Instead of positioning against direct competitors in a saturated category, frame your message against what your customer is *actually* using today. A DAM tool resonated better when it shifted messaging from being a "better DAM" to helping users "move on from Dropbox and Drive."

Don't rely on LLMs for core positioning. They are trained on public data and can't know who your sales team actually competes against in deals or the nuanced "status quo" alternatives customers use. This internal, non-public context is the essential starting point for effective positioning.

Don't wait for prospects to reveal they're evaluating others. Assume they are and ask directly, "What companies are you looking at right now?" This normalizes the behavior, demonstrates your confidence, and allows you to frame the subsequent comparison on your terms rather than reacting defensively.

Instead of guessing your competitive advantage, ask potential customers which other solutions they've evaluated and why those products didn't work for them. They will explicitly tell you the market gaps and what you need to build to win.

Do not confuse positioning with product strategy. Strategy is the multi-year plan for what to build. Positioning is a tactical exercise to win against current competitors with the product you have right now. Positioning evolves as your strategy progresses.

A consultant's true role is to facilitate a cross-functional process to uncover positioning. The answers already exist within the sales, marketing, and product teams; a structured framework is needed to unify their perspectives and extract the solution.

Instead of reacting defensively when a customer mentions a competitor, use it to probe their underlying needs. Asking 'What do you like about it?' helps differentiate between a critical feature gap ('the steak') and a superficial want ('the sizzle'), keeping you focused on solving real problems.

Feed AI your detailed persona research and data on your top competitors. Then, ask it to identify key persona pain points and values that competitors' positioning fails to address. This process systematically uncovers arbitrage opportunities for differentiated messaging.

Positioning created in a marketing silo is unlikely to be adopted. Involving sales, product, and leadership in the creation process ensures alignment and buy-in. When everyone debates and agrees, the final positioning is more likely to be used consistently across the company.