History of one product or positioning of the product on the new platform

MaCleaner is the utility for Mac cleaning, which is already familiar to our followers. Promotion of this product at Mac cleaners market involved difficulties. From the very beginning, we knew that we were not the pioneers in the industry and that we must outdistance strong competitors. However, the experience obtained from resolving a case stimulated us to more seriously approach strategic planning and evaluate obstacles and risks. Market research produced the result: MaCleaner 3rd and 4th versions have attracted a few times more user interest than earlier iterations. A profit is to maximize it, we, inspired by the success of the last few months, decided it is time to take the next step. Since Mac users are now covered as much as possible, it is time to develop new markets. Which one? First, of course, Windows comes to mind. Although the Mac devices are gaining in popularity, Windows still holds a leading position among the operating systems by a wide margin.

The graph speaks for itself: it is an error at least not to get through to such a wide audience. To succeed in the market of Mac cleaners, we used one of the most popular strategies — the strategy of product differentiation. This strategy is all about identifying and meeting the expectations of dissatisfied with existing products and services customers through external competitive advantage, relying on marketing know-how. This process, in stages, was mentioned in the previous article about the product. It was also mentioned that due to the insufficiently detailed study of analytic component, our debut was spoiled. Therefore, before choosing a promotion strategy, we focused on the study of a new niche.

The state of the market

First, a bit about market condition. How are things going with the software for Windows in general and cleaners? Per our analysis, things are very disappointing for new players. Let’s start with the fact the cleaners market for this operating system is saturated now. Detailed examination of leading product functionalities on the market has shown that following differentiation strategy is more complicated: all self-explanatory things have already been implemented by most successful products. However, we prepared a few ideas that should significantly strengthen our project in the future and bring it to the same level as the Mac analogue.

They are:

• clearing the cashes and the logs;

• deleting browser history;

• elimination of system garbage;

• cleaning the Downloads folder;

• filtering large files;

• finding installation files;

• disabling extensions;

• cleaning the e-mail clients;

• deleting of private data;

• searching for duplicates;

• monitoring of system condition.

And finally, the most ambitious idea — a cross-platform version of the web that automatically detects the platform and cleans with minimal user intervention and without having to install software. All this is a long-term plan. However, now, we are in the early stages of implementing our concept, we’re adapting to the new platform, so in the first version, we can offer the audience just a standard set of functions. Thus, there is a wide gap between functions, which we plan to implement soon, as well as what we have now. The question is how to bring both the finished or hypothetical products together, thinking about product positioning?

Pricing and positioning

To answer this question briefly, in the short term — there is no way. Let’s turn to the theory. In an oversaturated market, differentiation by price is possible by two mutually exclusive ways:

a) to engage in predatory pricing;

b) to raise the price based on the premium and the quality of the product.

Considering that the average Windows user spends less on software than the average Mac user, the first option, of course, looks appealing. By positioning its product as a budget solution with a compact set of the most necessary tools, we could avoid risks and earn something, and later, after the functional enhancement, pave the way for a radical re-branding. Labor costs for the project are so high that if we had sold the application for the below-market price, it simply wouldn’t have paid for itself. Having thought about it thoroughly, we chose the opposite pricing policy and thus reckon ourselves as a premium product. This implied a corresponding positioning — ill-defined position from customers’ prospect could crash our marketing strategy. But it is a little awkward, because today we can promise our users the majority of the unique features that would give the product premium quality. We intend to hold up the product to the standard which we set, but how not to distract users by this mismatch in the beginning? Fortunately, the solution turned out to be obvious — the previous cleaner for the Mac came to the assistance of the Cleaner for Windows.

Branding and Name

To make the audience believe the promises, promises should come from someone who has already established himself as a successful player. We need to make the best use of well-established brand reputation. This means that the product for Windows should evoke a direct association with its counterpart for Mac. Especially as the functionality they have would be practically the same. Well, the easiest and most straightforward way to establish a link between the two projects is by giving them matching names.

When a product released on MacStore we used the name MaCleaner, as an abbreviation for a long Machine Advanced Cleaner. For this market, such a reference to the device is appropriate more than ever, though it had to debate with moderators, arguing it doesn’t violate the rules. For the Windows version, we, of course, could go back to the original Machine Advanced Cleaner. For the Windows version we, of course, could go back to the original Machine Advanced Cleaner. It would eliminate confusion with the platform, but it by times reduce brand recognition. In the end, after weighing all the “pros” and “cons”, we decided to keep the name the same. The need for user confidence brings positive associations to the first place, leaving the other criteria of effective choice behind.

To summarize, we must recognize that this case — the first time we had to build brand policy in this way. If we consider the situation in isolation from the prospects, we should be satisfied with the strategy of the follower (or late arrivals strategy). However, this is in such contradiction with the schedule of updates and growth prospects that we took another way. Now, the product must grow to the level that to be urgently grow to the level defined by the name and the price, but it’s a good incentive. All that is left to do is to hope that the chosen strategy will pay off, and MaCleaner for Windows will join the list of products in the coming year. Hopefully, this’ll provide our company a good reputation.

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