product-positioning-doc

Compare original and translation side by side

🇺🇸

Original

English

🇨🇳

Translation

Chinese

Product Positioning Doc Skill

产品定位文档Skill

This skill produces a complete product positioning document following the April Dunford positioning methodology. Output covers category definition, target customer, unique attributes, proof points, and a messaging hierarchy — ready to align GTM, marketing, sales, and product teams.

本Skill遵循April Dunford定位方法论生成完整的产品定位文档。输出内容涵盖类别定义、目标客户、独特属性、证明点及消息层级，可用于对齐GTM、营销、销售及产品团队。

Required Inputs

必填输入信息

Ask the user for these if not provided:

Product name and what it does
Target customer — who is it for? (role, company type, size)
Problem it solves — what pain or goal does it address?
Key alternatives — what do customers use today instead? (not just direct competitors — include status quo, spreadsheets, DIY)
Differentiation — what does this product do that alternatives cannot? (not features — capabilities that produce different outcomes)
Proof points — any customer data, case studies, metrics, or validation?
Business goal — is positioning for a new category, expansion into new segment, or repositioning away from a declining category?

若用户未提供以下信息，请向其询问：

产品名称及功能介绍
目标客户——面向哪些人群？（职位、企业类型、规模）
解决的问题——解决了哪些痛点或实现了什么目标？
主要替代方案——客户当前使用什么产品替代？（不仅限于直接竞品，还包括现状、电子表格、DIY方案）
差异化优势——该产品具备哪些替代方案无法实现的能力？（并非功能，而是能产生不同成果的能力）
证明点——是否有客户数据、案例研究、指标或验证信息？
业务目标——定位是为了开辟新类别、拓展新细分市场，还是从衰退类别中重新定位？

Output Structure

输出结构

Positioning Document: [Product Name]

定位文档：[产品名称]

Version: [1.0] Owner: [PMM / Founder / Marketing lead] Date: [Date] Status: [Draft / Reviewed / Approved] Approved by: [Names — this document must be signed off by product, marketing, and sales leadership before use]

版本： [1.0] 负责人： [PMM / 创始人 / 营销负责人] 日期： [日期] 状态： [草稿 / 已审核 / 已批准] 批准人： [姓名 — 本文档需经产品、营销及销售领导层签字批准后方可使用]

1. Background & Context

1. 背景与环境

[2–3 sentences describing why positioning is being done now. Is this a new product, a pivot, a segment expansion, or a rebrand? What triggered this work?]

Positioning objective: [e.g. Move from being perceived as a reporting tool to being the category leader in revenue intelligence for mid-market SaaS]

[2-3句话说明当前进行定位的原因。是新产品发布、战略转型、细分市场拓展还是品牌重塑？是什么触发了这项工作？]

定位目标： [例如：从被视为报表工具转变为面向中型市场SaaS的营收智能领域类别领导者]

2. Market Category

2. 市场类别

What category does this product compete in?

This is the frame of reference your customer uses to understand what the product is. Choose the wrong category and everything downstream — competitors, value, messaging — is wrong.

Category: [e.g. Customer data platform / Revenue intelligence / No-code automation / Modern data stack]

Why this category, not [alternative category]? [1–2 sentences on why this framing serves the customer's understanding better than adjacent categories]

Category maturity:

New category (we are creating it — high education burden, high upside if it works)
Growing category (fast-growing segment — compete on differentiation)
Mature category (well-understood — must disrupt with clear superiority or narrower niche)

该产品属于哪个竞争类别？

这是客户理解产品的参照框架。若选错类别，后续的竞品、价值、消息传递等所有环节都会出错。

类别： [例如：客户数据平台 / 营收智能 / 无代码自动化 / 现代数据栈]

为何选择此类别而非[其他类别]？ [1-2句话说明为何该框架比相邻类别更有助于客户理解]

类别成熟度：

新类别（由我们开创 — 教育成本高，但成功后收益巨大）
成长中类别（快速增长细分领域 — 需通过差异化竞争）
成熟类别（认知度高 — 必须通过明确的优势或更细分的领域实现颠覆）

3. Target Customer

3. 目标客户

Be precise. Vague targeting produces vague positioning.

Dimension	Description
Primary buyer / decision-maker	[e.g. VP of Revenue Operations at B2B SaaS companies with 100–500 employees]
Primary user	[e.g. Revenue operations analysts and sales ops managers]
Company profile	[Industry, size, growth stage, technology stack]
Business context	[What is happening in their world that makes them a buyer right now?]
Trigger event	[What just happened that makes them start looking for a solution? — e.g. Sales team grew past 20 reps, forecast accuracy became a board question]

Who this is NOT for: [Be explicit about who to exclude — this sharpens the positioning for those who are a fit]

定位需精准。模糊的目标定位会导致模糊的产品定位。

维度	描述
核心采购者/决策者	[例如：员工规模100-500人的B2B SaaS公司营收运营副总裁]
核心用户	[例如：营收运营分析师及销售运营经理]
企业画像	[行业、规模、发展阶段、技术栈]
业务场景	[客户当前面临哪些情况使其成为潜在买家？]
触发事件	[刚发生了什么让客户开始寻找解决方案？——例如：销售团队规模超过20人，预测准确性成为董事会关注问题]

非目标客户： [明确列出排除人群 — 这会让目标客户的定位更清晰]

4. Competitive Alternatives

4. 竞争替代方案

What do buyers use today when they don't have your product? List all real alternatives — not just direct competitors.

Alternative	Who uses it	Why buyers choose it	What they sacrifice
[Direct competitor — e.g. Gong]	[Enterprise sales teams]	[Market leader, strong brand, sales coaching features]	[Price, complexity, implementation time]
[Adjacent tool — e.g. Salesforce reports]	[CRM-native users]	[Already have it, no additional cost]	[No AI analysis, manual reporting, siloed data]
[Status quo — e.g. spreadsheets + manual tracking]	[SMB, early-stage]	[Free, flexible, no change management]	[Time-consuming, error-prone, not scalable]
[Build in-house]	[Tech companies with data teams]	[Custom to their exact needs]	[Engineering cost, maintenance burden, 12+ month timeline]

Key insight: [What does this competitive landscape tell you about what your positioning must emphasise? e.g. "Every alternative either costs too much or requires too much manual work — positioning must nail 'fast time to value' and 'right-sized for mid-market'"]

当客户没有使用你的产品时，他们当前使用什么？列出所有真实替代方案 — 不仅限于直接竞品。

替代方案	使用人群	客户选择它的原因	客户需做出的牺牲
[直接竞品 — 例如：Gong]	[企业级销售团队]	[市场领导者、品牌知名度高、具备销售辅导功能]	[价格高、复杂度高、实施周期长]
[相邻工具 — 例如：Salesforce报表]	[CRM原生用户]	[已拥有该工具，无需额外成本]	[无AI分析、手动报表、数据孤岛]
[现状 — 例如：电子表格+手动跟踪]	[中小企业、早期阶段公司]	[免费、灵活、无需变更管理]	[耗时、易出错、无法规模化]
[内部搭建]	[拥有数据团队的科技公司]	[完全贴合自身需求]	[工程成本高、维护负担重、周期长达12个月以上]

核心洞察： [竞争格局反映出产品定位必须强调什么？例如：“所有替代方案要么成本过高，要么需要大量手动操作 — 定位必须突出‘快速实现价值’和‘适配中型市场需求’”]

5. Unique Differentiated Attributes

5. 独特差异化属性

These are the features or capabilities your product has that alternatives genuinely cannot match — or cannot match at the same level. Do not list features that competitors also have.

Attribute	What it is	What it enables (outcome)	Why competitors can't match it
[e.g. Real-time CRM sync]	[Bidirectional sync with any CRM in <5 min]	[Reps see clean data in the tools they already use — no toggle between systems]	[Legacy competitors require 3-month integration projects; Salesforce-native tools only work in SFDC]
[e.g. Natural language querying]	[Ask questions in plain English, get data visualisations]	[Anyone on the revenue team can answer their own questions without SQL or waiting for an analyst]	[BI tools require analyst training; direct competitors have rigid dashboards]
[...]	[...]	[...]	[...]

The core differentiation thesis: [1–2 sentences that unite the above attributes into a single "why we win" statement — this is internal language, not customer-facing yet]

这些是产品具备的、替代方案真正无法匹配（或无法达到同等水平）的功能或能力。请勿列出竞品也具备的功能。

属性	具体内容	实现的成果	竞品无法匹配的原因
[例如：实时CRM同步]	[与任意CRM实现双向同步，耗时<5分钟]	[销售代表可在常用工具中查看清晰数据 — 无需在系统间切换]	[传统竞品需要3个月的集成项目；Salesforce原生工具仅支持SFDC]
[例如：自然语言查询]	[用普通英文提问，获取数据可视化结果]	[营收团队内任何人无需SQL知识或等待分析师即可自行解答问题]	[BI工具需要分析师培训；直接竞品的仪表盘过于僵化]
[...]	[...]	[...]	[...]

核心差异化论点： [1-2句话将上述属性整合为一个统一的“我们获胜的原因”声明 — 这是内部语言，暂不面向客户]

6. Value Proof Points

6. 价值证明点

Back up the differentiation claims with evidence:

Claim	Proof point	Source
[Fastest time to value]	[Average customer is live in 4 hours vs 3 months for legacy alternatives]	[Customer data — average across [X] accounts]
[Better forecast accuracy]	[Customers achieve X% improvement in forecast accuracy within 90 days]	[Case study: [Company Name] — link]
[Loved by operators, not just managers]	[NPS of X among end users; 4.8/5 on G2 for ease of use]	[G2 reviews, internal NPS survey]

Proof gaps: [Are there claims you're making that you don't yet have evidence for? List them — they are either research projects or risks to the positioning]

用证据支撑差异化主张：

主张	证明点	来源
[最快实现价值]	[客户平均上线时间为4小时，而传统竞品需3个月]	[客户数据 — 基于[X]个客户的平均值]
[更高的预测准确性]	[客户在90天内预测准确性提升X%]	[案例研究：[公司名称] — 链接]
[深受操作人员而非仅管理者喜爱]	[终端用户NPS为X；G2易用性评分4.8/5]	[G2评论、内部NPS调查]

证明缺口： [是否有主张尚未有证据支持？列出这些内容 — 它们要么是研究项目，要么是定位风险]

7. Positioning Statement

7. 定位声明

The classic positioning template — internal only, never used verbatim in marketing:

For [target customer] who [trigger event or problem statement], [Product name] is a [category] that [primary differentiated value — the outcome, not the feature]. Unlike [primary alternative], [Product name] [the key thing that makes you different and better].

Draft positioning statement:

For [VP Revenue Ops at B2B SaaS companies with 50–500 reps] who [struggle to forecast accurately as the sales team scales], [Product Name] is a [revenue intelligence platform] that [gives every rep and manager accurate, real-time pipeline visibility without any analyst overhead]. Unlike [Salesforce dashboards and manual reporting], [Product Name] [syncs automatically, surfaces risks before they become missed quarters, and needs no configuration by IT or data teams].

经典定位模板 — 仅供内部使用，切勿直接用于营销：

面向 [目标客户] 他们 [触发事件或问题陈述], [产品名称] 是一款 [类别] 能够 [核心差异化价值 — 成果而非功能]。 与[主要替代方案]不同， [产品名称] [让你脱颖而出的关键优势]。

定位声明草稿：

面向[员工规模50-500人的B2B SaaS公司营收运营副总裁]，他们[在销售团队扩张时难以准确预测业绩]，[产品名称]是一款[营收智能平台]，能够[为每位销售代表和管理者提供准确的实时管道可见性，无需分析师介入]。与[Salesforce仪表盘及手动报表]不同，[产品名称]可[自动同步，在问题演变为业绩缺口前识别风险，且无需IT或数据团队配置]。

8. Messaging Hierarchy

8. 消息层级

Translate the positioning into customer-facing language at three levels:

将定位转化为三个层级的客户语言：

Tagline (5–8 words)

标语（5-8个词）

[The simplest possible statement of what you do and for whom. Used in ads, hero sections, email signatures.]

Options to test:

[e.g. "Revenue intelligence for scaling sales teams"]
[e.g. "Forecast with confidence. Close with clarity."]
[e.g. "The revenue platform your whole team will actually use"]

[最简洁的产品功能及受众声明。用于广告、首页Hero区、邮件签名。]

测试选项：

[例如：“面向成长型销售团队的营收智能”]
[例如：“精准预测，清晰成交”]
[例如：“全团队都会用的营收平台”]

Value Proposition (1–2 sentences)

价值主张（1-2句话）

[Used in the hero section of the website, email subject lines, and sales decks. Must be instantly clear.]

[e.g. "[Product Name] gives revenue teams real-time pipeline visibility and accurate forecasting — without spreadsheets, custom reports, or waiting for an analyst. Get live in 4 hours, not 4 months."]

[用于网站首页Hero区、邮件主题、销售演示文稿。必须一目了然。]

[例如：“[产品名称]为营收团队提供实时管道可见性和准确预测 — 无需电子表格、自定义报表或等待分析师。4小时内即可上线，而非4个月。”]

Full Description (3–5 sentences)

完整描述（3-5句话）

[Used in PR, partnership briefs, longer sales emails, and About Us pages.]

[e.g. "[Product Name] is the revenue intelligence platform built for mid-market SaaS teams. Unlike legacy BI tools that require analyst configuration or CRM dashboards that only show what's already happened, [Product Name] automatically syncs your entire revenue stack, surfaces AI-driven risk signals, and lets any rep or manager ask questions in plain English. [X] customers use [Product Name] to call their quarters with confidence. Average time to live: 4 hours."]

[用于公关、合作简报、长销售邮件及关于我们页面。]

[例如：“[产品名称]是专为中型市场SaaS团队打造的营收智能平台。与需要分析师配置的传统BI工具或仅展示历史数据的CRM仪表盘不同，[产品名称]可自动同步整个营收栈，呈现AI驱动的风险信号，并允许任何销售代表或管理者用普通英文提问。已有[X]家客户使用[产品名称]精准把控季度业绩。平均上线时间：4小时。”]

9. Persona-Specific Messaging

9. 特定角色专属消息

The core positioning is the same, but different buyers care about different aspects:

Persona	Their primary concern	Lead message	Proof point to use
VP Revenue Operations	Forecast accuracy, board credibility	"Call your quarter with confidence"	[X% improvement in forecast accuracy across N customers]
Head of Sales	Rep productivity, pipeline visibility	"Your reps close more, not admin more"	[X hours/week saved per rep]
CEO / CFO	Revenue predictability, cost	"Stop being surprised by quarters"	[ROI: £X saved vs X headcount required to replicate manually]
Sales Rep	Ease of use, not adding to workload	"It works in the tools you already use"	[Ease of use NPS, G2 reviews]

核心定位保持一致，但不同买家关注的重点不同：

角色	核心关注点	核心消息	使用的证明点
营收运营副总裁	预测准确性、董事会可信度	“精准把控季度业绩”	[N家客户预测准确性提升X%]
销售负责人	销售代表生产力、管道可见性	“让销售代表专注成交，而非行政工作”	[每位销售代表每周节省X小时]
CEO / CFO	营收可预测性、成本	“告别季度业绩意外”	[ROI：手动方案需X名员工，使用本产品可节省£X成本]
销售代表	易用性、不增加工作量	“在你常用的工具中即可使用”	[易用性NPS、G2评论]

10. Messaging Do's and Don'ts

10. 消息传递注意事项

Do say:

[Specific, outcome-focused language — what the customer achieves]
[Comparative language grounded in evidence]
[Language your target buyer uses to describe their problem — not language you invented]

Don't say:

["Best-in-class", "innovative", "cutting-edge", "game-changing" — unless followed by evidence]
[Feature lists without outcome context]
[Jargon your buyer doesn't use themselves]
[Claims your competitors could also make]

建议表述：

[具体、聚焦成果的语言 — 客户能获得什么]
[基于证据的对比语言]
[目标买家描述问题时使用的语言 — 而非自创术语]

避免表述：

[“最佳级别”、“创新”、“前沿”、“颠覆性” — 除非有证据支撑]
[脱离成果语境的功能列表]
[买家不使用的行话]
[竞品也能做出的主张]

11. Distribution Plan

11. 落地计划

Positioning only works if it's implemented consistently:

Team	What they need	Format	Owner	When
Marketing	Tagline, value prop, messaging hierarchy	This doc + messaging playbook	PMM	[Date]
Sales	Competitive positioning, objection responses	One-pager + deck	Sales enablement	[Date]
Product	Category definition, target customer	Shared doc + roadmap input	PMM + PM	[Date]
Leadership	Full positioning narrative	This doc	PMM	[Date]

只有持续一致地执行，定位才能发挥作用：

团队	所需内容	格式	负责人	时间
营销	标语、价值主张、消息层级	本文档+消息传递手册	PMM	[日期]
销售	竞争定位、异议应对方案	单页文档+演示文稿	销售赋能团队	[日期]
产品	类别定义、目标客户	共享文档+路线图输入	PMM+产品经理	[日期]
领导层	完整定位叙事	本文档	PMM	[日期]

Quality Checks

质量检查

Example Trigger Phrases

触发示例

"Write a positioning document for [product]"
"Build a messaging framework for our B2B SaaS tool"
"Define our product positioning — who is this for and why should they care?"
"Create a positioning statement and messaging hierarchy for [launch]"
"Help me articulate our differentiation vs [Competitor]"

“为[产品]撰写定位文档”
“为我们的B2B SaaS工具构建Messaging Framework”
“定义我们的产品定位 — 面向谁，他们为何关注？”
“为[发布活动]创建定位声明及消息层级”
“帮我阐述我们与[竞品]的差异化优势”