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The 7 Pillars of Positioning

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When it comes to positioning, a correlation does make the truth: organizations that stand for something unique in the mind of consumers or customers grow and prosper while the ones that stand for nothing or too many things will eventually disintegrate sooner than later. The survival of any company in a modern market-state-economy is dependent on the quality of information available to its management as well as the staff. Unarguably, the Americans are peerless when it comes to information-sharing; they communicate lavishly. This is the source of the obvious resilience and competitive advantage which many American companies enjoy over their counterparts in Africa and Asia. For instance, there are probably more books on why Enron failed than even on IBM turn-around. But here in Nigeria, we scarcely want to talk on why a company went under because we are only used to talking about best practices. But great lessons can equally be learnt from gallant failures.

Revolutions are happening all around us and the emergence of do-it-yourself technology makes forecasting job to be fraught with enormous vulnerability today. In a market-state–economy, only the fittest companies survive the hyper competitive, dog-eat-dog economic milieu. Consumers are kings; they determine which companies to keep alive and the ones to inter. Little wonder why only 60% of the manufacturing companies and 30% of the banks that sang Christmas carol in December 1999 were alive by January 2008 to say happy New Year. In corporate Nigeria, the question is: How did Zenith bank survive the Soludo consolidation re-engineering and Fountain Trust and 63 other banks got dispatched to The Great Beyond? Was it money- power or network or luck or handiwork of unseen forces? No. The answer lies in Positioning.

Positioning is about what is unique in a company, what a company stands for. How buyers or consumers perceive a company will determine the share of the mind and the share of the shelve which such company’s products will enjoy. Positioning is about perception; and perception is reality. The 25 banks that survive the consolidation exercise are mostly the ones that represent something in the mind of consumers. And even then, it will be discovered that 1+1=5 in some banks after consolidation, while 7+1 is less than 1 among some 8 banks that came together. The long and short of it is that the companies that will survive must stand for something in the mind of consumers. A critical analysis of all the companies that have been forced to close shops whether in the media or manufacturing or telecom industries show that majority of them did not stand for something worthwhile in the mind of their respective patrons i.e. consumers. Hardly can anybody remember what Lead Merchant, Bond, ABC, and Metropolitan banks among others stood for when they were in operation? In the media, can anyone remind us what position Sentinel and Globe magazines occupied in the mind of their readers?

However, it is one thing for an organization to communicate one position to its target audience; it’s a different ball game for the audience to see the perceived value. In the last three years, arising from stiff competition, every organization has been trying to purchase a portion of the consumer mind, some have been successful while majority have failed. This is because most companies don’t match their words with actions. For instance, when Intercontinental bank comes out with ‘the face of Leadership’, people wonder which leadership? – In which area. Zenith bank says it is for people, service and technology: Service for whom? Sky bank on the other hand says it is the leader in e-business, while bank PHB says it is the king of innovation. On its part, GT bank constantly waves the ‘professionalism handkerchief’ to us. These are all wonderful positions but consumers like beautiful brides (which they are) are very cautious; they seek for hard facts, concrete evidence to know which of them is for real.

In the paragraphs that follow, we shall look into the seven pillars of positioning to enable managers of organizations see how IBM, Coca-cola, General Electric, Intel, Microsoft and Apple among other great companies managed to engrave themselves into the minds of consumers globally for generations.

Pillar 1: Leadership. The advantage of being the first in a market segment over being the best is as high as 40%. I totally agree with Al Ries and Jack Trout in their powerful book on Positioning that it is far easier to get to the market place first than to try to convince someone that you have a superior product. We witnessed this when Zenith and GT banks first came out to raise N25billion each in the stock market three years ago; they spent less money in advertising than the other banks which came after them.

Pillar 2: Mind. Marketing battles are won or lost first in the mind: getting to the market first is not as important as getting to the mind of the consumer first. The eternal advantage which Guinness stout has over Legend extra stout is the fact that Guinness got into the mind of consumers first. This is why ladies hardly forget their first ‘toaster’

Pillar 3: Perception. All truths are subjective and relative. Everything in this world is about perception. There is no brand of the year, no bank of the year; no man of the year: its all about perception. Perception is real, and it is everything.

Pillar 4: Focus. Companies that successfully own a word in the prospect minds have won 50% of the battle. 7up: the difference is clear. Coke: Always coca-cola. New Horizons: Everything is possible. First bank: truly the first. Skye bank: saying yes to your dream. It works magic, and it shows on the balance-sheet as well.

Pillar 5: Opposite. When bank PHB went for full re-branding, little did it occur to the management that it will catch fire with consumers. There is opportunity in weakness. Companies that are not number one in getting to the market or mind before competition can still prosper if it plays the law of opposite in marketing very well the way 7up and AVIS car hire have done.

Pillar 6: Line Extension: The temptation is always strong for CEOs to extend the brand equity of a product or name. But the end result is always almost a disaster. Maltina did it with little success. Fanta Chapman in coke was a failure. Almost all banks that went into mortgage business in the 1990s in Nigeria got their fingers burnt. Consumers will have no problem in drinking star lager beer from Nigerian Brewery; but certainly the concept of a coke- beer will take miracle to fly. But this is what most CEOs do each time they run out of ideas to boost revenue base of their corporations.

Pillar 7: Resources. No doubt, a life without oxygen and blood will automatically come to an abrupt close the same way a company without cash. Cash remains the king. Cash is blood in business. Without good resources the most brilliant idea won’t get off the ground. Coke, Microsoft, IBM, MTN have all used their respective financial power to permanently weaken competition. Nonetheless,ideas will continue to rule the world!

Tim Akano ([email protected])

Tim Akano is an IT specialist and CEO, New Horizons. He is a seminar presenter and one of the World’s top coaches on sixth-sense corporate strategy.

 


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Meningitis Kills a Quarter Million People a Year -Study

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More than a quarter of a million people worldwide die from meningitis a year, a large new study estimated at the weekend, following a recent outbreak of the disease in the UK.

Meningitis Kills a Quarter Million People a Year -Study

Children accounted for a third of the deaths, many of which were in Africa, according to research that described itself as the most comprehensive global assessment of meningitis yet.

The study, published in the journal Lancet Neurology, comes after meningitis made headlines when two people died during an outbreak believed to have spread at a nightclub in southeast England earlier this month.

Meningitis is an inflammation of tissues around the brain and spinal cord caused by infection with a range of different viruses, bacteria, fungi, or parasites.

Bacterial infections are both rarer and more deadly than viral ones.

It was a bacterial infection outbreak in the English county of Kent that prompted more than 10,000 people to get vaccinated in the area over the last two weeks.

Since 2000, the widespread availability of vaccines has brought down the number of meningitis cases and deaths across the world.

However, 259,000 people were estimated to have died worldwide in 2023, according to the new research by the US-based Institute for Health Metrics and Evaluation (IHME).

The “African meningitis belt,” which stretches across the continent from Senegal to Ethiopia, had the highest rate of cases.

Nigeria, Chad, and Niger were particularly hard hit.

Low birthweight, premature birth, and air pollution were the biggest risk factors, the study found.

It also warned the World Health Organization was unlikely to reach its 2030 target for meningitis.

The WHO has a goal of slashing the global number of bacterial meningitis cases by 50%—and deaths by 70%—from 2015 levels by the end of this decade.

However, annual deaths and cases were only falling by half the rate needed to meet this target, the study found.

“Accelerated efforts—including expanding immunization, improving access to care, and strengthening diagnostics and surveillance—are essential to achieve these targets,” it said.

Many deaths from meningitis go unreported, particularly in developing countries, meaning that some figures could be underestimated, the researchers cautioned.

The study was based on figures from the Global Burden of Disease study from the IHME, which brings together thousands of researchers across the world and is funded by the Bill and Melinda Gates Foundation.


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Stakeholder says AI is Crucial to Nigerian Data Centres Amid Persistent Grid Collapse

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Ajibola Akindele, Country President, Schneider Electric Anglophone Africa, has identified artificial intelligence as a critical tool for maintaining data centres operations in the face of frequent power grid instability.

Akindele, while emphasising that the future of Nigerian data centre will be defined by how it contributes to the broader energy ecosystem, submitted that AI has capacity to optimise energy systems from microgrids to industrial processes, enabling smarter and faster decision-making.

He said: “Predictive algorithms now enable operators to forecast energy spikes, adjust dynamically, and smooth out load variability to protect grid stability. In the Nigerian context, smart scheduling allows energy-intensive training tasks to run when renewable supply is abundant or during off-peak hours, reducing operational costs.

“Flexible power management also lets workloads scale up or down according to computational needs. When guided by Artificial Intelligence, data centers can evolve from energy-hungry to energy-aware ecosystems.”

In a statement, the country director noted that the AI sector is placing unprecedented pressure on the country’s already strained power infrastructure, stressing the need for data centers to balance energy demand with sustainability.

He warned that the next wave of innovation driven by AI will significantly increase electricity consumption, with high-performance computing systems requiring far more power than traditional IT workloads.

He said: “In Nigeria, where the digital economy is a primary pillar of national development, Artificial Intelligence workloads are projected to consume a significant portion of all installed data centre capacity.”

According to him, Artificial Intelligence training racks can draw between 100 and 140 kilowatts each, creating unpredictable, high-density loads.

He, however, stressed that increasing power supply is not a viable solution in Nigeria, where grid constraints are common but to embrace energy management to address some of the inefficiencies.

Citing projections from Bloomberg and PwC, where AI is expected to reach USD 1.3 trillion by 2032 and contribute up to USD 15.7 trillion to the global economy by 2030, respectively, Akindele, further noted that this growth comes with steep energy demands, particularly for countries like Nigeria where grid capacity remains limited.


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Francis Okafor Stuns China, Emerges Second-Place Winner @ Tencent OpenClaw Hackathon

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In a striking moment of global recognition for African talent in artificial intelligence, Shenzhen-based Nigerian technologist, Francis Okafor has emerged as the second-place winner at the 2026 Tencent OpenClaw Hackathon, a fiercely contested competition hosted by Chinese tech giant Tencent.

The achievement places the Nigerian engineer among the top innovators in one of the world’s most competitive technology hubs, Shenzhen, often described as China’s Silicon Valley.

Okafor’s journey to the podium was anything but scripted. Walking into Tencent’s facility on the day of the contest, he found a room already buzzing with elite programmers deep in preparation.

“Laptops open. Heads down. Some people setting up their system before the challenges even dropped,” he recalled, contrasting the scene with his own uncertainty at that moment. “And then there is me — a Nigerian looking around like, okay Francis, what exactly are you doing here?”

Rather than confidence, his first reaction was raw nerves. “I won’t lie, I had goose bumps. Not the inspirational kind,” he admitted, describing a quiet internal debate about whether he had wandered into territory far beyond his league. Yet that hesitation quickly gave way to experimentation, a hallmark of the hackathon spirit.

Earlier that same week, Tencent had rolled out OpenClaw integration into WeChat (known domestically as Weixin), exposing its massive user base to AI agent capabilities.

Okafor, a senior technology lead, artificial intelligence advocate, and global community organiser, had already been stress-testing the system and decided, on the spot, to build his entry around it. “I had been pushing it hard all week just to see what it could do… so when the challenges dropped I thought, you know what, let me use this thing as my weapon.”

That decision proved decisive. Competing against some of the most accomplished engineers in China’s hyper-competitive tech ecosystem, Okafor’s solution stood out for both ingenuity and execution. “It went far enough apparently,” he said with understated pride after securing second place.

Remarkably, he had entered without a grand plan. “I didn’t go in with a strategy. I went in for the thrill of it… Honestly I thought I would learn a few things and go home with a good story.” Instead, he left with a trophy, and a narrative that has resonated far beyond the competition hall.

Beyond personal triumph, Okafor emphasized the broader technological significance of the moment. Tencent released the WeChat OpenClaw plugin on the very morning of the event, effectively putting advanced AI agent tools into the hands of an estimated 1.4 billion users.

In his view, this signals a profound shift in how artificial intelligence will reach the public. The company, he observed, is “not just making AI accessible to developers… they are bridging it to everyone,” while using hackathons to identify innovators capable of pushing the technology forward, regardless of origin.

Okafor was acutely aware of his uniqueness in the room. “I was definitely the only African there and for sure stood out,” he noted. Yet what mattered was not nationality but capability. “Nobody cared about where I was from. They cared about what I built.”

His message to aspiring technologists, particularly those from underrepresented regions, is both simple and powerful: show up. “Enter things you think you have no business entering,” he urged. “The worst case is you learn something. The best case is you shock yourself.”

In an industry often defined by geography, capital, and institutional advantage, Okafor’s victory offers a compelling counter-narrative. Talent, preparation, and courage can still disrupt expectations, even in rooms that seem designed for someone else.

As he concluded in a line that has since captured widespread attention: Black excellence, he said, “doesn’t need a geography.”


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