Use this when: You're launching something new, repositioning an existing product, or your marketing copy feels generic because you haven't done the positioning work underneath it.
You're done when: You can fill in one sentence: "For [target customer] who [need], [product] is the [category] that [unique value] unlike [alternatives]."
Positioning is not a copywriting pass you do after the product is built. It should shape what you build, which trade-offs you make, and which features are non-negotiable. If the product can't credibly deliver on the position, the messaging won't save it.
For an existing product, separate your current position from your desired position. The market may already think of you as "the affordable option," "the simple version," or "the tool for startups." Start by understanding that reality through sales calls, win/loss notes, and how customers compare you. Repositioning is possible, but the further your desired position is from existing market perception, the harder the move becomes.
The Sequence
Template
Three Checks Before You Lock the Position
- Superlative - What do you want to be known for? Fastest, easiest, safest, cheapest, most flexible. If you can't name the attribute you want to own, the positioning is still blurry.
- Label - What existing category will customers place you in? If they can't immediately compare you to something they already understand, the position is weak.
- Qualifiers - For which segment is the claim true? Team size, budget, platform, workflow, geography, industry, or compliance needs. Being number one in a smaller, qualified market beats being forgettable in a large one.
The Disruption Angle: Position Against Non-Consumption
There's a positioning option most teams overlook: don't compete with existing products at all. Position against non-consumption. Two ways to do it:
- Low-end positioning — target overserved customers who are paying for features they don't need. Win by being "good enough" at a lower price.
- New-market positioning — target people who aren't using anything because existing solutions are too expensive, too complex, or too inaccessible.
When you position against non-consumption, your competitive alternative isn't Asana or Salesforce, it's spreadsheets, email, or doing nothing. That changes everything about your messaging, your pricing, and which features matter.
If the Position Is Already Occupied
Most broad positions are. If someone already owns "the default CRM" or "the standard project management tool," don't assume you can take that spot directly. Usually the better move is to narrow the market until you can credibly be first in a smaller frame: by use case, team size, platform, budget, workflow, or buyer type.
Trying to be the fifth best product in a broad market rarely creates a memorable position. Being the clear first choice for a narrower segment often does.
Build the Product for the Position
Positioning should change requirements. If you want to be the easiest tool, setup and onboarding have to be dramatically easier. If you want to be the fastest replacement for an incumbent, migration and compatibility need to be core product decisions. Pick the position early enough that it shapes the product, not just the homepage copy.
Example
A project management startup kept losing deals to Asana. They ran the positioning exercise:
- Competitive alternatives — Asana, Monday, spreadsheets, email threads
- Unique attributes — real-time co-editing where 5 people work simultaneously without lag
- Value — fewer meetings, no version conflicts, faster project completion
- Target — remote startup teams of 5-15 people
They stopped calling themselves a "project management tool" (competing against Asana's $100M marketing budget) and repositioned as a "team workspace" — a category where real-time collaboration was the expected differentiator, not a nice-to-have. Win rates against Asana doubled in the next quarter.
Written with ❤️ by a human (still)