InboundCon 2016 - Using Modern Positioning to Dominate Your Market and Kick-start Your Growth - April Dunford
Ensuring that prospects easily understand WHAT your offering is and WHY they should care can mean the difference between marketing success and failure. Great positioning provides a key to help customers decode the value of your products and is the foundation for all of our marketing efforts. Given how vital positioning is, you would think we would be amazing at it. In fact we totally suck at it. Why? Because we have been doing it the same way it was taught in the 70’s. I’m going to teach you a new way to think about positioning that will give your offerings a distinct, compelling competitive advantage that will kick-start your growth. April Dunford @aprildunford CEO, Sprintly April Dunford is the CEO of Sprintly, an agile project management tool for startups and agencies. Previously April has run Marketing and Sales at 6 startups and has also held executive marketing positions at IBM, Siebel and Nortel. She is an active mentor, angel investor and board member and has spoken at dozens of conferences on the topic of startup marketing.
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InboundCon 2016 - Using Modern Positioning to Dominate Your Market and Kick-start Your Growth - April Dunford
- 1. Using FRAMING to create a COMPETITIVE ADVANTAGE @aprildunford April Dunford
- 4. BUSKER!
- 5. Camera man These dope white bow <es Fancy wood! Folks are feeling it! Program that says he won awards n stuff
- 6. GENIUS!
- 7. THE “PRODUCT” DIDN’T CHANGE VS
- 8. OUR CONTEXT CUSTOMERS COMPETITION BRANDING & PACKAGING EXPECTED FEATURES CHANNELS PRICING
- 10. WE RARELY SET CONTEXT DELIBERATELY
- 11. STORY: SOMETIMES A DATABASE ISN’T A DATABASE
- 12. WHY ARE WE SO BAD AT FRAMING?
- 13. WE ARE TAUGHT THIS
- 14. YOU CAN WRITE CRAP DOWN, BUT IT’S STILL CRAP!!
- 15. 4 STYLES OF FRAMING
- 16. STYLE 1: ARM WRESTLING
- 17. WHAT IS IT WHEN TO USE IT ADVANTAGES RISKS The category is known but there’s NO CLEAR LEADER Everyone understands the Frame You need MONEY and TIME Beat the leader AT THEIR OWN GAME STYLE 1: ARM WRESTLING
- 18. STYLE 2: BIG FISH, SMALLER POND
- 19. WHAT IS IT WHEN TO USE IT ADVANTAGES RISKS The a sub-segment has DISTINCT NEEDS that are UNMET by the current leader Don’t have to take the leaders HEAD-ON The leader MATCHES your offering Your frame is a SUB-SEGMENT of an exis<ng market STYLE 2: BIG FISH, SMALLER POND
- 20. STYLE 3: REFRAME THE MARKET
- 21. WHAT IS IT WHEN TO USE IT ADVANTAGES RISKS You have BREAKTHROUGH INNOVATION There is a SUDDEN CHANGE in the market Highlights your STRENGTHS, makes the leaders strengths IRRELEVANT The leader posi<ons your innova<on as a “FEATURE” REFRAME an exis<ng market STYLE 3: REFRAME THE MARKET
- 22. STYLE 4: CHANGE THE GAME
- 23. WHAT IS IT WHEN TO USE IT ADVANTAGES RISKS Exis<ng categories don’t HIGHLIGHT YOUR STRENGTHS Data indicates a category WILL EMERGE The company that CREATES the category is considered the LEADER Adjacent category leaders try to SUBSUME your category FAST FOLLOWERS beat you before you are established as leader INVENT a new market category STYLE 3: CHANGE THE GAME
- 24. STORY: ARE BOTH THESE THINGS ROBOTS?
- 25. FIND OUT WHO YOU ARE… …AND DO IT ON PURPOSE