ANSWER: AUTHENTICITY

From the context

We need one simple story to sell to customers around the world. 

1. Saira built up a demand based on an Achilles’ heel: “Customers might say they care
about social mission or authenticity, but all they really want is a nice poncho for a good
price.” (Miguel) → Tela can swoop in and win over the more price-sensitive
consumers without having to spend a lot.

Tela can combine affordable price and good quality at the same time based on its
strengths and weaknesses of Saira.

Tela: 
 Have a advantage in price ($40-$70) 
 Products made by local and sustainable materials in Peru

Saira:
 Get a higher price ($60-100)
 Bangladesh cheaper materials. 

2. One of the risks of a fast-follower strategy is that consumers assume the lower-priced
product is lower quality. → Tela should emphasize authenticity and let people know
Tela’s product is the real deal.

Although Tela’s ponchos have an affordable price, it seems to be low compared with
Saira’s. And this intangibly presents Tela with the challenge of being cheap, often with
poor quality.

Alejandra: Positioning Tela as the maker of “authentic Peruvian ponchos” with an

emphasis on tradition and back-to-the-land craftsmanship / “Fashion at the right price”
and “A poncho for real people.”

3. Tela’s product is affordable and authentic and makes a deep, sustainable impact on
Peru and its people.

In the long term, generating high revenue and stable market share not only in Peru but
also outside of this market will help improve the lives of the people and the country of
Peru. This is also one of the things that Tela wants to aim for.
Note: We choose Authenticity as the brand positioning because it can also positively
impact Tela's social mission, not choosing the social mission of brand positioning.

4. This is a Peruvian company founded and owned by someone giving back to the
country she loves. If Tela can communicate those values in a creative way, it will have a
leg up on the competition.

Despite Saira's weakness, Bangladesh cheaper materials, they’re labelled "made in Peru".
We shouldn’t obsess about Saira. When you try to exploit your competitor’s weaknesses,
that’s not enough to build a brand. To bring fresh to consumers, you have to find your
own niche, story and products.

But not choose other options:

1.Price:
- The price policy has been mentioned and is also the policy that the rival
company is focusing on. And embarking on a policy that a competitor is
undertaking and has strengths in there is a lot of risk on the part of the
business.
“But Saira had launched a few years before Tela and had quickly captured a 60%
share of the category cross markets in western Europe and North and South
America—in fact, in every South American country except Peru. This was mostly
due to its smart and heavily marketed “buy one, give one” business model”

2.Social mission:
- As for the policy of helping businesses or local people, it is more about
community than about helping companies developing
“Tela had a social mission too. It employed traditional weavers and set up
programs to teach weaving to underprivileged women. And not only were
its ponchos authentically Peruvian, but they retailed for $40 to $70,
whereas Saira charged $60 to $100. But the company hadn’t been able to get
those messages across outside its home market, and Peru was too small to provide
a platform for continued growth.”