Founders must consider their sales motion (e.g., PLG vs. enterprise sales-led) when designing the product. A product built for one motion won't sell effectively in another, potentially forcing a costly redesign. This concept extends "product-market fit" to "product-market-sales fit."

Unlike sales-led companies that get feedback from sales calls, PLG companies are blind to their competitive positioning without formal research. You must conduct jobs-to-be-done interviews to uncover why customers chose you over alternatives, as relying on internal assumptions or simple "what do you love" surveys is misleading.

As companies grow and add new product lines or target new segments, their once-sharp positioning becomes diluted. This happens because product marketing resources are not scaled to support each new business unit, ICP, and segment, leading to generic, ineffective messaging.

For companies with multiple products, positioning cannot begin until the go-to-market strategy is set. You must first decide if you have a lead "wedge" product with add-ons (like early Salesforce) or if you're selling an integrated platform. This foundational business decision precedes any messaging work.

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.

Instead of debating whether Product Management or Product Marketing "owns" positioning, teams should treat it as a critical point of shared alignment. It's a collaborative space where the entire team agrees on the product's value and market strategy.

Many founders conflate their brand with their first product. A successful company requires a broader brand positioning that can accommodate future products. This prevents the business from getting stuck as a single-product entity and enables long-term growth and category expansion.

Counterintuitively, focusing on a single, powerful SKU can be more effective for initial growth than launching a full product line. It simplifies your message, makes you attractive to distributors who value efficiency, and builds a strong customer base before you introduce new offerings.

A horizontal platform that does everything can struggle with messaging. To solve this, "productize" the platform by identifying top use cases and creating dedicated bills of materials (decks, demos, content) to architect targeted demand generation campaigns for each.