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Product positioning

Skill jpoindexter/product-management-skills/skills/product-positioning

Define or critique product positioning from competitive alternatives, differentiated capabilities, customer value, best-fit segments, and market category. Use when customers do not understand a product, sales and marketing tell inconsistent stories, a launch needs context, or the user asks for positioning before messaging.From its SKILL.md

Install
npx -y skills add jpoindexter/product-management-skills --skill product-positioning

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SKILL.md

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Product Positioning

Establish the market context that makes the product's differentiated value obvious to the customers who care most. Write messaging only after this context is decided.

Inputs

  • Product and intended use
  • Current customers and best outcomes
  • Competitive alternatives, including doing nothing and manual workarounds
  • Differentiated capabilities with evidence
  • Customer segments and buying context
  • Category expectations and relevant market shifts

Workflow

  1. List what customers would use if the product did not exist.
  2. Identify capabilities those alternatives cannot match or deliver as well.
  3. Translate each differentiated capability into an outcome or value for the customer.
  4. Identify customers who urgently care about that value and the situation that makes it important.
  5. Choose a market category that makes the value understandable and sets useful expectations.
  6. Add a relevant trend only when it strengthens urgency without becoming the positioning itself.
  7. Test the positioning against customer evidence, sales objections, and disqualifying segments.
  8. Derive a concise positioning narrative and supporting proof.

Output contract

Return:

  • Competitive alternatives
  • Differentiated capabilities
  • Capability-to-value mapping
  • Best-fit customers and triggering context
  • Chosen category and rejected categories
  • Supporting evidence
  • Positioning narrative
  • Messaging implications and open risks

Quality gate

  • Alternatives reflect customer reality, not only named competitors.
  • Value is a consequence of a real capability.
  • The best-fit segment is narrow enough to guide choices.
  • Category choice clarifies rather than inflates.
  • Evidence supports the differentiated claim.

Avoid

  • Starting with a tagline
  • Claiming “easy,” “innovative,” or “AI-powered” as differentiation
  • Describing features without customer value
  • Choosing the largest possible category by default
  • Trying to appeal equally to incompatible segments

Source grounding

Operational synthesis informed by April Dunford's positioning sequence in Obviously Awesome.

What ships with it: 1 file

218 B alongside SKILL.md

agents/

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