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Abstract
Competitive positioning has become an essential component of modern marketing management. For a firm to target effective positions for its products and services, it needs to decide on the market segment (where it will compete) as well as the differential advantage it will emphasise (how it will compete). Until recently, empirical research on positioning has received little attention, while substantial insight has been gained with respect to the concept of competitive positioning. Furthermore, Hooley, Moller and Broderick (Citation1998) have highlighted the lack of empirical studies relative to theoretical ones related to positioning in general and to the relationship between positioning and the different components of each competitive positioning that a firm might choose. This study focuses on product competitive positioning in over‐the‐counter (OTC) pharmaceuticals in the British market. It was found that certain resources underpin specific competitive positions.