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Found 24 Skills
Use this skill when analyzing competitive landscapes, comparing features, positioning against competitors, or conducting SWOT analysis. Triggers on competitive analysis, market landscape, feature comparison, SWOT, competitor positioning, market mapping, and any task requiring competitive intelligence or strategic positioning.
April Dunford's 10-step positioning methodology for B2B tech products. Use when customers don't understand the product, sales cycles are long because reps must "explain it," prospects compare you to wrong competitors, or you face price pressure despite a good product. Covers competitive alternatives, unique attributes, value themes, target market characteristics, market category (Head to Head / Big Fish Small Pond / New Game), and trend layering.
Brainstorm product positioning ideas differentiated from competitors. Identifies top competitors and generates positioning statements with rationale. Use when developing product positioning, differentiating from competitors, or crafting brand positioning strategy.
Creates a Jobs to be Done canvas capturing the functional, emotional, and social dimensions of a customer job. Use when deeply understanding customer motivations, designing for jobs, or reframing product positioning.
The Jobs-to-be-Done framework as applied product methodology. Job statements, struggling moments, hire and fire criteria, the difference between feature-thinking and job-thinking. Honest about where JTBD adds clarity (discovery, prioritization, positioning) and where it becomes performative ritual (job-statement workshops that do not drive decisions, persona-theater disguised as JTBD). Triggers on jobs-to-be-done, JTBD, job statements, struggling moments, hire criteria, fire criteria, switch triggers, functional emotional social jobs, outcome-driven innovation. Also triggers when a team is over-relying on feature-request lists or persona archetypes that do not drive product decisions, when a positioning conversation needs the framing JTBD provides, or when discovery is producing outputs that do not connect to product strategy.
Crafts product positioning using April Dunford's positioning framework. Use when defining target customers, choosing categories, identifying alternatives, or articulating differentiated value. Based on Obviously Awesome methodology.
Guide product managers through discovering and articulating product positioning by asking adaptive questions about target customers, unmet needs, product category, benefits, and competitive differenti
Analyze your competitive landscape using Porter's Five Forces and modern frameworks—understand industry dynamics, identify strategic opportunities, and position your business for sustainable advantage. Use when: **Evaluate an industry** before entering or investing; **Understand competitive dynamics** in your market; **Identify strategic opportunities** based on industry structure; **Assess threats** from competitors, new entrants, or substitutes; **Develop positioning strategy** relative to ...
Create a Geoffrey Moore-style positioning statement that clearly articulates who your product serves, what need it addresses, how it's categorized, what benefit it delivers, and how it differs from al
Use when asked to "position my product", "positioning canvas", "differentiate from competitors", "figure out our category", "repositioning", or "why customers should pick us". Helps define competitive alternatives, differentiated value, target customers, and market category. April Dunford's positioning framework from "Obviously Awesome" makes your product's value obvious to the right customers.
When translating product details into messaging, climb a 4-rung ladder from Feature → Product Truth → Functional Benefit → Emotional Benefit. Forces every emotional claim to have a credibility chain back to a verifiable feature, beating messaging that's either too technical (specs without meaning) or too floaty (emotion without proof).
Create product positioning and messaging frameworks with validation and iteration guidance.