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19 results for “competitive positioning”
Topic6 mentions across episodes
positioning
Concept3 mentions across episodes
competitive positioning
...a competitive market and go head on with a large competitor on day one because they'll just crush you. And so you need areas of white space. You need a a market entry strategy where people think, you know, that's that little company. Oh, wow. You kno
16:27 / 17:31
from transcript16:27 – 17:31
Everybody's got it. Like, so why are you any better and different? Like, you really have to work hard around the pitch. But if to your question about I believe that majority of go to market leaders, in no ranking order, they care about product differ
30:04 / 31:04
from transcript30:04 – 31:04
...from your competitive set. So how will you stand out? How is your formula gonna be different? How is your price gonna be different? Like, what is the value for the guest or the consumer? And so if everyone looks the same, it's your opportunity to be
30:01 / 31:02
from transcript30:01 – 31:02
you can quickly look at this list and start scoring where you think your product could be on these scales. And you know that if you can use one of these, people will understand it. But it also starts to make the team comfortable with this notion of d
39:40 / 40:47
from transcript39:40 – 40:47
represents you. And that competitor will do some things that the customer needs that you don't do. Where those two circles overlap and yours doesn't, that's the value wedge of that vendor. Unique value that that competitor can bring to that customer
31:59 / 33:23
from transcript31:59 – 33:23
Then when you decide which space that you're going to operate in, you've built an enormous set of boundaries around what you do. The third one is validation. If you are trying to please your boss, that's what you're going to do. If on the other hand,
25:27 / 26:30
from transcript25:27 – 26:30
So to me, this is not about, like, being super laser focused on your competition because that leads to these local maxima rather than thinking about phase shift changes and breakthroughs that you can make as a company. But when you analyze your compe
13:28 / 14:36
from transcript13:28 – 14:36
...approach to positioning. And so there's just, like, so much evidence to tell you that you differentiation is a really important step and element of successful companies. Yeah. One of the things that I've noticed about these topics, the these the basi
36:34 / 37:59
from transcript36:34 – 37:59
and hope that your investor figures something out that matches your needs. Or you can actually try to walk them through it and think about it and explain why you think the market is big. I think even though people say you Lazing it away is the right
13:55 / 16:15
from transcript13:55 – 16:15
if I were a sales leader, well, that makes my life so much easier that I have something better to sell. And then even what if it's not a crowded space and you're displacing a manual process? Oh my god. That that would lead with that. That's, like, so
30:35 / 32:03
from transcript30:35 – 32:03
Yes. This is something a lot of founders struggle with. They know, okay. I need to figure out my segmentation strategy and here we're going after. Can you just kinda give us a primer on segmentation, what people should know about why this is importan
1:00:45 / 1:01:49
from transcript1:00:45 – 1:01:49
And then sounds like the core part of it is just make sure you differentiate and choose a different path versus just try to be the better thing or the cheaper thing. And then the final piece is just like, okay. Here's our path. Let's test, run some s
15:40 / 16:45
from transcript15:40 – 16:45
“How investors differentiate themselves by leaning into their unique personal traits”
But beyond that, I think your way of differentiating as an investor relies a lot on how you differentiate as a person. Right? And I think that comes down to your upbringing, special skills you have, t
19:55 / 20:35
framework19:55 – 20:35
Our competitors were in ziplock bags in computer stores. Well, when something like Steam shows up, when something like, downloadable shareware shows up, everything about your product changes. So, again, these four things are choices. And if you're gl
26:13 / 27:15
from transcript26:13 – 27:15
That is one way, obviously, of entering a market. There are other ways of entering the market just with a superior product, so you get more and more people to sort of talk about you. And if it's 10 times or 20 times better product, then everybody's g
17:10 / 18:14
from transcript17:10 – 18:14
what are other things that will differentiate you? And, you know, I started thinking outside of tech. Like, we buy a lot of things because of how we feel about them. And so I started to develop this thesis that, actually, the experience that you have
47:58 / 49:03
from transcript47:58 – 49:03
And we knew the technology could do that, but just the level of human benefit to that and the benefit they got walking around the organisation with their heads high and being able to contribute to it and not just be a cost. I don't think I would have
31:23 / 32:39
from transcript31:23 – 32:39
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