1/ What is "Positioning"?
Positioning defines how your product is a leader at delivering something that a well-defined set of customers cares a lot about.
2/ Put another way, positioning is like context-setting for products. It’s a bit like the opening scene of a movie. The opening scene gets us oriented. It answers the big questions: Where are we? What year is this? What’s happening? How should I feel? Who are these people?
3/ Good positioning sets off a set of assumptions about your product that are true. Bad positioning sets off a set of assumptions about your product that aren't true - leaving your sales and marketing teams to do the work of undoing the damage your positioning has already done.
4/ For many people, positioning was taught to them in school using "The Positioning Statement." It's a sort of "Mad Libs" fill in the blanks exercise. The blanks are things like market category, value, competitors, etc. Typically it looks something like this.
5/ This exercise is not only pointless but potentially dangerous. It assumes that there is only one answer for each of the blanks, and you “know” what it is. Most products can be positioned in multiple categories, with different competitors, with different value, etc.
6/ A better approach is to think of positioning as five distinct components, whose relationship to each other create the magic:
1. Competitive Alternatives 2. Differentiated “Features” or “Capabilities” 3. Value for customers 4. Target Customer Segmentation 5. Market Category
7/ We start with Competitive Alternatives, or what would customers do if our solution didn’t exist.
Once we have that, we can ask ourselves, “What do we have that the alternatives do not?” That gives us a list of Differentiated features or Key Unique Attributes.
8/ We can then go down that list and ask ourselves, “So what for customers?”
Put another way, what is the Value those capabilities enable for our buyers?
9/ Once we understand what our differentiated value is, then we can move to customer segmentation, or who are the Customers that Care a lot about our value.
10/ There is likely a wide range of buyers that care about that value, but certain customers care much more than others. What are the characteristics of a customer that makes them care a lot about your differentiated value? That gives us an idea of who our best-fit customers are.
11/ Lastly, we move to Market Category. Our best market category is the context we position our product in such that our value is obvious to our target customers. Put another way, it is the definition of the Market we Intend to Win.
12/ Once you understand the flow, conceptually, it's pretty easy. But that doesn't mean there aren't a lot of ways you can mess this process up. Here are the three most common traps:
13/ Trap 1: Defining competitive alternatives as any possible competitor.
Trap 2: Creating “phantom competitors”
Trap 3:Assuming that you have to create a new market category to grow
14/ For much more, including a lot more examples and in-depth advice, don't miss the full post.
1/ As a startup, it's essential that you, and your team, have a clear understanding of how your business is likely to grow. We call this building a Growth Model. With this, you'll know which growth investments to make right away, which to avoid, and which to double-down on.
2/ Our advice is to think about your business like a high-performance race car. The same four components that help a car drive faster also help your business grow:
1. Narrow your focus 2. Protect everyone's deep work time 3. Sync regularly to align on priorities and unblock blockers
4. Fire underperformers 5. Encourage more communication between team members 6. Facilitate more async communication 7. Nurture psychological safety 8. Empower your cross-functional teams 9. Align on what success for the team means
10. Set a predictable shipping cadence 11. Anticipate risks and edge-cases 12. Switch your product development process 13. Optimize your code review process 14. Invest in unit testing 15. Re-inspire the team on the mission of the company
A year in review: The Airbnb alumni angel investing syndicate @WeAreAirAngels
We launched the syndicate as an experiment in early 2020, betting that the Airbnb alumni could build a strong angel investor community. We were right.
*Read on*
1/ Led by @djdan85, @bmartlives, @rehanazhar, @MiSunKw, and myself, we've already done 14 deals, investing over $1.7m in 10 deals now worth $2.5m (~100% IRR)
We've also co-invested $1m in 4 deals with our friends the Lyft Angels, Pinterest Angels, @unpopularvc, and @mccabe
2/ Two companies have already raised follow-on capital since our initial investments, and 2 more are in the process of raising their next rounds
Earlier today, I gave a talk at the @SubstackInc's writer conference about building a writing habit. Below are the ten concrete strategies I shared that have helped me publish a post every week for 1.5 years 👇
0/ First of all, just sharing advice about this topic gives me serious impostor syndrome because writing is still pretty new to me, and I have much to learn. But these are things that have helped me, and I hope they'll help you.
1/ Strategy 1: Commit publicly
This was maybe 50% of my initial motivation. Having told people I was going to write weekly made me feel bad when even thinking about skipping a week. It gave me just enough nudge to keep going.
This week, I reflect on the wild year this newsletter has had, and share a bit about what's coming next. See thread for summary.
I've also taken the opportunity to collect the top posts and tweets from the year, plus my favorite mother-in-law takeaways 🥰 lennyrachitsky.com/p/2020-year-in…