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3.7IntermediateModule 03 · Know Your Market

Market Positioning Statement

Your team describes your product differently to every prospect. Your website headline

The prompt

Copy & paste ready
3.7Market Positioning Statement
Act as a brand positioning strategist. My business : [DESCRIBE WHAT YOU DO] Target customer : [SPECIFIC ROLE, INDUSTRY, SITUATION] Key competitors : [WHO THEY COMPARE US TO] Our main differentiator : [WHAT WE DO THAT OTHERS DON'T] Proof point : [DATA, RESULT, OR CREDENTIAL THAT BACKS IT UP] Write 3 positioning statements in this format: For [TARGET CUSTOMER] who [PROBLEM OR NEED], [PRODUCT] is the [CATEGORY] that [KEY BENEFIT] because [REASON TO BELIEVE]. Make each one distinct not just different words for the same idea. Vary the angle of differentiation. Then recommend which of the three is sharpest and why. Market Positioning Pyramid Proof 1 Provide evidence to support the product's claims Key Benefit Highlight the primary 2 advantage the product offers Product Category 3 Place the product within its market segment Problem/Need Define the issue or 4 desire the customer faces Target Customer 5 Identify the specific group of customers
LabelsReplace theseSwap the role below

LabelsReplace theseSwap the role below

Pro tip, from the book

After writing your positioning statement, do a simple test: remove your company name and replace it with a competitor's. If the statement still works for them, you don't have a positioning, you have a category description. Push harder on the 'because' clause. That's where real differentiation lives.

Who should run this prompt

Module role profile

Who should read your competitive landscape? Every market looks different depending on where you are standing. A market researcher sees data. A competitor's strategist sees opportunity. A customer sees none of your positioning — only their own problem. Use this page to choose the right lens before drawing any conclusions about the market you operate in.

Choose any role to drop it into the prompt above. Only the highlighted opening clause changes — the rest of the prompt stays exactly as printed.

Internal rolesThink from inside the organisation
Outside perspectivesChallenge your blind spots

◆◆◆◆◆ → ◆ seniority, board level down to specialist outside the organisation

How to make any role sharper

  1. Add years of experience: "...with 15 years in enterprise SaaS" produces different depth than just the title.
  2. Add what they care most about: "You care most about [X]" shapes every word of the output.
  3. Add their communication style: "Be direct. Flag risks first. No jargon." changes the tone entirely.
See also: 1.3 Role Prompting - The Expert Chair

Use this when

The problem it solves

changes every six months. Competitors are eroding your differentiation and you can't articulate a sharp, ownable reason to choose you.

How the framework works

From the printed page

Al Ries and Jack Trout established in their 1981 work Positioning: The Battle for Your Mind that positioning is not what you do to a product, it is what you do to the mind of a prospect. Most businesses position by accident: they describe what they do and hope the right customer self-selects. Deliberate positioning works the opposite way you choose the customer, the category, and the comparison point, then build every word of your message to reinforce that choice. The goal is a statement so specific it automatically excludes the wrong customer and makes the right one feel it was written for them.

The method, in four moves

Do these in order
1

Draft three positioning statements before deciding AI can generate all three.

2

Test each one: does it exclude anyone? If it appeals to everyone, it works for no one.

3

Share with 5 real customers and ask which one makes them lean forward.

4

Once locked, use it as the master filter for all marketing and sales copy. Oatly's positioning statement wasn't built around 'plant-based milk alternative.' It was built around a specific enemy: the dairy industry lobby. Their statement polarised the market intentionally , people who agreed with their position became advocates, not just customers. Positioning works best when it defines who you are NOT for as clearly as who you are for. IN PRACTICE The one sentence that tells your customer exactly why you not anyone else

Where the framework comes from

Al Ries & Jack Trout, Positioning: The Battle for Your Mind, 1981

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