I was on a call last week with a founder whose product has evolved significantly in the past year. They’re chasing a new market with an ICP they think is more likely to close faster. They’ve gained a lot of happy customers and proof points since.

All-in-all, they have a genuinely stronger offering than when they launched.

But their homepage still sells the company they were a year ago.

It’s not wrong… it’s still accurate, technically. But it embodies the proposition for version of their business that no longer exists.

It just wasn’t the focus anymore.

The problem that doesn’t announce itself

Obviously, they weren’t happy with the website or their marketing performance. But they didn’t really consider how much of a problem it actually was.

Nobody sends an email saying your narrative isn’t right anymore.Nobody in a meeting (except a product marketer) says “there’s a gap – the website needs to update significantly.”

You just notice all these small, more annoying symptoms:

• Pipeline is soft
• Sales calls take ten minutes of translation before the real conversation starts
  • Prospects even say ‘I don’t understand what you do’
• Launches create satisfactory noise, but not much real impact
• Marketing ships stuff, but the commercial result feels flat

So you try to fix the symptoms, not the underlying cause. What happens?

Teams react in a reasonable way, by adding more activity.

• More content
• More outbound
• More paid
• More campaigns
• More reporting
• … and ultimately, more meetings to discuss why ‘more’ isn’t working

It’s soooo common, but so dangerous to get into a ‘just do more’ loop.

If the underlying story is stale, you’re always behind. Every conversation and every activity gets further away from where it needs to be, because you’re stuck in the past.

I used to think this was mostly a copy problem. If you spend long enough in product marketing you might start to believe that if you just find the right words, everything fixes itself!

Unfortunately not. Bad copy is just a visible symptom, but the real issue is that you’ve moved on, you just haven’t realised, activated, committed to it yet.

The risk is real though… this gap ultimately leads to people getting fired for under-performance. If the launch didn’t land, fire the person who did the launch. If the sales pitch doesn’t go well, fire the sales rep. If the website isn’t effective, if performance marketing isn’t efficient, if products aren’t making money… well, you end up building a whole new team over time.

Where stale stories show up

You can spot these in a few places.

The homepage

The homepage hero was probably true when it was written, and that’s what makes this tricky. It isn’t nonsense. It’s just old. So a good company ends up sounding flatter, safer, and less relevant than it really is.

The sales deck

This often lags even further behind. New slides gets added, a proof point gets refreshed, some product screenshots get swapped out, but the real narrative spine of the story stays stuck in the past.

Launch narratives

I’ve written before about how most feature launches don’t land, and this is one reason why.

You can’t keep dropping new products, new features, and new proof points into an old story and expect the market to figure it out because they just won’t. You’re asking buyers to build a narrative in their own head on your behalf and honestly, they don’t care that much.

Internal language

This is a big part that people miss.

Listen to the founder, then the PMM lead, then sales, then customer success… and I guarantee, everyone is describing slightly different companies.

The business has changed fast, without real consideration, enablement, and change management… so every team compensates in their own way.

This doesn’t just impact day-to-day, but means everyone rows in slightly different directions.

As an unexpected impact, it also stunts recruiting efforts too. If your narrative isn’t about the bleeding edge that resonates with the market and signals your direction and POV, you’re not going to hire the best people who are at the forefront of the industry. You’re not going to excite an innovator with an out-of-date narrative.

What to do about it

Please don’t do a full rebrand!

Don’t hire a brand agency for a a six-week internal philosophy exercise – “If the business was an animal, would it roar or squeek?”

You also can’t ‘iterate by committee’ with 47 comments on a Figma wireframe. – Although I’ve seen that happen and yes, it’s exactly as productive as it sounds.

You start by getting honest about whether the market is hearing the company you’ve become, or if they’re still seeing the company you used to be.

Pull up your homepage and ask:

• Does this describe the company we are now, not six months ago?
• Does the headline name a real commercial wedge, or are we hiding inside category?
• Do the proof points support today’s story, or last year’s?

Then do the same with your deck, then your last launch.

If those assets sound like three different companies, your problem is story, consistency, alignment, and decisions.

Pouring more demand activity into this situation is common, but the wrong anaswer. It’s like stepping harder on the gas pedal, but your wheels are misaligned… you’ll move. It’ll just be messier, more expensive, and harder than it needs to be.

When to evaluate your story

Most companies only revisit their positioning when something is failing: reactive, not deliberate. A rebrand, a pivot, a new funding round, a competitive threat, etc.

Here’s what I’d recommend instead.

Every 6 months: make a new bet

This is the cadence for a proper story review.

• Pull up the homepage, deck, key launch assets, and internal language
• Compare them against where the business actually is now. Has the buyer changed? Has the market moved? Has the product evolved past the story?
• If yes, this is the moment to rewrite, not just refresh.
• A new bet means new narrative direction.

Every 3 months: iterate

This is the lighter touch; not a full rewrite, but a deliberate check.

• Are the proof points still current?
• Does the homepage still reflect the strongest pitch that works?
• Are sales still adding their own translation layer on calls?
• If things have drifted, tighten with small corrections that improve, stop drift, and have more proven signals in recent performance

This cadence is important.

A 6-month bet is strategic: it’s asking “are we telling the right story?”

Iterating every quarter inbetween is operational: g “is the story we’ve got still landing clean?”

However… most companies will just write the story once, launch it, and hope it stays true.

Trust me, it won’t. The business moves too fast for that. (And if the business doesn’t move fast, it’s ngmi in today’s environment.)

One uncomfortable question

Take your homepage, your sales deck, and your last launch asset. Put them side by side. Read them like a buyer would, not like the team that made them.

Then ask: do these sound like the company we want to be?

If not, stop adding activity and please… fix the story first.

The post The stale story problem appeared first on Building Momentum.

Every go-to-market team has to figure out how to sell the future without lying about it.

That’s easy to say and hard to do.

The pace of building has exploded. AI-assisted engineering means teams can spin up new capabilities in days. But shipping isn’t the same as releasing. QA, pricing, enablement, and rollout still move on human time.

The result: a messy middle full of “almost ready” features and internal betas that the market doesn’t see yet, while buyers are actually judging you on where you’ll be next year.

They don’t just buy your product. Investors, partners, and customers are all buying your momentum.

I’ve learned the companies that win aren’t always the ones that build fastest, or the ones that build the best product. Instead, they’re the ones that make progress visible before anyone else believes it.

• If you only sell what’s live, you undersell your potential.
• If you only sell what’s next, you break trust.

The job is to sell the slope: to show what’s real today, and what’s becoming real.

Why buyers buy momentum, not just product

Sales needs something to sell. Product wants to wait until it’s stable. Marketing worries about over-promising. Success teams brace for support load when things launch, whether they’re stable or not.

… Ultimately, everyone is stuck in a different version of the truth.

Buyers, meanwhile, don’t care about those internal trade-offs.

They care about what they can see: progress, energy, direction.

You can build faster than ever, but if the market can’t feel that motion it might as well not exist.

Selling the slope isn’t a storytelling trick.. it’s a positioning strategy. You’re not educating the market on what you do today. You need to educate them on where you’re going.

The key to introducing something new is gradual motion, not sudden reinvention. Timing matters – too early, and it won’t land.

Selling the slope follows the same rhythm: invite people into your trajectory, one believable step at a time.

Examples: how to walk the line

Brainfish have got this down! Their homepage starts with a grounded, current value proposition: AI support that feels built-in, not bolted on. That’s the product as it exists today.

But, click the spaceship icon in the menu bar and boom: you get a great sense of their direction. No release dates. No buzzwords. Just a clear sense of motion.

That duality – today’s product and tomorrow’s intent – builds trust. The company feels alive.

Zendesk followed the same playbook over years. Their message shifted gradually: from support software to customer experience platform to AI-powered service suite. I wrote about this when I reviewed their positioning evolution: each repositioning wasn’t a reinvention, but a visible continuation of what came before.

Make the future visible, but believable

Selling the present feels safe. You can demo what’s live, point to proof, and stay factual, but it flattens your story.

Buyers don’t just want confidence in what exists, they want evidence of what’s evolving. Momentum should be part of your positioning. If you don’t project it, someone else will (and they’ll leapfrog you quickly).

The opposite is more dangerous. I’ve seen teams promise future features to close deals, demoing prototypes as if they were live, or showing slides full of intentions dressed up as products.

It works for a while… until it breaks.

• Customers get frustrated when promises don’t materialize
• Support teams drown in tickets
• CSMs spend months resetting expectations
• Reps lose confidence (and commission) when deals churn

I’ve written before about how to prepare sales to talk about what’s coming without slipping into speculation. The same discipline applies here: teach people how to sell intent, not illusion.

Align behind a shared statement of direction

Selling the slope only works when everyone tells the same story. That means alignment – and as a product marketer, it’s your job to connect the dots.

In multiple companies, I’ve built a shared Statement of Direction – a single slide deck that replaced the guessing game between product and sales. This becomes the living narrative: a way to align intent without over-committing to dates.

A good Statement of Direction isn’t a marketing deck. It’s a leadership artefact: the bridge between your vision narrative and your next two quarters of execution.

It’s what lets every investor update, sales call, and roadmap review tell the same believable story. It should describe your themes, goals, and intended outcomes. Not dates or specs, just direction. It should answer:

• What’s live now
• What’s in motion
• What’s being explored

Then teach sellers and CSMs how to navigate the grey area. Give them phrases and connective tissue that express confidence without over-promising – things like:

• “In pilot with early customers”
• “Scheduled for validation later this quarter”
• “Under active research for next year”

Build those distinctions into decks, product pages, and demos so everyone stays consistent.

Finally, make it tangible. Give sellers something they can show: Figma prototypes and visual mockups. Invite product managers into key customer conversations to help shape that story live.

When all of this aligns, the future stops feeling abstract.

Don’t forget pricing, rollout, and the reality of your business

Selling the slope doesn’t stop at messaging… it ripples through pricing, rollout, and support.

If new products or modules are coming, customers should have a sense of how pricing might evolve. Springing a new tier or upsell later creates sticker shock. See if you can agree pricing guidelines like:

• Significant new products will be charged separately
• New features may be chargeable as an add-on
• Beta testers will receive 6 months free and a 50% 1 year discount from market rate if they decide to continue

Customer success needs the same preparation. They should know what’s on the horizon so they can manage adoption, renewals, and education.

Ultimately, the roadmap and the story and the future is business strategy challenge, not just a product marketing/product management thing.

Keep your slope alive: turn momentum into a rhythm

Selling the slope is a rhythm, not a one-off campaign.

• If you talk too far ahead, it becomes fiction
• If you’re too vague, it loses meaning
• If teams tell different stories, you fracture trust

Keep it current. Revisit your statement of direction every quarter. Update decks, demos, and sales materials. Let the slope evolve as the product catches up.

Start small, then build

If this feels big, start small. Write a one-pager that outlines where your product is going and why. Include:

• A few quarters of committed work
• Two or three long-term themes
• A short note on customer impact

Share it with sales and success first, then listen to how they use it.

Turn it into one simple “future direction” slide for your sales deck to show what’s live, what’s coming, and what’s being explored.

Every feature you launch updates the present; every iteration shifts the slope. Show motion without hype, give direction without overreach, and show progress that people can believe in.

That’s how you sell the slope.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

P.S: If you enjoyed this post, will you share Building Momentum with your network?

The post Sell the slope: How to make progress believable before it’s real. appeared first on Building Momentum.

A good story isn’t enough. You can write the sharpest narrative in your category, build a killer deck, and train your team to the script.

But if that story never makes it into how your team speaks, builds, and sells… it doesn’t matter.

Most teams treat positioning like a one-and-done project. They ship a deck, update the copy, and move on.

Great teams do more. They treat positioning like a loop. A system. A habit. Something they revisit, reinforce, and refine over time.

And when they do, positioning becomes a growth driver, not a forgotten artefact.

That’s where the Positioning Loop comes in.

It’s not a framework. It’s a cycle. One that helps you move beyond theory and actually embed positioning into your go-to-market motion – day in, day out.

The Positioning Loop has three phases:

• Get clarity
• Build conviction
• Be consistent

Here’s how to actually do it.

Get clarity

This is where most get stuck.

You craft a compelling story that earns nods and comments until you realise it doesn’t answer the right questions.

Clarity isn’t word polish. It’s decision making.
You must define:

• Exactly which customer you serve
• The problems you relentlessly solve
• What you’re replacing, and why you’re better

At Paddle, we went beyond just looking for product market fit. We started asking: is this company likely to act now? Are they feeling the urgency?

That’s what led us to focus on buyer moment fit – not just who could benefit from our product, but who was actually primed to engage now.

We built a short list of signals to help us identify these moments: had they just raised a round? Recently hired in finance or ops? Expanded into the US? Each one gave us clues that the buyer was not only a good fit, but ready for a conversation.

That changed how we told our story. We weren’t speaking to some abstract ICP. We were targeting companies in motion, and it showed up everywhere from outbound copy to demo calls.

That shift didn’t just make our messaging clearer… it made it usable. Because when you know exactly who you’re speaking to and why they care right now, every part of go-to-market gets sharper.

If your positioning doesn’t make you uncomfortable, it’s probably too safe.

Build conviction

Having clarity is one thing. Getting the team to believe is another.

Sure, you roll out the story. Slides get saved. But a few weeks in, everyone has defaulted back to old language.

Belief doesn’t live in slides. It lives in lived experience.

At Paddle, we leaned into this. To help the team believe, we invited real customers into all-hands so people could hear unfiltered quotes. We plastered those quotes on posters everywhere. We celebrated great calls and shared snippets of the language that prospects used, so reps would know what to look out for.

This was strategic reinforcement: when sales walked into the market, they’d hear exactly the pains we were teaching them to talk to. The story would feel real. They’d believe it more, pitch more robustly, and bring more energy into every conversation.

How to help conviction stick:

• Turn personas into real humans. Use call clips, quotes, live stories so the pain becomes tangible
• Flag every win where the new messaging was part of the success. Share that fast
• Make positioning a visible part of the environment, like Slack, meetings, and even the office

You earn conviction; it can’t be enforced. 

Be consistent

If your message morphs every quarter, it stops being positioning. It becomes noise.

In my article on Zendesk’s positioning evolution, I charted how their narrative evolved over time, but never flipped. From scrappy startup to enterprise-friendly leader, they stuck to a single tension point: simplicity at scale in customer service. That consistency gave it strength.

Your team needs time to absorb. Your buyers need time to remember.

In When Should You Reposition Your Brand? I outlined five real reasons to change positioning. Rarely is it because you lost one deal or a competitor launched new features. Most teams only need to revisit their story every 6 to 12 months. It gives you enough signal to make deliberate decisions about how to evolve.

Consistency isn’t rigidity. It’s giving your message a fighting chance to embed.

Psst… it’s a loop, remember?

• Clarity builds belief.
• Belief drives execution.
• Execution sharpens the message.
• Rinse, repeat.

The more consistently you run this loop, the more clearly you see what’s working… and what’s not.

When you stick with a story, patterns emerge. Your team stops saying “we’re not sure if it’s landing” and starts saying “this line always gets a nod” or “people get stuck here.”

You move past guesswork. You gather real-world evidence. You start making sharper decisions about what to double down on, what to drop, and how to improve.

This is why the loop matters. Not just to maintain alignment, but to drive smarter iteration over time.

Positioning is a muscle. The more you run the loop, the more you understand how to grow – and how to get better.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

P.S: If you enjoyed this post, will you share Building Momentum with your network?

The post The repeatable system to level up your positioning appeared first on Building Momentum.

Most SaaS websites treat product imagery like a checkbox: drop in a dashboard, a mockup, maybe a stock photo of someone pretending to use a laptop. Done.

But none of that really helps people understand what your product actually does, or why they should care. And if they can’t get that quickly, they’re probably not going to dig deeper.

Product imagery isn’t decoration.

It’s proof. It’s storytelling. More than that, it should reinforce the message you’re trying to land. Every visual you include should add clarity or conviction, rather than just filling a gap.

The product images that work best help people feel the value of your product before they even read the headline.

Here are some of my tips and examples to help you brief product images that just work better.

What product imagery is actually for

Most visuals are wasted. They’re either too vague to be useful, or too dense to be legible. The goal of product imagery is to make your story click faster, deeper, and more believably than words alone.

Product imagery should back up the story you’re telling. It’s there to support your positioning and make your product feel real, not just sit alongside the copy.

Every image is a chance to signal something specific. If there’s a mismatch and your copy is pointing in one direction and your visuals say something else, it won’t work.

The best visuals don’t just support the narrative. They give people a way to visualise outcomes, not just features. They make the product easier to grasp, easier to remember and easier to trust.

Design for first impressions, not power users

Your product is built for people who use it every day. But your website and your deck are for people seeing it for the first time.

So while your existing customers might love the complexity and power, your marketing visuals need to massively simplify. Design for first impressions, not power users

Your product is built for people who use it every day. But your website and your deck are for people seeing it for the first time.

So while your existing customers might love the complexity and power, your marketing visuals need to simplify to deliver a more efficient mental model for viewers.

Stop showing the full UI

Screenshots of the full product interface feel like the obvious thing to show, but trust me: they’re rarely the right choice.

A full UI can look dense, busy, and difficult to decode, especially for someone who’s never seen your product before. They don’t know what matters. They don’t know where to look.

Here’s a real example from Intercom that shows where this can go wrong:

The intention is to show the power of the inbox. But the execution is overwhelming. The screenshot takes up a huge amount of space, there’s no visual hierarchy, and it’s unclear what you’re supposed to notice or care about.

It’s the UI version of word vomit. Everything is shown, but nothing lands.

Instead, I strongly suggest creating a consistent lo-fi language for your UI:

• Strip out the noise
• Crop the screen
• Blur the background or grey out irrelevant sections.
• Use redacted bars to simulate text.
• Replace real data with visual placeholders.

Lo-fi UI images give you control. It helps focus attention on what matters without overwhelming your user.

Here’s an example from Kayako (RIP):

Notice how only the relevant pieces are shown. The logic blocks on the left clearly map to the action happening on the right, without needing a full, high-fidelity product walkthrough. Everything else is greyed out, abstracted, or simplified. There’s just enough context to make the idea land.

This is what good lo-fi looks like. It’s clean. It’s focused. It tells a story.

If your product has lots of capability, great. Don’t try to show it all at once. Sequence it. Let the visuals build understanding step by step.

Show moments, not manuals

Product snippets are more useful than full-screen views because they help you isolate and elevate specific features, without forcing someone to make sense of the entire UI all at once.

A snippet is a self-contained piece of your product. It might be a single card, a chart, a dropdown menu, a modal. It’s something that stands on its own and represents a meaningful moment or capability.

Snippets give you flexibility. You can feature them alone, group several together, or build out a visual story using them as ingredients. They’re perfect for ads, landing pages, and decks where space and attention are limited.

Here’s an example from Remote that shows it in action:

You’re seeing multiple small UI elements brought together to tell a cohesive story. Each piece is simple enough to understand on its own, but together they hint at the broader capability without feeling overwhelming.

When used well, snippets help your product feel more dynamic, more real, and more relevant to the user’s world.

Don’t default to screenshots

Screenshots are useful in the right formats, like sales decks where you want to leave a particular impression. But they’re not always the right choice, especially when they’re trying to carry the full weight of your story on their own.

Clean, abstracted visuals of your product or features can be just as effective, and more so when they’re overlaid with illustrations to demonstrate movement or actions.

Here’s a great example from Front:

It’s simple, clean, and highly intentional. You immediately understand the concept being communicated without needing to parse a full UI. The illustration does just enough to land the idea, and nothing more.

And here’s another from Kayako that mixes illustration with lo-fi UI to land a slightly different feeling:

The use of blueprint lines is to reinforce the positioning: that this is something new, useful, and thoughtfully designed. It doesn’t try to over-explain. It creates mood and clarity at the same time.

That’s the power of a well-designed visual. It helps tell the story faster and better than a screenshot ever could.

They also let you dial in the emotion. A good illustration can soften the tone, bring in personality, and still be incredibly clear. The key is knowing what the image is there to communicate.

Make people feel like it’s for them

Even if your product isn’t fully localised, your visuals can still be.

Swap out currencies. Use familiar formats. Show names and languages that feel native to the audience. These small tweaks build relevance fast.

While you probably won’t need to go to this length, Remote localises images into 20+ locales… even dealing with long German words.

Even a few small changes like showing the right language, currency, or field labels can make it feel like the product was designed with them in mind.

Build a world, not a one-off

Instead of using lorem ipsum or fake placeholder data, create a consistent narrative that appears across your product visuals.

At Kayako, we introduced Brewfictus, a fictional coffee shop. The same customer tickets and internal team showed up everywhere from the website, and demos, to onboarding flows and ads.

Here’s one of the visuals we used. A fictional support thread, shown both as a live chat and a logged help desk ticket was just one of the 5 scenarios, 5 team members, and 5 customers that we designed for continuity, making the whole experience feel more real.

It grounded the product in a relatable use case—and helped people imagine themselves using it.

If you’re curious how far we took it, go check out the old Kayako site on the Wayback Machine. We built out Brewfictus across the entire site, it’s all still there: https://web.archive.org/web/20250328101152/https://kayako.com/

Show movement, not noise

Some ideas are better shown with motion.

A quick animation. A looped gif. A scroll or toggle to show how something works.

It doesn’t need to be complex. In fact, it shouldn’t be. Motion should serve the point, whether that’s showing a change, revealing an interaction, or contrasting two states.

Here’s an example from Kayako:

It’s clean, subtle, and purposeful. You immediately understand what’s happening. That’s all you need. It gets the point across without needing narration or additional visuals.

Use just enough to make it easier to understand, and no more.

Avoid stock images, duh

If you sell software, show the software.

Stock photos don’t hurt because they’re cheesy. They hurt because they introduce ambiguity. What am I looking at? What does this have to do with your product?

Visuals should make your product feel real, useful, and relevant. That could mean a literal UI shot. It could mean a stylised mockup. But it should always feel grounded in what you actually offer.

The real job of product imagery

Whether you like it or not, the truth is your visuals are doing one of two things: either helping someone believe, or making them work harder to understand.

Good product images should reduce friction, build trust, make benefits feel obvious… and outcomes feel within reach.

That’s what you’re aiming for. Images aren’t just decoration, or to fill th space, or just ‘showing the UI’.

Be intentional. Tell the story clearly, and let your visuals do the heavy lifting.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

P.S: If you enjoyed this post, will you share Building Momentum with your network?

The post Weak screenshots undercut your story appeared first on Building Momentum.

As product marketers, we often don’t hold budget and companies know that. So we don’t get cold emailed, cold-called, actively chased by anyone (except the spammy list sellers using Gmail accounts). 

But it’s a different story for the rest of your colleagues. Message your demand-gen friends, your rev ops team, or your HR reps and find out.

They’re swimming in sales outreaches, ads, and marketing slop every week.

… now ask them how many they actually engaged with.

The reality of modern marketing

The answer will be the same: They’ll archive emails, reject calls, ignore LinkedIn messages.

Now ask them how they react to paid marketing: Google ads for high intent keywords will be the only ads they’ll actually remember engaging with.

Social ads? Mostly wasted unless it’s super relevant, timely, and actually interesting. (Trust me, this is rare).  

Sponsored content? They’ll feel cheated when they realise it’s an advertorial.

They’ll even visit website pages with preconceptions on what they’re looking for, and if they don’t see it, they’ll bounce. 

The average B2B buyer (without speaking down about the general population) is smarter than the average consumer. They’re sharp. They’re critical. They clock the format, skim the tone, and make a snap call on whether it’s worth their time. If it feels low-effort or generic, they’re out.

This is the reality: your work has to earn its way. If you’re not meeting buyers on their terms with sharp positioning, relevant messaging, and an actual point, they won’t give you a second glance.

How this shapes your positioning and messaging

If you’ve read this newsletter before, you’ll have read this before: The definition of positioning is to ‘occupy a space in the mind of your customer’.

So your job as a product marketer is to know exactly what’s in your customer’s head to identify the gap that exists.

You can’t build positioning based solely on how your customer uses your product and the first-order outcomes: you have to consider your product is a tiny part of their overall lives.

One of the most common things I try to help PMMs understand when reviewing their messaging is that unless you’ve found something that catches the prospect’s attention, your positioning, even if the core message is great, is going to be ignored.

It’s like one of those ‘hook a duck’ games at a funfair. If you don’t make your positioning (the duck, in this stupid metaphor) eye-catching, attractive, persuasive, and unique with a huge hook, it’s just going to float on by and get lost amongst all the other ducks (in this case, the millions of other messages your prospect is subjected to each year).

So when you’re assessing your messaging, think: why would the buyer pay attention to your duck?

• What exactly does your buyer believe about this category? Not just what they say on sales calls — what do they really think? What baggage are they carrying from past tools, broken promises, or overhyped solutions?
• What assumptions are they carrying? What do they think they already know about your product type or approach? What are they wrong about — and how will you change that?
• What have they tried before? And why didn’t it work? If you’re not speaking to that pain, your value won’t feel urgent.
• What makes them ignore things? What words, phrases, formats, or ideas are they numb to? What do they associate with BS?
• What would make them stop scrolling? What hits hard enough that it disrupts the mental autopilot and makes them say: “Wait, that’s me.”

If your messaging doesn’t tap into that, it’s not differentiated… it’s invisible.

How this changes your sales narrative

Another oft-used concept on this newsletter: Focus + Confidence = Momentum.

A common error is thinking that ‘prioritisation’ is the sole definition of focus. Focus also means clarity. You need to know a niche, specific type of customer with extreme empathy and context.

Only then will you not just understand the customer, but be able to pre-empt their reaction. You need to embody their spirit, perception, and thought process.

Maybe it’s just how my brain works, but when I’m writing positioning or building anything, I’m running simulations in my head to imagine the conversations, figure out what happens next, and how my work influences the customer when you’re not in the room.

Being able to think in the customer’s shoes means your sales narratives aren’t reactive — they’re already anticipating what happens next.

• Can your narrative confidently explain why now? What’s the compelling moment or shift that makes this the right time to act — and how clearly does that come through in your deck, your one-pager, your demo flow?
• Does it paint the risk of doing nothing? Not just what your product enables, but what the buyer stands to lose by staying stuck in the status quo?
• Does it show you understand what already lives in the buyer’s head? Their internal blockers, priorities, pressure from leadership — and how your solution meets them where they are, without needing it spelled out?

If not, your narrative’s going to miss the mark.

How this should change your marketing

Your marketing isn’t fighting for attention in a vacuum. It’s scrapping for attention in a market that’s oversaturated with teams firing off campaigns, chasing MQLs, and clinging to whatever worked last quarter: SEO hacks, influencer collabs, and 12 variations of the same whitepaper.

So what wins?

Clarity. Relevance. Proof. Urgency. Distinctiveness. 

It’s not just about running ads or publishing content. Your marketing has to answer the right unspoken question in the buyer’s mind. Not just “Why should I care?”, but “Is this actually for me, right now?”

And not in 400 words or a 12-slide carousel either; in the first glance, the first line, the first moment. Because that’s where most marketing dies.

Most marketing teams are under pressure to churn out deliverables. But connection is what earns attention. And attention is what earns action.

Too many teams start with the format, then work backwards. It’s not about how polished the carousel is. It’s about whether it says something the buyer already half-knows but hasn’t quite heard phrased like that before.

When you get that right, when you reflect their reality back at them in a way that feels fresh, specific, and grounded, the format almost doesn’t matter.

Great marketing starts with the buyer. Their context. Their problem. Their frustration. Their moment.

Start there. Because the buyer doesn’t care — not until your message stands out like the only duck with a hook worth grabbing. 

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

P.S: If you enjoyed this post, will you share Building Momentum with your network?

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Hello – it’s been a while, but I’m getting back into regular writing on Building Momentum. It’s been a crazy few years in my day job! At some point I’ll write about what I’ve learnt about scaling product marketing through obscene revenue growth, moving from single-product to multi-product, and the business change management required to support that.

But for now, I hope to get back into weekly posts. If you have any topics you’d like me to cover, drop me a message.

Get my new free positioning course

Over the holidays, I created Stand Out in 7 Days – my new free positioning course to help you go from drab to fab.

In just 7 days, you’ll learn how to:

Clarify your unique value
Build messaging that grabs attention
Attract the right customers (and close more deals)

It’s packed with actionable insights, templates, and tips from my 15+ years of product marketing and positioning experience.

Sign up today and your first lesson will land in your inbox immediately.

The Fat Duck. Dinner. Sublimotion. Oaxen Krog. Geranium. The Jane. Momofuko Ko.

Believe it or not, they’re not made up words. They’re the names of some of the world’s hottest, most acclaimed restaurants in the world.

If you’ve ever been to a Michelin-starred restaurant, you’ll be familiar with one particular feeling. You’ll get there, look at the menu, and you consciously plan to get a McDonald’s on the way home.

The portion sizes are tiny. The menu is limited. Adaptations are rare; off-menu requests are often not allowed.

And yet… these restaurants are consistently booked out. You have more luck getting into Harvard than getting a booking at French Laundry. Diners willingly pay premium prices for what might feel, at first glance, like a constrained and rigid experience.

Why? Because those constraints are what make them extraordinary. The way the chef has designed the menu, the dishes, the entire experience transmits and embodies the positioning of the restaurant.

If the definition of positioning is to “occupy a space in the mind of your customer”, these restaurants are renowned for crafting an identify that’s impossible to overlook.

Unlike your casual fast-food takeouts, chain eateries, or gastropubs, these restaurants don’t deign to cater to everyone. They don’t serve spaghetti alongside sushi, or offer endless variations.

Instead, they focus on a few curated dishes. They refine each one until it’s unforgettable (and therefore, occupies a space in the mind of the customer). The scarcity of a limited menu, refined portion sizes, and the year-long waiting list, create value.

How is this relevant to B2B SaaS product marketing? Well, the same principles apply in competitive positioning.

Be more Fat Duck, less Cheesecake Factory

The Cheesecake Factory is a marvel of indecision. It’s 20 pages of options, with everything from Tex-Mex to Italian, burgers to brunch. It caters to everyone because their target customer is, well, everyone.

Let’s compare this to The Fat Duck: a three-Michelin-starred restaurant known for its experimental, multi-sensory approach to dining that’s designed to evoke nostalgia, surprise, and delight.

From the playful “Sound of the Sea,” where seafood is served alongside an iPod playing ocean sounds, to the whimsical meat fruit designed to look like a mandarin, every dish is a masterclass in storytelling, precision, and refinement.

Every detail from the ingredients to the presentation is deliberate, reinforces a distinct identity (a position) that lingers in the customer’s mind long before they arrive, and long after they leave.

In SaaS, trying to cater to everyone with every feature or use case often leads to diluted messaging and unclear value propositions. Just like The Cheesecake Factory’s sprawling menu, this approach makes it hard for customers to see what makes you special and why they should choose you.

What this can teach us about B2B product marketing

The magic of Michelin-starred restaurants lies in their clarity. What they do not do is as important, if not more important, than what they do.

To stand out, you can’t be everything to everyone

It’s so tempting to spray-and-pray multiple use-cases in the early days to get traction and try to see what lands. I’ve known CROs who pitch ten different versions of the same product each day – just don’t tell the product team.

This is a disservice not just to your product, but to your entire business strategy. You don’t learn anything.

Instead (and let’s be honest, this is so basic but everyone needs a reminder), you need to:

1. Understand the market (and by market, we mean a group of customers with similar needs)
2. Identify their underserved needs
3. Craft a solution that meets their needs better than anyone else

Simple, right?

The more clear you can be on what you do, for whom, and what they get from it, the faster you’ll learn and the more effective you’ll become.

Refine like your business depends on it (well, it does)

It’s important to test your strategy, not just whether you can build, market, or sell something.

My friend, PMM life partner, and fellow GTM Playbook course instructor Alicia is one of the most holistic, iterative product marketers I know when it comes to GTM strategy. At multiple companies, she’s helped them learn the right go-to-market mix of customers, product, pricing and positioning they need to grow successfully.

Check out the interview below to find Alicia’s tips on defining and validating your ideal customer profile.

This is probably my favorite point from the interview: In customer development interviews, you need to ask open-ended questions about the customer’s challenges, priorities, and decision-making processes, not just what they think of your product.

Why? You need to solve a customer need, but you need to make sure someone has the capabilities and motivations to solve them in the first place. For example, in the climate tech space, Alicia validated that fintech companies were interested in sustainability, but couldn’t move fast enough – so tested a different industry and saw just as much engagement with a faster sales cycle.

Positioning is strategy, and everything is your product

Whether it’s the iPod experience at Fat Duck, the luxury at Geranium, or the choreographed movement of the waiters at Eleven Madison Park, your positioning shows up in every detail.

It’s not just your website or your sales deck you need to think about. Your positioning influences how your sales reps talk to customers, the attitude they use on the phones. It changes the way your partners represent you to their customers, how your website agency design your site, and how recruiters hire new colleagues into your business.

So you’d better work hard on it and make sure it’s optimized around your best-fit customer.

And from your customer’s perspective, they don’t just buy your product. Especially if it’s SaaS, they’re not buying access to some code. They’re buying the entire experience around it. They’re buying into your sales process, constantly evaluating whether it’s worth their time in a thousand microdecisions every conversation. They’re buying your customer service, with trust as their currency of choice. They’re buying status, and whether deploying your software is going to earn them a promotion.

So when it comes to refinement, make like an obsessed executive chef.

Be proud of what you do (and spin your tiny menu)

In tough competitive evaluations and RFIs, not having certain products or features can cost you marks. But that’s not a reason to give in.

Say, for example, there’s a prospect looking for 10 different features. You only have 7 of their key needs, while a competitor can deliver on all 10. Does that mean you should give up, decry your product a failure, and reduce your ambitions?

Absolutely not.

Your business chose to focus on those 7 features for a reason. As a product marketer, sales rep, or product manager it’s your job to make sure that reason is clear, known, and can be communicated with confidence.

Remember: Michelin-starred restaurants have tiny menus for a reason. When you focus on what you do best and communicate it with confidence, you’ll leave a lasting impression… just like a perfectly curated dining experience.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

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Before I get into it, I don’t mean this to be a negative. I think it’s just stating the facts, and we have to deal with it regardless.

But product marketing is often a thankless role.

I’ve seen firsthand how crucial product marketing – both fundamental strategy and execution – is to the success of a product. From initial discovery and validation, to searching for product/market fit, scaling revenue, and eventual sunsetting – product marketers bring something special.

That special something can’t be replaced. It’s a mixture of customer empathy, commercial nous, pragmatic execution, frameworks and gut intuition, second-order thinking, and a hundred other attributes.

And yes, other teams might have some of the same ingredients: our friends in product, marketing, sales, strategy. But it’s not quite the same. Their worldviews are generally fixed on one level only. Product managers think about the broad customer. Sales are all about the one-to-one. Marketers think in segments. Only product marketers can zoom in and zoom out, organically, effortlessly.

What a product marketer brings is more valuable than the sum of its parts.

Our role is complex, interdisciplinary. We’ve got to know enough about everything – or be good at learning it. What other role needs to know about market research methods, how to educate others, sales process, product development fundamentals, copywriting and positioning, and marketing channel strategy?

We’ve got to work with literally everyone to make anything happen. So our professional skills need to grow too. How to build trust, balance expectations, influence teams without authority. And, for what it’s worth, most of this is invisible work, in Slack conversations or Zoom calls or IRL 1:1s – hidden from plain sight. We face the brunt of internal politics, conflicts, disputes. We try to represent the voice of the customer, maintain a delicate balance between stakeholders, and cross the line just enough to advocate for what we think is right.

Because our influence work is hidden, we have to show we’re doing work. But customer research – is barely valued. We spend countless hours building mental models of customers, and competitors, and the landscape. We transform that, on the fly, from thin air, into positioning, messaging, that become how our product is perceived in the market. But this, generally, is also unrecognized. It’s only writing, right? It’s not creating real value, right?

So, we then have to put all of that into stuff. PDFs, website copy, go-to-market documents, marketing and sales collateral. But no revenue is ever won because of one PDF, or one webpage, or GTM motion initiative. Our efforts might contribute significantly to product adoption, growth, revenue… but we can’t quantify our influence. And if you can’t quantify it, you need to build trust. You have to build an internal narrative that product marketing is a long-term investment and whilst it might not be apparent in the numbers right now, the full extent of its value will come.

With all of these multiple conscious and unconscious worksteams, we’re always in a state of flux and generally under-resourced. The market changes. Sales need more. We need more leads. Product need more support. Who’s going to deal with all that? You! Can we hire more folks? Probably not. There’s no ‘off’ day; you’re always on. Even on days off, you can’t help but think about your todo list, the big rocks you’ve got to tackle, or how you need to approach a certain conversation.

But, at the same time, product marketing is probably the most rewarding role in the marketing space.

It’s a thrilling and fulfilling career path for people who thrive in dynamic environments. We work with tons of different people and gain exposure we never would have otherwise. We build diverse relationships that quickly become less ‘work’ and more ‘support’. We get to know our colleagues deeply and intimately. We become half-PMM, half-therapist.

We’re adaptable and versatile. We can do – and do do – anything and everything. We can learn faster, harder, deeper. We build a holistic understanding of the business, its mechanics, and all of its facets. Of the customer, the market, the variables at play. We develop core skills and mental models for thinking, not just processes for doing.

We recognise that success is a team sport. Our success is the businesses success, and vice versa. We enable others to meet their goals, exceed the targets, to feel confident. We thrive on building momentum – things getting faster, easier, growing, building. We feel pride and accomplishment in unique ways – when a customer repeats our positioning, when we win a great logo, when users love the product, when we learn new things that can help us build better.

Product marketing may be a thankless role, but the inherent challenges – and opposite opportunities for growth – make it an exciting, fulfilling career choice. While recognition may not always be immediate… and while the day-to-day may be stressful… we can enjoy the unique experiences that product marketing offers, and take pride in contributing to growth more than many people will understand.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

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Positioning is what your company says about itself to the world, and can be the difference between being the hottest, must-have software, or the dullest product on earth.

Your positioning will adapt and evolve to remain relevant and effective – or at least, attempt to do so.

But it’s hard to see this in action. Positioning evolves pretty slowly at any company – in years, rather than months. So, in this example, I’ve taken a look at Zendesk – the customer support platform you all know (and if you’re a user, probably hate).

I’ve stepped back in time over 16 years of Internet Archive snapshots to look at how Zendesk positioned themselves, and see what insights we can glean about changes to their target customer, value proposition, frame of reference, and market trends.

But first, when should positioning evolve?

From my previous post on when you should consider repositioning, I called out the following:

• Product offering has legitimately changed – If you’ve made an acquisition, added a new product line, or developed new capabilities that vastly change the outcomes your customers can achieve, it’s time to refresh.
• New unique, unconventional wisdom unlocked – Unconventional wisdom is a great way to stand out from your competitors, re-educate your customers, and develop a strong sales and marketing narrative that drives urgency and demand.
• Customer patterns and feedback – As you win new customers, your ‘best-fit customer’ will change. As you continue to sell and market and support to them, you’ll learn much more about what’s going on in their minds – new hopes, dreams, and fears that can enable stronger positioning.
• Specific sales funnel challenges – Drops in MQLs or closed won rates can be really great indicators that you need to revisit the way you present your brand to the market.

And they still hold true. Building new product features, introducing new concepts or categories to the market, learning about your next ideal customers, and reacting to challenging sales environments cover nearly every reason you might need to change and adapt your positioning.

Zendesk’s positioning evolution

Zendesk is one of the longest-running ‘real’ SaaS businesses that we can look back almost two decades and see how their positioning, messaging, and value proposition has changed.

So… I’ve gone back over the last 16 years, and taken a screenshot of their website homepage hero section. This is the digital version of cutting a tree trunk and learning how old it is and how the conditions have changed each year.

Only in this case, we’re able to understand how Zendesk thought about:

• Their target customers
• Their value proposition
• The frame of reference they use
• Trends affecting the market

You can scroll down to the bottom of this post to see screenshots each year with a brief commentary. But first, let’s take a look at how it’s changed:

What we can learn from Zendesk

Zendesk have been unapologetic to evolve and experiment with positioning over the years, and while we’ll never know the full reasoning or context surrounding their decisions, we’re able to pass some judgement over what has changed – and potentially why.

Target customer: From IT to any company

Zendesk started by targeting agile IT organizations in 2007 but expanded to serve any company, large or small. Very quickly, Zendesk found product/market-fit quickly with a much broader audience, but still kept messaging to appeal to IT user needs throughout.

Value proposition: Reinventing the helpdesk, to the better choice

Straight out of the gate, Zendesk focused on how they were reimagining a boring software category for the new Web 2.0 age. Throughout the years, they’ve played around with several value props including those on speed, customer satisfaction, and – their most famous – “Beautiful customer support software”.

Today, Zendesk have landed on how they help businesses to meet customer needs, set teams up for success, and keep their business in sync.

Frame of reference: From helpdesk to multichannel and more

Unlike many tech darlings, Zendesk didn’t really try to own a frame of reference or create a category. Beginning as a helpdesk (common in the IT world) to ending with customer service software (a much broader framing), Zendesk has always been relatively consistent. Over the years, they’ve adjusted their frame of reference with clarifiers like multi-channel software, beautiful software, powerful platforms, etc.

Market trends: Web 2.0 to speed and scalability

Zendesk has ridden the general waves of B2B tech over the last 16 years. Firstly calling out the Web 2.0 trend of interconnectivity and fun user experiences, to then reiterating the benefits of on-demand (rather than on-premise) software, to gradually evolving as the market moved towards customer support as growth lever through better customer relationships. These can help build urgency and new consideration opportunities, as well as link your positioning to important trends.

Key takeaways

Over 16 years, Zendesk has remained the leader in the industry (not for our lack of trying!) by evolving to reflect changes in the market and customer needs.

Emphasising its core strengths, and staying true to its goal of reinventing the support software industry around the wholesome message of ‘tender loving customer care’ since 2008 is still visible in their tone of voice today. However, the 2013 repositioning as beautifully simple customer service software is probably their most resonant and successful, and still comes up when talking about Zendesk today.

So what can we learn?

• Evolving and broadening your target customer works – once you’re seeing positive shoots of product/market-fit
• Leaning into market trends can help influence your value proposition with the latest cool stuff – and drive new consideration opportunities too
• More than anything, your frame of reference must be from the perspective of your customers – adding clarifiers helps create differentiation here
• As you learn more, you can evolve the value proposition from focusing on features and benefits, to defining the valuable outcomes your customers seek – just don’t take it took far

Zendesk over the years

Below are screenshots from the Zendesk homepage each year according to the Internet Archive.

2007

It’s the summer of 2007, and Zendesk is still in pre-launch mode. Their homepage makes it clear their market: IT teams, looking for modern web 2.0 style software, and they’re bold enough to say they’re reinventing the help desk.

I also copied in their about page, adding more color to Zendesk’s IT team origins – but how they see an opportunity by connecting the features that IT teams care about, with the design and user experience they desire.

2008

Out of beta and using Flash – but see the language that Zendesk is using? Tender loving customer care – probably at stark odds with messaging from other IT help desk providers at the time.

Their hero section dials up the core benefits – elegant and simple, works for everyone, and no downloads or installs.

2009

Still using Flash Player, but we’ve now seen Zendesk jump from being for IT teams to being for any company, large and small. For context, 2009 was when Zendesk raised an undisclosed Series A in March, followed by a $6m Series B in August – undoubtedly this is the year that Zendesk knew they had product/market-fit.

Note their messaging still highlights ‘on-demand’ software, as companies were still getting used to SaaS delivery, but the value their customers are looking for is better customer care.

2010

In 2010 we see Zendesk dial back up the ‘reinvention’ angle, not seen since the first pre-launch homepage. Their header also calls out how it can help companies to engage their customers too, while their rotating callouts focus on core benefits like delivering ‘customer love’, being available ‘any time, any place’, and being ‘beyond SaaS’.

2011

In the December of 2010, Zendesk raise a $19m series C – and get to business. In 2011 they’re claiming 10k+ customers and also do a great job keyword-stuffing their homepage: help desk software, support ticket system, customer support platform.

And we see Zendesk’s messaging become more tangible. Gone is the lofty ‘reinventing’ message – and now it’s just the fastest way to great customer support. Supporting text highlights that Zendesk is agile, smart, and convenient.

2012

The fastest message continues into 2012 but we now see two new messages on their homepage:

• Powerful, yet simple: Positioning to appeal to their core IT team base, but wanting to reach a wider audience with a focus on simplicity.
• Multi-channel customer service software: Positioning to appeal to businesses pushing the boundaries – multi-channel across email, social, phone, chat, and more.

2013

We finally get to the phrase that everyone knows and remembers Zendesk for: beautifully simple customer service software.

We also see a ‘levelling up’ in terms of the overall value and outcome that customers are searching for. Fast customer support isn’t the endgame now – customer satisfaction is the holy grail.

2014

In 2014, Zendesk went public. And I think this homepage is probably an outcome of that, rather than an example of what actually worked well for them at the time.

It’s a good reminder that positioning doesn’t always have to serve your customers – sometimes, it can serve other purposes. In this case, we can speculate that it may have been to tell a story for the retail investor market.

Regardless, Zendesk have levelled up their messaging even higher still, probably to ineffective heights. There’s a lack of tangibility in this core message of ‘being better at customer service’.

2015

I think 2015 is another year where the brand marketers won the argument. Yes, bringing customers and their customers closer together is a good outcome, but it’s probably not the one that businesses are most motivated to achieve.

We do see an introduction of a frame of reference that makes senes: software for better customer service.

2016

The argument between the PMMs and the brand marketers is tipping ever more in the PMMs favour – but not quite. We see more information in the sub-hero section than we do above the fold.

Zendesk helps companies to provide a great overall customer experience. Aspirational enough? No. But clear.

Building customer relationships that are meaningful, personal, and productive. Tangible enough? No – feels like they’re skirting around the concept that “better customer support means customers spend more money”.

2017

The year of the big Zendesk rebrand, using geometric shapes to denote a whole suite of products. Building software for better relationships, great. Lending a hand? Not so sure.

2018

Deliver the best customer experience. Powerful, flexible, scalable customer service and engagement platform. Meeting the needs of any business. Clear, concise, and valuable.

2019

And it seems they found a winner – no changes over a whole year.

2020

We all know what happened in 2020, and this is a great example of reactive positioning. Scaling up faster than everything else is changing. Speaking to the core needs of getting to get up and running quickly, and flexibility to adapt to any need.

2021

Zendesk makes customer service better. Again, a return of ‘better’ – an ambiguous shapeshifter that can mean anything, to anyone – and probably why they use it. Better could mean more flexible to a support manager, more integrated to an IT person, or easier to use for a support agent.

We see Zendesk highlight the value their product delivers to businesses: meeting customer needs, setting team up for success, and keeping business in sync.

2022

Again, onto another winner? No changes for a whole other year.

2023

Even today, you’ll see the same hero header on the homepage.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

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Your mission, should you choose to accept it, is to build positioning, messaging, and narrative that is memeable.

And I don’t mean putting your positioning statement over an image…

Or coming up with a quirky tagline to fit in a meme like this one…

But I bet that, regardless of whether you’re extremely online or not, you instantly understand these memes.

You know when these are used, how they’re used.

The emotions they’re conveying.

You’ll know the format of the text that should go over the images, even without seeing them before.

And what’s more, you’ll share them and maybe create them yourself. You can share ideas, emotion, logic, and pretty much guarantee a reaction – with just an image of a cat.

You need to do the same for your positioning.

The essence of your positioning needs to transmit all the same things: the idea, the vision, emotion, targeting, and a reaction.

The goal is for those who hear your positioning to understand it, to embody it, and to transmit it onwards.

To grasp the idea, for it to stick.

And, as the definition of positioning says, to ‘occupy a space in the mind of your customer’.

But, JDP, how?

I honestly think it’s pretty simple, but it needs dedicated effort – and an understanding that positioning is an evolving journey.

1. Define a niche group of target customers
2. Talk to them – understand what their lives are like
3. Find the patterns that exist in their jobs, pains, gains, and triggers
4. Connect the dots between the value they want, and how your product helps them
5. Define a heart-and-brain narrative based on unconventional wisdom
6. Test it, and see what feedback is like

In my free Customer Value Positioning framework, you’ll see that I focus on defining the heading and paragraph that exists in your website homepage hero section.

This is, without a doubt, where your memeable positioning needs to work the hardest. As soon as someone lands on your site, they’ve gotta ‘get it’. Fully, deeply, instantly without delay.

So experiment with the language you use. It’s so easy to fall back to boring professionalspeak that ultimately says nothing.

You want your customers to understand innately, to feel something, to be motivated, to feel urgency… so your language has to reflect that.

What to avoid

I don’t think you can build memeable positioning that:

• Has been crafted internally, without basing on hard evidence from your target customers
• Focuses on features and benefits, instead of value
• Is broad and untargeted – remember, it’s better to be the thing for someone rather than something for everyone
• Doesn’t use the same language your customers use
• Isn’t focused on your customers – you need separate messaging for your PR pitching, for investors, for employees
• Isn’t connected to a part of their lives that they recognise – it must be connected to an aspiration, a fear, a thought they all have

Meme once, repeat ad infinitum

Really, memeable positioning is just good positioning.

And so long as it starts – and ends – with how your customers are living their lives, you’ll be on the right track.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

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Yes, we’re product marketers. MQLs can sometimes be a dirty word to us.

But you know what’s going to score you brownie points with your fellow marketing and sales teams? Delivering projects that drive marketing qualified leads!

Here are two, pretty simple projects that you could get done – in less than two weeks – that will help you become the belle of the marketing all-hands.

These are great opportunities to show off your product marketing skills and support your marketing and sales teams with new call-to-actions as part of your buyer journey.

Create a pre-recorded demo video

It sounds pretty simple, and yeah, it actually is.

Offering a pre-recorded demo video on your website, gated behind a form asking for just an email, is one of the simplest data-for-information exchanges you can set up. It’s a perfect soft call-to-action for website visitors that don’t want to sign up for a trial, don’t want to speak to sales, but want to see more than just the information on your website.

Your demo video should be like the actual demos your sales teams give – or at least, should give. It definitely shouldn’t be feature-heavy, and it definitely shouldn’t bore viewers.

Your demo video should focus on the outcomes and value your product delivers, not the features. Instead of the standard “you click here, do this, and then see that happen,” voiceover, you want to tell a story that combines your product features, benefits, and ultimate outcomes into a packaged nugget of value (funnily enough, I call these value nuggets).

Here’s a simple outline for your first pre-recorded demo video.

1. The situation, problem, and implication of what the customer’s life is like today – be clear on who the target customer is, the impact through their organization, professional, and personal lenses. Use 1 or 2 slides.
2. Value they desire – the three ideal outcomes that your product solves (that they want to achieve). Use 1 slide.
3. Switch to a product screen recording. For each value, create a narrative that walks through;
   • Importance of the outcome
   • The progress to achieve the outcome with your product, connecting features to benefits
4. Recap each value, and finish with overall messaging in one slide.

Making these happen can be complex, if you’re after a super high production quality video. You can start with something you can make in Apple iMovie or Descript. Maybe work with a pre-sales or customer success manager to perfect the flow and capture a screen recording that you can chop up. Make a scrappy first version, and then see if you can get the budget to work with someone from Fiverr, Upwork, or a local student to perfect it.

Then, distribution: get it up on a separate ‘[product name] demo video’ page, gated behind an email form, then start linking to it – here are a few quick ideas:

• Review past and upcoming content plans to find opportunities to post a soft call-to-action
• Use in marketing email campaigns – send a one-off email to your entire prospect database, then build it into regular newsletters and lead nurture campaigns
• Let sales reps use an ungated version of the video as an alternative call-to-action in their nurture campaigns and cold emails: ‘Can I send you a quick demo video?’
• Promote in retargeting paid acquisition campaigns to visitors who viewed the website but didn’t sign up
• Include it in follow-up emails to all leads collected at online and IRL events

The placement of your demo video in the buyer journey should be determined by what you know about your buyer journey – make sure that it’s a logical progression between your buyer’s previous step, viewing the video, and the next step (likely, talking to sales).

P.S. Don’t forget to add a ‘book a demo’ section on the webpage, and make it really simple for those who view the video to put their hand up for sales interaction.

A one-two punch: regular demo webinars

You’ve gone to the effort of designing a demo script that speaks to your product value, benefits, and features. You’ve made it into a recorded demo video.

But not everyone likes demo videos – they need a bit more interaction. And not everyone wants to speak to sales.

So, get the most juice out of your efforts and set up regular – weekly, bi-weekly, monthly – demo webinars.

These will be approx 30 minute sessions that you can host as a product marketer – trust me, you’ve got this! – or with a customer success or pre-sales rep. And they’ll follow pretty much the same flow as the demo video:

1. Introduce the problem you’re solving and the challenge that customers are experiencing
2. Present how you help
3. Walk through the similar narrative: value > benefits > features
4. Maybe bulk up with a case study
5. 10 minutes at the end for an AMA, so folks can get their questions answered live

My recommendation is to use Demio for effortless webinars. Use a few slides from your sales deck, practice a few times to build confidence in your pitch and delivery, and make it human. Tell stories. Your viewers will love it. Maybe brand it ‘The [Product] Rundown’ or ‘[Product] 101’.

You’ll promote your regular webinars in pretty much the same way. Throw up a webpage where you can update the date of the next webinar and the registration link, then drive traffic to it through very similar methods as above:

• Call-to-action in content
• Add a call-out in every prospect-facing newsletter
• Share with sales reps to include in cold emails as an alternative to replying
• Try some paid retargeting campaigns, maybe paid social on LinkedIn to target a specific market
• Include a link to the webinar page on every ‘thank you’ page from your other gated content – give those leads a place to go next
• Share it via organic social and create some snazzy banners to share

These will feel much easier to carry out than creating a demo video, because they’re more human and natural. But, creating a demo video first will really help set the scene and perfect what you’ve got to say, and how you’re going to say it.

Make SaaS tangible with demos

I think this is a principle that we can all lean into more. SaaS is pretty intangible sometimes – a bunch of buttons and fields on a webpage.

When we link that to the bigger problems we’re helping customers to achieve, we’ll do better. When we show the outcomes that our features solve, we’ll do better. When we talk about our product in a human way, we’ll do better.

Good luck, and hit me up if you’d like some examples of good demo videos and demo webinars!

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

P.S: If you enjoyed this post, will you share Building Momentum with your network?

The post Two things every product marketer can do right now to grow MQLs appeared first on Building Momentum.

Every so often, I’ll see a Twitter or LinkedIn post go viral in the SaaS community and the topic is nearly always the same:

I decided not to request a demo from a SaaS company because they didn’t publish pricing on their website! Imagine how many leads they’re missing out on!!!

And honestly, it grinds my gears a little. And usually, these complainers have something in common: they’re all individual ‘makers’ or from early-stage, pre-PMF startups trying to buy from established SaaS companies that are usually targeted to more mature businesses.

Quite simply, if you (as a buyer) need to know pricing before requesting a demo or getting more information and the company doesn’t publish pricing, they are sending you a message: you are not their target customer.

Why SaaS companies don’t publish pricing

Good go-to-market strategy should discriminate.

Being something for everyone is a waste of time, effort, and focus. Most companies are focused on attracting up to 10% or maybe 20% share of the total market.

As startups mature they are often naturally pulled upmarket, away from serving very small businesses and SMBs who traditionally have lower average contract values (ACV) and higher churn. SMBs can also be expensive to acquire through paid performance marketing, and then still require an inside sales journey.

As companies are pulled upmarket, they win bigger, more mature companies as customers. These traditionally come with larger ACVs and more concrete growth prospects.

The effort to win a $10k customer is about the same as a $30k customer. From there, it’s only a period of experimentation and hiring the right people to get to $100k ACVs. These customers also cost less on the paid performance side, but can still be tended to and won by inside sales teams.

This whole process does leave a gap at the bottom of the market – which is usually quickly filled by other early-stage startups, and the same thing happens.

So as those companies mature, should they craft propositions and a buying experience that works for the 100%? No. They will focus on bigger ICPs, and adapt their marketing, sales, and product strategy accordingly.

It then makes less sense for these companies to publish pricing on their website for a number of reasons.

1. The buyer may not require pricing before getting more information. Larger businesses have more flexible budgets, and if the challenge to solve is important enough, budget can be created.
2. It leaves revenue on the table. Understanding a buyer’s problems before discussing pricing means you can size the proposal as required. A customer with a $1m problem will gladly pay $100k a year to solve, but if you’re setting public pricing at $50k, you’re missing out.
3. For perception. I don’t know about you, but I often feel companies without public pricing are going to take a more custom, solution-oriented approach to my problem. Not publishing pricing can help build perception as a higher-quality service.

What you can do instead

As a product marketer, you might be instructed to hide pricing on the pricing page – regardless of whether it’s the right thing or not – and you want to hedge against it.

And in some cases, you may want to offer hints on your pricing page, especially if you’re working through that transition period.

Here are two different ways you can bridge the gap.

Create an anchor with ‘good, best’ packaging

Defining a reference point on your pricing page can help your customers to understand how your product and value – and therefore, pricing – is likely to compare.

This might be a very low-touch plan that you offer with zero customization capabilities, or very cut down features. You can attach a per-user price, a platform fee, or whatever other value metric makes sense.

Usually, you won’t actually sell this to users – but it’s priced high enough that it’s an easy upsell to the minimum pricing for a basic offer for your ‘best’ plan, the one you actually want to sell.

This creates a anchor in your customer’s mind. If the first plan with not many features is priced at $x, then the recommended package must be higher.

Create an anchor with a competitor comparison

When you’re competing against low-value competitors but have clear, high-value differentiators, you can use this to your advantage.

You can group your competitors together as ‘Alternatives’ and present them in a comparison table, along with the primary features – and include your differentiators. For pricing, enter a range for the alternatives – and for your product, just use ‘Contact sales’ or ‘Request pricing’ or whatever works for your customers.

This format helps separate you from the crowd, set yourselves apart in terms of features and value, and offer a pricing anchor too. Your potential customers visit the page and instantly expect you to be higher priced, but have some point of reference.

Be very clear who your product is for

This one is contentious because for some reason, it’s considered a little gauche to say exactly who your target customer is.

But if you can push through, there’s no harm in stating something like

• Our product is best suited to customers with 500 to 5000 employees and spend an average of $1m per month on performance marketing
• We serve Enterprise customers who handle 50k transactions per day
• Customers typically invest $1m per year across their cybersecurity stack

And you have all of these guidelines already – your sales reps are using these in qualification calls. Could you experiment being upfront and transparent on your website? Would this help your SDRs be more productive?

Understand your customer, iterate

When it comes down to it, the companies that win will be the ones that best understand their customers – and support their buyer’s experience with the right information, at the right time.

Ultimately, the impact of transparent pricing on the website or not is unlikely to be the needle-mover you (or your execs) think it will be.

Give it a try, or don’t. But definitely get out there and understand what your customers want, then do that.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

P.S: If you enjoyed this post, will you share Building Momentum with your network?

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There’s nothing like having something to back up your perspective – especially if it’s something controversial.

But too often, positioning narratives and content campaigns rely on blasé adlibbed theoretical statements, rather than anything concrete. We hope that we have a narrative someone can believe in – but it’s unlikely that we have evidence that someone will accept.

Creating your own statistics and gathering your own insights is a great, simple way to build persuasive evidence. Not only does it back up your positioning and narrative, but it can support coordinated activity across the business to get the biggest bang for your buck.

Gathering primary research and insight to form the basis of marketing campaigns was taught hard at advertising school and has stuck with me ever since. In fact, it’s something that I’ve done at nearly every job in the last few years.

Examples

Here’s three examples of stat-based campaigns I’ve run that have helped drive sales, start conversations, and support go-to-market campaigns.

Kayako: Live Chat Statistics

One of our first post-launch campaigns for a new product that merged a live chat tool with a ‘home screen’ of information, this Live Chat Statistics report surveyed both businesses and consumers with their thoughts on live chat support experiences.

We aimed to show that customers wanted live chat experiences that worked, and that businesses were massively behind customer expectations.

How we used it

• We created a snazzy animated experience (see here on the Internet Archive) that delightfully illustrated the story
• We built all of the stats into our content marketing, repurposing the stats with a whole series of blog posts that looked into every angle
• We summarised into three different lead magnet PDFs that we promoted through social, email, and PPC
• We hosted webinars, guestposted, guest presented and really banged the drum of these stats over and over again

Headstart: Diversity & The Dream

At Headstart (enterprise recruiting software for graduate hiring teams), we were looking to enter the US market with a bang. We needed to have a different take and stand out from alternative solutions by hitting prospects hard with proof.

Again, we spoke to both consumers and businesses on their experiences with discrimination, hiring, and diversity – and found some huge gaps that created a really enticing story, and proved what we already knew. You can read some of the highlights here.

How we used it

• For this traditional report targeted to enterprise champions, we leaned heavily on sales engagement to distribute. Sales reps had snippets, summary images to entice in initial emails, and personal links to see who was reading what (and when)
• We also promoted via paid LinkedIn ads to people in HR and recruiting at target organizations
• This formed the basis of a live-streamed panel conversation to extend the conversation

SmartFocus: Christmas 2014

Wow – this is 8 years ago!

At SmartFocus (previously Emailvision, which was of the original email marketing SaaS companies) we decided to double-down on the ecommerce industry.

We surveyed 800+ consumers in the UK and US to understand how they’d be approaching the holiday season, creating infographics that covered market spend, the various Christmas shopper personas, and the differences between how men and women shopped for gifts.

How we used it

• This started out as just a content marketing project but quickly became a project targeted on PR outcomes – it drove mentions in many online ecommerce publications, as well as making some UK and US media mentions
• We involved our customer success team to help guide our customers with targeted recommendations
• Content, email, and social marketing campaigns as standard

Bonus: Lune

Alicia (who I run WTF is Go-To-Market? with) carried out primary research at Lune to understand consumer demand for green, climate-friendly payment methods and services. This now takes centre stage in their pitch to payment platforms.

How to create consumer research surveys

I’ll be honest: this will not be a completely scientific way to get accurate, reliable data to form the basis of strategy or make huge life-changing decisions on.

But this can help you pop above the parapet with a point of view, and provide some proof that helps push prospects along your sales and marketing process.

Define your audience

Usually, you’ll want to get weighted data that represents the census of a particular country. Platforms like Pollfish – my preferred platform of choice – does this automatically.

You’ll just need to decide the demographics of your target audience (things like location, age, gender, income, and some other markers), plus set some screening questions

Screening questions allow you to accept only respondents who meet your criteria, rejecting those from a population you’re not interested in. Tip: form your screening questions with multiple options, rather than asking for pure yes/no examples to avoid people just picking the answer they think you want.

Set your questions

If using Pollfish, you have about 18 questions to extract the juiciest information possible from your target audience before the cost goes up.

I’d recommend separating your questions into themes. For example, you might structure your survey like this:

• Problem awareness
• Problem impact
• Problem solution consideration
• Solution outcomes

Think about the angles you’re trying to extract. What’s going to surprise your audience the most? If you’re using the survey for content and sales, it needs to be have an interesting angle that suggests something your prospects don’t know. If you’re using it mostly for mainstream PR, you’ll need to have something really juicy to provide comment on pop culture.

You may want to work with a special survey writer or researcher (you can find them on Fiverr and Upwork) to make sure your questions aren’t leading, and are actually designed with best intentions in mind.

Run a pilot

Don’t pay for a huge survey to 1000 consumers without doing a smaller test first. You can pilot it either with colleagues and friends, or to a small group of 50-100 consumers.

Pilot surveys help you test whether the questions are easy to understand, if answer options make sense in the real world, and ultimately whether the survey is generating the results you want.

Ensure reliability and trustworthiness

I’m not going to trust a survey of just 200 consumers. The closer you can get to 1000 consumer responses, the more reliable (i.e. repeatable) your survey will be, and the more trustworthy your target audience will find it.

Of course, balance this with cost. If you’re investing a lot of money into the distribution of the content, it’s worth spending on the extra surveys to avoid any reliability issues.

Tip: some platforms like SurveyMonkey Audience will charge you based on the distribution of the survey to a number of potential respondents, not completed surveys. Pollfish charges only on the number of fully-completed surveys you get back.

Crunch that data

Now it’s time to slice and dice that data until you carve perfect nuggets of statistical goodness.

If you’re using Pollfish, the platform already provides a tool to help you segment the data by demographic insights and answers to other questions. This is where you can analyse to find the deltas and gaps and correlations to provide great stats for your report.

Consider all the angles

Often surveys become a bit repetitive… 50% do this… 34% think that… A third of people read this... Try to avoid this.

Group 1 are more likely to X than Group 2. Group 3 do this X times, but this increases to Y times when they are Z.

You can also change how you present the stats. 50%…, Half of…, The majority of… all help you keep readers engaged – and help you tell a story.

You can also think about collecting qualitative data, which is great for human interest angles. These can make strong emotional connections and really embed your survey results in real life.

Design your report

Creating a PDF report or standalone web page is a great way to showcase your survey report in an engaging way. Don’t limit yourself to A4 pages – think about a long, flowing report that readers will peruse on their phone or at their computer.

You can get creative with graph design, showing stats as bar charts or pie charts or line graphs or whatever makes sense.

Unethically, this is your opportunity to convince readers that your stats tell the whole story. You can write the report like you would a story: presenting challenges, introducing the hero, selling the dream outcome, the roadblocks to get there, etc.

Repurpose, repurpose, repurpose

If you’ve invested so much time and effort and money in your survey, don’t let it flop. These stats can become a core part of your positioning and sales narrative, and provide months and months of juice for your content team.

• Tie in your report with events: hold online webinars or IRL conference talks to introduce your stats and hold space for discussion
• Introduce to your customers just as much as your prospects: they can be a big vehicle for distribution
• Think social by default: shareable images and videos
• Train your teams: build the survey results into your sales process at both the top and bottom of the funnel, generating interest and reiterating its importance throughout
• Arm your teams: make sure your sales, marketing, and customer success teams have the material, content, and collateral they need to use the outcomes you’ve discovered in their everyday work
• If the focus is PR, bring a PR team in early: they’ll be able to help guide and shape the survey with journalists to maximise hit rates
• Distribute: guest-post on partner sites, join partner webinars, add your stats to ‘top stats’ for inclusion and backlinks, syndicate content with publishers
• Repeat and repeat and repeat: repeat the outcomes you’ve discovered until everyone inside and outside your business knows them by heart

Your outcomes are only as good as your preparation

If you write a question that’s a bit too confusing, or set up a screening question incorrectly, your data is going to be skewed – and that’s not good.

Putting extra emphasis on preparing your survey pays dividends. If you can, work with a researcher who can craft the survey, manage responses, and analyse the data to give you the best outcomes.

You also need to understand how you will use the survey before you carry it out. Exploratory quantitative research helps nobody. Validate themes and understand likely directions through qualitative research first before going out to build your survey. Know exactly how you’ll repurpose the content to support different marketing and sales activities to avoid wasting time.

Lastly: don’t overdo these kind of campaigns – and when you do, do it well.. It’s become standard for ‘digital PR’ agencies to create crappy, linkbait surveys that are only tangentially connected to the business, that are weak and implausible – damaging brand perception.

Good luck! I’d love to see the surveys you’ve run – drop me a note or leave a comment!

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

P.S: If you enjoyed this post, will you share Building Momentum with your network?

The post Using surveys in narratives and marketing campaigns appeared first on Building Momentum.

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A few weeks ago, Alicia and I joined Steve Klein from the Launch Awesome community (powered by LaunchNotes) for a live AMA on how we turned around a failed product launch.

Over 45 minutes – at least 15 more than scheduled! – we covered everything from how our horror story unfolded, to how we share ‘#GongGold’ to build customer empathy.

Here are some of the top snippets. You can find the full video and transcript on the LaunchNotes blog here.

Having the courage to acknowledge problems

Nobody wants to be the first person to say ‘uhh… this isn’t working’. But sometimes that needs to be said, acknowledging the tension that might exist, and getting ahead of what could be a car crash in slow motion.

Maintaining trust when things aren’t going so well

When we set about fixing multiple problems with our product launch – from poor pricing decisions to plain dumb onboarding flows – we couldn’t do it alone. We used transparency as a tool, sharing what we had found and bringing our marketing, sales, product, engineering, and CS teams on the journey too.

Includes my new favourite quote from Steve: “Trust dies in darkness.”

Discovering buyer personas

We can’t say it enough: don’t move ahead with your own biased assumptions of the people you sell to and what they care about.

Instead, look to your market and discover the buyer personas that actually exist.

The sales deck as the ideal home for your narrative

Your sales deck is the best place to build your narrative – but don’t miss the opportunity to use it as a conversation tool.

Share snippets from sales to enable and encourage

I love this idea from Alicia – using a #GongGold channel to share insights and celebrate when customers repeat their value messaging without prompt.

About Launch Awesome

Launch Awesome is a premium Slack community where the world’s best Product Managers and Marketers discuss the strategy, tactics, and pro tips they use to successfully launch new features and products. Find out more and request your invite here.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

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The post AMA: Alicia & James on a failed product launch (and more) appeared first on Building Momentum.

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Presenting our company position and narrative to the world is fraught with second-guessing how it resonates. 

One day, the CEO hears something from a customer that doesn’t sit right and demands a rewrite. Or a new marketer starts, and they think the website copy needs updating.

And when we role out new positioning/messaging, we often rely on just our internal assumptions and gut feel. Maybe we get feedback from one or two friendly customers.

But that’s not enough. We need look for external indicators that it will be successful, rather than just rely on our assumptions. 

You can’t A/B your way to high performing positioning. Positioning, by default, should mean something to someone; it won’t appeal to everyone. Your go-to-market must discriminate.

Validate your positioning like a software developer

I think about validating positioning similar to how software teams roll out new products: an internal alpha stage, and then an external beta stage.

We want to build confidence in our positioning and messaging at multiple levels, and ultimately ensure that it performs the way we expect it to perform.

I think that’s an important point to make. We can feel confident about something… for no reason at all. Rather than expect reality to match our expectations, we should build our expectations based on reality.

Alpha stage

The goal of your alpha test stage is to use internal teams. We want to see how well they think it will perform, based on their experience. The goal is to pass a 60% threshold of satisfaction, explore edge cases and limits, and find conflicts.

Sales reps and customer success managers who are on the frontline of customer interactions will help understand whether the problems and values you’ve extracted are commonplace within your existing customer base – or if you’ve gone on an irrelevant tangent.

They’ll be able to give you examples of customers that it will resonate with – and customers that will reject it.

Their insight will help you understand the general direction, but might not be best-placed to feedback on the exact destination. So take their feedback with a pinch of salt.

Beta stage

Once we’ve passed alpha, we can look to external sources to understand whether positioning is going to perform the job it’s intended to do. Here are some ways you can put messaging to the test in a controlled manner.

Presenting to existing customers

I don’t usually recommend sharing new positioning with existing customers.  They’ve bought into your product for a reason, and you might upset them if presenting them with a different story.

However, you can continue to interview your customers and ask them about their role, company, and their experience with your product. Take their feedback with caution: you’ll want to continue building patterns and identifying anomalies. 

Success is when they repeat the messaging back at you, without being prompted. This will show that customers identify and resonate with your pitch. This comes naturally when you have a deep, foundations-first understanding of who they are and what they care about.

Market research

Use a platform like UserTesting to get real feedback from real people in your target market. 

We used this with great results at Kayako to get instant feedback on our website, looking to understand:

• How they interpreted our website and messaging
• What was unclear
• What other companies they think are similar, and why

What’s great about platforms like this is that users are encouraged to navigate your website whilst talking out loud and vocalizing their thoughts. This way, you get more real and raw feedback – rather than polished, curated feedback that might happen from surveys or interviews. 

Google and social ads

We can validate positioning through paid ads on Google searches for relevant keywords, and social ads. But both have a different purpose.

Google ads can help test whether positioning performs at the middle-of-the-funnel to capture consideration-led interest and intent. 

Users have found a category or a type of product they’re interested in. Will your ad copy encourage them to click? Then, on the landing page you have another opportunity to expand upon your ad copy and play with messaging to encourage them to fill out an interest form or take a trial. 

Social ads are an opportunity to capture TOFU interest. Because targeting can be so precise (to job titles, industries, and even interests) and because ads can easily disappear into the feed, our ads can focus instead on validating whether positioning and messaging captures attention.

“Tiger team”

It’s all well and fine testing the individual components of your positioning… but the whole can be greater than the sum of its parts. 

If you can, and if it’s worth it, consider proposing a ‘tiger team’: a cross-functional group of representatives across marketing, sales, and success to bring new positioning to life throughout the buyer journey. You’ll be able to identify follow-on, second-order impacts of positioning on things like sales velocity, the onboarding experience, and customer satisfaction as a whole. 

They’ll need the flexibility and support of the business to iterate and make recommendations, but ultimately can be a crucial part of ensuring new positioning and messaging is brought to life in a de-risked, prepared way. 

Additional reading: how to test your positioning

Avoid A/B testing

A/B testing can be a great get-out clause when everyone has an opinion – but is rarely beneficial.

I recommend setting out an iterative approach instead. Communicate the approach to build/measure/learn how positioning performs:

• Build positioning based on the evidence and high-confidence assumptions you have 
• Measure performance based on the intended impact (like conversion rates, sales wins)
• Learn what those results mean: right customer, wrong message – or the other way round? 
• Start the process again until satisfied

Alpha and beta test to success

Don’t go to market without validating your positioning. You’ll look like a lemon, and it’s a huge waste of time and energy.

Instead, check with your internal team. Improve. Then, check it works (and performs better) than your previous baseline). Improve. Launch. Simple.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

P.S: If you enjoyed this post, will you share Building Momentum with your network?

The post Test positioning like you test software appeared first on Building Momentum.

It can be difficult to understand how all the product marketing puzzle pieces fit together.

It’s a question that comes up often throughout our course, WTF is Go-To-Market?. What’s the difference between an ICP and a persona? Is an ICP the same as the target market? How about positioning, narrative, and messaging – do you need one for each persona?

I personally found it hard to grasp all of these intangible elements. They often appear disjointed, especially when used by those without deep experience.

Here’s my attempt to show how I think all the core pieces of the puzzle fit together:

Breaking it down

The target market is the overall serviceable group of potential customers. Think “APAC fintech companies”.

Your go-to-market strategy encapsulates all the elements required to launch, sell, and market your product to the target market. This includes the. components listed below, as well as how your customers will buy (e.g. inside sales, product-led growth, etc) plus pricing and so on.

Your GTM strategy is based on your ideal customer profile, a niched definition of what a perfect customer looks like. We’re usually looking at a company or segment level.

Next we bring in your positioning and narrative. Positioning is about defining the space your business occupies in the mind of the customer. Narrative is the story you tell to your customers: why you exist, how you help, how their lives will be different. If you have multiple products and ICPs, these still need to make sense together as they explain your focus and priorities.

The ICP is the defined group of customers that you’re solving problems for. These are the customers that your sales and marketing team will focus on attacking to build traction. Think “Fintech startups based in India or Singapore, under $10m in revenue, over $10m in funding, using Stripe.”

Within each ICP, you’ll identify key personas. These are the people and roles that you’ll cater to in marketing and sales.

You’ll want to understand the buyer journey to craft a marketing and sales experience that has the best hit rate for turning those personas within your ICP into customers.

Finally, you can create stage-specific messaging along the buyer journey to drive prospects from problem awareness to purchase, activation, and expansion.

Over time, you’ll either expand your ICP to include adjacent customers, add additional ICPs to cover new segments, or pivot completely to a new ICP as you learn about your product/market-fit. This might require new/additional buyer personas (and therefore buyer journeys and messaging), or different go-to-market motions (for example, adding a self-service GTM).

Where’s best to start?

If you’re attacking a brand new business from scratch, I think it’s best to start by defining your ideal customer profile. From here, you can move down to deep-dive into the specifics of who’s involved and how you can reach them, and move up to build positioning and align the business around a go-to-market strategy.

What would you change?

I think every product marketer probably has a slightly different approach to connecting the dots and I’m excited to hear how you think about how the product marketing puzzle fits together. Drop me a note or comment below!

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

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Sorry, but it’s true. Most demo videos suck.

They drone on about microscopic features. They’re too long. They’re a condescending mess of tacky cliches, awkward video cuts, and rhetorical questions in an attempt to feign engagement.

Just as every stage in the buyer journey needs a different sales deck, every demo video should be tailored to the stage of the buyer journey.

This means that yes, sometimes a 10 minute video that deep-dives into features and technical information can be really useful – for prospects who are far down the sales process and need to review the product async.

That same video isn’t going to work as the call-to-action in a cold outreach email.

Here are three types of demo video that you might need in your buyer journey, and how to frame each video in the right way to drive momentum in the buyer journey.

The explainer video

The explainer video is the one you might be using ungated on your website, linking to in cold outreach, and sharing on social media.

Too many explainer videos actually explain the wrong thing. It shouldn’t explain what the product is and how it works. It should explain who the product is for, and why they should care.

These should be around 2 minutes at most, and answer these key questions:

• Is this for me?
• Does it solve a problem I have?
• Why would we use it?

Explainer videos should be accurate, brief, and clear: and this is what makes them hard. The narrative the video tells is more important than what is shown on screen.

Avoid using screen-capture product videos, because they’ll quickly overwhelm attention and distract from your narrative. And definitely don’t use scammy, ‘whiteboard drawing’ style animation with stock images.

I really recommend investing in an explainer video using a video agency or freelancer who can walk you through the process, give you pointers, and make your explainer video work harder for you.

Below is a great example: ‘What is Slack?’.

The ‘tell me more’ video

The ‘tell me more’ video is one you’ll send to prospects when they’re interested in finding out more. Maybe they’ve filled out a lead form and you want to give them some more information, or maybe they need to share something internally with colleagues who can’t make an initial discovery call.

A ‘tell me more’ needs to convey the same information you’d share in a 5 minute elevator pitch, but hopefully in around 2-3 minutes.

Here, we can expand upon the same narrative we used in the explainer video above to add more color. The video needs to identify:

• Who the product is for
• What problem it solves
• Why the customer would use it
• What the product is
• How it works
• Any results or proofpoints

These can be more in-depth but still light enough to cover the key points in an engaging way.

Below is an example of a ‘tell me more’ that I created. I’m not saying it’s great – it’s definitely too cringe – but I’d definitely give it a B+. If I were to redo it now, I’d get rid of the American voiceover, and show more product screenshots in here too.

The walkthrough video

Walkthrough videos are your opportunity to get deep and showcase the best of your product: but don’t forget to always tell a consistent story, grounded squarely from your customer’s perspective.

Depending on the circumstances, these videos might be used as a gated demo, or as a post-meeting resource.

These videos can walk through your product workflows, get nitty-gritty in the specifics of why your product is built the way it is, and show an end-to-end walkthrough of the customer or end-users experience.

They can be longer, but that doesn’t mean they shouldn’t be engaging.

And importantly, these can’t just be product-centric. You still need to explain the importance of each feature and frame how it supports the customer to achieve their intended goals and gain value from your product.

Here’s an example from ~6 years ago, where Alicia and I created a walkthrough video that was originally gated behind a lead form.

Apart from the embarrassing quality (we did it entirely ourselves!), I still like how we framed the narrative from a customer’s perspective, showed how the customer and end-user experiences intertwined, and made it feel engaging with a personal intro and outro from Alicia herself!

Make every video you make work harder

Think about each context you need demo videos for, and what they need to achieve.

Think about what your prospect needs to know from their perspective on their buying journey.

Then unite both with a consistent, customer-centric narrative that focuses on the value they ultimately desire.

Then get creative.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

P.S: If you enjoyed this post, will you share Building Momentum with your network?

The post Nobody cares about your feature-heavy demo video appeared first on Building Momentum.

I care a lot about defining the value that our customers gain from our products.

Not the immediate, tangible benefits they achieve – but the true, ultimate value they derive.

I define value as an element that your customer wants to attain that:

• Is useful
• Is worth the effort (cost, time, energy)
• Is a priority for them

And ideally, all three things will be true. When we understand the true value our product enables customers to achieve, we are able to sell faster, charge more, fight commoditisation, and market more easily.

Value is deduced from the work we do to discover our personas. The patterns emerge in broad-to-narrow customer interviews as we understand more about their jobs (common activities), gains (personal/professional/organizational desires), pains (marks of failure and frustrations), and triggers (motivations to search/switch/buy).

This process can be messy. And sometimes it’s easy to miss the woods for the trees as value becomes less tangible, less related to how they use the product, and more about the tangentially-connected outcomes they’ll be able to achieve.

In my positioning process, I used to just extract value themes and then go straight into messaging, creating value nuggets that tie back to product features.

But as I rolled out more messaging to larger teams or in more complex arenas, I noticed that we had to go further, and give frontline sales and marketing teams the context of where our customers are today, the challenges they’re facing, and then showcase how fixing the problem enables value.

Introducing the value story

I use the SPIN selling framework as a foundation for telling a story about what our customers are doing, why that’s not great, and how much better life could be.

Here’s the framework:

• Situation:
  • Today, our customer is… (what are they doing, what’s the situation that sets context for the value?)
• Problem:
  • However, …(the limitations or challenges that they’re experiencing)
• Implication:
  • This means…(what’s the downside of continuing in the current way?)
• Resolution:
  • By… (what does fixing the problem look like, not necessarily your product)
• Value:
  • … our customer will…(detail the value they can gain)

Using the prompts for each section, it’s possible to craft a simple narrative that helps build empathy with customers.

It starts by detailing the situation our customers finds themselves in. Today, our customer is doing something – a painful process, achieving mediocre results, or struggling to make sense of something.

Then we learn the real problem they’re facing. The problem is not the situation; the problem is a blocker that prevents them from advancing.

Next we learn the implications of that – a core part that many gloss over. This is where we uncover the pain, the lost opportunity cost of what they could achieve.

Then we address the resolution. What steps would they take to fix the problem? This probably shouldn’t be anything to do with your product.

Lastly, we drill down on the value. By solving the problem, the customer will achieve a value.

Example

I’ll use the same example as I offer for value nuggets; that of Xerox, and how they moved from selling printers based on features, to instead sell the value of increased student education performance (read more on that here).

• Situation:
  • Today, our customer is… a school administrator, responsible for delivering quality student education experiences whilst managing slim budgets.
• Problem:
  • However, … students find it hard to retain information from their black-and-white workbooks, and there’s limited budget for alternative study methods
• Implication:
  • This means… students may not achieve good grades, reducing the school’s performance.
• Resolution:
  • By… printing workbooks in color, students will be more likely to focus and retain information, and
• Value:
  • … our customer will… provide the best possible educational experiences while managing year-over-year budget pressures

Using value stories

I find value stories an invaluable way at every stage of the positioning and messaging journey.

It helps sanity-check whether the ‘value’ is really important, or whether it’s missing an important point. It helps recenter messaging around the challenges and intended outcomes, providing structure. And it’s so useful for training sales reps on specific use cases, building a simple narrative to frame pitches, and for building website/marketing copy.

Ultimately, this is a simple way to help frame customer context for almost anyone who needs to get up-to-speed. We’re not using jargon or business-speak. We’re simply trying to detail what our customers are facing today, and how solving their problem will help.

Extract value, don’t make it up

It’s important to restate here that value stories shouldn’t be built on anything that sounds good. We can’t position based on assumptions, and we can’t just assume our customers think about.

We need to learn from our ideal customers through interviews and research.

Buyer personas must be discovered, not created.

Value stories must detail the challenges that our customers are facing.

This allows us to connect the dots and create messaging showing how our product supports customers in achieving those outcomes.

And only then can we position ourselves effectively in the minds of our customers.

Good luck!

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

P.S: If you enjoyed this post, will you share Building Momentum with your network?

The post Telling ‘value stories’ to guide your positioning appeared first on Building Momentum.

Let’s be honest: if you’re struggling to gain traction, there is no silver bullet that kickstart your growth.

I’ve seen this exact situation play out time and time again. An eager CEO or VP Sales, dismayed at plateauing growth (or worse), pins all hope on ‘the next thing’ to change the game. The next thing comes, and… as predicted, the results aren’t as expected. But never mind; “The next thing will help!”

There’s definitely a lot to say about keeping motivation up, or creating a reality distortion field to eke out extra performance. But a white lie can quickly snowball and create mismatched expectations which leads to ambiguity and inertia.

Traction is tricky to define, but people generally refer to it as top-of-funnel lead generation, sales revenue, and ‘being seen’ – a mixture of qualitative feels and quantitative evidence.

There’s no quick fixes, only work. Here’s some tips to help overcome the challenges you’re facing.

Positioning is strategy in action

The way you describe your product in your customer’s world is a vehicle to define your go-to-market strategy.

• Who is your customer, and what’s going on in their world?
• What value do they desire – and how does your product help them get closer?
• What are the features that matter – and how do you communicate that?
• How are you positioned in the market, against competitors, and priced?

But most of the time, the concept of positioning is relegated to just marketing fluff, ignoring the strategic process that goes into it.

Here’s how you remedy it.

Firstly, get your assumptions out on the table: who do you think your customers are, and what do they value? I recommend doing a customer empathy map to see not just where you and your team are aligned, but where you have low confidence – and where the gaps are.

Positioning (and strategy) is much easier when you are the thing for someone, rather than something for everyone. Focus on niche customer segments: a group of people linked by a common pain that they’ll pay to solve. You can’t please everyone either. Make the hard decisions and say no to certain segments.

The definition of positioning is “to occupy a space in your customer’s mind”. How are you supposed to do that effectively, if you don’t understand their world?

Research is key to that. Don’t just think about your product – look to build empathy with their broader jobs, pains, gains, and triggers.

Then look at how you differentiate. It’s much easier to compete for a customer, rather than compete against a competitor. Know the customer so well that you’re positioned as the best option for them against all others.

Once you’ve understood your customer and what they need, think about how you communicate to them. Elevate away from technical features and simple benefits, and instead focus on communicating the holistic value you customer desires.

Lastly, get creative! Step up your messaging with language and tone-of-voice that drives action. Life is too short to use boring words.

How does your customer buy?

The process that your buyers go through, complete with the questions they have, the touchpoints they interact with, what they need to move to the next stage, and who exactly is involved.

This process will broadly look like:

• Identify a need
• Explore how to solve it
• Evaluate solutions
• Negotiate and purchase
• Adopt
• Expand

At each stage, you can identify and rank opportunities to feed into marketing (like the channels and messages you use), sales (e.g. collateral, narrative, and process), and product (e.g. onboarding flows, product improvements, and so on).

Force progress through product launches

If you’re investing time and energy in building new product features, whether to support existing customers or to help attract new ones – but not planning how you introduce it into the world – then you’re missing out on free energy.

Haphazardly announcing a feature on social media isn’t a launch, and a blog post announcing a feature that nobody reads is a waste of time.

Developing a tiered approach to launching features will help you standardise how you release products out into the world. Think about the five A’s of feature releases: audience, awareness, action, affinity, and accountability.

Don’t just think about launches tactically either. Plan activity from first principles from the perception that you want to convey to your customers, your prospects, and others in the market.

There’s no silver bullet, only work

Traction depends on everyone putting the same step forward at the same time.

Positioning is the embodiment of your business strategy. Your buyers journey is how you meet them in the marketplace. And your product launch strategy is how you build perception, time after time.

Good luck!

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

P.S: If you enjoyed this post, will you share Building Momentum with your network?

The post Traction trouble? Here’s where to start. appeared first on Building Momentum.

In the UK, traditionally ‘Media Studies’ further education is considered to be a ‘Mickey Mouse’ subject – a pejorative way to tarnish ‘soft’ topics against harder subjects like maths and science.

But you know what? Unlike algebra in maths, I actually learnt a ton of stuff that I still use in my day-to-day work.

In this post I want to explain two big theories that you can use to build stronger and more resilient narratives in your marketing, positioning, and sales narrative.

Todorov’s Equilibrium Theory

This theory is applicable to nearly every story I can think of: a core component of the narratives that govern, influence, and form our world.

What’s the theory?

There are five stages:

1. There is an equal balance and initial equilibrium.
2. The equilibrium is disrupted by an event. (Disequilibrium)
3. There is recognition of the disruption occurring.
4. There is an attempt to repair the damage done by the disruption.
5. A return or restoration of a new equilibrium at the end of the narrative.

What does this look like, in practice?

Think back to your favorite movie: it starts with an equilibrium, where context is introduced. Quickly, an event happens that causes damage, whether physical, mental, or emotional. The disruption is recognized, before our protagonist goes on a journey to fix the issue, right the world, and win the affection of the love interest.

In business we can think about the stories we tell our prospects:

1. The world used to be fine: things worked as they were meant to.
2. Suddenly, something happens: a world change, a technological innovation, a new challenge
3. You feel the pain of it through these metrics, these are the symptoms you face as part of that problem
4. But, you can fix it with our product – this is what the process could be like
5. When you’re live, you’ll be back to normal – and seeing even better results

How can we use this?

It’s no longer as simple as thinking about the beginning, middle, and end of a story.

When understanding, building, and training narratives we need to think about the full picture, and this theory helps:

1. What was life like before?
2. What happened to disrupt the equilibrium?
3. How was it recognised?
4. How can it be fixed? What does that journey look like?
5. What is life like after?

Using Equilibrium Theory can help you build more empathy for customers, grounding your work in their lives.

Propp’s Character Theory

Once you understand this, you’ll see this theory in use in every movie you watch – sometimes it’s a trope, sometimes it’s done with more consideration.

What’s the theory?

Every story has characters that fit into these seven archetypes

1. The protagonist/hero (the character around whom the action revolves)
2. The antagonist/villain (opposes the hero)
3. The dispatcher/boss (sends the hero on the quest)
4. The helper/sidekick (aids the hero)
5. The donor/fairy godmother (gives the hero advice or a useful object)
6. The princess/the girl (motivation & reward for the hero)
7. The false hero/the betrayer (often a helper who turns on the hero and is punished)

They may be a ‘sole’ archetype, or fulfil several roles during the story.

What does this look like in practice?

Let’s take a fairytale example: Little Red Riding Hood

1. Protagonist: Little Red Riding Hood
2. Villain: Big Bad Wolf
3. Dispatcher: The mother, sending LRRH to her grandmother’s
4. Helper: The woodcutter
5. Donor: The woodcutter, with an axe
6. Princess: LRRH
7. False hero: The Big Bad Wolf, for pretending to be the grandmother

How do we apply this to SaaS marketing, you ask? Let’s take Drift as an example.

1. Protagonist: The prospect’s marketing team
2. Villain: Forms!
3. Dispatcher: The end-customer, who hates forms
4. Helper: Drift
5. Donor: Drift, and their platform
6. Princess: The end-customer, and their money!
7. False hero: Forms, pretending to be good ways to ask for details from prospects

How can we use this?

Whether you’re aligned to Andy Raskin’s World Change framework, narrative design, or any other narrative framework, are you missing elements that could help you tell a stronger story? Do you understand the full scope of the characters, roles, and actors that are performing in your market, and within your marketing/sales narrative?

By better understand the roles that your internal and external stakeholders play, you can reframe conversations, think bigger, and develop new ways to guide the narrative in your favour.

Layering theory will simplify, not complicate

Whenever I mention these to people, the most common response is something like “That sounds too complex.” And my response would be “Yes, because simplification is complex by design.”

When we start with well-researched and validated frameworks or theories as a basis for our narratives, we’re able to save time and cognitive energy. Not only is it easier to shortcut initial thoughts, but these systems and tropes and stereotypes are embedded in the minds of our customers, thanks to the modern media machine. The frames already exist for you to build from.

Just don’t forget to use these frameworks as inspiration, not instruction.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

P.S: If you enjoyed this post, will you share Building Momentum with your network?

The post Applying literary narrative theory to B2B positioning appeared first on Building Momentum.

Why, you ask?

The first time was legitimate; an acquisition meant the product offering had fundamentally changed.

The second and third times? Each time a new CEO started, fresh with ideas and forceful on expectations.

These were, obviously, bad ideas. Repositioning is fundamental change, and change is disruptive – it’s no small decision.

Many marketers will be part of repositioning projects, whether for a small product line or for the entire business. Sometimes, they’re justified with good, honest signals indicating a repositioning would be a strategic good decision. In other situations like my example above, repositioning projects can be frivolous – a waste of time, effort, money, and momentum.

Let’s take a look.

Warning signs to watch out for

The HIPPO’s ego

Your CEO struts in, pitches you the new position they’ve been thinking about, then drops the mic and leaves the room. In their wake, a trail of carnage follows. One rogue shower idea turns into a highly disruptive and expensive experiment, destined to fail.

Aside: one CMO wanted to reposition us as marketing software for the ‘everyWEAR consumer’, as a cringe-inducing portmanteau of both ‘everywhere’ (i.e. mobile-first, location-based) and ‘wearables’ (i.e. smartwatches). We had to fight surprisingly hard to prevent this monstrosity from seeing the light of day.

Competitor moves

Certain industries are just more attune to sheep syndrome. The Metaverse is a good example – suddenly, every big tech brand has a metaverse play.

Competitor repositioning is FOMO in action.

Do they know something you don’t? Whatever they’re doing, they’re doing it in a big way – that means they’re confident in it – so let’s get in on the action too! We need to hedge our bets, right?

Except… you are not your competitor. You don’t have their business, their product, customers, financials, strategy – or lack of.

Broad sales execution challenges

When the pipeline is looking empty and the win rate isn’t looking good, it’s tempting to change course — often in a big way.

If only we talked about X, instead of Y… We’d be closing more opportunities, I just know it.

And then, you embark upon a treacherous journey: sailing into the unknown with no safe passage.

Especially in earlier-stage businesses, it’s SO TEMPTING to change the pitch for every prospect: spraying and praying that something sticks. While it might feel productive, it’s counter-intuitive – you won’t have a consistent foundation to evaluate your findings.

Repositioning — and the need to reposition — can sometimes be a smokescreen to cover for an (ineffective) tactic-led sales approach.

Reliable signals to keep in mind

Product offering has legitimately changed

If you’ve made an acquisition, added a new product line, or developed new capabilities that vastly change the outcomes your customers can achieve, maybe it’s time to review your positioning.

But not always – P3 or P4 nice-to-have features can sometimes get blown out of proportion in your internal echo chamber, when actually the customer impact is negligible. Sanity check whether new features can really have an impact before spending the time and effort to reposition.

New unique, unconventional wisdom unlocked

Unconventional wisdom is a great way to stand out from your competitors, re-educate your customers, and develop a strong sales and marketing narrative that drives urgency and demand.

When you discover or develop this unconventional wisdom new doors open. It’s broader than just product features – new approaches for sales, marketing, product, and the rest of the business start to click into place.

Obviously, test and validate your unique wisdom first – but it’s a great way to make noise, especially in crowded marketplaces, with an entirely new way of looking at the market.

Customer patterns and feedback

The literal definition of positioning is “to occupy a space in your customer’s mind”.

So as you win new accounts, your ‘best-fit customer’ will change.

As you continue to sell and market and support to them, you’ll learn much more about what’s going on in their minds – new hopes, dreams, and fears that can enable stronger positioning.

Customer feedback is often under-used as a source of market insight. David Cancel, CEO of Drift, once wrote about how customer questions that begin “how do I…” actually aren’t about product features, but highlight a product marketing issue. Their expectations are such, because of your positioning, messaging, and experience.

Specific sales funnel challenges

Above, I talked about how broad sales challenges are a poor signal: do not reposition ‘just because’.

However, specific sales funnel challenges can be really great indicators that you need to revisit the way you present your brand to the market.

When you’ve identified specific challenges – like poor discovery-to-opp conversion rates or low win-rates – you’ll be able to first evaluate the sales skills. Are the team well equipped, skilled, and knowledgeable enough that skill is not a barrier?

If you’ve reviewed the team and found no skill problems, you’ll find positioning issues as an aside. Start there!

Tip: always be proactive

Positioning is like an evolving fabric that connects your customers and the market to your product and sales/marketing experience.

There will always be holes and gaps. You won’t win every opportunity, or beat every competitor.

So long as you make proactive decisions, you can’t lose. Take the time to think about your positioning strategy and how you can grasp it by the horns to build momentum and avoid inertia.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

P.S: If you enjoyed this post, will you share Building Momentum with your network?

The post When should you reposition your brand? appeared first on Building Momentum.

Earlier this year I was on the Competitive Enablement Show podcast with Klue! We covered a lot of ground, talking about some successes and failures, and how I think about competitive differentiation.

Below, you’ll find an edited transcript of our chat!

What was the inspiration for starting Building Momentum?

About five or six years ago, my boss told me that I needed to write more, to grow my personal brand but also to help others in that same situation. At the time, I was like, okay, yeah, sure….

But during that time I’ve needed to learn all of this stuff to help me. I’ve been looking for stuff online to help me get through the same kind of challenges that I’m writing about now, things like:

• How do you take a product from zero to one?
• How do you build positioning for the first time as a first time?
• How do you think about your sales process and start to map back to the collateral that you need?
• How do you think about competitors?
• How do you start to understand who could be against and how you message to that?

There are so many bits and pieces that people need on that journey. And I just decided to start writing. I actually started my Substack, I think in November or October last year. And it took me until February this year to actually publish a post.

But now I’ve been doing it since February religiously. It’s done so much. What makes it really good is that I get loads of people saying that it’s really helped them solve challenges and just learn more about what product marketing is and how to do it. So it’s really nice to see that, giving back to the community as well, and how I can help other people on that journey.

Where have you seen people fall short in terms of truly explaining how they’re different to the buyer?

I’ve seen it a lot. It’s when people are really close to the product and not necessarily in tune with what customers are thinking about. I think that one of the traps we fall into, is that we will think about how we differentiate through the lens of that product and the business, the features they’ve got, stuff like that.

But the question they should be asking is how are you different through the eyes of your customer instead of the buyer?

In most situations, your products are probably not going to be super different. You’re probably going to have, a couple of key differentiated features, but you’re probably targeting that same core group of customers as somebody else. And that means you have to work much harder to try and win them as a customer.

I think the next trap that I see a lot, is people go as far to describe the benefits their product delivers, like, how it will you save your time, do more with less, you can save money… and that’s cool, but it’s not necessarily useful.

People can still achieve those outcomes with a ton of different solutions: that might be competing products, might be people, it might be other solutions, and those benefits aren’t really going to galvanize your prospects.

They’re not really going to speed up that sales cycle, get them super excited to buy.

You’re comparing apples to apples: do you want a red one or do you want a green one?

In those kinds of situations we really have to go much further than benefits. And you’ve got to talk about the real value that someone’s going to gain when they use your product.

What’s an example of where you just were struggling to stand out?

My example is we were struggling to stand out to a customer, to the particular customer we wanted to win. I was at Kayako, which is a customer service SaaS company. I was hired there as the first product marketer.

We had big plans to reinvent the world of customer service, with a really strong vision to take it away from being a cost-center, and instead position customer service as a revenue generator.

We were building a whole new product from scratch and were really determined to fix those scenarios that we’ve all experienced: when you’re in touch with a company and, they pass you on from team to team, you have to repeat yourself all the time. You’re given a ticket number and then the customer service rep just forgets there’s an actual human behind the ticket… Those sort of experiences where you’re not treated as a real person.

So we planned our launch in advance and we followed all of the best practices that you would do to launch a product, to launch messaging and positioning. Wee did interviews, we developed messages, we tested it with our audience and so on. We launched feeling pretty good about it, super confident that we’d done all the groundwork and we’re really looking forward to just seeing everything, go up into the right.

And we landed on this really interesting messaging that spoke to the aspirations of leaders in our target companies. It was all about this new world of customer experience, and we were very excited about it. And so when we launched, we pressed, go on the platform… and everything just completely flopped.

It was awful. We’d gone from adding thousands of revenue a day with our previous product, the one we’d sunsetted, to adding zero in this new one. So two years of work down the drain, basically a total failure at launch – really bad.

We created a war room obviously, because that wasn’t good, we couldn’t sustain that started investigating what was happening.

And we found that in the interviews and research that we were doing, we found that the messaging we had developed just completely wasn’t resonating at all. So that meant people didn’t start a trial. They didn’t request demos. They didn’t buy from us.

So we looked into a bit more and started to analyze well, actually, who was that customer that we’re seeing on the website, and then the sales process, and who are the ones that we’d actually messaged to… and found they were completely different.

So we had messaged to those leaders and executives who cared about all this aspirational value, but the people coming to the website – the people that were discovering the product, taking it forward, championing it – just weren’t bothered at all. To them, our messaging, our website just looked like, meaningless marketing waffle.

There was no substance to it. It didn’t mean anything at all. They wanted tangible messaging, stuff that would speak to the pains, the problems they’re experiencing. They only need a bit of that long-term direction, but ultimately they just wanted to solve today’s pains, get those over and done with.

So we just hadn’t linked that real clear hierarchy from the features and the product that we had built, the benefits that we were delivering through those and the value they could gain.

So we’re in this war room, all sat around desks with dashboards up trying to pull together everything we had. And it was in the interviews we were running that we found our issues.

We were doing win-loss interviews anyway (if anyone’s not doing them, set them up, I’ve got a blog post on how to set that up). But they’re super, super valuable for just keeping tabs on people coming through your pipeline. What happened? Why didn’t they choose you? We literally spoke to probably a couple of hundred people in about a month or two. Just trying to find out, every lead, why did you, why didn’t you choose to go with us?

And it was in those conversations that we found, actually, yeah, like we’re not speaking to the right people. The people on the website, the people that are coming through the pipeline are, manager, titles. They’re not the executives, they’re not the directors. And it was a really quite humbling experience to have put so much energy into the process and feeling confident about it, only for it to be completely dashed at the last minute.

The biggest lesson I’ve learned is that whenever I do positioning now, the immediate next step is to work out what that buyer journey looks like. So mapping out all of those stakeholders that might be involved in that buying journey, and then figuring out where do you message the different levels along that journey? That’s super, super important.

What’s an example of where you had success in differentiation?

At Kayako, I was trying to learn everything as we were doing it. So I was going onto Google, talking to people and trying to figure out how to make these things happen. But at Headstart, I was able to put all of those lessons I’ve learned into practice and that was a really nice experience, comparatively.

So for context, Headstart is a diversity recruiting platform for campus recruiting teams. Big enterprise sales, hundreds of thousands of dollars in software to big 5,000 plus employee companies. And our champions at those companies we deemed as a socially conscious radical buyer.

So these were people that didn’t just care about the immediate benefits of solving those immediate problems, but they had a much longer-term strategic outlook on the overall value of our product and where it would take them as a business.

We found out through research, again, getting on the phone with people, interviewing, trying to find out, what they care about what’s going on in their lives.

And we messaged actually three different kind of frames of value in that process. Firstly was the business value: people needed their business is to be seen as innovative, to show that they were taking big public steps around diversity and inclusion in their market against their competitors.It was a big driver for their clients to be seen to be working with again, socially conscious companies.

The next frame was that kind of professional. So these people were quite savvy. They recognize that introducing those new initiatives would really help their professional standing. It would help them get the new promotion.

It would solve their team’s problems. They’d be responsible for those improved results. It would help them stand out in the job market. They could talk to something that had helped them improve the representation of their intakes and stuff like that.

And then lastly, we spoke to this kind of personal value. These people were like I said, socially conscious. They knew that diversity and inclusion is the right thing to do. They cared about all of these diversity issues. They’d experienced it. And they really wanted to do the right thing, make a real difference in the world.

And so we’re able to merge all of these bits together with a rational and a logical narrative or what I call the heart and brain narrative. The rational brain recognizes the cost savings, the ROI, the cold hard business impact. And then you’ve got this emotional heart story that, is all about the social impact and wanting to do good in the world.

And mashing both of those things was really successful from a positioning perspective and for the business results, our sales cycles and everything like that.

How do you understand the emotional side of your buyer?

The literal definition of positioning is to occupy a space in your customers.

And you’re not going to do that effectively unless you know what else is in there.

So that’s not stuff that’s just related to your product or the problem area that you’re trying to solve. What are they professional post personal goals? What do they believe in? What do they care about?

In this case, we found that these people were in this role because they wanted to make a difference to the talent. They wanted to give every graduate the best opportunities to improve their social standing. And that was one of the big levers for us that we were able to latch onto relatively early on in that process, and see that nobody else was talking about that in the market.

Everyone else was talking about the business impact. Nobody was connecting that back to “what can I, as an individual do to enact change?”. And if you think about this through the lens of 2020 with all of the racial equity protests around the world, it was super, super timely. So much of that opportunity was really heightened in the mind of the people that we were talking.

I think value is something that’s a priority for somebody, it’s something that they are motivated that to search, switch, or buy for something that they need to solve, there is a driving need behind that.

That might be something that comes from in the business. It might be a completely external factor, but there has to be that motivation in there. And if you can find that something that’s really altruistic.

Take HubSpot, for example, with their inbound marketing narrative. Of course, ads aren’t good. They’re expensive. But who wants to be pushing ads on people? You as a marketer would much rather people come to you. And that’s why I think that inbound narrative works so nicely is because it talks about what a marketer can do to improve. And enjoy and be happy at the way they’re doing marketing in a way.

How do you figure out what a buyer deem valuable to them?

It’s all about what the value is.

So a value is an element that your customer wants to gain. So it has to be useful to them. It’s got to be worth the efforts (i.e., worth the money, the time, or the energy), and it’s gotta be a priority for them. Ideally, that value that your customer is going to gain is going to pass all three of those tests.

And the way I’ve found best to discover them starts with super broad customer development, persona research. I think it’s disheartening to see how many companies will talk to customers to sell them or support them, but won’t necessarily talk to them just for learning opportunities, just to, find out what’s going on in life for them.

So I think a lot more people could do that.

What are two or three of the most important or valuable questions that you ask a customer to do like to learn from them?

I’ve got a blog post that lists out 19 different questions, so picking two is quite difficult for me. I think they’re all super, super valuable.

But if I absolutely had to, the first would probably be asking customers how they’ve attempted to solve their problems so far.

And the reason I love that is because you can then start to dig into, how did they solve it or how did they try to, why did it fail? What worked for them? What works you know what didn’t work? Why do they like it? Why didn’t they like it? And you’ll find out so much juicy stuff. You will start to understand, what competitors they’ve used, the processes they’ve trialed and failed at when you use it in sales conversations.

In discovery calls, for example, you also learn where the gaps were in that experience for you to lock up and seal the deal almost really valuable.

I think my second question would be “what’s changed in the last five years that makes our product so much more valuable?”. And that’s really nice for discovering this world change, if you read Andy Raskin’s narrative medium posts, but it’s really useful discovering all of these different trends that are on people’s minds and changes in their world that you might not have thought about at all. It provides a ton of insight into future opportunities for direction, for product, for marketing, for sales.

And you can also follow up with, “what’s going to change in the next five years?”. So you’re going to get ahead of the game. You’re going to be able to ask, from their current pains, their current context, the problems they’ve got right now, what is going to affect that’s going to prevent them, or maybe help them to be more successful and you can work all of that into your plans as well.

How do you merge customer value and the competitive landscape together?

My philosophy, for want of a better word, is that the dominant partner in the market equation is the demand side, is the customer.

And if we can accurately understand the market (which is a group of similar people that have similar pain points or problems that they’re willing to solve to pay to solve for), then that is much more stronger, and almost a shortcut (in context of early stage B2B companies) to momentum.

I think competitors come really into their own when you have that positioning and you’re looking for opportunities, what are the unmet needs? The unmet values that your customers just aren’t served by in the market.

Again, where are the gaps? There’s a really good book about blue ocean strategy: what are you, what could you do that your competitors aren’t doing? How do you fit that on its head?

And if you’ve got that and it’s backed up in evidence by your customers (what you’ve learned from them and what’s going on for them), that puts you in a really good position.

What’s a value nugget, and how have you used it successfully?

So this is something I started playing around with when I was at Kayako, basically in that horror story of a failed product launch.

We needed a way to link the features, to benefits, to the value that people were trying to gain from us. And so a value nugget is basically a way to package those bits up and provide a really clear hierarchy as well, so that you can use it in sales conversations or in marketing material. It makes a really good layout for a webpage, for example.

It’s comprised of those three bits in total. Firstly, what’s the value, the attribute or state that a buyer hopes to obtain?

The value is made up of one or more benefits: the advantage that a buyer gets when using a product. So it’s something that’s tangible that you can report on it, for example, usually, or it starts with a verb. And so an example might be, save time, increase customer satisfaction, increase, win rates, that kind of stuff. Those benefits gained by one or more features.

Again, you’re able to see this kind of hierarchy. Value is delivered by the benefit, which is delivered by a feature. And so that might be a specific piece of product functionality. It might be something less obvious, like an integration or a report, or it might be something that you wouldn’t think of, like a modern, clean UX, a design consideration, or, even service support, dedicated account managers, service features.

And then in the post you can find one of the things that I really like about it, is being able to move up and down that value nugget by asking why on the journey up and then how on the journey down. And this is good because it forces me to think about making it easy to navigate, but also ensuring that there’s real tight alignment between the features you’ve got and the value you say that you’re going to deliver.

And so it’s really key to building that cohesive narrative, and make sure that you’re not just selling your product, but then you can work backwards and start to build what you sell as well.

I used that at Kayako. I’ve used it everywhere since then, so it’s battle tested.

I did a blog post talking about Xerox and a story from the Challenger Customer book. If you’ve not read it, it’s where Xerox went from selling printers to K-12 school districts previously based just on their functionality — so printing color, that kind of stuff — to selling instead on how those printers led to increased student performance.

And so that’s quite a jump to say, “our printers are going to help you deliver better school results, increase your performance”, but is a really good story of using that research, discovering these kinds of unmet needs, being creative with messaging, and then, ultimately all holds up in this value nugget framework.

And so the example, one of their features is the ability to print full color workbooks. And so if we’re going to use the ‘why’ on the way up, why is that useful? That’s because it’s proven to encourage higher student performance.

Okay. So that’s great. And why is that important? Because it provides the best possible educational experience while managing budget pressures.

And so then we can ask how on the way back down, and one of the other benefits that is supporting that value. So the budget piece, how does it help support budget pressures? Because those educators can incorporate color without adding costs and how, because they have a on demand print feature.

And so when it’s laid out, you can go and find that on my newsletter, but you can see this transition really nicely all the way from those features to benefits, to value and all the way back down again, nicely packaged up.

And what I like about it as well is that it’s easy to train that narrative with sales teams. I found people pick it up really easily, especially you can give them a little cue cards for that kind of stuff.

And also for consistency, once you’ve got this real tight defined narrative that you’re using, you get everybody talking the same consistent story. And I think that’s always a good thing,

How do you track and think about lesser-known competitors?

So I think in some situations it’s helpful to think less about the terminology of competitors and more about, alternative solutions.

It’s broader. It gets us thinking about the companies we compete with day-to-day and gets us instead thinking about the solutions that people might be using to achieve those similar kinds of outcomes.

So some of them will be those direct competitors. They’re obvious, you’re familiar with them. You compete with them in most deals. You probably might also find these kinds of super niche solutions that might be set up just for one type of customer, or one really specific use case. I find that most companies will have them on that radar and individually they are not a big threat.

But when you look at them as a kind of lumped group, a single chunk on your market pie chart, that group is probably going to be bigger than you think. And I think most people should think about that a bit more.

How do you tackle a bigger number of smaller competitors?

It is tricky because of the volume of them. This is why, (again, caveating early-stage B2B) is that by focusing on the customer that you are best set up to win now, or in the near term is a shortcut to that kind of stuff.

So rather than focus on potentially all of the potential competitors, you’re much more focused in who your customer is. And that helps you build momentum through that.

I think it’s also interesting if you think not just about the software solutions as well, that compete with, so there are tons of other people-powered, but also other solutions that companies might have already that you also competing with that you just wouldn’t think about, homegrown solutions and, for example, there’s always a developer that thinks they can build whatever they need in a week.

There are going to be some businesses that have JIRA, for example, really big, heavy features that a marketing team might want to use a Asana, but they’re probably not going to get approval for that at all. If you’ve got a recruiting team willing to use Greenhouse and the company is paying for the Workday HRIS platform? Probably not going to happen.

So you’re competing with software already in house, these kind of existing vendors. Then you’ve got all the people: freelancers, consultants, agencies. Actual people, employees who can solve the same problem just through, data entry, for example or customer support, assigning tickets.

For example, in customer service, there are software solutions that can automatically assign conversations to the right people, depending on all of these factors. Most companies will just have one person or two people assigning tickets to individuals instead. It’s probably more expensive in the long run, but they just don’t know that another thing exists out there to solve that.

And so when we kind of position against these non-software competitors, we get an opportunity to be much more creative. The process is still the same: understand what unmet value that customer wants to have. And then in the actual execution you can get away from differentiation against products, because there’s not another product that you’re competing against.

It’s a trying to make sure that this person knows that you exist, that you can solve their problems. So you’re not trying to eke out the slightest element of feature differentiation. And instead, you’ve got this huge canvas to explore. And there’s so much opportunity within that to really speak to that core value that your customers really hoping to wants to needs to attain in their day-to-day.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

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The post Podcast: What does it take to differentiate? appeared first on Building Momentum.

I recently sat down with Ishara Naotunna, behind the Spill The Marketing Beans podcast.

In 28 minutes, we got through so much, including: my battle-tested positioning process, the types of customers you should talk to and who should be involved, how to test new messaging, how to activate messaging internally, how to know you need new positioning… and much more!

Watch the video below, or read the slightly-edited notes below!

Transcript

On the traditional positioning statement…

I think that the standard positioning format statement that everyone uses is probably the worst thing that could happen in, especially in SaaS, because it reduces our value of our product and what customers, one down to just a statement that gets repeated and parroted.

Nobody really believes in it. It just becomes meaningless words.

On my positioning process…

So my positioning process, I call it customer-led value positioning. Because it does what it says on the tin. It is focused on who our customers are. And we’re trying to understand the value that our product delivers them.

Get assumptions on paper first

So that process generally starts by trying to get all of the assumptions out that our core internal team have about who our customers are, what they want to achieve, and what the value is that our product delivers.

The reason we do this is because otherwise later in the process, you’re going to have all of these biased assumptions come up and you’re going to be finding reasons to include or exclude them later on, rather than having a really honest conversation upfront, and asking, “how confident are we about this specific thing?”. If a CMO or a product manager has this one belief, it’s a good opportunity in the research that we’re going to go do to test whether that is true, or whether it’s just a one-off that we’ve seen in one customer.

We really want to try and find patterns. Positioning is about patterns. And so that’s really cool, getting those assumptions out first of all, super important. The output of that is something called a customer empathy map. And we use that as a really rough basis to guide our customer research that we’re going to do.

Do customer research

I have a list of like 19 questions that I rely on and try and get a good enough spread across all of them from maybe 10, 15 interviews if we can.

Those interviews are with customers. They are with prospects, with people that we know in the market, analysts, other people that have some knowledge around the problem space that we’re solving. Those questions fall into four categories.

The first part is about segmentation. Who was the person that we were interested in? What do they do? What’s their job? Who do they report to? All of the kind of standard stuff that you might as.

The next piece we want to ask about are the general problems that they have, so problem discovery. We’re trying to get a really broad view of who our customers are, what they care about, what’s going on in their day to day, stuff like that.

The reason we do that, and start really broad, is because the literal definition of positioning is to find a space in our customers’ minds that we can occupy. How are we going to do that if we don’t know what is already in their head?

So we have to start super, super broad, and that might be specific software challenges, like they’re trying to do this specific thing with this category of software, or it might be professional goals. They want to get a promotion that’s on their mind at the minute, or they might have really personal goal, to make them more money, or save time so they can go home and do other stuff.

After we’ve done that, we have the opportunity to dig in a bit more on the problem that we think those customers have. And so we’re validating that problem to some extent. And so we’re trying to ask questions about how, does this affect you? What other impact does it have?

And then lastly. in this questioning process, we’re trying to understand, after giving a brief explanation of what our product does, how it would work for them. Would it save them time, how do they think it would change their life? What would the ultimate value and benefits be, from their perspective?

So those four sections give a ton of data. The next step is to just go through and find all of the patterns amongst those and try to understand where are the big things that we might want to rely on later? What are the top important themes that are coming out?

Create personas

So we’ve got all of our assumptions out, we’ve talked to customers. The next step for me in my process is creating personas. These aren’t personas in the kind of usual fluffy marketing sense.

We’re relying on evidence, not assumptions, and we’re focusing on four key elements: their jobs, so the responsibilities and their day-to-day activities, tasks. Their pains: things that frustrate them, annoy them, they want to get rid of. Elements that they want to gain, things that they would love to have, things that they’re trying to achieve.There’s not always necessarily an opposite pain to gain, but sometimes there is. And lastly, their triggers, or the motivations, what’s galvanizing someone to take action, to search, to switch or to buy something.

So we have a really nice tight understanding of what our persona is. And you might have two of them or three of them, depending on how many people are in your kind of core stakeholder group.

Extract customer value themes

From there we then get to the really important part, which is trying to extract the value the customer wants to achieve, wants to gain. That might be solving a pain. It might be reacting to a trigger. It might be achieving something, or doing a job better.

I have a quite tight definition for what the value should be. I think a value is something that is useful to the customer, it’s a priority for them – so there’s some urgency behind it – and it’s something that’s going to be worth the cost, the time, or the effort to make it happen.

Ultimately the value should meet all three of those. Otherwise it’s, fine, but it’s not going to be as strong as it could be. And so we run all of these values, all of these themes that we’re pulling out in personas and try to identify “does it meet all three” and get some level of prioritization in there as well.

So that’s a really simple way in this process of going from super raw, unstructured data to now, for this customer, we know these are the things that person really wants. These are the things that this person is really going to get use out of. They are really invested in solving it because there’s some urgency behind it. And it’s something that they are going to see a positive ROI from.

Get creative

Super simple. Then we can get a bit creative, which tries to tease out those values and we put them into sentences statements to try and understand how all of the benefits that our features deliver are all linked together.

I have something called a value nugget, which is the hierarchy between benefits features and proof points. So we try and package all of these up together and you’ll have multiple value nuggets.

But the interesting thing about them is that you can move up or move down really easily. So you can move up by asking “why” and moving down by asking “how”. Say you are starting with the value that we help you save time.

Why is that important? Because of this particular benefit, you’re going to be able to do something else that’s more valuable instead. Why is that? Because we’re going to help you do it through these particular features in our product.

And then you can move up in a similar way, by asking how, and it’s a really easy way to train out as well with sales teams, and really easy to give to marketers, to create website copy as well.

So all of that gets wrapped up in a tagline, a slogan, the typical things you might see on the top hero section of a website page. Just a really brief description of all these things for our customer. How do we summarize the ultimate value and benefits that our product delivers?

And we see how that goes.

Launch, test, iterate

We put the positioning out to test it. We message it according to the different channels, we try to prove out confidence in it. Is it successful in the ways that we want it to be? Whether that’s through the sales reps, through pitch decks, through outbound emails, through Google ads. Ultimately we just learn more, iterate and it just becomes a really nice self fulfilling prophecy. As we get smarter, we get more focused and we get more confident about what we’re doing.

Should you frame customer interviews with assumptions?

Often you’ll start the conversation with something in mind.

The last part of the interview is going to be validating your product. So you’re going to give them a really quick detailed description, and then ask them “what do you think of that? How do you think you would benefit?”

Often you’ll start these conversations and as you learn more about who they are, what’s going on in their life, you will often see a light bulb switch on in your mind, where you slightly twist the description that you’re going to give of your product in a way that opens it up, that is different from what you had originally. And that’s really interesting. We’re start to see how people doing the interview react slightly to what we’re hearing from customers.

And when that happens, it’s actually better than having a really strict and discrete description. Because again, we’re trying to learn, we’re trying to find the edges of what our positioning should be. And that’s really interesting to see happen.

What type of customers should you speak to in the positioning process?

I usually rely on best-fit customers. Again, this is an assumption and there are different ways to look at it.

Best fit for your business might be the ones that deliver the most revenue. Or it might be the customers that are the most evangelistic about what you’re doing, or the customers that have the best product/market fit with today.It really depends on the stage of your business, and what you think you need next — that can be difficult to determine.

But you don’t just want to speak with happy customers, because they’re only going to tell you what you wants hear. So you want to try and understand from customers from across the spectrum really.

But the most important thing I would recommend is to look outside of your customer base. To speak to people in the market. Purely because if you think about the average website conversion, you’re probably only getting 2% or 3% of visitors to your website that convert to leads. That means you’re missing out on 97% of people that came to your website who weren’t interested enough.

And so by really learning from those top of funnel, potential prospects and customers, that’s where you can start to understand where are the edges of my customer base or my ideal customers? Is there more we can do to expand that pool, or maybe we need to be more focused on excluding some potential customers as well?

Who should be involved in the positioning process?

I found that it works best with five or six people maximum. The reason we want more than just two or three is because some of the work we’re going to do is about looking for patterns. And so we want to split up groups so that they can do effectively half the work each, and then review what the other has done to check for mistakes.So there’s a logistics piece in there.

But also by involving people from the marketing team from sales, from customer success, usually someone from product… I also think is important for CEOs to be involved in this process as well, because ultimately positioning is a representation or even a driver of your business strategy. It’s really cool to get that in that kind of opinion into the room, but also make sure that executive level people are exposed to the insights that are coming from customers.

How do you test positioning?

So it really depends on what the company wants to achieve. Some companies will just be like, okay, we need new positioning: we need to get something out there because we know what we have today doesn’t work.

And that will be really quite simple because it’s just going to be shared among internal people. Do we feel confident that this positioning is better than what we have today? Yes or no? We build up from there, we start to iterate and then launch externally.

The other part is when we are maybe taking in a different angle, we’re trying to test it a bit more slowly. There’s a bit more risk involved. That’s when we need to try and break it down into “what are the things that we expect positioning to do for us?”. So it can’t just be a blanket catch-all, “let’s put it out there, see how it performs”. It can’t just be something that is done super discreetly.

It needs to be something where you’re going to get confidence that it’s doing the job it’s meant to do. You think about software development testing. They will have an alpha process where it’s done internally. They’ll have a beta process where they are testing it with a small number of customers.

So that could be I want a couple of people to pick this up entirely, use it in pitches and see how it works. We’ll give them a couple of weeks to see that process run through. Or with our marketing team, can we set up some campaigns, some Google ads or some social campaigns, for example, that rely on this new messaging to see how it performs.

One of the things I think is really interesting is when you can do all this cross functionally, So in my experience, what we’ve done is pulled together a tiger team: a really cross-functional group of five or six people from different teams, give them this messaging, this new positioning and say “hey, go and put this into action with this group of customers, and over five or six weeks, you will have much more information as to how it needs to improve, what works and what doesn’t work, and what you need to do to build more confidence in that.

Positioning isn’t going to be something that you set and forget, it’s something that needs to be visited over and over again. We’re never going to have a hundred percent confidence that positioning is good, or better, or works: it’s just something we’re putting out into the world, building our confidence in over time.

How do you activate positioning in your business?

So let’s imagine that you have done with the testing and you’re really happy with it. Now we’re going to present it to the rest of the business and say, “hey, get on with it”. The worst thing you can do is do an all-hands presentation and expect people to use it.It’s not going to happen, not going to work well at all.

The activation of positioning has a couple of different levels. The core piece should be about making your customer’s lives real in the minds of your sales reps and the rest of your team. So you really have to bring the customer to life.

Literally, if you can, do interviews, do all-hands interviews with customers, interview them, do podcasts, internal podcasts, anything you can do to help the rest of the team, understand who the customer is, what’s going on in their lives, what they care about. That’s really key because otherwise they’re not going to have anything to ground the value that you’re delivering on later, it’s just all a little bit too abstract for them.

So if we have actually done that piece, and that takes time, if we’re starting to make our customer’s experiences real for our team, then we can train out the positioning and messaging. We can do the decks and the templates and all of this kind of stuff. And it’s much stronger, because it’s connected to really core piece of empathy for our customers.

And that way people won’t just repeat it, it won’t just be parroted like the standard positioning statement is. But it’s something that people can connect to and it’s something that they will embody and have more confidence in themselves, and that’s going to help them tell the story better.

How should you position against a sea of alternatives?

Firstly, I think it’s more important to use the phrase alternative solutions than competitors, because if you ask your customers or potential customers how they are achieving a piece of value, they will tell you… If you asked 10 people, half of them will tell you they don’t do that at all. Or they’ve got somebody they pay to do that. They’ve got an agency or a freelancer. Maybe one or two people will tell you they using software to do that. There’s a whole world of other ways people are trying to achieve the same value.

So if we’re looking at that purely on a software-to-software comparative level, we’re not really going to understand, the real ultimate thing a customer is trying to achieve. Often there will be one or two, maybe three or four competitors that have really similar things. Yeah. The only thing I’ve seen successfully done is by focusing the customer segment deeper nicher become more narrow, because that way you’re not just going to have one small differentiator, you’re going to have the differentiator for this customer, and that is going to set you apart. April Dunford calls it being a big fish in a small pond.

That works really, well. And it also, again, gives you a bit more of a strategy. If you are struggling to compete against one competitor, try and niche away, angle away from the same market. And you will see that not only you’re going to win more deals, you’re going to see more momentum in this whole process as well, because they are seeing much more of their own jobs, pains, gains, and triggers represented in the way you’re going to market.

What are the telltale signs that show a repositioning is required?

The biggest signs I’ve seen are the ones that are qualitative, like feedback from sales reps. And it’s tricky, because sales reps act at very one-to-one level: everything is about this next deal or this deal.

So the role of product marketers in this is to actually try and understand from qualitative interviews, with sales reps, what’s not working and then try and look for the patterns that exist within those.

That, I think is probably the best way to find out there’s actually an issue with core positioning. And sometimes it’s going to be a small thing, it’s maybe not the right frame of reference for example.

Other times, you’ll just have a lot of things that you need to redo completely. You don’t know who you are, what you’re doing, why for some customers should choose you.

I do positioning consulting with other companies as well, and I think the number one reason people come to me is because they have 10 sales reps, and every sales rep tells a different story when they get on the phone to somebody. There’s no consistency in that messaging and that narrative and that’s going to make your product weaker. It’s not going to instill the same values in your customers. And that’s really important: the consistent narrative, consistent go-to market story is really really key.

What should product marketers know about positioning?

I think to get a really solid foundation of positioning, product marketers should really double down on the way they connect data and insights from customers to business challenges they are seeing.

We’re trying to get… almost like intuition when you’re talking to customers, like, oh, okay, yeah, I think this might be a thing. And sometimes we would just let it go.

But otherwise, a lot of times you say, actually, this might be impacting this metric over there.

Because positioning is part of the whole go-to-market system. Sometimes it’s a bit too fluffy and intangible, but again, to understand how positioning impacts business metrics I think is really, really core.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

P.S: If you enjoyed this post, will you share Building Momentum with your network?

The post A customer-centric approach to positioning appeared first on Building Momentum.

If you’re in SaaS, you definitely know about Hubspot’s inbound marketing funnel…

… and you’ll also know it’s replaced by their flywheel:

If you’re in a billing or bizops role, you probably know about the Zuora 9 Keys to Subscription Success.

And if you’re in Customer Success, you probably know of Gainsight’s Periodic Table.

These are all examples of a custom methodology that these companies have developed to help guide not just their product strategy, but their product narrative.

Any company can develop a methodology. Those that do it well are able to stand out, sell higher value, and sell faster by educating their prospects, customers, and the market of a new way to operate.

Why create your own methodology?

There are a few different ways to differentiate from your competitors, but the most resilient option is to have an opinion.

This doesn’t necessarily mean have an opinionated product (but it could do).

It means to have a certain view of how the vertical, industry, and jobs you’re supporting can be done better – usually based on your own unique wisdom.

By presenting a new mental model (if it works!), you’re able to convince prospects that you have the upper-hand, experience, nous, and specialism. It gives you an opportunity to build a stronger product strategy that’s built around the process, cementing your ability to better meet those customer needs.

And, when converted to your sales narrative, you’re able to do one of my favorite types of sales experiences: the whiteboard map. This is where your sales rep can pull out your customer’s challenges and aspirations through discovery conversation, jotting them on the board in seemingly random positions – before going in for the kill and wrapping it all in your methodology. Suddenly, random points become part of an interconnected map on the path from chaos to success. I’ve only ever seen this work well.

Building a methodology: examples

Example 1

At Kayako, we looked to build a methodology for delivering something we called ‘unified customer service’. UCS was part of our manifesto, a new way of approaching customer service strategy.

We began with some principles.

Firstly, the model needed to be built on verbs, active elements that described the core tasks someone needed to master to unlock UCS.

The model also needed to work in a number of different contexts, with prompts like these to guide our thinking:

• The market – The customer service shift means it’s critical that I:
• Our customer’s business – To deliver an effortless customer experience, I must:
• Our customer themselves – To get better at customer service, I must improve my ability to:
• Our product – With Kayako, I can:
• Our marketing – Take a look at this blog post on how to:
• Our roadmap – These features help our customers to:

Lastly, we paraphrased context from Zuora’s 9 Keys guide to set the scene of how the blueprint should work:

• These seven steps serve as a foundational blueprint for building and scaling an effortless customer service experience.
• Some of these may seem more immediately relevant to your business, but eventually all of them have to be addressed.
• While individual keys may be prioritized at different times, a business must focus on the collective set as a whole.
• This introductory guide is intended to outline these concepts in very broad terms.
• This section sets out how these steps help businesses achieve UCS.

For each part of the framework, we added notes on:

• Why the step is necessary
• How it can be achieved
• What the specific requirements were
• Why it’s important
• What’s blocking people from doing it now
• The problem and implication that not doing so presents
• The approach that businesses should take to overcome

After a lot of research, back-and-forth, and experimenting, we developed this:

8 Steps to Unified Customer Service:

1. Capture – Gather the right data and learn about your customer and what they’re doing in real-time
2. Interact – Communicate with your customer on the right channel, at the right time
3. Understand – Apply what you know about your customer and their context to make every interaction as personal as possible
4. Resolve – Provide the perfect response that answers all of your customer’s questions, and head off the next issue too.
5. Measure – Measure the impact of your effortless customer service experience on your business goals
6. Improve – Test and experiment to discover processes that work for you and your customers
7. Scale – Ensure your team, tools and processes are ready for success

We used it in some conversations and validated with customers, but unfortunately never got a chance to use it!

Example 2

At another company, we really needed a framework to help distill our narrative into something that could be repeated over-and-over, turning our product feature set into a toolbox for achieving distinct outcomes.

We distilled what we knew about both the achievements our customers were making and internal thinking about what else the product could support to create a ‘five star framework’. This had real legs, although was relatively short-lived due to changing priorities!

How to build your own methodology

In both of my experiences, we used mostly our internal understanding of our customers and the industry to determine the stages and steps in our methodology. This was fine… but in hindsight, we over-thought it. Without external insight, we were left second-guessing the maturity of our customers and the market.

If I were to do it again, I’d focus solely on our customers jobs-to-be-done map, and use that research to form the basis of our framework.

It’s really important to extract, simplify, and reduce the knowledge you gain into core steps that can be followed and put into practice by your ideal customers. This means if your customer is an advanced thinker, go to the same level. Otherwise, always err on the side of caution and message for the lowest common denominator. Being unnecessarily smart won’t do you any favors.

Think about your visualization from the beginning and involve a designer if you can. Are you a building a cyclical process, a puzzle to be completed, or a maturity framework? This can have a big impact on the way you build and frame your methodology.

Lastly, validate with internal experts, customers, and other friendly folks in the market. Your framework — and the resulting product strategy and narrative you build from it — won’t be successful if it doesn’t resonate with the intended audience.

Show ‘how’ with your methodology

Getting your methodology right can set a solid foundation to break through the market, differentiate in the mind of your customers, and speed up sales by offering not just the product, but the methodology for success. Good luck!

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I read Don’t Think of an Elephant!: Know Your Values and Frame the Debate by George Lakoff, a renowned linguist – and I think it’s a must-read for anyone who works on positioning and messaging for their business.

With decades of experience, Lakoff writes about the US GOP party and their messaging machine — or rather, the foundational cognitive functions they understand to help them build awareness, influence political discourse, and own the narrative.

In SaaS, we can apply many of the same concepts to how we think about our positioning and messaging to drive awareness and influence, define categories, and build narratives.

Without plagiarizing too much, here’s a summary that may help you take your positioning and messaging to the next level.

It’s all about the framing

Frames are “mental structures that shape the way we see the world”. These are built-in, default concepts that guide our psyche and our understanding of life and the universe.

Frames already exist in your customers mind — influenced by their peers, the media, education, and more.

A frame might be a customer’s view of their problem, and the solution they think they need. It might be their opinion of a particular piece of software or brand. It might even be their interpretation of their problem.

Frames are hard to build from scratch, although they can be broken down and rebuilt piece-by-piece.

Frames need to exist to be activated

One of the core concepts is that frames must pre-exist in order to be understood.

Many, many SaaS companies are currently contemplating whether to name a category, or align with another. Popularised by Play Bigger, to differentiate you need to distinguish your proposition away from the competitors by creating a new category.

However some folks have taken this to new, weird, and almost unrecognisable heights. Odd naming that doesn’t quite stick, tangential application of concepts from other industries, and too much verbatim HiPPO (the highest paid person’s opinion) language.

One of my favorite quotes on category creation is from Andy Raskin:

Unless the core concept of the category can resonate that well, it’s unlikely to hit the mark. (See the difference between Drift’s former ‘Conversational Marketing’ category and their new ‘Revenue Acceleration’ category, in my opinion at least!).

Similarly in sales, we want to pitch and have prospects nod their head and agree with everything we say – not scratch their head in confusion, overloaded with cognitive effort.

Repetition works

Lakoff says that repetition is key, broadcasting a message until it becomes an unconsciously held belief.

When done well, category creation builds upon existing concepts and then activates them, bringing them into everyday public discourse. Of course, this is easier to do in our niche stakeholder audiences rather at national-scale political messaging.

Everything you put out into the world should cite the same core concept over and over again. It should build the frame in the mind of your audience piece-by-piece, strengthening the neural networks and priming their subconscious for your approach.

Frame your features

Lakoff uses the ‘tax relief’ framing as an example of understanding a core belief (taxes should be lower) and building the surrounding frame (‘relief’ meaning to release burden).

And we can use the same concepts in the way we name product features. For example, ‘invoice generation’ is plain and straightforward; ‘invoice automation’ feels smart and helpful.

Build the messaging machine

One of the most interesting parts of the book that isn’t covered in detail is the huge messaging operation that sits behind the Republican party. It’s not just the politicians and the policywonks, but a coordinated army of researchers, theorists, intellectuals, training programs, media relations, pollsters, and more.

I think there’s a ton of opportunity to think about building a messaging machine in your business. It shouldn’t just be the product marketing or marketing team who own, test, and iterate on messaging; every team should be brought into the process with a common goal in mind.

• Every team should be trained on the messaging, from the theory to the execution
• There should be clear learning and validation goals to help iterate successfully
• Feedback loops should be obvious and well-managed, to quickly pass learnings from the frontline back to the intelligence center

The book is highly recommended for anyone in the messaging and positioning realm. Buy it, and let me know what you think!

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I bet that you’ve seen bold claims on B2B websites or sales decks and though… nah I don’t believe it. Me too.

Everyone uses statistics and proof points in their marketing but too often, I see claims that just don’t make sense:

• Weird, convoluted language – caveated with a paragraph of super small text

• Odd phrasing to convey a distant impact, when really it’s held together by a thread

• Orwellian language and spin that says something but means nothing

But proof points are really important in B2B marketing. They work to persuade your audience that your product/service works and achieves the outcomes that are important to stakeholders.

B2B must ultimately contribute to revenue generation or cost reduction – proof points are how we show that impact.

How do you determine the proof points you should actually use?

Choosing proof points

Using the wrong stat could be the difference between getting in the evaluation set or not. There’s no point using proof points that your customers don’t care about. Not only do irrelevant stats take up valuable marketing space, they take up cognitive space.

1. Understand value

That’s why it’s important to understand the ultimate value that your product delivers to customers.

Regular readers will know that understanding your value your customers are seeking (and how you help them achieve that!) is the most single important thing you can do to build momentum in your business.

This helps you build the mental model that your potential customers operate in, and help you understand how you position around that.

That might mean focusing less, or more, on the functional features (and their immediate proof points) – and instead, more on aspirational benefits or second-order impacts.

2. Connect proof points to value

Throwing in random stats here-and-there again will confuse your buyer. It’s important to deliver a focused message: you help customers achieve X as a result of Y, using Z – and proving it.

I call this a value nugget.

A value nugget is a way to package up your product features and benefits, while providing a clear hierarchy to navigate effortlessly in sales conversations and marketing.

A value nugget is comprised of:

You can move through the value nugget by asking ‘why’ and ‘how’. This makes it easier to train a narrative and talk track that can be navigated in real-time.

Crafting strong messaging with value nuggets

When using this, keep in mind that your value is probably not an immediate outcome of your product, but rather a second-order impact.

An example I’ve shared before is Xerox. When marketing their printers, they used stats that showed that the impact their products had on school learning and education outcomes – not just how fast their printers were.

How to create proof points

Sometimes, you’ll have stats ready to hand that you can already slot into your marketing. Other times, you’ll have to create them.

A tip: elements of value

Use the Elements of Value pyramid (detailed in this post on competitive differentiation) to see if there are elements you could mention that you haven’t thought of yet.

Ask customers before they sign

A good practice – if it works for your sales process – is to ask prospects for stats during the sales process. Not only can these be used to build a business case and provide fodder for Customer Success engagements and renewal conversations, but you can use them to determine the impact your product has after 3, 6, 9, 12 months of use.

You can ask customers for hard stats like conversion rates, revenue, or volumes. But you can also ask for softer stats that are less scientific, but potentially more meaningful: how many hours they think they spent on tasks, how happier their team are, etc.

Collect these in the sales process, ask successful customers how those numbers have changed – and build from there.

The survey approach

This is something that I noticed a company do before and I love it. It’s not the most scientific, but it does help you create a pool of stats that you can use that tie directly to the impacts your customers are hoping for.

Survey your customers with questions like these:

1. Do you agree or disagree with this statement? [Product] has helped our business to [increase revenue].

2. By what percentage do you think [revenue would have increased] WITHOUT [product]?

3. By what percentage do you think [revenue has increased] WITH [product]?

This approach gets you three great stats:

• The percentage of customers that say your product has helped grow revenue

• The average percentage revenue increase that customers say your product has contributed

• A stat to help you say “Customers say using our product adds x% more revenue than without”

I like these stats because they’re a mixture of social proof and actual impact. Yes, they aren’t scientifically quantified – but if you’re in a pinch, they’re great substitutes.

And in most cases, what your customers ‘think’ your impact has been is potentially more valuable than what it actually was.

“What if our numbers aren’t great?”

If the statistics that matter aren’t great, I have four options.

1. Consider if they are really the best metrics to use

2. Start a cross-functional project determined to improve that number

3. Find other stats that may contribute to the intended outcome but are not directly linked

4. Be honest: “Right now we have X% impact, and we’re dedicated to improving this all the time”

Never lie about stats – always have a doc ready to go that shows the source and calculations if anyone asks, particularly in countries like the UK where the Advertising Standards Authority can ask for proof of claims.

Use proof points to build momentum

Proof points are crucial to show you have real impact on metrics that your customers care about.

Don’t just throw anything down on the website – take the time to consider what stats your customers want to improve, and then find the statistics that will help you get in the consideration set and move the deal forward.

Avoid caveated messaging – be clear, simple, and direct. Honest, upfront messaging is alway the best policy.

How are you using proof points in your marketing? Leave a comment and share your thoughts:

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Positioning can be neglected for a whole number of reasons. Usually, speed of execution throws out any plans for a structured approach to positioning. Shortcuts become common.

New messages, new themes, new features and benefits, new narratives are lackadaisically attached to your messaging without coherent care and attention. “It does the job,” you think. “It won’t be there forever. We’ll revisit it soon.”

But that never happens. The chances of revisiting fades. The messaging just becomes baked in, part of the furniture. Everyone accepts it. Where did it come from? Nobody knows for certain – but everyone uses it, so it must be great.

The slippery slope

Just like a neglected property, everything might look fine on the outside… but inside it’s rotten.

And just like rot, neglected positioning starts to infect everything else too.

New upcoming features are treated the same: a bit of wordsmithing, run it past the boss – and click, it’s on the website.

“Wordsmithing” loses any creativity. It now means “look at a thesaurus and use a synonym”.

“Value” is forgotten. Faster, easier, simpler, time-saving, more efficient, more flexible, the first, the only, best-in-class, modern, all-in-one.

First-order thinking wins. Do this, get that: use our new feature to save time on process.

When was the last time anyone spoke to a customer or prospect that wasn’t on a sales call? Nobody knows.

When this kind of thing happens, it won’t be obvious. It will show up in many different ways. Death by a thousand cuts.

Slower sales cycles. Unmotivated prospects. Falling conversion rates. Tyre-kickers. Team attrition. A big push on sales comp plans and spiffs to grow the pipeline: “the top rep gets a Ferrari”.

Inertia sets in.

Test your confidence

Positioning is a really crucial step to consider thoughtfully in everything you do – whether that’s release a new product, change pricing, make platform updates, or even communicate failures.

Sometimes, you’ll want to run a full positioning project: segmentation, research, value messaging.

Sometimes, you don’t have the time or the need to run a full project. You can get by with a few casual conversations, or a quick email to a friendly customer. Maybe you have solid internal customer-representation from sales, customer success, and product marketing colleagues.

In these situations, measure your confidence.

Are you feeling comfortable and confident that the positioning you’re about to use will hit the mark? Is it resilient and based on evidence?

Or perhaps you’re not feeling sure: the positioning has been developed within your team without any other internal validation. Or it’s really important to get it right, so you need more eyes on it.

Whatever you do, don’t neglect positioning

Be mindful of the positioning messages that you’re creating and putting out into the world.

• Do they fit well, or does it feel discombobulated?

• Are they based on evidence, or are they assumptions?

• Were they developed with care and attention, or were they an afterthought?

Neglected positioning will pull you down and prevent you from making real progress. And as regular readers will know, momentum is the output of focus and confidence.

Can you improve focus (by reducing breadth and increasing clarity) and build confidence (through measurement, testing, and iteration) in your positioning?

Here’s hoping.

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In SaaS, we compete against alternative solutions every day. They might be your mainstream competitors, niche providers, bums-in-seats, agencies, outsourcers, in-house technology, or any other number of categories.

One of the questions I get asked a lot is, where do competitors fit into the positioning process? Shouldn’t we evaluate our competitors and their messaging early on, to make sure we differentiate? But also so we can steal things from them? What are they doing that we should be doing? How do we stand out against them?

However, my belief is that we should reframe the narrative away from competing against providers, to competing for customers. The onus should be on understanding our customer and building the process to win them.

Competitors in the positioning process

The positioning process I’ve developed – that I call Customer-Led Value Positioning – starts with who your customer is.

The reason for this? As we know, the definition of positioning is “to occupy a space in your customer’s mind”. How are you going to do that if you don’t know what else is going on in their head? Key to this is understanding their broader mindspace – their personal, professional, and business responsibilities.

Competitors in positioning become more interesting when you think about the alternative solutions customers use to meet their needs.

In my persona research template, we ask how interviewees have attempted to solve their challenges before. Often, answers to these do include competing products – but sometimes a whole host of other ways people have tried to overcome their pain-points.

By using the alternative solutions your customer is thinking about as a starting point, we’re already focusing on a much more niche and actionable set of insights than just ‘other products in a broad vendor-defined category’.

And then as we go through the positioning process and understand the value our customers are seeking, we look to competitive differentiators. Often, these are features that only we can provide – but as you’ll see in the linked post, the higher up the B2B elements of value pyramid, the more valuable attributes are intangible and experiential.

So if we are:

1. Starting with our customers and the solutions they have in mind

2. Understanding exactly what our customers want

3. Determining how we differentiate with a mixture of tangible and intangible attributes

… then why do we need to think about competitive positioning?

Play offense and defense

At multiple points through the buying journey, our customers make multiple choices that depend if our product will be part of their final evaluation set, where they actively consider our solution against others with a purchase in mind.

But our competitive positioning needs to start way before the evaluation phase. We need to stand out and influence our customer’s thought process, to position our product as a must-have, and others as second-rate solutions.

We can do this through content and through awareness-level tactics, but it needs to be baked into your positioning.

Tip: if you haven’t already, create an eBook on “What to consider when evaluating [category] solutions” right now.

And when we get to the evaluation stage, we need to proactively and reactively message within the competitive context, as well as focusing on the broader customer value and how we meet their tangible needs.

Especially in sales conversations, we need to be playing two games against our competitors all the time:

1. Offense: Proactively detailing where competitors fall down, how we’re better suited to the customer’s needs, and why our value is more important to the customer than that offered by others

2. Defense: Predicting the attacks that competitors might make, explaining the reasoning behind those attacks (whether rooted in reality or in wishful thinking), and reshaping the customer’s idea of what’s important

Competitive messaging

These games need to be played in the language of our customers, in the context of what’s valuable to them – all based on our understanding of their jobs, pains, gains, and triggers, and the resulting value they hope to achieve.

Your top-of-funnel positioning needs to speak directly to the needs of your customer, subconsciously setting the scene to help your potential customers understand the landscape.

This doesn’t mean using phrasing like “the only all-in-one solution”. Can you message that differentiation with more context instead?

This is where unconventional wisdom really comes into play. What is the revelation that only you have foreseen and understood? What elements of value are you uniquely positioned to play and own, and why? What does the customer want to achieve that can only be achieved effectively and successfully when working with you?

Example

I worked with Shipamax, a SaaS machine learning tech startup to update their positioning. We discovered that buyers valued flexibility to run multiple processes with different types of documents through one provider. And that competing solutions were inflexible, requiring a lot of manual setup to process new types of documents. And so we landed on our tagline:

This spoke not only to what the customer valued, but how they differentiated in the market.

Competitive positioning

I think we should move away from a narrow approach to competitors, and embrace a more open approach that focuses on who our customers are, and what they’re trying to achieve.

From there, it’s easier to understand the alternative solutions they might consider so we can proactively position our value and competitive differentiators to influence the customer.

Then, we can play offense and defense against competitors in marketing and sales conversations, and even in how we set and execute product and business strategy.

Let’s stop competing against providers, and compete for customers instead.

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Inbound marketing. Robotic process automation. Customer success. Conversational marketing. Revenue intelligence.

We’ve all heard these categories bounce around, coined by their relevant organizations. Building a category is sexy: take the Play Bigger book, Drift’s meteoric rise in the B2B SaaS discourse, and Andy Raskin’s narrative work as proof.

But most startups worry too much about defining the category they’ll create and eventually win in time, and not enough time thinking about the frame of reference that will give them the upper-hand right now.

What’s the difference?

• A category is about coining the ‘new game’ that the ‘winners’ are able to play, that ‘losers’ aren’t.

• A frame of reference is the perspective through which a product is positioned

A product can be in a category and have a frame of reference. Hubspot is a marketing automation platform (frame) in the inbound marketing category.

I think early-stage startups can deliver better, quicker results by nailing their frame of reference, instead of contemplating their category design journey.

Focus on your frame of reference

April Dunford’s book explains how a frame of reference works with a great example.

Imagine a muffin made from the healthiest ingredients you can find: nuts, wholemeal grains, and all the quinoa/acai/superfoods you can imagine. Let’s call it a diet muffin.

Now imagine two customers:

1. A young bodybuilder really into their fitness who meticulously plans every meal

2. A busy middle-aged mum on the go

Both are equally as likely to buy the product – it’s tasty, nutritious, and can help them with their goals and meets their jobs to be done.

But do you think the bodybuilder is likely to buy ‘a diet muffin’? Or are they more likely to purchase a ‘paleo energy snack’?

Conversely – is a busy mum going to feel like a ‘paleo energy snack’ is what she needs? Or does a ‘diet muffin’ resonate much more with her?

How to determine your frame of reference

There are many elements that can determine or influence the frame of reference you use:

• Who your customer is

• What they search for

• What they think they want

• Market trends

• Competitors, their capabilities and their frames of reference

• Analyst research

Here are some tips on how to deduce the most accurate and potentially successful frame of reference for your product.

1. Don’t be obsessed with creating a category

For the majority of startups, it’s highly unlikely you need to create a category in the first place. At least right now.

April Dunford suggests there are three ways to ‘win’ a frame of reference:

1. Head to head: position to win an existing market

2. Big fish, small pond: position to win a subsegment of existing market

3. Create a new game: position to win a category you create

Remember, a market is a group of similar customers with similar characteristics that are looking to solve a similar problem. Markets are not defined by vendors – they are defined by the customer.

If you are competing directly for a customer, go head to head or look to win a niche part of the market. These strategies don’t require the effort involved to design and launch and market a category – you can ride the coattails of a defined market frame of reference already.

If you definitely want and need to own a category, check out my short post on category design.

2. Know your customer

If I’ve said it once, I’ve said it a thousand times.

The literal definition of positioning is “to occupy a space in the mind of the customer”. It is absolutely crucial to understand what else is going on for them, so we can identify the space we can own.

Look beyond the immediate problem area you are solving. Look to the key jobs, pains, gains, and triggers that your personas and stakeholders have. What are their aspirations? What do they really struggle with? What are they accountable for?

Remember, buyer personas are discovered – not created. Talk to your customers and learn not just who they are, but what makes them tick.

3. Focus on value

Value are elements that your customer wants to attain that is useful, worth the effort (cost, time, energy), and urgent.

Let’s use the diet muffin example above.

• A bodybuilder does not value diet foods that will help them lose weight. But a bodybuilder does value food that provides increased energy with minimal health impact.

• The mum does not value the nutritional benefits of paleo food… but does appreciate a healthy, nutritious snack she can eat whilst out-and-about.

Same product, different value for different customers.

Tune out the tactical and biased internal voices clouding your value messaging judgement, and instead rely on what comes out of your customer’s mouth. Adapt your messaging to their interpretation and beliefs – don’t force your internal product narrative on them.

Even successful category creation relies on the same principles. Category creation must recognize, name, and define an emerging belief and practice that already exists. Gainsight recognized the customer success approach, and coined it. Drift did the same with conversational marketing… but may not be so successful with its new ‘revenue acceleration’ approach.

Nothing lasts forever

We’re not writing the Hitchhiker’s Guide To The Galaxy; the answer to life, the universe, and everything cannot be summed up in two digits.

As you learn more about your customer and the market, and as your product and competitors adapt, your frame of reference is going to evolve. Today you might be an ecommerce customer service helpdesk; tomorrow, a DTC customer happiness solution.

Revisit your positioning regularly – every six months. Test and iterate with your ear to the ground – don’t just make big internal assumptions. Be led by your customers.

The goal of defining the frame of reference for your product – whether entering an existing category or designing a new one – is to build momentum. A successful frame of reference allows you to focus your message for an audience, and build confidence in your execution.

And, if you’re a regular reader you’ll know that focus + confidence = momentum.

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Nearly every first-time founder I’ve worked with believes their new product is a total gamechanger, a completely new, never-been-done-before innovation that’s going to create a category and spark a new market.

But when I work with second-time founders or career CEOs, their new products are nearly always positioned as a step-change to an existing category.

When we look at new products, new categories, or new methodologies that pop up every day, they could all have exponential potential to change your customers life.

But introducing them as truly revolutionary isn’t always the best approach.

The California Roll

In this article, Nir Eyal talks about how Japanese restaurants introduced sushi to the American public in the 1970’s. In a market where fish was cooked, not raw, and seaweed was strictly something found on a beach and not eaten, how could they convince consumers to try something completely foreign to them?

The answer? The California Roll. Rice, avocado, cucumber, sesame seeds, and crab meat – with a small sliver of nori seaweed holding it together.

In a perfect example of new product innovation, sushi restaurateurs combined an existing product concept with the taste preferences of a new market – reducing barriers to entry and serving as an entry point into the world of sushi.

But early-stage first-time founders usually don’t want to create and sell a California roll – it’s not as exciting.

Instead, they create their own version of fugu: confusing, weird, off-putting, even dangerous.

In these scenarios, at a minimum you risk confusing potential customers and failing. At worst, you alienate them and get a bad reputation.

In B2B SaaS however, most likely prospects probably just won’t believe what you’re selling can help them.

Surely, if they have a discrete problem, then they need a tool that solves that – not something completely new that helps them achieve something they’ve never experienced?

So how do you create a narrative that blends ingenuity and innovation with familiarity and comfort? By designing your product pitch around the concept of evolution, not revolution.

Andy Raskin has posted before about how category creation must be based on a new game that your customers see others playing – not just assumptions or wishful thinking.

Instead of a complete revolution to an existing market, can you create and test a narrative around your product as an evolution of an existing process, category, or belief system?

Anchoring

Hubspot did this with inbound marketing: the old way doesn’t work, the new way does. Zuora did this with the subscription economy: people don’t want to buy anymore, they want to rent. Drift did this with conversational marketing: people don’t want to fill out forms, they want to talk to companies.

By anchoring to existing formats, you’re reducing the cognitive load on the customer. You’re connecting the dots for them, rather than hoping they’ll make the connection themselves.

Educate on life with and life without

Can you help prospects understand where they are today – what they’re missing out on, what their real expenses are, and where their problems will be if they don’t fix something?

And can you present an example of where they could be – their gains achieved, pains solved, costs reduced, money made, free of problems and worries?

Andy Raskin calls this the promised land – the state your customer will exist in after they have made their journey. This is never just as simple as a problem solved – it’s a new way of being.

Monsters

When presenting an evolution message, how do you make sure that people can only get there with you? By promoting the monsters and enemies that prevent prospects from achieving their promised land.

This might be anything from the existing processes they work with, their organization’s change environment, and the systems they use, to the beliefs they have. Limitations, boundaries, blockers – find the most effective narrative that helps prospects who want to improve realize they are incapable of doing so without you.

NIHITO

Nothing important happens in the office.

You might have your finger on the pulse, have all the relevant domain experience, and be super tuned into the market – but still miss out on potential interesting angles because of your bias.

It’s crucial get out of your head and into the mind of your customer. Positioning by assumption doesn’t work. Learning from your customers does.

Evolution is the natural selection of what works

We know enough about evolution from biology to know that natural selection rewards those who test, who adapt, who build on top of existing concepts.

An evolutionary narrative doesn’t restrict you from innovation or experimenting – but it does require you always think back to your customer’s view of the world, and how to bring them along the journey.

Let me know what you thought – find me on Twitter and LinkedIn.

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What makes you different compared to competitors?

You’ve probably been asked this question before, and answered with something similar to the below:

• Our product is our differentiator.

• No, actually, our people are our competitive differentiation.

• Our pricing: economies of scale make us cheaper whilst providing the same service.

• Customers love our design-led ethos, that makes us stand out.

But, is it really?

If you workshopped your competitive differentiator internally, relied on biased interpretations of competitor strengths and weaknesses from your team, then… honestly? I’d say you don’t know the real answer.

What is a differentiator?

Definition: something that enables a difference or distinction to be made.

In the context of B2B SaaS, a differentiator is an element of your product, service, worldview, or other method that positions you away from competitors in some aspect.

Often, marketers and founders early in the journey will rely on objective differentiation: the product, the service, the performance, the economic value – or my pet peeve, configurability.

Standout SaaS companies, especially those that grow faster, understand earlier on that what makes them distinct is not something that can be shown or demonstrated or modelled – but it’s something the customer can believe in… something they can buy into.

Think about category creation – it’s not about naming a new type of product, but about naming a new game people are playing.

The B2B Elements of Value Pyramid

This diagram, created by Bain, extends Maslow’s hierarchy of needs to order the motivations of B2B buyers. Read more about the pyramid here.

The base begins with table stake, basic requirements, and functional value like the product or the price.

As we go up the pyramid, elements of value become less tangible and more about the implication of using the product – first within the organization, then what matters to the individual buyer.

The pyramid tops out with purpose – hope, vision, and social responsibility. Here, differentiators aim to align the vendor with the buyer’s cultural and ethical worldview.

Think about some SaaS products you know. Take Drift:

• Yes, there is functional product value.

• The product delivers high impact implications to the organizations.

• It allows individual buyers to signal their innovation and become more marketable themselves in the job market.

• They build community and a category through their vision of transforming the way companies connect with their customers.

• They offer a bright spark of hope in an otherwise grey sea of same-same, from their tone of voice to their visual brand to their events to their product launches.

Discovering your differentiators

Notice I said discover your differentiators, not define them.

Many marketers I know don’t know about the different elements of value above and therefore struggle to determine what their competitive differentiators might be.

But they’re also usually looking inward to find the answers.

NIHITO: Nothing Important Happens In The Office – Pragmatic Marketing

The best way to understand why you are different in the market is to look to your customers and others in the market.

Follow the questions in my customer development framework, and ask them to your customers, friendly experts, and non-affiliated other buyers in the market. Ask your competitor’s customers too.

From here, you’ll be able to define your personas: their jobs, pains, gains, and triggers. This forms the basis of the value your customers desire. From there, discovering your differentiators is simple. What value are your customers wanting that they can’t get elsewhere?

Maybe they are super price sensitive, so price is a distinction – or your product is a 100% fit for their needs.

But it’s more likely that you’ll best differentiate when you can meet higher-level needs as well. Help an organization deliver on qualitative goals. Allow the buyer to become more marketable. Set a vision that buyers can literally buy into.

And there will be more than one differentiator, more than one element of value that you’re meeting. See the Drift example above. So make sure to prioritize them in a way that aligns with your persona’s triggers, their motivations for searching, switching, or buying.

As an example, at Headstart our personas were radically progressive, so we prioritized our ethos and vision. We still promoted the economic benefits and savings, but led with the heart, and followed with the brain.

What’s your competitive differentiator?

Next time, don’t just wing it. Look to your customers and prospects to understand why you matter to them.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

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Let’s say your business is really good at tracking who you compete against.

Each deal tracks an ‘incumbent solution’ field, a ‘competing against’ field, and when you lose to one of them, that’s captured in your win/loss accordingly. From this data, you have a pretty good idea of who your biggest competitors are.

Your battlecards are updated with the necessary information that help sales reps to guide competitive conversations (and win):

• Strengths

• Weaknesses

• Opportunities

• Threats

• Offensive attack

• Defensive attack

• Anecdotes

• Win stories

Altogether, you have a pretty good idea of how to beat your top three competitors.

Except… are they actually your biggest competition?

Look to the top of the funnel

The top of the funnel stage – attraction, awareness, or whatever funnel design you subscribe to – is often ignored as a source of competitive insight and focus.

It’s much easier to prevent losses later in the funnel than it is to widen the pool of potential wins, isn’t it? Not always.

There’s a pool of prospects and potential customers that engage with you at the top of the funnel. That pool is n big.

There’s also an ocean of prospects and potential customers that don’t engage with you. That ocean is potentially n¹⁰ big.

Your actual competitors…

That ocean of potential customers are all solving their problems with an existing alternative solution, or sourcing new ones.

Here are some examples of different alternative solutions that you may want to consider as key competitors.

Niche solutions

You might be a horizontal email marketing platform. But I bet there’s also a vertical email platform for DTC commerce brands between $5-10m revenue for teams focused on building community that integrates directly into their little-known ecommerce platform technology.

How are you going to get in front of them and convince them you’re the better partner?

Existing vendors

Not the same as any of the above – these might be existing software providers that currently solve problems for another department, team, or business unit. But with the land-and-expand tactic as one of the most prevalent ways to grow SaaS revenue, you can bet that existing vendors are trying to get in front of your buyer stakeholders.

And what’s more, they’re already approved, trusted, and have internal champions already in your business. How are you going to discover those opportunities exist, let alone beat procurement?

Agencies/outsourcing

Potential prospects might just be outsourcing everything to an agency. Agencies exist for everything, from total ownership of email marketing and project management, to recruiting, product engineering, and sales.

How are you going to convince a prospect to ditch and agency and bring the process something in-house?

Freelancers and contractors

Some businesses will bring in niche freelancers and contractors for executional expertise they don’t have in-house; for example, diversity recruiting, deployment processes, or ecommerce merchandising. It’s easier, less risk, and a faster time-to-ramp.

Can you compete against a playbook – or help those with the playbook work smarter instead?

Consultants

The 2020s will see huge growth in the ‘fractional CxO’ model.

When organizations have the executional resources but lack the strategic expertise, they look to consultants. These might be traditional large full-service organizations, or experts that have gone it alone to offer ‘fractional’ executive time.

How will you compete against consultants already in-situ, as well as those where consultants may be offering to run the show? And even further: can you convince consultants to bring you in to their clients?

People power

‘Hiring more people’ is always an option, and sometimes just expected for companies facing specific challenges around volume and throughput. When expertise is not required, only raw manhours and energy, some organizations won’t be used to solving solutions in any other way.

How do you a) get in front of those people, b) convince them there’s a different way, c) build trust and change their mindset?

In-house tech solutions

I bet every SaaS business has at least one example where a developer in a prospect’s business has said “We could build that in a week”. Obviously, they fail – but there are so many businesses out there with their own home-grown solutions that manage everything from small repetitive tasks to huge, critical parts of their business operations.

Can you overcome those objections and provide a solution that works for them and their needs?

Set yourself up to beat TOFU competitors

In terms of process, it’s exactly the same. Understand your customer, understand your competitive landscape, define your positioning, and execute with focus.

Positioning becomes even more important against TOFU competitors. How do you stand for something? How do you bring unconventional wisdom to the narrative? How do you promote your unique value?

When you can do this effectively, you’ll build a bigger top-of-funnel pool, win more clients, and build momentum.

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If I see the “buyers are x% through their journey before they talk with you” stat one more time…. *shakes fist*.

But yes, the concept stands. The power is in the buyer’s hands. Caveat emptor stands no more.

Buyers request meetings knowing more about your product, your competitors, and the market landscape than ever before.

So how do you stand out, challenge preconceptions, and persuade them that you have the best solution for them?

Your unconventional wisdom

Presenting unconventional wisdom is a core part of many story-driven sales narrative frameworks:

• Andy Raskin’s ‘world change’ and ‘enemy’

• Gartner’s ‘sense-making’ framework

• The Challenger Sale ‘reframe’

Introducing a unique insight that goes against commonly-accepted knowledge has a number of goals:

1. To position your company and product as an innovator

2. To differentiate from competitors by reframing the problem and value to be achieved

3. To create excitement and motivation or fear, uncertainty and doubt (FUD) with the prospect

But often, these insights don’t perform as expected.

Instead of unique wisdom that shifts the narrative… we get a generic, dull, and obvious rehashing of the world we already know.

‘Competitive’ product capabilities are retold with macro-level sprinkles of ‘customers expect more’ or ‘technology has changed’ thrown in for good measure.

So what makes unconventional wisdom… unconventional?

Unconventional wisdom that wins

I posit there are three elements that make your unconventional wisdom / world change / sense-making strategy / reframe really pop, and get you the results you want.

1. It’s staring them in the face

Sometimes, your customer can’t see the forest for the trees. They’re so close to their immediate, tangible problems to be solved that they are blind to… or choosing to ignore.

Right now, they’re standing at a forked path in the woods; one way leads to heaven, the other to hell. Can you help them zoom out and see the the bigger picture?

Take Drift’s earlier unconventional wisdom: forms suck. Of course! How could we not see that before?!

2. It’s a rational statement that drives an emotional response

Just like the Drift example above, you can feel the exasperation.

Good nuggets of unconventional wisdom will be a purely rational statement, based on fact and truth and natural laws.

But they’ll tug at the heartstrings, make you feel dumb, or galvanize your ambition.

Here’s an example:

This is the story of Nina – a young woman who grew up in a working-class family from a dodgy part of London. She went to school that was in measures for low performance. She received free school meals as a result of a low family income. She worked at a supermarket part-time to put herself through a good university, even after receiving education grants. She received a good grade, and applied for a graduate role in your company.

But so did Thomas, an Eton student from Surrey who interned at Goldman Sachs and received the same grade from the same university.

If you were the recruiter with both resumes on your desk… who would you put forward: Thomas or Nina? Be honest.

On paper, Thomas is the best candidate. In reality, Nina has shown more grit, determination, and ability. But the recruiting screening process isn’t designed to spotlight people’s potential.

Telling a story like this with an emotional edge takes a conventional situation, causes people to look inwards and ask themselves the hard questions.

3. It’s a blocker to their aspirations and ambitions

Telling someone they’re not going to achieve their goal is a surefire way to either get an attentive audience, or get ignored.

When you can back this up with proof, you’ll be able to point out the mistakes and missteps before they’re made. These need to be grounded in reality, and you need to have a solid path to help them overcome these new hidden barriers, and get them to success.

Hubspot’s inbound marketing narrative did this well. Outbound marketing was making lead generation more expensive and less effective – you’re not going to meet your revenue and growth without change.

Strong unconventional wisdom blames the game, not the tools

When you’re bringing in an unconventional wisdom narrative element, make sure it’s not telling them they’re stupid. Instead, help them make sense of the world – it’s not their fault.

There is something happening – to their buyers, to their market, to their organization – that is causing them stress and pain. Not only will you let them in on the secret that nobody else knows… you have the key to fix their challenges too.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

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Do you know the story of how Xerox went from selling printers to selling improved student performance?

It’s a masterclass in the switch from selling features to selling value.

A summary:

• Xerox were struggling to sell their premium products in the K12 education sector

• Sales reps and marketers focused on technical features and benefits; more vibrant colors, the latest tech, and less waste

• But their customers still bought on price, often in a competitive bid situation

• They knew they needed to change the story using customer insights

• After surveying customers, they found that their buyers were focused on outcomes that increase student performance

• After further research and creative thinking, they arrived at a compelling value proposition: color printouts help students perform better in school

• They surveyed customers and students to back this claim up with data: 77% said color helped them focus and remember things better

• Rather than selling technical features, their reps could sell a solution to a critical challenge

• Rather than competing on price, their reps are able to have high-urgency, non-competitive conversations with buyers who are motivated to pay a premium

Want to learn more? Read The Challenger Customer or check out this recap.

The Xerox example presents two interesting takeaways for B2B SaaS companies.

Firstly, Xerox found success when they changed their narrative away from technical features and solutions to helping customers achieve value.

Remember what value is?

A value is an element that your customer wants to attain that:

Read more: What is value?

And secondly, they didn’t just lead with a marketing message – they linked the value they delivered, through to product benefits, through to features, and backed it up with proof points.

I call this hierarchy a value nugget.

A value nugget is a way to package up your product features and benefits, while providing a clear hierarchy to navigate effortlessly in sales conversations and marketing.

A value nugget is comprised of:

You can move through the value nugget by asking ‘why’ and ‘how’. This makes it easier to train a narrative and talk track that can be navigated in real-time.

Read more: Crafting strong messaging with value nuggets

Value nugget teardown

I wanted to give a quick example of how a value nugget can be used to provide the basis for strong messaging.

I’ve extracted different elements from Xerox’s latest K12 Education datasheet and transposed them into the value nugget framework. I’ve tried to distill elements using closely-located copy from the datasheet to show the relationships between the value that’s being communicated through to the proof-points being used.

Here, we’re looking at two distinct values:

1. Broadening the spectrum of learning in the classroom

2. Provide the best possible educational experiences while managing year-over-year budget pressures

Let’s take the second example and use the ‘how’ method to travel down the elements.

Moving down by asking ‘how’:

• We help K12 educators to provide the best possible educational experiences while managing year-over-year budget pressures (value)

• How? Educational institutions can:

  • Incorporate more color without adding more costs (benefit)

    • How? Through on-demand printing (feature)

    • How? 50% cost savings by printing what they needed, when they needed it in-house (proof point)

  • Encourage higher student performance (benefit)

    • How? By printing full-color workbooks (feature)

    • How? Because reading comprehension is 14% better with color (proof point)

    Get up to speed in no time (benefit)

    • How? Our printer has a small footprint, is high-output, scalable, and complementary with existing devices (feature)

    • How? Our customers see a 25% increase in productivity (proof point)

How could you use value nuggets in your messaging?

Although not a perfect example due to limited information (just one datasheet!), hopefully you can see how the value nugget framework works to connect product features to tangible benefits to aspirational value – and back your claims up with proof.

Instead of training teams with details they won’t use – or will forget! – value nuggets provide an opportunity to distill your product into a format that’s memorable with a hierarchy that can be traversed in real-time.

With this teardown, I hope you can see how value nuggets provide one way to package your product features, benefits and value into easily-consumable bites of insight.

Improving your messaging – and empowering others to tell it successfully – means your sales reps and marketers will be more focused, more confident, and build momentum.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

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The post Teardown: Xerox value messaging appeared first on Building Momentum.

Take a look around the B2B SaaS Space, and you’ll see these messages proclaimed by almost everyone.

“Our product is the fastest.”

“Ours is the only…”.

“We’re an all-in-one solution.”

So what?

Startups generally suck at describing the value of their product. They rely on generic ad libs that provide zero competitive differentiation, full of weasel words.

This happens when deciding the messaging – usually founders, sales leaders, and growth marketers – think about how to make the product sound sexy.

People want to hear that things are fast, that it’s comprehensive, that it’s feature-rich – right?

No. They want to know what your product will do for them.

So we need to convey our product value in a way that resonates.

What is value?

A value is an element that your customer wants to attain that:

1. Is useful

2. Is worth the effort (cost, time, energy)

3. Is a priority for them

Every value you communicate should meet these three tests.

• Is a faster product useful? It could be, for time-sensitive processes.

• Is an all-in-one product worth the cost to a customer that only has part of the problem you’re solving? Probably not.

• Trying to sell a videoconferencing platform to Zoom? Probably not a priority for them.

Understanding the exact value you deliver helps you:

• differentiate and stand out from your competition

• sell faster, as a result of increased buyer motivation

• build a moat around your product and brand

• become more efficient, by building a tight and repeatable sales/marketing process

• make much better decisions across the business, from product and engineering to finance

But… how do you discover what value you deliver to begin with?

Deducing value

It all starts by being focused on your customer.

You need to know who you are targeting – be uncomfortably narrow with your Ideal Customer Profile.

Then, do your research. Speak to customers, prospects, friendly people in the market, analysts and experts in the field.

Ask your customers and prospects these 19 customer development questions, and make notes for all the things they said. Pull them up on a whiteboard or Mural board and you’ll get something like this:

Finding patterns – the diamonds in the haystack – can be tricky. Use a small group to review each section, group cards that have similar themes and create a summary – and then use another small group to review and validate.

You’ll also want to keep an eye out for unusual statements that you didn’t expect to hear. The more unguarded your interviewees are, the more honest they’ll be about their challenges – providing you with the perfect insight to resonate hard.

Once you’ve got your summaries for each question, look to extract four elements to build your persona:

• Key jobs – common activities that your customer does as part of their day-to-day

• Top 3 gains – their personal, professional, or business goals they want to achieve

• Top 3 pains – marks of failure and frustrations the customer must avoid,

• Likely triggers – their motivations to search for a way to solve their problem and switch away from their current solution

Once you’ve defined these, you’ll see clear distinctions in what your customer is hoping to achieve, avoid, or take action on. These will provide the basis for providing your value messaging.

Communicating value through value nuggets

It’s crucial to connect the dots from your product features, through to the tangible benefits they deliver, through to the value your product is delivering. And back them up with proof points.

I call this a value nugget: a way to package your product features and benefits around a clear hierarchy to navigate effortlessly in sales conversations and marketing.

A value nugget is comprised of:

• A value: an attribute or state that the buyer hopes to attain.

• One or more benefits: the advantage a buyer gets when using your product.

• Benefits are gained via features: a specific piece of functionality that’s used by your customer.

• Benefits are justified through proof: stats or testimonials that can be highlighted to provide social proof, additional context, and evidence that it works.

You can move through the value nugget by asking ‘why’ and ‘how’. This makes it easier to train a narrative and talk track that can be navigated in real-time.

Good value messaging is specific

There’s no excuse for describing your product in broad terms anymore. Good value messaging needs to cut straight through the noise to the heart of someone who cares. It makes you stand out, and gives you a platform to stand for.

It’s not enough to be something for anyone. Don’t miss the opportunity to be the thing for someone.

Thanks for reading! Let’s connect on Twitter and LinkedIn, and let me know what you thought.

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My first product marketing role could be politely described as a ‘PowerPoint monkey’.

In the office – wearing a suit and tie, until a new American CEO took us business casual – I sat down at my desk. My task? To churn out decks for sales reps and account managers to present to prospects and customers.

These decks often ran to 30 slides or more. We used the rule of six (no more than six bullets per slide, no more than six words per bullet). Sales reps would use the decks in good faith… only to go off piste, skip around, and cut most of it out. But sales leadership felt it was important for reps to have the material to hand, even if they didn’t use it.

Fast forward to today.

Has much really changed? Do we still build big bulky decks? Do sales reps still customize the deck? Do we dutifully update the deck every product launch, even though it doesn’t get used? Probably ?.

The sales deck is a tool for momentum

When built, trained, and used effectively, the sales deck is a powerful tool to:

• Introduce your prospect to your company and product

• Grab their interest and convert it to desire

• Persuade the prospect that your product solves their problem

• Stand out from (and drive away) alternative solutions

• Galvanize the prospect into taking next steps

Sales decks generally fall somewhere on a scale.

• Too much focus on features makes it hard to create differentiation and justify higher price-points

• Too much fluffy visionary value messaging makes it less tangible, less actionable, and you’ll fight harder to close the deal

The mid-point is best: enough explanation of tangible features that combine to deliver value the customer desires (find out more in my post on value nuggets).

Four tips to rethink your sales deck

Here are four tips I’ve discovered to help you create a sales deck that is strong, insightful, powerful, and effective.

There is not ‘one’ sales deck

We normally use ‘sales deck’ to refer to multiple documents across the buyer journey:

• Overview deck that we send before a call

• Slides we run through in a first call

• The deck that’s sent after an initial meeting to share internally

• A presentation we run through in a second call for context

• Slides used every quarter in customer success calls

• …etc

Using one deck or one set of slides for all of these is a mistake.

The deck has to meet the needs identified as part of the buyer journey. Early in the process, it may be about generating interest and showing value. Later, the deck may require technical architecture and security credentials.

The story and narrative should have the same consistent building blocks. But the messaging will differ based on the context, the stakeholders involved, and the needs to be satisfied at each stage.

Less text, more conversation

We’ve all sat through a 30 minute sales presentation, before being asked “Any questions?” at the end. Dull. Unengaging. A poor experience.

Especially in meeting 1, your sales deck is a conversation tool. It is a prop.

For the rep, the meeting should be 50% active listening, 20% talking, and 30% reframing what’s being said.

Every slide is a discussion point: present some information, pose a question, and have a conversation.

Train reps on using SPIN questioning and framing in conversations.

• Situation: “How are you doing this today?” / “So today, you’re doing…”

• Problem: “What’s difficult about this?” / “When you’re doing [x], you struggle to…”

• Implication: “What’s the impact of this?” / “And this means you can/can’t…”

• Need-Payoff/Value: “If you could fix [problem], what would that achieve?” / “When you can [overcome problem], that would allow you to [value].”

You can capture really powerful insights to tailor the following conversations.

More than that, it offers the rep the chance to reframe the prospects thought process. For example, by challenging conventional wisdom, broadening their mindset, or reprogramming default cause-and-effect reasoning.

Write a consistent story with your customer

I recommend framing strategic narratives using Andy Raskin’s methodology. There are others, and it doesn’t always fit – but is a good place to aim for.

Namely, four elements that help unlock everything a good sales deck needs:

• An undeniable world change that your prospect agrees is happening

• The enemies that prevent them from keeping up with the change

• A promised land, an end-state they want to achieve

• Your product value, framed as magic capabilities

Some sales decks will follow these four elements in precise order, which feels forced and unnatural.

It has to feel authentic – your prospect has to be thinking “Wow… What we are doing isn’t working anymore, and won’t… How are we going to make change happen?”. They need to nod yes, and they need to jump to the right conclusion before you’ve mentioned it.

For the story to work, it has to resonate. It must be based on your Ideal Customer Profile, your customer development research, and you need to test your positioning in the market.

It can’t be built on your internal product vision alone, or what the founders see in the market. There is simply too much bias at play for positioning-by-assumption to work in the real world.

Galvanize the opportunity

When the conversation is flowing and you’re actively listening to the prospect, you’ll pick up on super valuable things to shape the opportunity.

One of the most effective ways to drive momentum in a sales deck meeting is with the last slide. Don’t finish with questions or a credential slide. Instead, can you end with a question to discover information to galvanize the deal?

Here’s an example of a slide we used at Kayako as a conversation starter. This slide showed the basic steps involved, and we explained how customers could get up-and-running with the product, and what after-sales support would be like.

More importantly, it offered the chance to ask prospects about their process, with questions like:

• “Where are you in trials with other competitors? What are your thoughts on them?”

• “How quickly are you trying to get up-and-running?”

• “What’s your selection criteria? What additional information can we provide?”

• “Are there any steps not on here, that you would need to go through on your side?”

You can imagine how powerful this was to supercharge opportunities – or to de-prioritize them if needed.

Rethinking your sales deck: where to start?

It’s difficult to build a sales deck within your current limitations and worldview. Trying to manipulate your existing story into a new framework is hard.

It’s much easier to let go of the past.

Do the research, have the internal and external discussions. Focus.

Craft a unique narrative, understand the buyer journey. Build confidence.

And then form the decks and tools that you’ll use to build momentum.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

If you enjoyed this post, will you share it with your network?

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I was working remotely for two weeks when we launched the new Kayako. The launch – a huge deal for the 110 employees that had been working on the new product for the last two years – happened over Google Hangouts and Slack. Everyone joined a video call, with champagne and cake ready in the offices in London and Gurgaon, India.

Everyone had a part to play – it would only happen if everyone had typed a custom command in our Slackbot to take the old marketing website down, push the new one live, and remove the restrictions, finally opening up the new product to the world.

We were confident. The new Kayako was really different from anything else out there: a new customer service and live chat platform for companies that obsessed over their customer experience. It killed the concept of ‘tickets’, and instead promoted a single, effortless customer relationship across contact channels.

Our target market away from IT helpdesks and technical support teams to a new ‘customer-service-as-growth’ persona. With this, we released a new brand, pricing, and positioning. Gone was the dark blue, corporate feel that was a hangover from the 00’s; we created a brand that felt comfortable, personal, and effortless.

A few months in, that confidence had been chipped away by the reality we were facing. Low trial conversions. Product stability issues and bugs. Negative feedback. Revenue was falling. Accounts were cancelling after a few months.

We’d gone from adding thousands of dollars in new contracted monthly recurring revenue (CMRR) from the old product every month, to just hundreds.

It was bad. We got together in a war-room scenario: what was happening, and how do we fix it?

Aside from product issues, we identified areas of our go-to-market strategy that were seriously problematic. Although we had followed best practice, sought expert advice, and carried out research, we failed in three key areas: pricing, positioning, and onboarding.

How we failed at pricing strategy, and how we fixed it

In the run-up to the launch, we had worked with a pricing consultant who’d developed best practices and frameworks from his time at Microsoft. We learnt a lot; the engagements were helpful, productive, and we felt assured and confident in the strategy.

The process involved carrying out a survey to understand the value that customers gained from our product. There was a big spreadsheet, listing each features with a dollar value against them, depending on how big of a draw it was.We drilled into competitor pricing, looking at how we compared on features and value.

In hindsight, we should have known that a pricing process developed for billion dollar corporate organizations like Microsoft could never have worked for our ~$5m ARR startup.

Our launch pricing strategy was simple enough. Three plans – good, better, best. Similar to our biggest competitor, although a few dollars cheaper.

We knew it was failing.

1. Free trial signups dropped, because they were put off by the pricing page

2. Conversions to paid accounts were falling, because they couldn’t experience the value they were expecting

3. First month cancellations were high, because customers didn’t experience the value they expected for the price they were paying

We had followed pricing best practices as instructions, not inspiration.

Immediately, we stepped up our research. We were already doing win/loss calls, which gave us a head start into the challenges we were facing. We began to call customers, prospects, and anyone that had signed up to get their feedback.

Our suspicions were correct. The pricing wasn’t working because people couldn’t see the right plan for them, at a reasonable price, that represented good value for them.

So we went back to the drawing board, starting with our target market. Who were our customers?

We created a spectrum of customers, from individual users that just wanted a simple live chat tool, to large teams that wanted an enterprise-level customer service platform. By mapping them out, we could see where our focus should be in the short term: building revenue from mid-sized accounts, and building volume.

We then followed a value-based pricing process from Profitwell, with three stages.

Firstly, we quantified our personas. Who were they? How profitable were they? We could do this with the data we already had.

Secondly, survey customers and people in the target market to understand the features they value the most.

Then, ask those people for four price points with a willingness-to-pay survey:

1. How much would be too expensive? 

2. How much would be expensive, but not out of the question? 

3. What price would be a bargain? 

4. How much would be so cheap that you would question the quality?.

After analysing the results, we found that everything aligned with our customer spectrum. People who wanted a live chat tool wanted something very cheap or free. And those companies that wanted a full platform would be willing to pay significantly more. 

This was a big milestone. We had turned our innate understanding of our customers into quantified, evidenced results as the basis of our strategy. We were being led by our customers.

Our original plan had been to evaluate pricing every six months. If we had waited that long, we would have been in serious trouble. After implementing the new pricing structure, we constantly gathered feedback. We analysed, cohorted, pivot-tabled the fuck out of the performance numbers to see what was going on.

Over the coming months, we adapted and tested pricing multiple times. Sometimes we offered a free plan, sometimes without. We changed the numbers, the layout of the plan, the plan names, the features included or excluded, based on what we were hearing and seeing.

We forced ourselves to iterate. And that wasn’t easy; every change took at least a day’s worth of effort from three people just to implement, let alone plan, agree, and announce.

But our ability to react quickly was the difference between success and failure.

Getting positioning wrong, and turning it around

A common best practice is to lead with aspirational, ‘world change’ messaging; and to create a category that you can own.

As part of the product launch, we wanted to set ourselves apart from competitors. We thought the most effective way to do this was by creating a narrative, using Andy Raskin’s Medium posts as a guide.

His key to creating a narrative is to define the promised land, the world that your customers can achieve when they have your product.

Naively, we used this format as instruction again, not inspiration. We tried to build a category and narrative around ‘effortless customer experience’. It was really human: no more having to repeat yourself across departments, the end of being treated like a ticket number.

When we showed this to customers and prospects, it really resonated. So we went big. The messaging united our website, collateral, and sales deck.

But after the launch, we discovered it wasn’t actually working. We found we had focused almost exclusively on this aspirational world change so much that we hadn’t covered the functional benefits that our customers expected to see (and in some cases, prioritized more).

We were alienating our customers with high-level messaging. Although we had done research and testing, we had biased ourselves towards executives and decision-makers in more mature businesses, without realising that in most cases, that wasn’t our customer.

Armed with the knowledge we had from our pricing research, we were able to pick up interviews and calls with those people that were actually interested, and were actually the correct stakeholder at different stages of the buying process.

Often, those people were at smaller companies: like co-founders that needed something they could set up easily and forget about, or an ambitious customer service professional who was looking to make big changes to the way their orgs approached customer service.

We created a single Slack channel that automatically posted every bit of good, bad, and neutral feedback we received from customers and prospects across every feedback channel. This gave us a real-time pulse check, helping us refine our mental model of who our customers were and what they cared about. We also used this to create a regular Voice of the Customer report that helped communicate this across the rest of the business.

It reduced the distance between us and our customers: a direct feed into what they cared about, and what they didn’t. We had to forget our bias, removing our impression of what we thought they wanted – and actually listened to what they were saying. We let our customers lead us.

So it was time to flex that iteration muscle again. We could test, rollout, and update new messaging really quickly. Sometimes we’d change it every day by rewriting headlines, making small tweaks, or trying something completely different.

We were lucky enough to have instant access to making website changes, along with a fantastic in-house designers and marketing developers to help. We forced ourselves to iterate and experiment – everything could be reversed if it didn’t work out, with hardly any lasting risk.

Strong relationships with our sales and success teams were crucial too, allowing us to try out new messaging, test new demo structures, and try different ways of presenting our value.

From a broken onboarding process to a smooth welcome

In the run up to launching the product, we’d researched best practices for SaaS onboarding.

The majority follow a simple rule, called time-to-value. Your product’s goal is get your customers to experience value as soon as possible, for best chance of success. It’s pretty good; it means you don’t have to focus on helping users set your product up for use, and instead you can focus on getting them to a point of satisfaction.

Our product, however, needed a lot of setup to experience value. You had to set up your support email address, connect social accounts, invite your team, set up workflows, and much more.

This was way too much to do for someone just trialling the product. But there was no substitute: you had to commit completely. But we had still followed those rules as prescribed, instead of using it as inspiration. Our first onboarding process was set up around helping users set up the account. Obviously, this was not going to be effective.

The results were disappointing. Leads were signing up for trials, looking around for a few minutes, then leaving straight away.

We couldn’t let this go on. All the work we were putting in from the marketing side to get visitors to the website… the work we had put in to iterate our messaging… the huge strides we had made with pricing… were all for nothing. We were falling down at the last hurdle.

To understand what was happening, we used Fullstory to review what users were doing in their first experience. We found that the majority of people went straight to the worst place in the product. The place where nothing looks good, where no attention was paid during development, and where things got confusing, quickly. They were going to the admin area.

We really had no idea that users would go there within the first few minutes of signing up. We had to understand why, so following this line of investigation in our calls and interviews.

We tried to find out what it was that prospects were trying to discover that they couldn’t find elsewhere. The results were interesting – users were saying they wanted to learn what features we had, and how flexible the configuration options were.

They had been interested by the website, and now we realised the first experience needed to show not just the product, but it’s potential.

So we dialled up our product education efforts. As soon as someone signed up, we showed a two minute intro video, then we hit them again with three key points to drive the message home.

We added better information in the admin menu, not just describing the technical detail, but making it clear what the potential usage of each feature could be. We carried out research to understand the most logical grouping of admin features.

We added empty stages and dummy data that demonstrated the full range of capability, without requiring any setup. Our goal was to get to a place where users could see what working in the product was like from the moment they signed up.

We didn’t get this right first time. We tried to get a balance between providing education, and getting out of the way and letting users learn and explore for themselves.

We worked with our designers and frontend developers to iterate together. As we made progress, some users weren’t happy as we tried something weird. Generally, feedback was positive. We tried to distill complexity into more simple, logical areas.

Fullstory was really useful to instantly see results, and whether users were being successful with each version we tried. When we looked at cohort data, we found a clear connection between the educational onboarding experience, and higher trial conversions.

Reacting well

It took us about six months to right these wrongs. Over that time, we had increased the new CMRR we were adding each month by other 80%. Within 18 months of launch, the new product had become a $2m ARR product, and Kayako was then acquired on the strength of it’s growth.

In each of these three examples we were able to turn around a struggling product launch, and put it back on track. Three guidelines determined our reaction.

Best practices are inspiration, not instruction

The same goes for any advice, any tips, recommendations, talks, and blog posts. There are simply too many variables, too many unknowns, and too many inherent biases at play to use a best practice or process from one situation, and expect it to perform well.

That’s not to say we can’t take inspiration from them. So long as we are applying some critical analysis to assess how we should interpret that advice.

Let your customers lead you

Doing this can feel pretty strange, however obvious. Especially if, like this product launch, you’re moving towards a new audience, a new type of customer that you don’t fully understand yet.

It’s tempting to put something out that you think will work, because you don’t know enough yet. Positioning that’s created in an internal vacuum, or pricing that’s based on your competitors.

It’s really crucial to continually build an understanding of customers all the time. Continual research over one-off projects. We have to listen, set aside our own biases, get out of our heads, and really get into theirs.

Flex your iteration muscle

I’ve called it a muscle because unless you don’t do it often, it will be hard, it will hurt, and it is going to be uncomfortable.

As marketers, I think we’re conditioned to prefer one-off, big bang launches. We do the work, launch, move onto the next thing… with plans to revisit at some point in the future.

But we’re in 2020. Nothing lasts six months anymore. Your customer’s goals, gains, pains, and jobs change much more often than we think. And so does your business strategy. What was true, and worked well yesterday, might not be true tomorrow.

We found it extremely useful to implement pulse checks: small polls, real-time feeds, and regular evaluations to keep on top of what’s happening. The goal is to test two things: if your understanding is still correct, and if your execution is still effective.

Bringing it all together

I hope this gives you a few ideas on how we approached a failing product launch, and how we turned it around by really listening to our customers, constantly iterating, and using best practices as inspiration.

Thanks for reading! Let me know what you thought: find me on Twitter and LinkedIn.

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Everyone knows the saying: “people don’t buy a drill, they buy a hole in the wall.”

And yeah, that’s true, but is it the full story? While making a decision to buy a drill, they also had to evaluate whether:

• They wanted a drill could be used anywhere, or only near a power outlet

• They wanted to save time and money by buying an all-in-one set, or if they wanted to buy drill bits separately

• Whether they wanted the confidence that the Black & Decker brand name stands for, or not

And we also need to consider why they want the hole in the wall. Is it to showcase family photographs in their living room, or to hang their bike up in the garage?

Every purchase decision that a consumer or business makes is based on their perception of the value it will deliver them. That perception is made up of the benefits they will achieve, and the features that they are delivered through.

In B2B SaaS, it’s not quite as simple. More often than not we sell to buying groups, made up of different stakeholders who all have their own perception of the value to be gained. They disagree on which features are a must-have, and whether a benefit is relevant for them or not.

This makes it really hard across sales and marketing to craft product positioning and messaging that works.

Marketing teams often want to focus on the aspirational value as a way to differentiate from competitors. But doing this without building on a solid feature/benefit foundation means messaging can feel fragile, soft, and fluffy.

On the other hand, sales reps think it will be easier to sell just on features alone. But without tying features to the tangible benefits and overall aspirational value, the product is perceived to be a commodity whilst deals don’t gain urgency, traction, or importance.

So what really is a value? What’s a benefit? Where do features fit in? How do we enable sales/marketing to use these in their messaging to drive momentum?

Introducing the value nugget

A value nugget is a way to package up your product features and benefits, while providing a clear hierarchy to navigate effortlessly in sales conversations and marketing.

A value nugget is comprised of:

• A value: an attribute or state that the buyer hopes to attain. Examples might be “hire future leaders, faster”, “deliver repeatable results”, “workforce flexibility”, or “visibility into their processes”.

• One or more benefits: the advantage a buyer gets when using your product. It’s tangible – something they can report on, and starts with a verb. Examples might be ‘save time’, ‘increase customer satisfaction’, or ‘maximize time-to-value’.

• Benefits are gained via features: a specific piece of functionality that’s used by your customer. These might be an obvious product capability like an integration, a less obvious consideration like a modern and clean UX, or even service elements like a dedicated account manager.

• Benefits are justified through proof: stats or testimonials that can be highlighted to provide social proof, additional context, and evidence that it works.

You can move through the value nugget by asking ‘why’ and ‘how’. This makes it easier to train a narrative and talk track that can be navigated in real-time.

For example, moving down by asking ‘how’:

• We help our clients hire the right candidates, faster (value)

• How? Clients can ensure candidates are a good cultural fit and have the right skills and attitude required for the role (benefit)

• How? Through our psychometric interview and report process (feature)

• How? Our customers see a 50% increase in employee performance (proof point)

And moving up, asking ‘why’:

• Our customers see a 50% increase in employee performance with our product (proof point)

• Why? By using our psychometric interview and report process (feature)

• Why? To ensure candidates are a good cultural fit and have the right skills and attitude required for the role (benefit)

• Why? So our clients can hire the right candidates, faster (value)

Using value nuggets in messaging and positioning

Based on your customer research, you’ll have discovered the top value that each persona aspires to achieve. These might also cross over multiple personas, which makes life a lot easier!

For each value, build out the nugget:

• The value theme: as condensed as possible into a word or short phrase

• A value statement: the phrasing you want to use every time

• Value bullets: combine benefits and features into single sentences (like ‘[benefit] with [feature]’) – you’ll have multiple value bullets

• A list of associated features and proof points

At the end of the process, you’ll have a persona with the top three values they want to achieve. You can describe how your product helps them achieve that, how it links to features, and how you’ve proven it.

Using value nuggets in marketing

One of the things I learnt from a failed product launch was messaging your product at the right level in the hierarchy. We launched with aspirational, value-heavy messages that bombed with the champions in our sales process, who wanted to see more tangible benefits instead.

From your customer development and buyer journey research, you’ll hopefully understand what each persona wants to know and needs to understand at various points in the buying process. This should help decide the right way to execute your messaging.

Generally:

• Execs will want to focus on the value

• Champions will focus on the benefits

• Evaluators will focus on the features

Using value nuggets in sales

Again, depending on your buyer journey you’ll have a better understanding of the information that different stakeholders want to see along their experience.

Train reps on using SPIN (situation, problem, implication, value/need-payoff) to navigate the conversation. The goal is to:

• get enough information from the prospect, and agree on the value they want to achieve

• enable the rep to tailor the response using the value nugget, make it clear how it is achieved, and persuade with proof

How are you messaging your product value?

Communicating your product value, benefits, and features in a structured way allows marketing to drive better results and sales to drive more revenue, faster.

It is really important to ensure these values are built on customer research, and adapted to your buyer journey. And you’ll need to iterate and tweak as you learn. But messaging is sometimes an under-estimated lever to drive momentum – so make sure you take control and use it well.

Thanks for reading! Let me know what you thought – find me on Twitter and LinkedIn.

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Although following ‘category design’ principles, most categories that SaaS companies are ‘creating’ are not actually categories.

They might be good ways to describe their product, and offer a marketing shortcut to own a phrase.

But a category isn’t really ‘created’ – it’s defined.

Name the process, not the product

Category Design is a discipline of creating and monetizing new markets in a noisy world. The journey starts first with understanding the problem that you desire to solve. The problem is the proxy for the category and is the strategic element you see missing in the world. That unsolved problem is what keeps you up at night, and drives you to build a product, company and category to solve it.

Play Bigger

A category is a new market that’s defined by a problem experienced by a group of buyers.

Most category projects start by looking internally: what’s a classy, unique way to describe what does our product does? What’s a nice, brandable phrase that we can use in marketing?

That misses a huge opportunity to find a term that is grounded in evidence, not assumption.

Strong category design describes the new game that your customers can play when their problem is solved.

That comes from deeply understanding your customer, and knowing not just their jobs-to-be-done, but their mindset. What’s going on for them in their role and in their business? Ask your customers:

• How has our product changed your life?

• What does our product free you up to focus on instead?

• If you didn’t have our product, what would life be like instead?

When you can define the promised land your customers can achieve, you’re better equipped to name the process through which it is achieved.

Sense-check your category naming

When trying to name your category, ask yourself: will your customers organically admit to it?

Test with this phrase:

Yes, we do [category name].

The category has to be grounded in your buyers and users’ reality. Will they accept it as part of their role (and therefore, their identity)? Will they start bond with others through it, create and join communities, and use the terminology in their CV or mention in interviews, unironically?

Do you need to design a category in the first place?

Nope. Markets do already exist, and creating a category is a long-term commitment. It’s not for everyone.

April Dunford suggests there are three ways to determine your frame of reference:

1. Head to head: position to win an existing market

2. Big fish, small pond: position to win a subsegment of existing market

3. Create a new game: position to win a category you create

If your business goals need immediate clarity and return on investment, defining a category is probably not for you. If you have the space and can invest long-term, get started.

Thinking of your category as a frame of reference for your product in the mind of your customer is a better way to look at it. What do you need to create that space? What shortcuts – existing markets, trends, competitors and alternatives – can you use in that pursuit?

How to define your category

• Niche down on your Ideal Customer Profile

• Deeply understand your customer’s jobs, gains, pains, and motivations

• Use that insight to develop customer-led value messaging

• Develop your strategic narrative – undeniable world change, enemies, promised land, and your magic capabilities

• Combine your messaging and narrative to investigate the best frame of reference for your product in the mind of your customer, that aligns with your business goals

• Put a tiger team on it to test and iterate through friendly customer/prospect conversations, internal presentations, outbound emails, sales decks, paid marketing, organic marketing, external presentations, etc.

• Launch – with a marketable lightning strike

Alternatively, give this ‘Minimum Viable Category Design’ workshop plan from VC Pietro Bezza a go – a nice, structured way to think about your product in a new market.

Who’s done a good job of category design?

There are two great examples in tech that always come to mind.

Drift’s Conversational Marketing

A few weeks ago, I met a CMO named Yvette in the office kitchen at OpenView Venture Partners. She was chewing on a bagel during a lunch break from the VC firm’s all-day speaker event, and she was clearly upset.

“How in the world,” Yvette said, reaching for the cream cheese, “am I going to inform my team that our entire approach to marketing is wrong?”

Andy Raskin

Undeniably, Drift did a great job of building their Conversational Marketing category.

• World change: messaging is the primary way people communicate

• Enemy: forms – why gate something with a static form?

• Promised land: connect to your customers in minutes

• Magic: chatbot and live chat for sales conversations

They then executed perfectly with content, training, partner channels, events, a book – literally every trick in the book. There are over 5000+ people on LinkedIn with ‘conversational marketing” in their job descriptions or titles.

Aside: Drift’s new ‘Revenue Acceleration’ category doesn’t have quite the same impact, and is probably more of a good way to describe their product, rather than naming the new game that winners play.

Gainsight’s Customer Success

It doesn’t even sound like a category anymore – it’s just the way that you do account management now.

From the mental model to educate buyers on a new game to huge events, content, and community, Gainsight took a nascent phrase and turned it into a movement that’s now used by over 428,000 people to describe their job on LinkedIn.

What market will assist you in building momentum?

Defining your market – whether through a category, or by using another existing category that already exists – helps focus your strategy and execution. And focus + confidence = momentum.

Thanks for reading! Let me know what you thought – find me on Twitter @jdomanpipe.

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At Kayako, we wanted to burn down the existing concept of customer service software that was focused on ‘tickets’ and ‘departments’ using the all-too-often emotional experience of being treated like a ticket number, and getting passed around from pillar to post between teams.

We all know what that feels like, and we used this emotional enemy – a concept that our audience had experienced, could believe, and can rally against – to our advantage. 

At the same time, we talked about how better customer service is not just a nice concept, but it’s good for business: improving your service builds loyalty, leading to repeat orders, and more word of mouth referrals that grow your business. This is the economic incentive that aligned with our audience: raising customer service from a cost-center to a profit-center.

See this framework in action

Hubspot: inbound marketing

Hubspot popularized inbound marketing. Display advertising, PPC, and tradeshows weren’t working as well as they did, but deep down, in our hearts, it’s not the way we want to win customers. We want customers to find our company organically and to like us so much they buy our product or service – we don’t want to spam them with hard sale messages or trick them into a purchase. The “old way” was an emotional enemy that passionate marketers and CEOs wanted to kill.

The inevitable upside – growing your business with more traffic and more leads that drive more sales with this new inbound marketing concept – is the economic incentive. Who’s going to say no to more sales?

Drift: forms suck

Drift has a similar story. Why on earth are we gating content, when we want people to actually read it? The emotional enemy is the form: we’ve all closed a page that asks us to complete a ten-field form before getting a one-page PDF. Is that the way we really want to treat our potential customers? Is that how we would want to be treated?

The economic incentive? “Connect your sales teams to future customers, now.” It aligns with their audience of marketers, sales leads, and CEO on the economic level against their incentives: more conversations equals more opportunities, which leads to higher (and faster!) revenue growth.

Further reading

This isn’t a new concept; the use of an enemy in company narrative has been popularized by Andy Raskin, like this great nugget of advice:

One of the most powerful ways to turn prospects into aspiring heroes is to pit them against an antagonist. … Naming your customer’s enemy differentiates you — not directly in relation to competitors (which comes off as “salesy”), but in relation to the old world that your competitors represent.

Andy Raskin

Sales conversations no longer stall on ‘what and how’, but move faster because the ‘why’ is more personal at both economic and emotional levels. Assigning an emotional enemy creates positive affinity and removes objections, while the economic pull creates urgency and helps build a rational business case.

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