Obviously Awesome Positioning
Build evidence-backed product positioning from buyer alternatives, differentiated capabilities, value, customer fit, and market context.
Based on April Dunford's public method.
Not affiliated with or endorsed by April Dunford. Each step cites the public work it comes from: 8 sources.From broad category to differentiated buyer value
Chooses a market frame that makes the product's specific value clear to its best-fit buyers.
General fleet management platform
Track refrigerated deliveries with ShiftLedger.
Explore ShiftLedgerCold chain delivery evidence software for regional distributors
ShiftLedger records temperature exceptions automatically and sends a shipment specific audit packet when a buyer questions a delivery.
See delivery evidenceIllustration from the skill's worked example, not a recorded run.
What it does
When your agent should reach for this skill.
Use this skill when customers get substantial value but prospects struggle to understand why to buy, when teams disagree about differentiation, or when the product's inherited category no longer explains where it wins. It also supports a launch, website rewrite, or sales pitch that needs a sound strategic foundation. Its deliverable is a dated positioning canvas with evidence, a category decision, a brief buyer explanation, and a validation plan. 24
Positioning connects five choices: real alternatives, differentiated capabilities, customer value, customers who care intensely, and market category. Work through those choices before writing messaging. Describe the product available today; keep future strategy and investor vision separate from current buyer claims. 578
Use supplied customer and product evidence first. Where evidence is missing, produce a provisional canvas and name the questions needed to resolve it. Do not invent interviews, results, competitor limitations, or customer demand. The template and review gates are practical adaptations of the public method, not reproductions of Dunford's proprietary materials.
The method
12 steps, restated from April Dunford's public work. Numbers link to the sources.
1Define the assignment and evidence boundary
Record the offering, version, decision to support, current frame, and available wins, losses, interviews, usage, and demonstrations. Distinguish observations from hypotheses and roadmap promises. Follow method: Evidence and scope and open the output template.
2Suspend the inherited category
Write down how the team currently describes the product and which expectations that description creates. Keep it as a candidate rather than a constraint. Read method: Release the default frame.
3Identify actual buyer alternatives
Establish what each buyer would do without the offering, including keeping the present workflow. Separate distinct buying situations and exclude rivals absent from actual consideration. Use method: Competitive alternatives.
4Compare current capabilities
Identify demonstrable differences against each relevant alternative. Include processes, delivery, business model, and useful combinations, not just software features. Avoid judging an unusual attribute too early. Use method: Differentiated capabilities.
5Diagnose an empty difference list
Check won deals, product understanding, and segment breadth before concluding there is no differentiation. If no distinct buyer value survives scrutiny, report an unresolved offer gap. Use method: When differentiation seems absent.
6Translate differences into outcomes
Connect each capability to what it enables and why that matters. Group related outcomes into a few value themes, preserving the alternative and evidence behind each. Follow method: Differentiated value.
7Select customers who care most
Identify observable conditions that make the value important and buyers recognizable. Compare candidate segments using actual wins and commercial viability. Follow method: Best fit customers; consult the illustrations if segmentation remains abstract.
8Generate and compare market frames
Consider at least two plausible contexts after completing the preceding components. Examine expected features, competitors, buyer, price, and evaluation criteria. Use method: Market frame and the frame comparison in the template.
9Choose a defensible frame
Explain why it makes the target's differentiated value easier to understand. Account for the cost of educating buyers and the organizational consequences of a category change. Read method: Framing styles and consequences.
10Write the canvas and buyer explanation
Complete the output template, keeping strategy, proof, uncertainty, and the short external explanation distinct. Trace every major claim through the five components. Use method: Document and translate.
11Test comprehension and choice
Define questions that could disprove the candidate, gather feedback from suitable buyers and sales, and revise the earliest unsupported component. Follow method: Test and revisit. Mark untested work as provisional.
12Review and hand off
Apply the pass/fail checklist. Deliver the dated canvas, unresolved gaps, next validation actions, and implications for messaging, demos, and customer support. Cite method claims using the source register; distinguish those citations from evidence about the actual product.
Worked example
How the method plays out on one case.
1: ShiftLedger, from broad fleet tool to delivery evidence
Weak first draft
ShiftLedger is the most innovative fleet management platform for every logistics company. Our powerful AI dashboard improves efficiency and delivers complete peace of mind.
The draft claims universal fit and category leadership without evidence. It invites comparison with fleet suites on dispatch, maintenance, and routing, even though those are not the offering's strengths. It never explains why a buyer should stop using their current workflow. 235
Assumed evidence and application
In this illustration, three recent customer interviews and delivery records indicate that regional refrigerated-food distributors bought ShiftLedger to handle shipment-specific evidence requests. They previously collected logger files, driver notes, and emails manually. A demo verifies timestamped temperature records linked to the shipment and an exportable exception packet. None of these assumed facts establishes a regulatory certification or a quantified reduction in losses.
| Component | Revised decision | Evidence boundary | | --- | --- | --- | | Alternatives | Manual logger-file collection, driver calls, and email assembly | These appeared in the assumed wins; large fleet suites did not | | Different capabilities | Shipment-linked temperature history and automatically assembled exception records | Demonstrated against those manual workflows, not claimed unique across all software | | Differentiated value | A coordinator can retrieve a delivery's relevant records together instead of reconstructing them across people and files | Customer accounts support the mechanism; no percentage savings claim | | Best fit customers | Regional distributors with temperature-sensitive routes and recurring customer evidence requests | Observable workflow conditions, not every food distributor | | Market frame | Cold-chain delivery evidence software | A provisional frame requiring comprehension testing |
Compare two frames. Fleet management software suggests broad operational control and routing capabilities that ShiftLedger lacks. Cold-chain delivery evidence software centers the record-retrieval job, but may lead buyers to expect certified compliance or sensor hardware. Retain the latter as a candidate and explicitly test those expectations. Reframing does not permit misleading category promises. 45
Improved result
ShiftLedger is cold-chain delivery evidence software for regional food distributors that frequently answer shipment questions. It links temperature events to each delivery and gathers the exception records in one packet, so coordinators can respond without collecting logger files and driver notes by hand.
This explanation comes after the canvas. It makes the present mechanism and target conditions clear without claiming to replace a complete fleet suite or guarantee compliance. 48
Rules that made the difference
- Buyer alternatives replaced a generic industry competitor list. The real comparison became evidence assembly by hand. 3
- Specific capabilities were linked to a customer action, replacing generic efficiency language. 24
- Recurring evidence requests distinguished the strongest customer from a broad logistics persona. 4
- The inherited category was compared with another context rather than accepted automatically. 45
What still needs testing
Ask target coordinators to explain the product back, describe their current evidence workflow, and identify what a delivery-evidence product must include. If they expect certification, clarify the scope and consider a more familiar category qualifier. If evidence requests are rare or current assembly is already adequate, narrow the segment or revise the value hypothesis. These are package validation questions applying the source's iteration principle. 4
1 more worked example in examples/worked-examples.md.
What's in the package
7 files, pinned at d5668a9. Open any file on GitHub.
SKILL.mdEntry point the agent loads: when to use the skill and the procedure.6,318 bytesLICENSEApache-2.0 license.10,756 bytesreferences/method.mdThe method in full, step by step, with citations.14,174 bytesreferences/sources.mdEvery public source the method is built from.2,724 bytesexamples/worked-examples.mdWorked examples showing the method applied end to end.8,509 bytestemplates/output-template.mdThe output format the agent fills in.8,016 byteschecklists/review-checklist.mdChecks the agent runs before handing back the result.5,269 bytes
Sources
The public work this skill is built from. Read April Dunford's originals.
- April Dunford, LinkedIn post on apparent lack of product differentiation. URLlinkedin.com
- April Dunford, A Quickstart Guide to Positioning. URLaprildunford.com
- April Dunford, Positioning and Competition. URLaprildunford.com
- April Dunford, A Product Positioning Exercise. URLaprildunford.com
- April Dunford, An Introduction to Positioning. URLaprildunford.com
- April Dunford, Product Framing Can Help Grow Your Startup (or Kill It). URLaprildunford.com
- April Dunford, Storytelling vs Positioning. URLaprildunford.com
- April Dunford, Positioning vs Strategy vs Vision. URLaprildunford.com
The skill file also covers: Files in this skill. Read the full SKILL.md.
Edge wrote this skill from April Dunford's public writing and talks listed above. It is not affiliated with or endorsed by April Dunford. If something misrepresents the method, write to [email protected] and we will correct or remove it.