Positioning and messaging
Most messaging tries to speak to everyone, so it lands with no one. We use your own win-loss data to pick the segments you close fastest, then write the message in the words those buyers already use.
What a rewrite looks like
Before
“The all-in-one platform that empowers modern finance teams.”
After
“Close the month in four days instead of nine, without adding headcount.”
The buyer's outcome first, with proof they can check, in words they'd use themselves.
What the research says
95%
The shortlist decides
of the time, buyers choose a vendor from the shortlist they had on day one. Your positioning has to earn that spot before the first sales call.
6sense, 2025 Buyer Experience Report
13 + 9
Everyone needs the story
internal stakeholders plus external influencers shape a typical B2B purchase. Each one has to understand your value in their own terms.
Forrester, The State of Business Buying 2026
69%
Mixed messages cost trust
of B2B buyers find inconsistencies between what a supplier's website says and what its sellers tell them.
Gartner, 2025 survey of 632 B2B buyers
6%
Most brands blend in
of marketing leaders at B2B SaaS companies over $50M in revenue rate their brand as very distinctive from competitors.
Wynter, 2025 B2B SaaS branding survey
Buyers make up their minds early, with more people involved, and they rarely see a real difference between vendors. Deep research into the problem you solve is how you get on the shortlist and stay there.
Market research
Most messaging is written from the inside out: features, roadmap, what the team is proud of. Buyers think from the outside in: the problem, what it costs them and what happens if they do nothing. We research your market until we can see it the way your buyers do.
01
The market
Where budgets are moving, which problems are growing and what is changing in your category.
Analyst research, category trends, search demand
02
The buyer
The job they hire you for, the trigger that starts a search and every person who signs off.
Customer interviews, win-loss, buying group mapping
03
The competition
What every competitor claims, how they price and where they can't credibly follow you.
Competitor sites, reviews, mentions on sales calls
04
Your proof
The outcomes you actually deliver, in numbers your buyers can check for themselves.
Customer results, usage data, case evidence
1
The problem
Named the way your buyer would describe it.
2
What it costs
Time, money or risk, in their numbers.
3
The outcome
What changes for them, not what the product does.
4
The proof
A number, a customer or a demo they can check.
5
Why only you
The one thing competitors can't credibly claim.
Our test: if a new sales rep can't repeat it after one read, it isn't finished.
Picking segments
All four come from your CRM and billing data. The segments that score well get the budget, the message and the sales time.
Win rate
How often you beat the alternative once a deal is qualified.
Deal size
Average first-year contract, and how often it expands.
Sales cycle
Days from first meeting to signature. Long cycles quietly eat your pipeline.
Payback
How quickly the revenue covers what it cost to win the deal.
Where the message comes from
We listen to the calls you won and the ones you lost, interview recent buyers, and read what they write in reviews and support tickets. The phrases that keep coming up become the message.
Win-loss interviews
Call recordings
Lost-deal notes
Review sites
Support tickets
Competitor pages
Sales objections
Differentiation
When buyers can't tell vendors apart, they fall back on price or on the brand they already know. We find the position your competitors can't credibly claim, then make sure every touchpoint says it the same way.
How most vendors sound
How you'll sound
Leads with features and the product roadmap
Leads with the buyer's problem and what it costs them
Speaks to every possible customer
Speaks to the segments you win most often
Claims to be all-in-one and best-in-class
Shows proof buyers can check for themselves
Website and sales tell different stories
One story across the site, the deck and every rep
Competes on price when deals get tight
Competes on a point of view only you can own
01
Map the field
Every competitor's claims, pricing and proof on one page, so the open ground is easy to see.
02
Pick the ground
A position that matters to your best buyers and that competitors can't credibly follow you onto.
03
Prove it
Proof points, comparison pages and customer evidence that make the claim believable.
04
Arm the team
Battlecards, objection handling and talk tracks, so sales says exactly what the website says.
Testing
1
Write three angles
Each one leads with a different buyer problem, written from interview language.
2
Test them in market
Two to three weeks of paid social, search and outbound, judged on meetings booked rather than clicks.
3
Roll out the winner
The site, sales deck, sequences and ads all move to the message that won.
Senior product marketing
McKinsey's research on software companies found that winning market acceptance is now harder than building the product, and the fastest growers invest in product marketing to close that gap. Every positioning engagement includes a senior product marketing manager working inside your team.
25–30%
more product marketers per product manager at the fastest-growing software companies than at the slowest.
McKinsey, The growing importance of software product marketing managers (top 100 software companies by revenue)
01
Market and customer insight
Customer interviews, competitor tracking and trend research that shape your roadmap, the use cases you lead with and the partners worth pursuing.
Research brief · Competitive map · Use-case priorities
02
Translating value for every team
Buyer profiles, positioning and messaging that help product, marketing and sales explain why you win, in language each audience understands.
Message house · Battlecards · Sales enablement
03
Launch and go-to-market
Launch plans, pricing FAQs, pitch decks and demos, plus the metrics that show it worked: conversion, acquisition cost and lifetime value.
Launch plan · Core assets · Adoption scorecard
McKinsey found product marketers at leading software companies bring about 11 years of experience across disciplines. Ours bring more, and they have done this work inside venture and private equity backed companies.
What you get
01
Who to target, who to avoid, and how to spot each one in your CRM.
02
Every segment ranked, with the budget and sales time each one should get.
03
The core promise, three proof points and the language to use and to avoid.
04
Discovery questions, objection handling and a first-call story reps will actually use.
Questions
We start from revenue data rather than a creative brief. The output is tested in market and judged on meetings and win rate, not on how it looks.
We write the pages that matter most for pipeline, like the homepage, product pages and demo request, and give your team or agency a clear brief for the rest.
Usually six to eight weeks: two or three for research and scoring, two or three for testing, and the rest for rollout across sales and marketing.
Next step
Bring last year's closed-won and closed-lost deals. We'll show you where the pattern is.
