Read the evidence together
Customer research, sales calls, win/loss notes, product detail and competitor material are compared around the decision the buyer is making.
Positioning service
Positioning & Product Value
Give buyers a clear reason to choose the product, backed by claims the company can prove.
The job
Give the market a reason to choose the product.
I bring customer research, win/loss findings, sales conversations and product facts into the same room. Then we make the choices positioning demands: who matters most, which problem leads, what the product can promise and why a buyer should believe it. The final material is built for everyday use, with an owner and a clear way to update it.
The work
What I will work through.
Make the hard choices
We settle the priority audience, problem, promise and difference. Claims that the evidence cannot support are left out.
Write for real buying situations
The position becomes usable messages for different audiences, use cases, stages and customer-facing teams.
Test it and keep it current
We try the messages against real questions, record the approved version and decide which product or market changes should trigger a review.
Good fit
This service usually fits when:
- Product, Marketing and Sales describe the same offer differently.
- The messaging lists features but never answers, ‘Why should I choose this?’
- A launch, category shift or competitor move has made the old story less convincing.
Examples
A couple of typical situations.
Why should the buyer care?
Your situation
The product team can explain a new capability in detail. Customer-facing teams still struggle to say why a particular buyer should care.
What I change
I compare the product facts with buyer evidence, alternatives and proof, then recommend the audience, problem and promise.
What you leave with
An approved value proposition, a claims record and messages ready for the website, launch and sales guidance.
The old differentiator stops differentiating
Your situation
Competitors now use the same language, so the existing ‘differentiators’ no longer help anyone choose.
What I change
I re-examine the competitive frame, customer evidence and product strengths, then test a position the company can defend.
What you leave with
A revised position, the evidence behind it and a list of the teams and assets that need updating.
Automation boundary
What can run automatically, and what needs approval.
Can run automatically
- Transcribe interviews and calls, then group repeated language, objections and alternatives
- Compare a draft with the source material
- Prepare message variations for review
Needs a person
- Which market and problem come first
- What the product can promise and prove
- Which commercial compromises are acceptable
- The wording buyers and sellers will see
The steps
From scope to handover, in three steps.
- 01
Assemble the evidence
I review customer research, sales conversations, win/loss findings, product detail and the alternatives buyers compare.
- 02
Commit to a position
We choose the audience, problem, promise and difference that should lead. Just as important, we decide what the company will not claim.
- 03
Use it in the real work
The position becomes practical messaging and seller guidance for the website, launches and content, not a deck that sits untouched.
- Typical scope
- One product, offer or priority market; one positioning record; the scoped messaging applications and an update process.
- What your team provides
- Access to Product, Sales and Customer Success, plus customer or win/loss evidence and a leader who can approve the position.
- Usually separate
- New customer research, a full brand identity, product strategy, final pricing decisions and production of every downstream asset unless they are included in the scope.