How sharp positioning holds up in a competitive and saturated market.

Recently, it became clear that there is a significant gap between self-esteem and market perception.

71% of B2B companies find their own positioning distinctive. At the same time, 68% buyers said that B2B brands sound largely the same.
These numbers are not consistent. They show that what companies think they communicate is not received that way.
This contradiction shows how important sharp positioning is - more important than ever before. A sharp positioning requires clear choices.
Those choices feel awkward. They force focus and let go of perceived opportunities. In practice, that focus actually creates commercial space.

What positioning really is

A well-developed positioning is not just a slogan, but the answer to three pillars:

• which customers you work for
• what problem you're solving
  
• why you are the best choice for that.

The answer to these questions guides everything. Marketing, sales, product development and communication follow from this.
As soon as one of these components is separate from the whole, the brand loses coherence.

Why a lot of positioning fails

In saturated markets, broad, general propositions often arise. Organizations want to be relevant to multiple target groups, sectors and use cases.

This creates vagueness. The message will be technically correct, secure in terms of content, but it lacks the strategic bite.
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Common causes:

• internal interests of sales, product and management
  
• fear of ruling out market opportunities
  
• positioning based on internal pride and perspectives rather than external relevance
  
  

Positioning only works when the market recognizes itself. Internal logic is secondary here. In addition, abstract formulations make a brand elusive.
Concrete language requires sharpness and increases trust. A formulation such as 'We help you move forward' is a good example.
This can be from a taxi service, from an energy drink manufacturer, a financial advisor or a car tire service.
This example sounds exaggerated, but unfortunately it is not far from the reality of many B2B companies.

Choose one target group that provides direction

Choosing a target group means more than naming an industry. It's about context, responsibilities and decision situations.

A strong target group definition includes:

• job role and responsibilities
  
• type of organization and scale
  
• concrete operational or strategic pressure
  
• moment in the decision cycle
  

The sharper this definition, the more precise the communication becomes. Marketing gets focus for campaigns,
sales recognizes purchase intent more quickly and, in most cases, reduces the length of your average sales journey.

Proposition as a solution to a specific problem

A proposition describes which problem you are structurally solving. In mature B2B markets, this is rarely about features.
It's about risk, continuity, efficiency and decision certainty.

‍A strong proposition:

• addresses a recognisable problem
  
• mentions the impact of that problem
  
• clarifies what changes after cooperation
  

A promise that is demonstrably true

The promise connects the target group and proposition. It's what a customer can reasonably expect from you.
A credible promise can be tested. She leaves room for evidence in the form of cases, data and examples.

Good promises:

• are specific
  
• are in line with existing market expectations
  
• are consistently lived up to
  

As soon as marketing promises more than the organization can deliver, trust crumbles. The positioning then loses its value very quickly.

Positioning as an internal decision framework

Strong positioning also works internally as a filter. It helps make choices in:

• campaigns
  
• partnerships
  
• product development
  
• sales priorities
  

Anything that does not contribute to the chosen position requires reconsideration. This ensures consistency and speeds up decision making.

Positioning is not a one-off exercise

Markets are moving, competition is changing and positioning requires periodic review.
Organizations that approach this structurally build recognition. They have less to explain and are chosen more often.

Conclusion

In saturated markets, the one who dares to be the clearest wins. Positioning requires choices.
These choices create direction, recognition and commercial strength. Strong positioning feels sharp. That is a good sign.

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