Most growth problems that look like channel problems are positioning problems: the business cannot say, in one sentence, who it is for and why a buyer should pick it over the two names beside it. We build that sentence from evidence rather than preference, test it against real objections, and write it down so every page, ad and outreach message says the same thing.
What the business does, for whom, against which alternative, on what evidence. One page. It has to survive being read next to the two competitors a buyer will actually compare.
The customer the business wins most profitably, described in one sentence the whole business can repeat, with the signals that identify them and the list sources where they can be found.
What is sold, at what price points, in what order a customer meets it: the entry offer, the core engagement, the expansion. Packaged so the buyer can say yes to something small first.
The three claims worth making, the evidence behind each, and the objection each one answers. Every channel draws from this map, so outbound, the website and paid say the same thing.
Draft positioning is read against competitor pages, put to recent buyers and lost deals where the business can arrange it, and checked against what the engines say when asked about the category. What survives is what ships.
Positioning work feeds everything downstream: the ICP decides the outbound list, the message map decides the pages and the ads, the offer architecture decides what the first sale is. Where a Business Diagnostic or market analysis already exists, this work builds on it rather than repeating it.
No mood boards and no renaming. The deliverable is a short set of working documents the business uses daily, reviewed at the quarter against win rates and the competitor set.
Your competitor set measured rather than assumed: price position, review velocity, content coverage, share of AI answers, paid presence, and what each competitor is selling that you are not.
The partnershipPositioning, the offers that carry the margin, the acquisition model, channel sequence, pricing architecture, capacity constraints, and a 90-day plan with the measures agreed before it starts.
SalesFor founder-led sales: discovery questions, qualification, call structure, proposal and follow-up, written from your real deals and trained until the founder runs it without us.