# Module 20 — Positioning

> **Frameworks:** Dunford *Obviously Awesome* · Moore crossing-the-chasm template ·
> Jobs-to-be-done lens
>
> **Goal:** Define the brand's competitive frame — who it's for, what category it
> competes in, what it does uniquely, and why that matters to the target client.
> Output is the raw material for a positioning statement the brand can act on.

---

## Raw

<!-- Verbatim quotes and examples. Record exact language. -->

### Who is the target client? (role, company type, situation)

### What category does the brand compete in? (how clients currently solve this problem)

### What makes the brand different from alternatives in that category?

### What does the target client care about most? (the value they get that others can't match)

### Competitive alternatives named by the founder (include "do nothing" / "hire in-house")

### Phrases or metaphors the founder uses naturally to describe what they do

---

## Synthesis

### Positioning statement draft (Dunford template)
> For **[target client]** who **[situation / JTBD]**, **[brand name]** is the
> **[category]** that **[unique value]**. Unlike **[alternatives]**, we
> **[key differentiator]**.

### Alternative framings (vary the category or the differentiator)

1.
2.

### White-space hypothesis (what no competitor is claiming that this brand could own)

### Open questions / ambiguities

### Tensions with Module 10 Why (flag any contradictions for Module 90 reconciliation)