From gtm
Define product positioning using the April Dunford framework — competitive alternatives, unique attributes, value, target customer, market category.
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Define positioning for $ARGUMENTS using the April Dunford framework. Follow the five steps below in exact order — the sequence matters because each step builds on the previous one.
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Define positioning for $ARGUMENTS using the April Dunford framework. Follow the five steps below in exact order — the sequence matters because each step builds on the previous one.
Most positioning exercises start with the market category ("we're a CRM") and work backwards. This is wrong. You don't get to pick your category until you understand what makes you different and who cares. Dunford's framework starts with competitive alternatives and works forward to the category that makes your value obvious.
Question: If your product didn't exist, what would customers do instead?
List every alternative. Be honest and thorough. Include:
Rules:
Output for Step 1:
| Alternative | Type | How often chosen | Why customers pick it |
|---|---|---|---|
| [name] | Direct / Adjacent / Manual / Status quo / In-house | High / Medium / Low | [reason] |
Question: What do you have that the alternatives don't?
For each competitive alternative from Step 1, identify what your product does that it cannot. These must be:
Categories of attributes:
Output for Step 2:
| Unique attribute | Why it matters | Which alternatives lack it |
|---|---|---|
| [attribute] | [what this enables] | [list of alternatives] |
Rules:
Question: What does each unique attribute enable for the customer?
Map every unique attribute from Step 2 to the customer value it delivers. Move from feature → capability → outcome → business impact.
| Unique attribute | Capability it creates | Outcome for the user | Business impact |
|---|---|---|---|
| [attribute] | [what it lets them do] | [what changes in their workflow] | [revenue, cost, risk, time] |
Rules:
Question: Who cares most about the value you deliver?
Define the customer segment that gets the most value from your unique attributes. Be specific — "everyone" is not a target.
Define the target using:
The best target customers have ALL of these properties:
Output for Step 4:
Target customer profile:
Company: [characteristics]
Buyer: [role and responsibilities]
Trigger: [what makes them start looking]
Current solution: [what they use today]
Must-haves: [requirements that match your unique attributes]
Deal-breakers: [what would disqualify your product]
Rules:
Question: What frame of reference makes your value obvious to your target customer?
The market category is the context you set so customers immediately understand what you do and why it matters. You have three strategic options:
| Strategy | When to use | Example |
|---|---|---|
| Existing category | Your differentiators are clear within the category | "CRM for real estate teams" |
| Subcategory | You want the benefits of the existing category but need to stand apart | "Conversational CRM" (new kind of CRM) |
| New category | No existing category captures your value, and you have the resources to educate the market | "Revenue Operations Platform" |
Rules:
┌─────────────────────────────────────────────────┐
│ COMPETITIVE ALTERNATIVES │
│ [list from Step 1] │
├─────────────────────────────────────────────────┤
│ UNIQUE ATTRIBUTES │ VALUE │
│ [from Step 2] │ [from Step 3] │
├─────────────────────────────────────────────────┤
│ TARGET CUSTOMER │
│ [from Step 4] │
├─────────────────────────────────────────────────┤
│ MARKET CATEGORY │
│ [from Step 5] │
└─────────────────────────────────────────────────┘
Use this template:
For [target customer] who [situation/trigger],
[product] is a [market category]
that [key value proposition].
Unlike [primary competitive alternative],
[product] [primary unique attribute and its value].
Write one version. Then write a tighter version. Use the tighter one.
Distil the positioning into one sentence (under 10 words). The tagline should:
Bad: "The better way to manage your business" Good: "Ship customer emails in minutes, not sprints"
Write a 3-sentence version a salesperson could use in conversation:
Sentence 1: [The problem your target customer has — stated in their words]
Sentence 2: [What your product does about it — stated as the outcome, not the feature]
Sentence 3: [Why you specifically — the unique attribute that alternatives lack]
After completing the positioning, test it against these questions. If the answer to any is "no," revisit the relevant step.
| Question | Tests | If "no" |
|---|---|---|
| Would your best customers agree with the competitive alternatives list? | Step 1 accuracy | Talk to customers |
| Are your unique attributes truly unique, or will competitors match them in 6 months? | Step 2 durability | Find more defensible attributes |
| Does the value resonate with target customers in their own words? | Step 3 relevance | Reframe in customer language |
| Would your target customer self-identify with your description? | Step 4 specificity | Narrow the target |
| Does the market category help or confuse? | Step 5 clarity | Choose a different frame |
| Could your positioning be mistaken for a competitor's? | Overall differentiation | The whole thing needs work |
| Can a new employee explain what you do after reading this? | Clarity | Simplify |
/gtm:competitive-analysis — run a competitive analysis before positioning to understand the landscape you're positioning against./gtm:launch-plan — positioning feeds directly into launch messaging and materials.