Mmcp.market

obviously-awesome skill

by wondelai·wondelai/skills·2.3k stars·MIT

Define product positioning by mapping competitive alternatives, unique attributes, and best-fit customers to the right market category. Use when the user mentions "positioning", "competitive alternatives", "how to position", "market category", "positioning canvas", "repositioning", "category creation", "what category are we in", or "why prospects dont get what we do". Also trigger when launching a new product, entering a crowded market, or diagnosing why prospects dont grasp the product''s value. Covers the positioning canvas and team workshops. For customer jobs analysis, see jobs-to-be-done. For go-to-market, see crossing-the-chasm.

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git clone --depth 1 https://github.com/wondelai/skills.git /tmp/skills
mkdir -p ~/.claude/skills
cp -r /tmp/skills/plugins/strategy-growth/skills/obviously-awesome ~/.claude/skills/obviously-awesome
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The instructions your agent would load

SKILL.md as published, without the frontmatter. Read it on GitHub

Product Positioning Framework

April Dunford's "Obviously Awesome" methodology: a structured, repeatable process for defining how your product is the best in the world at delivering something a well-defined set of customers cares a lot about. Positioning determines what customers compare you to, which features they notice, and ultimately whether they buy.

Core Principle

Positioning is not messaging. Positioning is context.

Positioning defines the context within which customers evaluate your product -- what category they place you in, what alternatives they compare you against, and how they judge your value. Customers always evaluate relative to alternatives; there is no absolute product perception -- a product that seems expensive in one context seems cheap in another. Deliberately choose the context that makes your unique strengths obvious: get it right and messaging, sales, and pricing become dramatically easier; get it wrong and no amount of clever copywriting will save you.

Scoring

Goal: 10/10. Rate any product's positioning 0-10 using the bands below, and always state the current score with the specific improvements needed to reach 10/10.

The Positioning Canvas

The 10 outputs of positioning, captured in one place. Steps 1-5 build the top five; the rest are derived from them. Every team member should fill this out and arrive at the same answers -- divergence signals misalignment.

See references/positioning-canvas.md when filling out the canvas for a real product -- it has the blank template plus three fully worked examples (B2B SaaS, consumer app, professional services).

The 5-Step Positioning Process

Step 1: Identify Your Competitive Alternatives

Core concept: Understand what your best customers would do if your product vanished tomorrow -- not just direct competitors, but any way they solve the problem today: manual processes, spreadsheets, hiring someone, or doing nothing.

Why it works: Customers always evaluate products relative to alternatives, so "differentiated" only has meaning against the real alternatives in your customer's mind.

Key insights:

  • Interview 15-20 existing happy customers, not prospects -- they can tell you what they actually switched from
  • The most common alternative is often not a product -- it's a spreadsheet, a manual process, or the status quo
  • "Do nothing" is your biggest competitor in many markets
  • Group similar alternatives ("general-purpose spreadsheets" rather than Excel, Sheets, Numbers)
  • Different customer segments may have different alternatives

Product applications:

Copy patterns:

  • "Unlike [competitive alternative], [product] does [unique thing]"
  • "Stop using [painful alternative] for [job]"
  • "You've outgrown [alternative]. Here's what comes next."

Ethical boundary: Base alternatives on actual customer research, never assumptions or wishful thinking.

See references/competitive-alternatives.md when preparing or running the customer interviews -- it has the full question script, the five alternative types, clustering, and "do nothing" analysis.

Step 2: Identify Your Unique Attributes

Core concept: List every attribute -- feature, capability, company characteristic, or approach -- that you have and your competitive alternatives don't. They must be both unique AND true.

Why it works: Unique attributes are the raw material of differentiation: if it isn't unique it can't differentiate you, and if it isn't true you'll lose trust.

Key insights:

  • Look beyond features: architecture, business model, team expertise, integrations, community
  • "Better" is not unique -- "10% faster" doesn't qualify; "a fundamentally different algorithm enabling real-time processing" might
  • Every attribute must survive the "only we" test: "Only we [attribute]"
  • Attributes are facts about your product; benefits are what customers get from them -- don't confuse the two
  • Cluster related attributes into groups (they become value themes in Step 3)

Product applications:

Copy patterns:

  • "The only [category] that [unique attribute]"
  • "Built from the ground up to [unique capability]"
  • "No other [category] can [unique thing] because [reason]"

Ethical boundary: Never claim attributes that aren't genuinely unique -- if a competitor has it, it's table stakes.

See references/unique-attributes.md when running the attribute-discovery workshop -- it has the elicitation process, the "only we" verification, and clustering into themes.

Step 3: Map Attributes to Customer Value

Core concept: For each unique attribute, apply the "So what?" test repeatedly until you reach a value customers actually care about, then group related values into two or three value themes.

Why it works: Customers buy outcomes, not features -- an attribute is meaningless until you articulate why it matters in the customer's terms. Value themes give your positioning narrative structure and make it memorable.

Key insights:

  • The "So what?" chain: Feature -> Advantage -> Value ("Real-time collaboration" -> "finance teams work simultaneously" -> "close the books 3 days faster each quarter")
  • Express value in the customer's language, not internal jargon
  • Most products support 2-4 value themes -- more means unfocused positioning
  • Back every theme with proof points: case studies, data, testimonials
  • Themes usually cluster around saving time, saving money, reducing risk, enabling growth, or improving quality

Product applications:

Copy patterns:

  • "[Value outcome] with [product], powered by [unique attribute]"
  • "Our customers [measurable outcome] because [unique capability]"
  • "[Number]% of customers report [value] within [timeframe]"

See references/value-mapping.md when running the "So what?" chain on attributes -- it has the full Feature->Advantage->Value walkthrough and proof-point creation.

Step 4: Define Your Best-Fit Target Customers

Core concept: Identify the characteristics that make someone care the most about the value only you deliver -- the tightest possible definition of who your product is perfect for right now, not your total addressable market.

Why it works: Best-fit customers buy fastest, churn least, refer most, and expand most; nail positioning for them and it expands outward naturally. Their testimonials and case studies are also the most compelling.

Key insights:

  • Characteristics must be identifiable before you talk to the customer: job title, company size, industry, tech stack -- not psychographics
  • Work backward from your happiest, most successful existing customers
  • "Everyone" is never a valid target -- even horizontal products have best-fit segments
  • Best-fit is not necessarily the biggest market -- it's the most reachable, convincible, and retainable
  • Define negative criteria too: what indicates someone is NOT a fit

Product applications:

Copy patterns:

  • "Built for [specific customer type] who [specific situation]"
  • "If you're a [role] at a [company type], you know [pain point]"
  • "Purpose-built for [segment], not a generic tool adapted for everyone"

Ethical boundary: Best-fit definition is about focus, not exclusion -- never denigrate other segments.

See references/target-customers.md when defining best-fit criteria -- it has the actionable-segmentation tests, negative criteria, personas, and how best-fit differs from TAM.

Step 5: Choose Your Market Category

Core concept: Select the market frame of reference that makes your unique value most obvious. Three strategic options: compete head-to-head in an existing category, create a subcategory, or create a new category.

Why it works: The category triggers assumptions in the customer's mind about what your product does, who it competes with, and how it should be priced -- the right category leverages those assumptions in your favor; the wrong one fights them.

Key insights:

  • Head-to-head: claim "best" in an established category customers already understand; you inherit all its assumptions and competitors
  • Subcategory: redefine how a slice of an existing category is evaluated ("CRM for real estate") -- built-in awareness with shifted criteria
  • New category: only when genuinely unlike anything existing; you pay an "education tax" teaching customers the category before they can evaluate you
  • Changing category changes everything: competitors, evaluation criteria, pricing and buyer expectations
  • Test the choice: do prospects "get it" in the first 30 seconds of a conversation?

Product applications:

Copy patterns:

  • Existing: "The best [category] for [best-fit customers]"
  • Subcategory: "[Modifier] [category] -- [category] reimagined for [specific need]"
  • New category: "Introducing [new category]: [one-sentence definition]"

Ethical boundary: Don't create a new category purely to avoid competition -- only when your product genuinely can't be understood within existing frameworks.

See references/market-category.md when choosing between head-to-head, subcategory, and new category -- it has the decision framework and the education-tax analysis.

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