If your narrative is about a broad market problem (e.g., "data is growing") that isn't uniquely solved by your product, you're creating demand for the entire category, including your competitors. A powerful story must be built around your specific differentiator, making it a narrative only you can convincingly tell.
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GoProposal used a four-part framework for all content: address customer Pain, clarify Aspirations, highlight the Traps of other solutions, and explain How to truly solve the problem. This structure guides prospects to conclude your product is the only viable option without directly attacking competitors.
Generic claims like "family-owned" or "trustworthy" are no longer effective differentiators. A true Unique Selling Proposition (USP) must be specific to your operations—such as "same-day install" or "no weekend overtime charges"—making it impossible for competitors to easily copy your positioning.
Instead of waiting for features to build a story, develop the compelling narrative the market needs to hear first. This story then guides the launch strategy and influences the roadmap, with product functionality serving as supporting proof points, not the centerpiece.
Marketing often mistakenly positions the product as the hero of the story. The correct framing is to position the customer as the hero on a journey. Your product is merely the powerful tool or guide that empowers them to solve their problem and achieve success, which is a more resonant and effective narrative.
Don't assume even sophisticated buyers understand your unique technical advantage, like a "fuzzy logic algorithm." Your marketing must translate that unique feature into a tangible business value they comprehend. Your job is not to be an order-taker for their feature checklist, but to educate them on why your unique approach is superior.
While many acknowledge storytelling's importance, few master its application. The ability to frame what your product does within a compelling story is a macro-level skill that makes abstract concepts understandable and memorable. It is the practical vehicle for explaining things clearly and avoiding customer disengagement.
Leadership often dismisses positioning as a "marketing thing." To get buy-in, connect it directly to sales failures. When prospects are confused on calls ("What are you again?") or miscategorize you, it’s a positioning problem that kills pipeline. Highlighting this revenue impact gets executive attention and resources.
Don't just list all your features. To build a strong 'why us' case, focus on the specific features your competitors lack that directly solve a critical, stated pain point for the client. This intersection is the core of your unique value proposition and the reason they'll choose you.
A common marketing mistake is being product-centric. Instead of selling a pre-packaged product, first identify the customer's primary business challenge. Then, frame and adapt your offering as the specific solution to that problem, ensuring immediate relevance and value.
