Most businesses write positioning statements that sound like they were crafted by a committee chasing a pink zebra.
Unique? Sure.
Relevant? Not even close.
Relevant? Not even close.
Let’s talk about the real purpose of a market edge statement.
It’s not just about sounding clever or different. It’s about clarity.
It’s about knowing what business you’re really in—and why your customer should care.
It’s about knowing what business you’re really in—and why your customer should care.
After 25 years as a product manager, I’ve seen this mistake play out over and over. I’ve made it myself.
The biggest product flops I’ve been part of? They weren’t because the product wasn’t good, and they were not because we did not listen to the customer. The issue was we did listen to a small sample of the customer but we did not observe the customer’s action to validate their behavior.
The biggest product flops I’ve been part of? They weren’t because the product wasn’t good, and they were not because we did not listen to the customer. The issue was we did listen to a small sample of the customer but we did not observe the customer’s action to validate their behavior.
The history of positioning statements and Unique Value Props (UVP) goes back to the early days of brand strategy.
Think:
- “The Ultimate Driving Machine”
- “Melts in your mouth, not in your hands”
These worked because they were rooted in what the customer desired in a luxury car, and also customers who wanted chocolate treat without the melt.
But somewhere along the way, we started chasing differentiation for its own sake. We built UVPs that were so “unique” they forgot the customer entirely. I call these pink zebras—magical, rare, and completely useless.
Here’s the fix:
I have moved away from calling them value props or positioning statements. Those are great terms but it does not resonate with SMB owners. The two questions to ask is what will give you and edge in the market, and what compells the customer to purchase your product or service vs. the alternative. T
hat means knowing your customer deeply, from both questions and observations.
Not just demographics—but desires, frustrations, and unspoken needs.
Not just demographics—but desires, frustrations, and unspoken needs.
Ask yourself:
- What business am I really in?
- What problem do I solve better than my competitors?
- What does my customer actually want—not just what I make?
Drop your current compelling market edge statement in the comments, and I’ll pick one to audit in the next post.
A compelling market edge statement isn’t about being different.
It’s about being clear.
It’s about being customer-first.
And it’s about solving a real problem in a way that makes your audience say,
“Finally—someone gets it.”
It’s about being customer-first.
And it’s about solving a real problem in a way that makes your audience say,
“Finally—someone gets it.”
