Status quo or "do nothing" is today's competition. Incremental value won't fly. Strong positioning creates urgency with our buyers (status quo will get you fired) and builds a case for your product as a multiplier and gives your buyer a roadmap to be a hero.
Bob Wright’s Post
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Positioning is not something you invent—it’s something you uncover. To use April Dunford’s definition of positioning: “Positioning defines how your product is a leader at delivering something that a well-defined set of customers cares a lot about.” You find out what ACTUALLY makes you different, then align your strategy and messaging to reinforce that. Just like Peep Laja said yesterday: “If you have a differentiation problem, you can't just go on your home page, and make it sound more differentiated.” It’s either differentiated or it’s not. And if it’s not, you have to fix the problem at the product level.
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Your board doesn’t just want results—they want predictability. Chasing deals might hit this quarter’s target, but true success comes from a pipeline that’s built to last. Predictive forecasting that looks 15 months ahead empowers leaders to align with their board, navigate uncertainty, and secure sustainable growth. Let’s stop playing short-term games and start winning the long-term strategy.
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Product Invitational is an event where ZoCo Design brings together a select group of product leaders for honest and open conversations around the biggest challenges product teams face today. Now, we're bringing the content of one of these discussions to you 💜 This time, on a topic product leaders overwhelmingly agree on: product strategy's purpose and what it should include. What are your thoughts on product strategy? How do you align product understanding, manage misconceptions, and drive outcomes?
Understanding Product Strategy | Insights Report by ZoCo Design
zocodesign.com
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You Don’t Need to Expand to Grow 👀 Managing what’s already on your plate is key. It’s essential to build a Self-Managed Company👇 •Business DNA (One Page Strategic Plan) •Management System (Visible and accessible to everyone) •Hiring Process & Leadership Development Program •Unique Ideal Customer and their Biggest Need/Problem •Exceed Customer Expectations (Execution Framework) •Why didn’t they choose your competitor? It shouldn’t just be about price. •Be the BEST in your niche, then move to the next. •Document and Automate all processes (where possible). •Marketing & Sales: If you invest $1, how much do you get back? •Make decisions based on data, not emotions. •Revenue is Vanity, Profit is Sanity, but Cash is King - Alan Miltz We’re not here to help you become the next Tesla or Apple; we focus on making your company highly efficient and impactful, centered on benefiting your community. Follow us on Viceverza 👁 !
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Creator of Jobs-to-be-Done Theory and Outcome-Driven Innovation. Strategyn founder and CEO. We help companies become truly customer-centric.
Are you a product leader trying to unlock growth beyond your core market? In my latest blog post, I tackle the challenge of gaining support for beyond-the-core initiatives in the face of short CEO tenures and risk-averse mindsets. The key to success lies in adopting a customer-centric approach anchored in the Jobs-to-be-Done Theory. By redefining your understanding of markets as groups of people trying to get a job done, you can expand beyond your product's constraints and can identify a wider range of growth opportunities. I highlight four key options for growth: 1. Redefining and growing in your core market 2. Identifying adjacent opportunities with more jobs for the same customers 3. Exploring new customer populations for the same core job 4. Considering entirely new markets with new customers and new jobs to be done Through research and prioritization of unmet customer needs, you can develop a strong, evidence-based growth strategy that resonates with CEOs and stakeholders.
