A product positioning consultant should identify the product's best-fit buyer and job, compare current alternatives, translate capabilities into specific outcomes and validate the story with customers and sales.
Start with the job the buyer hires the product to do
Product teams naturally describe capabilities. Buyers compare ways to solve a problem. Ask the consultant to identify the trigger, current workaround, desired outcome and criteria for switching. Observe how real users describe the job; do not infer it from the feature roadmap alone. A sophisticated product can still lose if its value is buried under terminology.
Choose one best-fit use case for the first message. This does not mean the product can serve only one market. It means a stranger should be able to understand a concrete reason to care. Use separate pages or sales materials for additional use cases, with clear links between them.
Compare the real alternatives
List named competitors, internal builds, manual processes and the option of doing nothing. For each, write what the buyer gains and gives up by switching. A consultant should validate this with win/loss conversations and product demonstrations. Competitive comparison is useful when it explains a decision; it becomes weak when it merely declares the product “more powerful.”
Translate features into mechanisms and outcomes. For example, “automated enrichment” matters if it reduces a named manual step or improves a decision that buyers value. Show the mechanism and the evidence. If the claimed outcome is not proven, describe the capability accurately and propose a test rather than inventing a result.
Test the message in the sales path
Put the position into a concise homepage explanation, use-case page, demo opening and objection response. Ask prospective buyers what they think the product does, who it is for and why they might change. Do they repeat the intended point, or a different one? The answer is more useful than asking whether they “like” the wording. The product marketing guide explains the broader handoff.
Agree how product, sales and marketing will keep the message accurate as the product evolves. Assign an owner to claims and proof. Check that the promise is deliverable today, not dependent on an unreleased feature. Positioning cannot substitute for product quality, but it can help the right buyers recognize a strong fit.
Specify the deliverable
The consultant should return a target buyer, job, alternatives, core promise, proof, boundaries and applications to priority touchpoints. Include the research trail and rejected directions so the team understands the tradeoffs. A deck alone is insufficient if no one knows how to use it in campaigns or sales. Plan a review after market feedback and update the story when evidence changes.
Mohit's relevant experience: He worked across product, tech, sales and marketing at AjnaLens, and shaped the messages of complex offerings at Data Sutram and QuantInsti. That cross-functional experience helps connect what a product can actually do with what a buyer needs to decide. See Mohit's work and the Data Sutram case.
Apply this to your business
Show the product explanation to a buyer before a demo. Can they name the job it does, the alternative it replaces and the reason to switch?
Frequently asked questions
Is product positioning the same as brand positioning?
Product positioning focuses on a specific product, use case and buying alternative; brand positioning can cover the company's broader promise and reputation.
Who should work with the consultant?
Founders, product, sales and customer-facing people should provide evidence and validate the output so the message reflects the product and buying process.
Clarify what your product is for
Tell Mohit what buyers currently misunderstand. He can help scope a product positioning project around those decisions.
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