positioning-and-pitchlisted

Framework based on April Dunford's "Obviously Awesome" and "Sales Pitch". Use this skill whenever the user is discussing how to describe, frame, differentiate, sell, or talk about their product — even if they do not explicitly say "positioning," "pitch," or "messaging." Triggers include: (1) defining or evaluating product positioning using the five-component framework, (2) translating positioning into a compelling pitch for stakeholders or buyers, (3) choosing a market category strategy that shapes what you build and how you compete, (4) developing differentiated value claims that connect product decisions to market reality, (5) structuring a pitch for exec reviews, board updates, or partner conversations, (6) diagnosing why your product story isn't landing with customers or internal stakeholders, (7) aligning cross-functional teams around a shared positioning narrative, (8) connecting positioning decisions to roadmap priorities and feature trade-offs, (9) writing a launch announcement, website headline, or c
tomaszstaniak/pm-ai-skills · ★ 0 · Web & Frontend · score 70

Install: claude install-skill tomaszstaniak/pm-ai-skills

# Positioning and Pitch (Dunford) This skill captures the strategic positioning framework from April Dunford's *Obviously Awesome* and the pitch construction model from *Sales Pitch*, combined into a single cohesive framework for product managers. It covers how to define where your product wins, for whom, and why — and how to translate that positioning into pitches that land with executives, boards, partners, and buyers. Positioning is not a marketing exercise. It's the upstream decision that determines what you build, who you build for, and how you talk about it. ## Core Principle **PMs who can't articulate why their product wins in a specific market context can't make good roadmap decisions, can't align stakeholders, and can't enable sales — positioning is the strategic act that connects product decisions to market reality.** Positioning feels like a marketing deliverable until you realize it's the decision that shapes everything downstream. Your market category determines which competitors buyers compare you to and which features they expect. Your differentiated value determines which capabilities deserve investment and which are distractions. Your best-fit customer definition determines where discovery should focus and which segments your roadmap should serve. Your pitch — to executives, to the board, to partners, to customers — is just positioning delivered in context. Most product teams skip positioning or treat it as a one-time launch exercise. The result is predi