product-positioning
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ChinesePosition products by starting from what customers would do without you — not from your features or aspirations. April Dunford's Obviously Awesome framework works because it's grounded in reality: what alternatives exist, what you do differently, and who cares most about that difference.
从客户在没有你的产品时会采取的行动出发进行产品定位——而非从你的产品特性或愿景出发。April Dunford的Obviously Awesome框架之所以有效，是因为它基于现实：存在哪些替代方案、你与竞品的差异是什么，以及谁最在意这些差异。
The Five Steps (In Order)
五步定位法（按顺序）
These steps are sequential. Do NOT skip ahead or rearrange.
这些步骤是按顺序进行的。请勿跳过或调整顺序。
1. Competitive Alternatives
1. 竞争替代方案
What would your best customers do if you didn't exist? List real alternatives:
- Direct competitors
- Indirect solutions (spreadsheets, hiring someone, different tools)
- Do nothing
Be honest. If "do nothing" is the primary alternative, that tells you a lot about urgency.
如果你的产品不存在，你的核心客户会怎么做？列出真实的替代方案：
- 直接竞争对手
- 间接解决方案（电子表格、雇佣专人、其他不同工具）
- 不采取任何行动
请诚实面对。如果“不采取任何行动”是主要替代方案，这能让你清楚了解客户的需求紧迫性。
2. Unique Attributes
2. 独特属性
What do you have that the alternatives don't? List concrete, verifiable capabilities — not marketing spin.
- "Real-time collaboration on specs" (verifiable)
- NOT "best-in-class experience" (unverifiable)
你拥有哪些替代方案所不具备的特质？列出具体、可验证的能力——而非营销话术。
- 示例：“可实时协作编辑规格文档”（可验证）
- 反面示例：“业界最佳体验”（无法验证）
3. Value
3. 价值主张
What do those unique attributes ENABLE for the customer? Translate features into outcomes.
- Attribute: "Real-time cursors and inline comments on any document"
- Value: "Get feedback from your team in minutes instead of waiting for a meeting"
这些独特属性能为客户带来什么？将产品特性转化为客户成果。
- 特性：“在任意文档上显示实时光标和内嵌评论”
- 价值：“几分钟内即可获得团队反馈，无需等待会议”
4. Best-Fit Customers
4. 最佳匹配客户
Who cares MOST about the value you deliver? Define them tightly:
- "Remote teams of 5-15 who collaborate daily but drown in Slack threads and lost Google Docs"
- NOT "product managers" (too broad)
Best-fit customers have: the problem acutely, tried alternatives, have budget/authority, and get the most value from your unique attributes.
谁最在意你所提供的价值？精准定义这类客户：
- 示例：“由5-15人组成的远程团队，他们每天需要协作，但受困于Slack线程混乱和丢失的Google Docs文档”
- 反面示例：“产品经理”（范围过广）
最佳匹配客户的特征：深受问题困扰、尝试过其他替代方案、有预算/决策权、能从你的独特属性中获得最大价值。
5. Market Category
5. 市场品类
What market do you position in so that your value is obvious? This is the LAST decision, not the first.
Options:
- Existing category: "We're a [known category] that [key differentiator]." Works when the category is well-understood and your differentiator is strong.
- Subcategory: "We're [modifier] + [existing category]." Works when you serve a specific segment better. E.g., "async-first collaboration tool."
- New category: Create a new name. Only works if you have the budget and patience to educate the market. Almost always the wrong choice for startups.
你应该定位在哪个市场，才能让你的价值一目了然？这是最后一步决策，而非第一步。
可选方案：
- 现有品类：“我们是一款[知名品类]产品，具备[核心差异化优势]。” 当该品类已被广泛认知且你的差异化优势明显时适用。
- 子品类：“我们是[修饰词]+[现有品类]。” 当你能更好地服务特定细分群体时适用。例如：“异步优先协作工具”。
- 全新品类：创造一个新名称。仅当你有足够预算和耐心教育市场时才适用。对初创公司而言，这几乎永远不是正确选择。
Guidelines
注意准则
- CRITICAL: NEVER position in a vacuum. Always start from competitive alternatives.
- NEVER lead with the market category. It's the output of positioning, not the input.
- ALWAYS position for your best-fit customers, not for everyone. Trying to appeal to everyone means resonating with no one.
- NEVER confuse features with value. Features are what you built. Value is what the customer gets.
- ALWAYS pressure-test by asking: "If I told my best-fit customer this positioning in one sentence, would they immediately get why they should care?"
- NEVER use superlatives you can't prove ("best," "most powerful," "leading"). Use specifics.
Built on Obviously Awesome by April Dunford. Skills from productskills.
- 关键：绝不能脱离实际进行定位。始终从竞争替代方案开始。
- 绝不能以市场品类作为切入点。它是定位的结果，而非输入条件。
- 始终针对你的最佳匹配客户进行定位，而非面向所有用户。试图取悦所有人意味着无法与任何人产生共鸣。
- 绝不能将产品特性与价值主张混淆。特性是你所构建的功能，价值是客户获得的成果。
- 始终通过以下问题进行压力测试：“如果我用一句话向最佳匹配客户阐述这个定位，他们是否能立刻明白为什么需要关注？”
- 绝不能使用无法证明的最高级词汇（“最佳”、“最强大”、“领先”）。请使用具体表述。
基于April Dunford所著《Obviously Awesome》构建。技能源自productskills。