An organization uses strategic positioning to create a framework that assists in articulating a perceptual location compared to other organizations. To develop a strategic position, an organization needs to view the future differently from the past while practically gauging the necessary resources to accomplish the new vision (Gershon, 2003). They must also connect their internal functions with the perceived external environments (Morgan et al., 2003). The positioning strategies can include elements such as service, quality, access, scope, innovation, and demographics (Gershon, 2003). Before an organization can implement a positioning strategy, they first need to understand what is leading to its current advantages or inadequacies in the marketplace. An organization must address its advantages or inadequacies to know how to move forward to defend or improve its current position in the marketplace. Through strategic orientation, an organization makes a stream of decisions to strategically align internal policies and procedures to its environment (Morgan et al., 2003). Furthermore, an organization should analyze macro and micro environmental obstacles to understand financial or production issues while gaining customer knowledge through marketing tactics (Cant et al., 2016). It can also use the adaptive cycle to align the relationships between entrepreneurial, engineering, and administrative problems. Last, to be the most proactive in strategic positioning, a company should take the prospector's stance and exploit new opportunities in the competitive environment (Morgan et al., 2003). To determine if a positioning strategy is effective, an organization must consider its resources and how they contribute to its core capabilities. An organization with a generous amount of resource-based capabilities can grow quicker and survive better in turbulent markets. Next, they can look at different comparable dimensions to determine their production and marketing capabilities and whether their product is superior or competitive in price. Furthermore, other dimensions they can look at are how innovative their product is or how the quality compares to other products on the market (Morgan et al., 2003). Understanding an organizations resources, capabilities, and dimensions allows them to leverage a product-market position theme that will best align internally. For example, suppose a company has an innovative product requiring little consumer investment. In that case, they know that using a low-cost and high-innovation product-market positioning strategy will assist in differentiating their product in the market while aligning with their internal resources and capabilities.

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