Positioning Skill for Claude

Analyze if my product has a positioning problem. Here's the situation: [describe symptoms like price objections, customer confusion, wrong comparisons]

Help me position my product using April Dunford's framework.
Product: [description]
Current customers: [who buys it]
Problem: [what problem they have with current positioning]

Should I go Head-to-Head, Big Fish Small Pond, or Create a New Category for [product]? Help me evaluate each approach.

Convert this positioning into an 8-step sales narrative: [positioning canvas or description]

## Positioning Problem Diagnosis

**Symptoms of Weak Positioning:**

| Symptom | What It Looks Like | Score (1-5) |
|---------|-------------------|-------------|
| "What is it?" confusion | Prospects ask "So, are you like X?" 15 min into demo | |
| Price resistance | "I love it but it's too expensive" (wrong comparison) | |
| Feature gap requests | Prospects ask for irrelevant features | |
| High churn | Customers leave saying "thought it would do X" | |
| Long sales cycles | Takes forever to explain value | |

**Diagnosis**: If 3+ symptoms score 3+, this is likely a positioning problem.

**Key Insight**: A product can fail in one market category and succeed in another without any R&D—purely by changing the frame of reference.

## The 5+1 Positioning Components

### Component 1: Competitive Alternatives
**Question**: What would customers do if your solution didn't exist?

**Common alternatives:**
- Direct competitors (rare - usually not the real threat)
- Status quo ("doing nothing", "living with the pain")
- Manual processes (Excel, email, pen & paper)
- In-house solutions ("script the CTO wrote 5 years ago")

**Warning**: Avoid the "Phantom Competitor" fallacy. Don't position against Salesforce if customers are using spreadsheets.

**Your alternatives**:
1. ________________________________
2. ________________________________
3. ________________________________

---

### Component 2: Unique Attributes
**Question**: What features/capabilities do YOU have that alternatives LACK?

**Rules:**
- Must compare to alternatives from Component 1
- Must be factual and provable
- "Easy to use" doesn't count unless you have data

**Your unique attributes**:
| Attribute | Why Competitors Don't Have It |
|-----------|------------------------------|
| | |
| | |
| | |

---

### Component 3: Value (and Proof)
**Question**: What benefit do those attributes enable?

**Translation Layer:**
- Engineers speak: "10ms latency", "ISO 27001"
- Buyers hear: "Don't lose customers at checkout", "Don't get sued"

**Value Cluster Template:**

| Unique Attribute | → | Value to Customer | Proof |
|-----------------|---|-------------------|-------|
| [technical feature] | → | [business outcome] | [data/case study] |
| | → | | |

---

### Component 4: Target Market Characteristics
**Question**: Who cares DISPROPORTIONATELY about this value?

**Bad segmentation**: "We target mid-sized banks"
**Good segmentation**: "We target mid-sized banks currently undergoing regulatory audit on data privacy"

**Situational Triggers**:
- What situation makes this value urgent?
- What event triggers the buying decision?

**Your target**: Companies/people who ________________________________
**Because**: They're experiencing ________________________________

---

### Component 5: Market Category
**Question**: What frame of reference makes your unique attributes look like strengths?

**The category dictates:**
- Competitive set
- Budget category
- Buyer expectations

**Category options to consider**:
| Category Option | Competitive Set | Your Position |
|-----------------|-----------------|---------------|
| [Category A] | [Competitors] | [Strong/Weak/Irrelevant] |
| [Category B] | [Competitors] | [Strong/Weak/Irrelevant] |
| [Category C] | [Competitors] | [Strong/Weak/Irrelevant] |

**Best category**: Where your unique attributes = must-have features

---

### Component +1: Relevant Trends (Optional)
**Question**: What trend makes this solution urgent RIGHT NOW?

**Rules:**
- Trend must connect to your value pillars
- Don't attach to irrelevant trends (cynicism)
- Creates urgency, not the position itself

**Trend**: ________________________________
**Connection to value**: ________________________________

## Three Positioning Styles

### Style 1: Head-to-Head
**The play**: Enter existing market, claim to be the best
**When to use**: Market fragmented (no leader) OR leader complacent with obsolete tech
**Risk**: HIGH - Fighting the "Gorilla" with more budget and brand
**Requirement**: Distinct, quantifiable advantage for majority of market

### Style 2: Big Fish, Small Pond (RECOMMENDED FOR MOST B2B)
**The play**: Carve out specific sub-segment of existing market
**Example**: "CRM for Investment Banks" instead of "CRM"
**When to use**: Default for most B2B startups
**Risk**: LOW - Caps TAM but gains dominance, pricing power, low CAC
**Requirement**: Features highly specific to niche that generalist would never build

### Style 3: Create a New Game (Category Creation)
**The play**: Create category that didn't exist
**When to use**: Truly disruptive innovation that defies comparison
**Risk**: VERY HIGH - Must educate market or die
**Requirement**: Massive marketing resources, long education cycle
**Reward**: If successful, become "Category King" (HubSpot, Drift)

---

**Decision Framework:**

| Factor | Head-to-Head | Big Fish Small Pond | New Category |
|--------|--------------|---------------------|--------------|
| Market maturity | Mature | Mature | Emerging |
| Your resources | High | Low-Medium | Very High |
| Differentiation | Better at core | Better for niche | Different paradigm |
| Sales cycle | Medium | Short | Long |
| Risk | High | Low | Very High |

## Positioning Canvas

**Product**: ________________________________

| Component | Definition |
|-----------|------------|
| **Competitive Alternatives** | [What customers would use otherwise] |
| **Unique Attributes** | [What you have that alternatives lack] |
| **Value** | [Benefits those attributes enable] |
| **Target Customers** | [Who cares most about that value] |
| **Market Category** | [Frame of reference for value] |
| **Trend** (optional) | [Why this matters now] |

---

**Positioning Statement** (internal use):
For [target customers] who [situation/trigger], [product] is a [category] that [key value].
Unlike [alternatives], we [unique differentiation].

---

**One-liner** (external use):
[Product] helps [target] achieve [value] through [unique approach].

## Sales Pitch Structure (from Positioning)

### THE SETUP (Market Context)

**1. The Insight**
Start with tension about customer's world:
> "We've noticed that [trend/problem] is affecting [target market]..."

**2. The Alternatives**
Validate current pain:
> "Most teams try to manage this with [alternative 1] or [alternative 2]..."

**3. The Perfect World**
Define buying criteria BEFORE introducing product:
> "In a perfect world, you would be able to [ideal state]..."

### THE FOLLOW-THROUGH (Solution)

**4. The Introduction**
Now introduce product:
> "That's why we built [Product], a [category]..."

**5. Differentiated Value**
Show how you deliver the perfect world:
> "We do this through [unique attribute], which means [value]..."

**6. Proof**
Social proof, case studies, data:
> "For example, [customer] achieved [specific result]..."

**7. Objections**
Pre-handle resistance:
> "You might be wondering about [common objection]. Here's how we handle that..."

**8. The Ask**
Close for next step:
> "The next step would be [specific action]..."

## Pre-Workshop

- [ ] Identify "Best-Fit" customers (those who "get it" instantly)
- [ ] Assemble cross-functional team (Sales, CS, Product, Marketing, CEO)
- [ ] CEO committed to attend (required for authority)
- [ ] Team aligned on vocabulary and willing to release baggage

## Workshop

- [ ] Step 1: List TRUE competitive alternatives (from customer POV)
- [ ] Step 2: Isolate unique attributes (factual, provable)
- [ ] Step 3: Map attributes to value clusters (So What?)
- [ ] Step 4: Determine who cares most (situational triggers)
- [ ] Step 5: Test market category options
- [ ] Step 6: Layer on relevant trend (if applicable)
- [ ] Step 7: Document in Positioning Canvas

## Post-Workshop

- [ ] Translate to sales narrative
- [ ] Update all marketing materials
- [ ] Train sales team on new pitch
- [ ] Schedule 6-month review

- [ ] "We are the Uber of X" → Brings competitor baggage
- [ ] "All-in-one platform" → Diluted, unclear message
- [ ] Marketing wrote it without Sales → Will be ignored
- [ ] Based on what we WANTED to build, not what we BUILT
- [ ] Positioning against competitor customers don't use
- [ ] No proof for value claims
- [ ] Target market = "Everyone"

## Scheduled Reviews
- [ ] Every 6 months: Sanity check

## Event-Driven Triggers
- [ ] Major competitor enters market
- [ ] Significant product feature released
- [ ] External environment shift (new regulation, trend)
- [ ] Acquisition or merger
- [ ] Entering new geographic market

name: positioning
category: strategy
subcategory: market-strategy
version: 2.0
author: GUIA
source_expert: April Dunford
source_work: Obviously Awesome, Sales Pitch
difficulty: intermediate
mode: centaur  # Centaur = high-stakes strategic work, human judgment on decisions
estimated_value: $15,000 positioning workshop
tags: [positioning, strategy, April Dunford, B2B, market-category, sales]
created: 2025-01-24
updated: 2026-01-28