Bowman’s Strategy Clock - Definition, Usage & Templates

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Guide and Best Practices

Developed by the economists Cliff Bowman and David Faulkner, Bowman’s strategy clock is a model used to explore opportunities for strategic positioning. It helps identify how you should position your product based on price and perceived value. It presents 8 strategic positions across the clock.

Eight strategic positions of bowman’s strategy clock

Low price and low added value: This is the least competitive position on the clock. While the products in this position are not differentiated, its perceived value to the customer is very little, and the low price is the only competitive advantage it has.
Low price: This position is about being the lowest cost option for buyers in the market. A company using this strategy has low-profit margins, however, with cost reductions and a high volume of output, high overall profits can still be generated.
Hybrid: the hybrid position is a combination of both low price and differentiation aspects. Reasonable pricing and acceptable product differentiation help attract customers and retain their loyalty.
Differentiation: The aim here is to offer customers the maximum perceived value through strong brand awareness and great product quality.
Focused differentiation: In this positioning, the product has the highest price levels and the customers buy the product as a result of the high perceived value. Many luxury brands use this strategy to achieve premium prices by highly targeted segmentation and distribution.
Risky high margins: This is a high-risk strategy because here the company sets high prices without offering anything extra in terms of perceived value. As long as the customers continue to buy the product at such high prices the return will remain high, but only until they discover a better-positioned product for a lesser price.
Monopoly pricing: In this position, there’s only one company offering the product or service. Therefore, customers have no option but to buy the product despite the price or the perceived value.
Loss of market share: This is regarded as the worst position to be in. With a middle-range or standard price for a product with low perceived value, there is no way to win over the consumers who have better options to consider.