Bowman’s Strategic Clock: How To Position Your Product?

What is Bowman’s Strategy Clock? Bowman Strategy Clock is a comprehensive and easy-to-use strategy tool that provides market maturity options based on Price and expected value.

Bowman’s strategy class explores the possibilities of strategic positioning. It shows the different ways a store, company, or brand can position a product based on price and perceived value. The result is eight strategic options sorted into four fields and displayed on the clock.

They expanded Porter’s three strategic positions into eight recognized positions focusing on customer value. Bowman’s strategy class emphasizes positioning your products or services in the marketplace based on two business dimensions.

The former is related to Price, while the latter is related to the perceived value of the product, service, and brand

As a result, this model helps to make necessary changes and increase its competitiveness in the eyes of the market and customers.

A company must first understand its important strategic positions to evaluate and analyze its current strategy. 

With this understanding, the company can look for changes to improve its competitiveness in the market. 

What Are The Top Trading Patterns Has The Following Positions?

Low Price

Companies that follow this Bowman Watch strategy tend to produce more products, and the target market appreciates their products. In this situation, competing brands have separate and potential price wars.

Products are often sold at lower prices, resulting in lower margins for individual products, but mass production can result in higher profits for the company.

Companies following this strategy tend to produce multiple products. Unlike the previous strategy, the market evaluates the company’s performance. 

Companies sell their products at lower prices, which reduces the profit margin of individual products.

This position favors low-cost market leaders seeking cost savings and faster and cheaper manufacturing and application benefits. Commercialization forces companies to engage in price wars to maintain their market share.

This strategic position of the watch shows the most appropriate market leader with a strong focus on cost reduction through cheaper and faster production methods that benefit from economies of scale.

Low price and low added value

In this strategic position, keeping the price relatively low is the only competitive way for the company to compete in the market. 

The value of the product or service offered could be much higher. In addition, the product or service is anonymous, and the customer receives a small amount of money.

The products could be of better quality. But the prices are attractive enough to encourage customers to try it occasionally. Businesses depend on sales volume to support their operations.

In this strategic position, keeping the price relatively low is the only competitive way for the company to compete with its peers in the market. The price of the product or service needs to be higher, the product or service needs to be promoted, and the customer experiences little value.

Bowman’s most competitive strategic guard position is different. This strategy is the basis of the deal: keep the Price low to stay competitive in the market and hope that no competitor will undercut you. 

Under Bowman’s strategic oversight, the position was less controversial.

Despite the low Price, the product or service does not stand out, and the consumer experiences little value.


This strategy of Bowman’s strategic lesson is most effective when the additional products are consistent, well-used, and consistently delivered.

This strategy is effective in case the company can clearly express the added value and consistently deliver products of consistent quality. This strategy combines the aspects of low Prices and product differentiation.

On the one hand, such strategic positioning means that companies focus on product differentiation, making their products more valuable in the market and in customers’ minds. On the other hand, the company focuses on productivity.

There is no price. It is a hybrid species—a fashion model. Hybrid models can attract consumers by offering products at a lower/lower price with particular product differentiation that other brands cannot offer. Customers are convinced that the company offers good value for money at a low price.


Companies that choose various Bowman clock strategies are doing their best to provide quality products at reasonable prices and want to provide the highest perceived value to their customers. The amount by which they improve.

A unique identity in the market. The goal is to provide consumers with the highest perceived value. A company differentiates its product or service to create unique value for the customer.

The unique value may be comparable to the value of another product or service. However, some aspects of the range add value. In addition, product quality and branding play an essential role in this strategy.

Apart from focusing on product quality, they have also put a lot of thought into branding, making their brand credible to maintain a loyal customer base. Customers are also willing to pay more for these products because they are sensitive to quality products from famous brands.

Higher product quality and robust brand awareness lead to higher prices and added value. Therefore, customers are willing to pay more for these products because they are sensitive to high-quality branded products in the market.

Focused Differentiation

Differentiation objectives focus on positioning the product or service at the highest price point where customers will purchase it because of its high perceived value.

Their products are priced higher, and their target customers are willing to pay 10-25 times more than their budget competition. 

This strategic strategy of Bowman watches usually involves brands that focus on exclusive high-end luxury products sold at the best prices.

The highest margins are achieved through a targeted advertising, marketing, distribution, and segmentation strategy. Their competitors are in the same market segment, and there is a need for the price of the products to be higher than others.

These companies achieve maximum profit margins through advertising, marketing, distribution, and segmentation strategies. 

Their competitors are in the same market segment, and there is a struggle for the Price of the products to be higher than others.

Risky High Margins

As the name suggests, this is a risky maturity strategy. Most people say that sooner or later, you will fail. With this strategy, the company sets a high price without offering anything but perceived value if consumers continue to buy services or products at higher prices.

The benefits can be significant. Companies using this strategic model charge higher prices for products that customers perceive as an average value. Choosing this strategy is risky, and the company’s position will fail in the long run.

Exploiting a temporary imbalance in market supply is usually a short-term strategy. Customer offers do not guarantee the highest price. Some customers will continue shopping until they find a suitable replacement or substitute.

Over time, fewer and fewer consumers buy the product. This strategy may yield temporarily high prices in a market where substitutes are not readily available.

Customers are looking for the highest quality products in the same price range or the same type of products at lower prices to reduce their costs and get value for money.

Customers are looking for the highest quality products in the same price range or the same type of product at lower prices to reduce their costs and get value for money. Ultimately, they will find a better-positioned service or product that provides higher perceived value at the same or lower cost.

Therefore, achieving a high price in a competitive market is difficult without clearly communicating value to the customer.

Monopoly Pricing

In this strategic position of vigilance, the company positions itself as a monopoly market leader because it is the only one offering a particular type of product in the market. When there is a monopoly, only one firm or company in the market provides a service or product.

Customers have two options to buy the product or not because they are entirely dependent on the products or services provided by the monopoly brand.

In general, authorities in most countries regulate monopoly markets to prevent companies from raising prices and offering defective products and services. A monopoly firm is less concerned with customer perceived value or prices.

The consumer depends on the products that the company offers. As a result, monopoly pricing considers customer value, and customers’ choices are limited.

Despite the total market share, it isn’t easy to obtain a monopoly. In most economies, regulators also break up monopolies to promote fair competition and create value for customers.

Loss of Market Share

At Bowman Strategic Clock, this strategic position is not very desirable for any company because it means that the company cannot offer the products or services that the customers value.

 Losing market share strategies involve products with low perceived value but disproportionately high prices.

Setting a standard or average price for a service or product with low perceived value is unlikely to bring in many customers. 

This strategy often involves accepting an inferior product and setting a price that matches that of more competitive products or alternatives.

Customers don’t buy because the Price needs to be lowered. Companies in this segment choose a standard price to offer their products to be relevant and competitive in the market and in customers’ minds.

This is usually their worst attitude and indicates a shutdown or downsizing of the business. A company may choose this strategy to enter new markets, or the strategy may be forced because the price or market needs to be corrected.

What To Know About The Bowman Strategy Clock Is The Best?

Three of Bowman’s Strategy Clock’s various positions are non-competitive. This shows situations 6, 7, and 8, where the Price is higher than the customer’s perceived value.

Firms in these positions must lower the price or change the product to increase customers’ perceived value. The company must only withdraw the product from the market if they do. 

However, competitors will always offer higher perceived value at lower prices.

Bowman’s strategy clock is an advantageous model for understanding how companies or firms compete in the market.

Advantages and Pitfalls of Bowman’s Strategic Clock

Although Bowman’s Strategy Clock is a valuable tool for analyzing a company’s strategic position and has many advantages, its limitations must be noted.

First, let’s talk about the benefits. The Simplicity of the model provides an easy-to-understand framework that can also be used to explore different strategies. Bowman watches can also quickly adapt to different industries and market conditions.

  • Have full flexibility
  • Have Simplicity
  • Offers a wide variety of points

Disadvantages, however, are limited in scope: they only focus on Price and Differentiation and do not consider other factors such as product quality or brand reputation. The Bowman 

Strategy Watch also does not provide guidelines for implementing or improving strategy.

Its Simplicity can be a disadvantage when a company has to deal with the more complex nature of strategy.

  • Helps in understanding the strategy
  • Have limited scope
  • Is very straightforward

Bowman’s Strategy Clock Key Points

  • The Strategy Clock is a framework used to analyze a company’s competitive position in relation to its rivals in the market.

  • The Clock consists of eight positions or strategies, each representing a different price and perceived value combination.

  • The eight strategies are: low price and low perceived value, low price, hybrid, differentiation, focused differentiation, increased price and standard, increased price and low-value perception, and high price and low-value perception.

  • The Clock is based on the premise that a company’s competitive advantage is determined by its price and customer perceived value.

  • Each position on the Clock has its own advantages and disadvantages, and companies can choose which strategy to adopt based on their business objectives and market conditions.

  • The Clock can be a useful tool for companies to evaluate their competitive position, identify potential opportunities and threats in the market, and make strategic decisions on pricing and value propositions.

  • The Clock also helps companies understand their competitors’ pricing strategies and develop effective marketing and branding strategies.

In Bowman’s strategy text, using the two dimensions and their various components, there are eight possible and practical strategies that a company can choose from, and these eight strategies are divided into four quadrants.

Each of these eight strategies is listed clockwise after the model name. If the company’s management understands these eight essential and fundamental strategic positions in the model, it will allow them to correctly and adequately analyze and evaluate the current strategy.

The Bowman Strategy Clock was created by two famous economists, Cliff Bowman, and David Faulkner. The model’s primary purpose is to inform companies about their position in the market compared to their competitors.

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