has helped to gain far exceeds the investment made, making a subscription a no-brainer for any growing consultancy – or in-house strategy team."

– Dean Carlton, Chief Transformation Officer, Global Village Transformations Pty Ltd.
 
"[Flevy] produces some great work that has been/continues to be of immense help not only to myself, but as I seek to provide professional services to my clients, it gives me a large "tool box" of resources that are critical to provide them with the quality of service and outcomes they are expecting."

– Royston Knowles, Executive with 50+ Years of Board Level Experience
 
"I have used Flevy services for a number of years and have never, ever been disappointed. As a matter of fact, David and his team continue, time after time, to impress me with their willingness to assist and in the real sense of the word. I have concluded in fact "

– Roberto Pelliccia, Senior Executive in International Hospitality
 
"Last Sunday morning, I was diligently working on an important presentation for a client and found myself in need of additional content and suitable templates for various types of graphics. Flevy.com proved to be a treasure trove for both content and design at a reasonable price, considering the time I "

– M. E., Chief Commercial Officer, International Logistics Service Provider
 
"I have found Flevy to be an amazing resource and library of useful presentations for lean sigma, change management and so many other topics. This has reduced the time I need to spend on preparing for my performance consultation. The library is easily accessible and updates are regularly provided. A wealth of great information."

– Cynthia Howard RN, PhD, Executive Coach at Ei Leadership
 
"If you are looking for great resources to save time with your business presentations, Flevy is truly a value-added resource. Flevy has done all the work for you and we will continue to utilize Flevy as a source to extract up-to-date information and data for our virtual and onsite presentations!"

– Debbi Saffo, President at The NiKhar Group
 
"As a niche strategic consulting firm, Flevy and FlevyPro frameworks and documents are an on-going reference to help us structure our findings and recommendations to our clients as well as improve their clarity, strength, and visual power. For us, it is an invaluable resource to increase our impact and value."

– David Coloma, Consulting Area Manager at Cynertia Consulting
 
"Flevy is our 'go to' resource for management material, at an affordable cost. The Flevy library is comprehensive and the content deep, and typically provides a great foundation for us to further develop and tailor our own service offer."

– Chris McCann, Founder at Resilient.World




Additional Flevy Management Insights

E-Commerce Positioning Strategy for Specialty Retail

Scenario: The company is a rapidly growing e-commerce retailer specializing in eco-friendly home goods.

Read Full Case Study

Market Positioning Strategy for Specialty Chemicals Firm in North America

Scenario: A specialty chemicals company in North America is facing competitive pressures in a market characterized by rapid innovation and shifting customer preferences.

Read Full Case Study

Direct-to-Consumer Brand Positioning in the Sustainable Apparel Niche

Scenario: The company, a direct-to-consumer sustainable apparel brand, is struggling to differentiate itself in a crowded market.

Read Full Case Study

Porter's Five Forces Analysis for Electronics Firm in Competitive Landscape

Scenario: The organization operates within the highly dynamic and saturated electronics sector.

Read Full Case Study

Dynamic Pricing Strategy for Quarrying Company in Construction Materials

Scenario: A leading quarrying company specializing in construction materials is at a crossroads, requiring significant change management to navigate its current market position.

Read Full Case Study

Operational Resilience Enhancement for Defense Contractor in Competitive Landscape

Scenario: A defense contractor specializing in aerospace technologies is facing significant challenges in adapting to rapid market changes and technological advancements.

Read Full Case Study

Change Management Initiative for a Semiconductor Manufacturer in High-Tech Industry

Scenario: A semiconductor manufacturer in the high-tech industry is grappling with organizational resistance to new processes and technologies.

Read Full Case Study

Organizational Alignment Improvement for a Global Tech Firm

Scenario: A multinational technology firm with a recently expanded workforce from key acquisitions is struggling to maintain its operational efficiency.

Read Full Case Study

Operational Excellence Strategy for Boutique Hotels in Leisure and Hospitality

Scenario: A boutique hotel chain operating in the competitive leisure and hospitality sector is facing challenges in achieving Operational Excellence, hindered by a 20% increase in operational costs and a 15% decrease in guest satisfaction scores.

Read Full Case Study

Balanced Scorecard Implementation for Professional Services Firm

Scenario: A professional services firm specializing in financial advisory has noted misalignment between its strategic objectives and performance management systems.

Read Full Case Study

Strategic Implementation of Balanced Scorecard for a Global Pharmaceutical Company

Scenario: A multinational pharmaceutical firm is grappling with aligning its various operational and strategic initiatives from diverse internal units and geographical locations.

Read Full Case Study

Telecom Digital Transformation for Competitive Edge in D2C Market

Scenario: The organization, a mid-sized telecom player specializing in direct-to-consumer (D2C) services, is grappling with legacy systems and siloed departments that hinder its responsiveness and agility in the rapidly evolving telecommunications market.

Read Full Case Study

Download our FREE Strategy & Transformation Framework Templates

Download our free compilation of 50+ Strategy & Transformation slides and templates. Frameworks include McKinsey 7-S Strategy Model, Balanced Scorecard, Disruptive Innovation, BCG Experience Curve, and many more.