If you think Positioning is a marketing exercise – you’re doing it wrong

If you think Positioning is a marketing exercise – you’re doing it wrong

Positioning a product today is radically different from what it was when the concept was first introduced. Anyone who has read Ries and Trout’s “Positioning – the Battle for Your Mind”, would be understandably left thinking that Positioning is an exercise completed by the marketing department (or marketing agencies) for the marketing department. The examples we have studied to learn positioning generally involve marketing teams coming up with creative ways to position products in advertising campaigns through the use of slogans or taglines or creative branding. Staking a claim to a market position, is merely a matter of telling the world about it (or so we have been taught). But things in the real world have dramatically changed. The first change is that Madison Avenue no longer controls the way customers perceive products. Buyers now have the means to research products themselves, and they do. Buyers are not only adept at ignoring (or simply blocking) most of the ads directed at them, they’re heavily skeptical of the few that do manage to break through. It may have once been possible to simply tell people what your product positioning was all about and have prospects believe you, that’s no longer the case. We’ve been lied to and we’re skeptical of what brands have to say about themselves. Advertising-saturated, noisy markets mean that positioning a product so that customers can understand it quickly is more important than ever. However, expressing that positioning to jaded, attention-deficient, skeptical markets is going to take more than just, well, more advertising. This is particularly true for new companies that don’t have the budget to even attempt to win...
How product framing can help grow your startup (or kill it)

How product framing can help grow your startup (or kill it)

I frequently talk to startup founders with innovative products that struggle to explain why their offering is really exciting. I frequently think the problem is really one of improper context setting or framing as I like to call it. What’s framing and why should you care? Framing is the act of providing context to help prospects understand what you are and why they should care. It works much like the opening scene in a movies does. In the opening scene of Apocalypse Now we see Martin Sheen punching a mirror in in filthy hotel room full of empty booze bottles and we have a pretty good idea about his emotional state of mind before we’ve heard a word of dialogue. Framing helps audiences quickly get oriented so that they can understand what’s going on and focus their attention on the action. New prospects are like people watching a movie. If we don’t let them in on where we are, who we are, and what we are about to show them, they might be left feeling confused, or worse incorrectly guess the answers to those questions. In general, startups are bad at framing. In some cases they don’t provide a frame at all, instead focusing on features or technology before they give prospects a clue about what they are in a broader since. More frequently however, I see startups provide a frame, just not a very good one. Startups will often place their products within a frame that fails to highlight their strengths and often puts their competitors at an advantage. This weak framing is often done unconsciously because they believe that there is only...
Leaky Buckets, Death Stink and True Love

Leaky Buckets, Death Stink and True Love

The past 8 months has been a whirlwind of action for me. In October I acquired Sprintly – an agile project management tool for startups, along with the original founder, Joe Stump. It’s been an incredible experience so far and definitely the most fun project I have worked on in my career yet. As part of getting Sprintly re-started, I’ve been out doing some talks and podcasts about my experience in running the business so far and I thought I should share those here for folks that have been wondering what’s new. A few weeks back I gave a talk at TechTO called Leaky Buckets, Death Stink and True Love – it’s a quick talk on what I’ve been focused on in the early days of running Sprintly. TechTO is a really fun event and part of what makes it so interesting is that the speakers only get 5 minutes to present. I cannot do anything in 5 minutes. I went a weeny bit over (ok, ok it was 6:30 and I spoke as fast as a chipmunk) but it was a hoot.  Here’s the video. I also did an interview with the folks at Funnelcake where I talked a bit about Sprintly stuff, positioning and other startup marketing things. It was a fun discussion. You can check out the transcript of our discussion here and if you haven’t been reading their blog, it’s a great resource for marketers of all stripes – check it out here – April Dunford on Positioning.    ...
Startup Market Segmentation: 5 Steps to Selecting a Target Market

Startup Market Segmentation: 5 Steps to Selecting a Target Market

For startups, breaking your market up into addressable market segments is important. First of all you have limited money and people to execute programs, therefore you have to focus your efforts on the audience that has the highest probability of purchasing. Secondly, focusing on a segment allows you to build early momentum more easily – awareness and word of mouth builds faster across like-minded groups, and success stories resonate well across a segment of similar prospects. A key element of your company’s positioning is “Who are you selling to?”. It sounds like a simple question to answer but often for startups, a sloppy market segmentation is the root of a lot of marketing (and ultimately sales) problems. When I ask the question “What’s your target market?” I often get an overly simplistic answer like, “SMB’s”. That’s just too big to be a practical target market for a startup. You aren’t going to close business with every single SMB this year are you? Of course not. You are going to close business with a certain kind of SMB. A special snowflake sort of SMB that gets what you do, loves what you do, and will pay money for what you do. You’re going to sell those weirdo, magical, unusual SMB’s that are willing to ignore the fact that you’re small and broke and you’ve never really done this before. What makes those people so strange and awesome? The answer to that question is the key to your segmentation. “What are the characteristics of prospects that love my unique stuff the most?” Here are some steps to choosing a good market to target: Really get a...

Positioning for Advantage

I gave a keynote at East Coast Startup Week this week on Startup Positioning. Think of these slides of the skimmable version of my earlier post on Startup Positioning (read that post if you want some color on what these slides are talking about) with the addition of a couple of examples using the template. Plus motorcycles, monster trucks and racing pigs because I know you secretly love all of those things. Enjoy. Positioning for Advantage from April...

Growth Hacking and B2B Startups

The first time I heard the term “Growth Hacker” I got a little excited. I have often said we need a new term for marketing – one that separates the good metrics-driven marketers from the bad “spray and pray” ones.  So suddenly there’s a new term that describes me perfectly: a person that has a technology background (me: Systems Design Engineer, check), a person that deeply believes in testing, iteration, and data as the basis for good marketing (see point about being an engineer, yup), and sees marketing as something that reaches from product to marketing to sales (you might call that product marketing and hey, that’s me too). For a while it looked like I could be a growth hacker. But then I kept reading and it became clear that growth hackers weren’t worrying about the same things I was worrying about. Discussion around the premise for first creating the term is what first started to make me question it. Growth hackers keep saying that they are differnt from “traditional marketers”, where “tradition” means – “measures nothing.” The TechCrunch series on growth hacking for example describes traditional marketers as being allergic to data and overly focused on PR/promotions without closing the loop back to growth. I’ve seen marketers like that for sure, but I wouldn’t say they were “traditional”, just lousy at their jobs. Certainly there’s no “tradition” of startup marketers that look like that – at least not at any of the startups I’ve been with. We tended to get rid of those folks pretty quickly. I could get into my opinions about how marketing operates at...
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