competitive-positioning

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🇺🇸

Original

English

🇨🇳

Translation

Chinese

Competitive Positioning

竞争定位

Mission

使命

Help a PMM establish a credible, useful competitive position grounded in customer progress, real alternatives, current market behavior, and company strengths.

The skill should create the context that makes messaging easier. It should not jump straight to taglines.

帮助PMM基于客户进展、真实替代方案、当前市场行为和公司优势，建立可信、实用的竞争定位。

该技能应搭建好上下文，为后续信息传递工作提供便利，不应直接跳到宣传口号的产出。

Use this skill when

适用场景

defining or refreshing product positioning
a competitor or category change may have weakened the current position
the team struggles to explain why customers should choose the product
a new segment, product, or GTM motion needs a position
messaging feels generic or increasingly similar to competitors
leadership asks how the company should be framed relative to alternatives
a launch or pricing change creates a positioning question

定义或更新产品定位
竞争对手或品类变化可能削弱了当前定位
团队难以解释客户为何应选择该产品
新的细分市场、产品或GTM动作需要定位
信息传递感觉泛化，或与竞争对手的内容越来越相似
领导层询问应如何相对于替代方案塑造公司形象
产品发布或定价调整引发了定位问题

Do not use this skill when

不适用场景

the user only wants a competitor profile. Use
```
competitive-deep-dive
```
.
the user wants finished campaign copy without first needing positioning analysis.
the main question is a pricing decision. Use
```
competitive-pricing-packaging-review
```
.
the question is about a specific upcoming launch or release, including whether a capability is parity, catch-up, or real differentiation. Use
```
competitive-launch-readiness
```
.
the task is a one-off sales response. Use
```
competitive-battlecard
```
.
the position is settled and the question is whether the current copy or message hierarchy still carries it. Use
```
competitive-messaging-audit
```
.
the question is why deals are being won or lost, from deal evidence. Use
```
competitive-win-loss-analysis
```
, and bring its findings here.

用户仅需要竞争对手概况。请使用
```
competitive-deep-dive
```
。
用户不需要先做定位分析，直接想要成品活动文案。
核心问题是定价决策。请使用
```
competitive-pricing-packaging-review
```
。
问题与即将到来的特定发布或版本相关，包括某项能力是持平、追赶还是真正的差异化。请使用
```
competitive-launch-readiness
```
。
任务是一次性的销售应对。请使用
```
competitive-battlecard
```
。
定位已经确定，问题是当前文案或信息层级是否仍能支撑该定位。请使用
```
competitive-messaging-audit
```
。
问题是基于交易证据分析赢单或输单的原因。请使用
```
competitive-win-loss-analysis
```
，并将其结论带入本技能的分析中。

Required outcome

预期产出

Produce a positioning brief that answers:

What alternatives do customers use or consider?
Which customers care most about the value we can uniquely deliver?
What attributes or capabilities are meaningfully different?
Why do those differences matter to the customer?
What category or frame makes those differences easiest to understand?
What has changed in the market that affects the position?
What claims are credible, ownable, and defensible enough to repeat?
Where is the current position vulnerable or unsupported?

产出一份定位简报，回答以下问题：

客户会使用或考虑哪些替代方案？
哪些客户最看重我们能够独特提供的价值？
哪些属性或能力具备实质性差异？
这些差异对客户而言为何重要？
什么品类或框架能让这些差异最容易被理解？
市场中发生了哪些影响定位的变化？
哪些主张足够可信、可占据、可辩护，能够反复传播？
当前定位的薄弱或缺乏支撑的环节在哪里？

Context acquisition

信息获取

Read

references/CONTEXT.md

. If call, CRM, win/loss or company-knowledge sources are connected, read

references/INTERNAL.md

before using them.

Minimum useful context:

product or offer
target customer or segment
current positioning or website copy if it exists

Strongly preferred:

LMTY competitor set, report, and relevant changes
win/loss or customer interviews
sales calls and objection themes
current strategy and GTM motion
pricing and packaging
product strengths and proof
category and adjacent alternatives

Do not treat the tracked competitor set as the complete alternative set. Customers may compare against manual work, adjacent products, internal builds, services, or doing nothing.

阅读

references/CONTEXT.md

。如果已接入通话、CRM、赢输单或公司知识库资源，请在使用前阅读

references/INTERNAL.md

。

最低有效信息要求：

产品或服务
目标客户或细分市场
当前定位（如有）或官网文案

强烈建议提供：

LMTY竞争对手集合、报告及相关变化
赢输单分析或客户访谈
销售通话及异议主题
当前战略及GTM动作
定价与包装
产品优势及佐证
品类及相邻替代方案

不要将跟踪的竞争对手集合等同于全部替代方案。客户可能会与人工操作、相邻产品、内部开发方案、服务或维持现状进行比较。

Source priority for this job

本次工作的信息源优先级

customer and win/loss evidence for what matters and what alternatives are considered
product truth for what the home product can actually deliver
LMTY for current competitor state and changes over time
competitor primary sources for their claims and offer
company strategy and target segment
reviews, community, analysts, and third-party evidence for perception

客户及赢输单证据，用于判断什么是重要的、客户会考虑哪些替代方案
产品事实，用于明确我方产品实际能提供的价值
LMTY，用于了解竞争对手当前状态及随时间的变化
竞争对手一手信息源，用于了解其主张和产品服务
公司战略及目标细分市场
评论、社区、分析师及第三方证据，用于了解市场认知

Workflow

工作流程

Step 1 - Frame the customer's progress

步骤1 - 界定客户的进展

Define the functional, emotional, and social jobs when evidence supports them.

Identify:

situation or trigger
current struggle
desired progress
consequences of staying with the current alternative

Avoid demographic positioning without causal relevance.

当有证据支撑时，定义功能层面、情感层面和社交层面的任务。

识别以下要素：

场景或触发点
当前痛点
期望达成的进展
维持当前替代方案的后果

避免使用没有因果关联的人口统计维度定位。

Step 2 - Identify competitive alternatives

步骤2 - 识别竞争替代方案

List what customers would do if this product did not exist.

Separate:

direct competitors
adjacent alternatives
internal or manual approaches
status quo or no decision

Rank by actual customer/deal relevance, not market fame.

列出如果没有这款产品，客户会怎么做。

分为以下几类：

直接竞争对手
相邻替代方案
内部或人工方案
维持现状或不做决策

按实际客户/交易相关性排序，而非市场知名度。

Step 3 - Map the current market

步骤3 - 梳理当前市场格局

For the alternatives that matter, establish:

target customer
core promise
key capabilities
pricing/packaging if material
proof and trust signals
recent positioning or product changes

Use LMTY history to distinguish a durable position from a recent messaging experiment when possible.

针对重要的替代方案，明确：

目标客户
核心承诺
关键能力
定价/包装（如相关）
佐证及信任信号
近期定位或产品变化

如有可能，利用LMTY历史数据区分长期稳定的定位和近期的信息传递实验。

Step 4 - Identify unique attributes

步骤4 - 识别独特属性

Find attributes the home product has that relevant alternatives do not share, or executes in a meaningfully different way.

Use these differentiation lenses where useful:

feature/capability
pricing/packaging
market segment
technology with a user-visible consequence
channel/distribution
customer experience

Do not label an attribute unique until the evidence supports it.

找出我方产品具备、相关替代方案不具备，或以实质性不同方式实现的属性。

可酌情从以下差异化维度分析：

功能/能力
定价/包装
细分市场
能带来用户可感知效果的技术
渠道/分销
客户体验

没有证据支撑时，不要将某个属性标注为独特。

Step 5 - Translate attributes into value themes

步骤5 - 将属性转化为价值主题

For each candidate attribute ask:

who cares?
in what situation?
what outcome changes?
what proof exists?
how easy is this for a competitor to copy?

Discard differences that do not matter to the target customer.

针对每个候选属性，提问：

谁会在意？
在什么场景下？
会改变什么结果？
有什么佐证？
竞争对手复制这个的难度有多大？

舍弃对目标客户不重要的差异点。

Step 6 - Choose the market frame

步骤6 - 选择市场框架

Decide which context helps the customer understand the value fastest.

Test whether the position is primarily:

market capture in an understood category
a focused subcategory or segment position
market creation that requires problem education or reframing

Do not create a new category merely to sound unique.

确定哪种上下文能帮助客户最快理解价值。

验证定位主要属于以下哪种类型：

在成熟品类中抢占市场
聚焦的子品类或细分市场定位
需要进行问题教育或重构认知的市场创造

不要为了听起来独特而创造新品类。

Step 7 - Map switching forces

步骤7 - 梳理切换影响因素

For the target customer, document:

push away from the current situation
pull toward the new solution
anxiety about adopting it
habit or switching cost holding them back

Use this to reveal which parts of the position need proof, not just stronger copy.

针对目标客户，记录：

推离当前现状的推力
拉向新方案的拉力
对采用新方案的焦虑
阻碍他们的习惯或切换成本

借此明确定位的哪些部分需要佐证，而不仅仅是优化文案。

Step 8 - Draft the positioning core

步骤8 - 起草定位核心

Produce:

target customer
competitive alternatives
differentiated attributes
value themes
market/category frame
reasons to believe
positioning statement for internal use
messaging implications, not full campaign copy unless requested

产出：

目标客户
竞争替代方案
差异化属性
价值主题
市场/品类框架
信任理由
内部使用的定位陈述
信息传递启示，除非要求，否则不提供完整活动文案

Step 9 - Pressure-test against recent change

步骤9 - 结合近期变化进行压力测试

Use relevant LMTY changes or current research to ask:

did a competitor move into our claimed territory?
did a new alternative change the evaluation set?
did pricing/packaging alter how value is perceived?
did our own product change enough to make old positioning stale?

利用相关的LMTY变化或当前调研，提问：

有没有竞争对手进入了我们主张的领域？
有没有新的替代方案改变了评估集合？
定价/包装是否改变了价值感知？
我方产品的变化是否大到让旧定位过时？

Step 10 - Hand off what you do not own

步骤10 - 移交非本技能负责的内容

Requests routinely arrive as two questions joined by "and". Answer the one this skill owns, in full. For the rest, name the skill that owns it and stop there.

This is not a refusal and it is not a disclaimer at the bottom. Write it as a line the reader can act on:

Pricing - the position depends on a packaging change we have not decided. That is a separate decision: run
competitive-pricing-packaging-review
with this analysis as input.

One line per area the work touched, named explicitly:

The request also wants	Say to run
field talk tracks, objection handling, or a rep-facing card	`competitive-battlecard`
a full profile of one competitor	`competitive-deep-dive`
a decision-oriented version for leadership	`competitive-executive-market-brief`
launch framing, claims, or enablement for a release	`competitive-launch-readiness`
a recurring digest of what changed	`competitive-market-briefing`
whether a pattern is a real shift or noise	`competitive-market-shift-analysis`
a pricing or packaging decision	`competitive-pricing-packaging-review`

The failure this prevents is quietly answering the other half yourself. It looks helpful, and it produces a recommendation built on this skill's evidence alone, without the context the other decision actually needs.

需求通常会以“和”连接的两个问题的形式出现。完整回答本技能负责的部分，其余部分指出负责的技能即可，无需展开。

这不是拒绝，也不是页脚的免责声明。请写成读者可以直接执行的一行内容：

定价 - 该定位依赖于尚未确定的包装调整。这是一项独立决策：将本分析作为输入，运行
competitive-pricing-packaging-review
。

每个涉及的领域单独一行，明确说明：

需求还包含	建议运行
现场话术、异议处理或面向销售代表的卡片	`competitive-battlecard`
单个竞争对手的完整概况	`competitive-deep-dive`
面向领导层的决策版简报	`competitive-executive-market-brief`
版本发布的框架设计、主张或赋能材料	`competitive-launch-readiness`
定期更新的变化摘要	`competitive-market-briefing`
某种模式是真正的趋势还是噪音	`competitive-market-shift-analysis`
定价或包装决策	`competitive-pricing-packaging-review`

这么做可以避免一个常见问题：私自回答另一半问题。这种做法看似有帮助，但产出的建议仅基于本技能的证据，缺少其他决策实际需要的上下文。

Step 11 - Produce the artifact

步骤11 - 产出交付物

Use

assets/positioning-brief-template.md

使用

assets/positioning-brief-template.md

模板。

Evidence and reasoning rules

证据与推理规则

Read

references/TRUST.md

Especially for positioning:

competitor marketing copy proves what they claim, not what customers believe
a customer quote proves one customer's perception unless repeated evidence exists
"best", "only", and category leadership claims require strong evidence
a technological difference matters only if it changes a customer-relevant outcome
do not hide where a competitor is stronger

阅读

references/TRUST.md

。

尤其针对定位工作：

竞争对手的营销文案只能证明他们的主张，不能证明客户的认知
单个客户引用只能证明该客户的看法，除非有重复证据支撑
“最佳”“唯一”及品类领导者的主张需要强有力的证据
技术差异只有在能改变客户相关的结果时才有意义
不要隐瞒竞争对手的优势领域

Graceful fallback

降级方案

Read

references/DEGRADATION.md

. For what LMTY can and cannot do, read

references/LMTY.md

Without LMTY:

use current primary-source research for the alternatives that matter
state that historical movement and persistence of positioning claims may be unknown

Without customer evidence:

produce a market-grounded positioning hypothesis
clearly mark customer-value assumptions that need validation

Without product strategy context:

avoid prescriptive segment or category decisions

阅读

references/DEGRADATION.md

。关于LMTY的能力边界，请阅读

references/LMTY.md

。

没有LMTY时：

针对重要替代方案使用当前一手调研信息
说明定位主张的历史演变和持续性可能未知

没有客户证据时：

产出基于市场的定位假设
明确标注需要验证的客户价值假设

没有产品战略上下文时：

避免给出指令性的细分市场或品类决策

Composition

配套技能

Each companion below owns a decision this skill should not make on its own evidence. The hand-off step is where the request's own follow-on question gets named.

Common companions:

```
competitive-deep-dive
```
```
competitive-market-shift-analysis
```
```
competitive-pricing-packaging-review
```
```
competitive-launch-readiness
```
```
competitive-battlecard
```
```
competitive-executive-market-brief
```

以下每个配套技能负责本技能不应仅凭自身证据做出的决策。移交步骤就是明确需求中后续问题归属的环节。

常见配套技能：

```
competitive-deep-dive
```
```
competitive-market-shift-analysis
```
```
competitive-pricing-packaging-review
```
```
competitive-launch-readiness
```
```
competitive-battlecard
```
```
competitive-executive-market-brief
```

Quality bar

质量标准

Read

references/QUALITY.md

A strong result should make it obvious:

who the product is for
what it replaces or competes with
why the difference matters
what proof makes the story believable
how recent market movement affects the position

阅读

references/QUALITY.md

。

一份优秀的产出应清晰说明：

产品的目标用户是谁
它替代或竞争的对象是什么
差异为何重要
什么佐证让这个说法可信
近期市场动态如何影响定位

Examples of activating requests

触发请求示例

"Help me position this product against the alternatives customers actually use."
"Our competitors all sound like us now. Pressure-test our positioning."
"Has the market moved enough that we should change our position?"
"Build a positioning brief using our customer calls and LMTY data."
"What is our strongest defensible position for enterprise buyers?"

“帮我围绕客户实际使用的替代方案，为这款产品做定位。”
“我们的竞争对手现在说的都和我们一样。来给我们的定位做个压力测试。”
“市场变化是不是已经大到我们需要调整定位了？”
“用我们的客户通话数据和LMTY数据做一份定位简报。”
“对企业买家而言，我们最有力、可辩护的定位是什么？”

References

参考资料

```
references/METHODOLOGY.md
```
```
references/LMTY.md
```
```
references/TRUST.md
```
```
references/CONTEXT.md
```
```
references/DEGRADATION.md
```
```
references/INTERNAL.md
```
```
references/QUALITY.md
```

```
references/METHODOLOGY.md
```
```
references/LMTY.md
```
```
references/TRUST.md
```
```
references/CONTEXT.md
```
```
references/DEGRADATION.md
```
```
references/INTERNAL.md
```
```
references/QUALITY.md
```