For new products creating novel workflows (like Calendly), the key question isn't "Why you over competitors?" but "When would I use you at all?" Positioning should focus on defining this new context and workflow, not on feature-by-feature comparisons.
Most positioning frameworks jump from features (e.g., "dashboard") to benefits (e.g., "save time"). Add a crucial "capability" layer that answers "What do I actually *do* with the product?" to clarify the use case and connect features to outcomes.
A positioning framework is useless until it's translated into website copy. All key audiences—customers, investors, future employees—judge your company by its website. Founders who say "don't look at our website" are admitting their positioning is failing in its most critical application.
To make pricing accessible for early-stage startups, Fletch PMM intentionally removed time-consuming customer research. Instead, they extract founder knowledge through workshops, delivering a faster, more affordable, and still valuable engagement by focusing on organizing existing insights.
Fletch PMM grew its business entirely through LinkedIn by focusing on a hyper-specific niche. This targeted content pleases the algorithm and attracts high-intent leads who are already indoctrinated into their methodology before the first sales call, making the sale nearly automatic.
Large B2B companies like Slack and Zoom often shift from clear, specific messaging to vague slogans like "One platform to connect." This is rarely a strategic choice but a result of internal stakeholders fighting over messaging as the company adds products and serves more markets.
Effective homepage positioning (the H1/H2) must connect the two sides of the product-market fit equation. Combine a market-side element (e.g., persona, problem) with a product-side element (e.g., category, capability) to create a clear, compelling message that resonates.
Misapplying the "sell the outcome" advice, most B2B websites lead with vague benefits like "Product growth unlocked." This fails because a buyer's primary question is "When would I use this?", which requires explaining the product's capability, not just its abstract outcome.
The guest's experience failing to grow struggling businesses (churches, bands) contrasts with his rapid success in B2B SaaS. Applying the same energy to a growing market produced exponentially better results, validating that market selection is often more critical than team or product.