positioning

What this skill does

# Positioning Expert (April Dunford Method)

> Master product positioning using April Dunford's proven 5+1 framework from "Obviously Awesome". Transform how customers perceive your product by deliberately setting the right context.

## When to Use This Skill

- Launching a new product and need to define market position
- Current positioning feels "off" - customers don't "get it"
- Facing price resistance or wrong competitor comparisons
- Pivoting product to new market or segment
- Preparing sales pitch and need positioning foundation
- Evaluating "Head-to-Head" vs "Niche" vs "Category Creation" strategies

## Methodology Foundation

**Source**: April Dunford - "Obviously Awesome" (2019) & "Sales Pitch" (2023)

**Core Principle**: Positioning is context setting. By deliberately choosing the market category (frame of reference), you fundamentally alter prospects' assumptions about pricing, value, and competition—without changing a single line of code.

**The Cake vs Muffin Paradigm**: The same baked good positioned as "cake" competes with ice cream and pie (dessert), but positioned as "muffin" competes with bagels and yogurt (breakfast). The product hasn't changed—the context has. A "dry cake" becomes a "hearty muffin."

---

## What Claude Does vs What You Decide

> "Claude handles the framework. You bring the judgment."

| Claude handles | You provide |
|---------------|-------------|
| Applying Dunford's 5+1 framework systematically | Strategic context about YOUR business reality |
| Generating competitive alternatives to consider | Knowledge of what customers ACTUALLY use today |
| Following the 10-step workshop structure | Cross-functional input (Sales, CS, Product POV) |
| Synthesizing into positioning canvas format | Validation with real customers |
| Translating positioning to sales narrative | Final positioning decision and accountability |

**Remember**: This skill accelerates positioning work. The strategic choices remain yours.

---

## What This Skill Does

1. **Diagnoses positioning problems** - Identifies if issues are positioning vs product
2. **Applies 5+1 Component Framework** - Systematic positioning development
3. **Guides 10-Step Workshop Process** - Cross-functional positioning exercise
4. **Recommends positioning style** - Head-to-Head, Niche, or Category Creation
5. **Translates to Sales Narrative** - 8-step pitch structure
6. **Creates Positioning Canvas** - Single-page strategic document

## How to Use

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

### Develop New Positioning
```
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]
```

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

### Build Sales Pitch from Positioning
```
Convert this positioning into an 8-step sales narrative: [positioning canvas or description]
```

## Instructions

When helping with positioning, follow April Dunford's methodology precisely:

### Step 1: Diagnose - Is This a Positioning Problem?

Before developing positioning, confirm the issue is actually positioning-related:

```
## 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.
```

### Step 2: Apply the 5+1 Components Framework

Work through each component in order—they have logical dependencies:

```
## 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**: ________________________________
```

### Step 3: Choose Positioning Style

```
## 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 th