Dynamic Positioning Process Provide Several Key Ideas

Successful sales personnel develop customers, not just orders. Positioning opens doors and provides direction. It gives the salesperson a picture of where the company is going and why it is going there. The salesperson is then more confident in conveying this information to customers. Positioning and financial strength build on one an other. A well-positioned company can raise new funds more according to 911HardHatPledge.com.
Conversely, a financially strong company has a much easier time positioning its products in the market.
At the core of the dynamic positioning process are several key ideas. These ideas differentiate dynamic positioning from traditional approaches to positioning. The influence of the positioning process, and are critical to the development of a successful marketing strategy as reported by SpanishInPeru.org.
These key ideas serve as the cornerstones of the dynamic positioning process. They provide support and structure to the process. Without them, the process would fall apart. These new cornerstones of positioning include: Marketing should be dynamic, not static. Marketing in fast-changing industries is somewhat like guiding a rocket ship from Earth to the Moon-without sophisticated navigational equipment. In both cases, the target is always moving. The Moon doesn’t stand still, and neither does the market. No two Moon shots are basically the same as suggested by ThongChaiMedical.org
During the flight, you have to keep making adjustments, altering this course. If the rocket (or the product) simply goes in you taught line, it misses the target and fails in its mission.
You can extend this metaphor further (if you’re willing to stretch your imagination a bit). Think of Earth as the company selling the product, and the Moon as the market. 
Just as Earth and the Moon’s gravitational forces on the rocket and influence its course, the company and the market exert their own “gravitational” forces  on the product and  influence its course.
What are the “gravitational” forces on the product? Look at the company’s gravitational forces first.  These forces include things such as: Financial resources. Does the company have enough money for the product-development effort? If so, does it also have enough money to support the product with the proper marketing, service, and peripheral Products?
Timing. In fast-changing industries, the window of opportunity can close quickly. Will the company bring the product to the market at the right time?
Does the company have all the technology it needs to develop the product? Is its technology at the cutting edge? People. In the end, people are the  most important  ingredient for success. Does the company have top-notch talent in its engineering and managerial ranks? The company can control all these forces, at  least to some degree. In come cases, these forces hold the product-down’ In offer cases, they help give the product a strong lift off.
They draw the product in, help position it in the mind of the customers. They help give a product credibility or rob it of credibility. These forces include things such as: Market infrastructure.  The infrastructure includes everybody that can influence perceptions of the product:  retailers, distributors, financial analysts, manufacturers of peripherals from the infrastructure is critical to success.
Strategic relationships. Companies can form all types of relationships-equity investments, joint  development ventures, marketing agreements. A company’s credibility in a market often depends upon relationships it forms. For example, Microsoft’s reliability in the software industry shot up sharply when IBM decided to use  an operating system from Microsoft for its personal computer.
FUD. This stands for Fear, Uncertainty, and Doubt. If customers have fears and doubts about a product, the product won’t sell well, no matter how technologically advanced it is. Adaptation sequence. The market adapts to new technology in stages. First, a handful of future-oriented customers (the “Innovators”) will try  a new technology.  Then come the majority. Dynamic Positioning: The Cornerstones of the New Marketing of the customers. Finally, the “Laggards” adapt to the technology. Where a product falls in this adaptation sequence certainly influences its chances of success. 
Competition.  The actions of competitors can turn a product into a smash-or a flop. A product might look good at the launch, but a new product, using a new technology, can make it look obsolete overnight. Social trends. The prevailing views of society can greatly influence how a product performs in the market. The growing interest in environmental matters, for instance, gave a big boost to solar energy products.
These gravitational forces are always shifting and changing. Nothing in the market is static. Marketers will succeed only if they constantly valuate the gravitational forces and react to changes in the forces.  Competing in a dynamic market requires a dynamic marketing strategy. Marketing should focus on market creation, not market sharing.
Most people in marketing have what I call a “market-share mentality.” They identify established markets, then try to figure a way to get a piece of the market. They develop advertising strategies and merchandising strategies. All these strategies are aimed at winning market share from other companies in the industry.
In fast-changing industries, how we marketers need a new approach. Rather than thinking about sharing markets, they need to think about eating markets. Rather than taking a bigger slice of the pie, they must try to create a bigger pie. Or better yet, they should bake a new pie.
Market-sharing and market-creating strategies require very different sorts of thinking. Market-share strategies are common in mature consumer-goods industries like soft drinks and rental cars.  The emphasis is on advertising, promotion, pricing, and distribution.  Customers are interested primarily in price and availability. The supplier with the best financial resources is likely to win.