positioning

Positioning Statement

Reference source: Geoffrey Moore, "Crossing the Chasm"

Applicable Scenarios

Defining a new product from scratch
The team disagrees on "what exactly we are doing"
Need to explain the product to investors/customers/partners
The source of marketing copy
The directional anchor for the product roadmap

Inapplicable Scenarios

Products that already have positioning (unless pivoting)
Single-feature iteration (no repositioning needed)
Internal tools (not pitched externally)

Core Template

对于 [目标用户]
他们 [有什么需求/痛点]
[产品名] 是一个 [产品类别]
它能 [关键价值/差异化]
不同于 [竞品/替代方案]
我们的产品 [独特优势]

Detailed Explanation of the Six Elements

1. Target User (For)

Be specific enough to picture a real person; do not use vague groups.

❌ "对于所有想提升效率的人"
✅ "对于 5~50 人的小型设计团队的项目经理"

2. Need/Pain Point (Who)

Describe their current problem in the user's language.

❌ "他们需要更好的工具"
✅ "他们每周花 10+ 小时手动跟踪设计评审进度"

3. Product Category (Is a)

Say in one sentence what type of product it is. Let users categorize it immediately.

❌ "一个革命性的 AI 平台"
✅ "一个面向设计团队的协作工具"

4. Key Value (That)

The 1~2 most core value points.

❌ "提供完整的解决方案"
✅ "自动跟踪每个设计稿的评审状态，节省 8 小时/周"

5. Competitors/Alternatives (Unlike)

Clearly state who you are being compared with.No competitors means no market。

✅ "不同于 Figma 的评论功能"
✅ "不同于用 Notion 手动维护评审表"
✅ "不同于发邮件追问每个 reviewer"

6. Unique Advantage (Our product)

Why choose you rather than a competitor.

❌ "更好用、更快"
✅ "自动化评审流程 + 与 Figma 双向同步 + 历史评审记录可追溯"

Worked Example

对于 5~50 人小型设计团队的项目经理（PM）
他们每周花 10+ 小时手动跟踪设计评审进度
ReviewFlow 是一个面向设计团队的协作工具
它能自动跟踪每个设计稿的评审状态，节省 8 小时/周
不同于 Figma 内置评论或用 Notion 手动维护评审表
我们的产品提供自动化评审流程 + 与 Figma 双向同步 + 历史评审记录可追溯

Workflow

1. 列出当前对产品的所有理解（团队各人版本）
   ↓
2. 找出冲突点和共识点
   ↓
3. 用六要素模板填空
   ↓
4. 每个空格至少有 3 个候选 → 选最具体的
   ↓
5. 整合成一段话
   ↓
6. 用以下问题压力测试：
   - 把"产品名"换成竞品，是否还成立？
   - 用户能不能立刻理解？
   - 团队成员能不能用同一句话复述？
   ↓
7. 输出最终定位声明

Quality Self-Check

□ 目标用户是否具体（能想象出真人）
□ 痛点是否用用户语言（不是解决方案语言）
□ 产品类别是否清晰（用户能立即归类）
□ 关键价值是否可量化（不是"更好"而是"X% 提升"）
□ 是否明确指出了竞品（包括"不用任何工具"也是替代方案）
□ 独特优势是否真的独特（竞品也能说同样的话吗？）
□ 整体读起来是否自然（不是堆砌买点）

Common Pitfalls

Target user is too broad—"all users" → no users
The pain point is a solution—"needs AI recommendations" → it should be "can't find the content they want"
No competitors—the team thinks "we are unique" → users using Excel is also an alternative
Value is not quantifiable—"more efficient" → "saves 8 hours/week"
The advantage is a feature—"provides 100+ templates" → "why does it matter to users?"
Too long—if it exceeds 5 sentences, it should be split
Speaking from the inside out—talking about technology instead of value

Testing Methods

Substitution Test

Replace the product name with the main competitor's and see whether the statement still holds.

原版：
"对于设计团队的 PM... ReviewFlow 是一个协作工具..."

替换为 Figma：
"对于设计团队的 PM... Figma 是一个协作工具..."

→ 还成立？说明定位不够独特，需要细化

5-Second Test

Show the statement to someone who does not understand the product for 5 seconds, and ask:

Who is this for?
What problem does it solve?
How is it different from other tools?

If they cannot answer, the positioning is not clear enough.

Supporting Templates

templates/positioning-template.md — Six-Element Template
templates/positioning-test-template.md — Substitution Test and 5-Second Test Template

Collaboration with Other Skills

上游：
  pr-faq → 愿景对齐后再做定位

平行：
  opportunity-tree → 用定位指导机会筛选

下游：
  转交 PRD → 写在背景章节
  转交 UI/UX → 指导视觉风格选择
  转交营销/技术文档 → 对外宣传文案的源头