Understand the decision
Positioning establishes a useful frame of reference. A product called an analytics dashboard creates different expectations from the same product called a founder’s experiment workspace. The words should help the right customer understand the task, the relevant alternatives, and the difference you can actually deliver.
A feature is not automatically a differentiator. An AI-generated report may be common. A report that explains a specific change, cites inspectable evidence, and fits a reviewer’s existing process may matter. The customer decides whether the difference is relevant enough to overcome switching effort.
Put it to work
Begin with the customer situation, list what they would otherwise do, and identify a capability that changes something they care about. Then select a category that sets accurate expectations. If the product only prepares drafts, a label implying autonomous execution creates disappointment before the useful work can be appreciated.
Keep a positioning statement as an internal decision document first. Use it to decide which examples, proof, and capabilities belong on the page. Later test the message with suitable people by asking what they think the product does and when they would use it. A founder liking the sentence is not a comprehension test.
Common mistake
Starting with adjectives such as powerful, innovative, or AI-powered before identifying a customer comparison.
Put this to work
List the five things a suitable customer might choose instead, including doing nothing.
Sources and further study
Original teaching informed by public material. These authors do not teach, endorse, or certify the RevStart course.
- April Dunford: Positioning book introduction ↗Author article, not the full book
- Mark Ritson: Tactics without strategy is dumbing down our discipline ↗Author column