How Specific Should Your Startup's Positioning Be?
Early-stage startups win by positioning narrowly — one ICP, one problem, one promise. Specificity builds credibility and shortens sales cycles.
Overly broad positioning confuses investors and customers. Specific positioning targets beachhead markets addressing acute pain points. Specificity builds defensibility—harder for competitors to copy. As startups scale, positioning evolves. Clear positioning guides hiring, product development, and marketing decisions. Specificity signals conviction.
Positioning is one of the most crucial—and often misunderstood—aspects of early-stage startup growth. How you define and communicate your product’s value to the market can either accelerate your traction or leave potential customers confused about what you actually offer.
A common dilemma founders face is finding the right level of specificity in their positioning:
• Too broad, and your message becomes vague, making it difficult for anyone to understand what you do or why they should care.
• Too narrow, and you risk excluding large parts of your potential market, limiting growth opportunities.
So how do startups strike the right balance?
The Two-Tiered Approach to Positioning: SAM and SOM Levels
For most startups, effective positioning hinges on mastering two complementary levels of messaging: SAM-level positioning and SOM-level positioning
1. Build Your SAM-Level Positioning
SAM stands for Serviceable Available Market. This level of positioning articulates your product clearly across multiple segments without being overly broad. It strikes a middle ground between an expansive Total Addressable Market (TAM) statement and a highly targeted message.
Characteristics of SAM-Level Positioning:
• More specific than a broad visionary claim but flexible enough to allow experimentation and growth
• Aimed at creating broad understanding and awareness across different audiences
• Serves as your “north star” messaging for early-stage communication
Ideal Use Cases:
• Your startup’s homepage, where first impressions matter and you need to communicate clearly what you do
• Introductory slides in your sales or investor decks, providing a simple yet precise description
• Content marketing materials designed to educate and build awareness among a diverse audience
By focusing on SAM-level positioning early on, startups provide clarity without boxing themselves into a niche too soon.
2. Layer in SOM-Level Positioning
SOM refers to Serviceable Obtainable Market. This positioning is laser-focused on specific segments or use cases. It is highly precise messaging crafted for defined personas or verticals.
Key Aspects of SOM-Level Positioning:
• Tailored to specific market segments or buyer personas
• Drives higher engagement and conversion rates because the messaging directly addresses particular needs and pain points
• Typically employed in targeted marketing campaigns and personalized sales outreach
When and Where to Use SOM-Level Positioning:
• Dedicated landing pages optimized for particular use cases or industry verticals
• Persona-driven advertising and email campaigns
• Customized sales materials designed to resonate with individual buyer groups
While SOM-level positioning delivers the highest performance in go-to-market efforts, it demands more resources to develop and execute. Startups should adopt this level only after their broader SAM-level messaging has proven effective.
A Real-World Example: Airtable’s Positioning Evolution
Airtable offers a clear illustration of how positioning evolves with growth:
• TAM-Level (Broad Vision): Initially, Airtable positioned itself with a broad, visionary message: “Organize everything.” This cast a wide net but lacked specificity.
• SAM-Level (Clear Definition): As the product matured, Airtable refined its messaging to: “We’re a better spreadsheet.” This clarified the product’s value while still appealing across various segments.
• SOM-Level (Targeted Focus): Today, Airtable runs multiple go-to-market motions with segment-specific messaging, such as “Solutions for marketing teams.” These targeted campaigns allow them to address the precise needs of different user groups effectively.
Final Thoughts
Positioning is not static. It evolves as your startup grows, gains customer insights, and experiments with the market. Early-stage startups benefit from clear, understandable SAM-level positioning that educates and attracts a broad audience. As your understanding deepens and resources increase, layering in SOM-level positioning enables you to engage specific market segments with tailored messages, maximizing impact and conversion.
By thoughtfully calibrating your startup’s positioning between these two levels, you create a scalable communication strategy that balances clarity, flexibility, and precision—essential ingredients for sustainable growth.
Frequently Asked Questions
The right time to work on positioning is now, regardless of your current stage. Many founders delay positioning work, assuming it's premature until they've achieved significant traction. This is backwards thinking. Clear positioning accelerates growth at every stage—from fundraising to customer acquisition to team hiring. Positioning is not a luxury for mature companies; it's a strategic necessity from day one.
Early Stage: Clarify Direction & Fundraising
Pre-launch or early startups benefit tremendously from positioning work. It clarifies your strategic direction, refines your target market, and articulates your unique approach. Investors evaluate positioning during due diligence. Strong positioning makes fundraising narratives more compelling and differentiated from competing pitch decks. You'll discover product-market fit faster when you have clarity on who you're building for and why you're different. Positioning prevents the costly pivot that comes from unclear vision.
Growth Stage: Accelerate Customer Acquisition
As you scale, positioning becomes increasingly important. Clear messaging reduces customer acquisition costs, improves sales efficiency, and attracts the right customers while naturally filtering misaligned prospects. Marketing becomes dramatically more effective when built on clear positioning. You'll spend less on ads trying to reach everyone and more efficiently reach your ideal customers. Sales cycles shorten when prospects immediately recognize relevance.
Mature/Plateau Stage: Unlock New Markets
Established companies often plateau because their positioning hasn't evolved. Market conditions change. Competitors emerge. Customer needs shift. Repositioning reveals new market opportunities, allows entry into adjacent segments, and refreshes brand perception with new audiences. Companies that actively revisit positioning every 2-3 years maintain competitive advantage and unlock growth during mature phases.
Market Transition: Navigate Category Evolution
Major market shifts—technology adoption, regulatory changes, new competitors—are ideal moments for positioning clarity. AI adoption reshaping your industry? Climate regulations changing market dynamics? New competitor category emerging? These moments make positioning particularly valuable. You can lead narrative change rather than react to it, establishing thought leadership and market authority.
Start positioning work today with our strategy-first approach. Schedule a positioning conversation to discover where you stand.
Positioning is the strategic decision about where your company chooses to compete — and just as importantly, where it chooses not to compete. It's the bet you make on which customer, which problem, and which value you can own in a market. Good positioning makes every downstream decision easier: your messaging, your pricing, your sales motion, your product roadmap. Bad positioning makes all of them harder.
Brand positioning is the strategic foundation everything else is built on. It defines how your company is perceived in the market, what makes you different, and why your ideal customers should choose you over the alternatives.
Why can't I just figure out positioning on my own?
You can — and many founders do, eventually. But "eventually" is expensive. Positioning mistakes don't announce themselves. They show up as sluggish sales cycles, inconsistent messaging, low win rates, and a product roadmap that seems to go in five directions at once. By the time the root cause is obvious, you've already burned runway and momentum. An outside perspective short-circuits that process.
Isn't positioning just marketing?
No. That's one of the most common and costly misconceptions. Marketing communicates your positioning. It doesn't create it. If your positioning is muddled, no amount of clever copy or ad spend will fix it — it will only amplify the confusion. Positioning is a business strategy decision that happens to live upstream of marketing.
Can't AI just do this for me?
Not in any way that matters. Here's why: positioning is fundamentally about conviction, not data. The whole purpose of positioning is making a bet on where you can win. Markets — especially immature ones — are a black box. No amount of research, however sophisticated, eliminates that uncertainty. What you need isn't more information. You need a framework for forming a confident point of view despite incomplete information. That's a human judgment call.
I've heard "AI will kill consulting." Does that apply here?
It won't kill positioning strategy consulting. If anything, it will increase demand for it — for two reasons.
First, positioning is about conviction, not computation. Founders need help shaping their thinking around genuine market uncertainty, not help processing data they already have.
Second, AI has made it dramatically easier to build software. That's accelerating a pattern we already saw in the market: startups overbuild. They build too many features, serve too many segments, chase too many use cases — all in the name of finding fit. This creates product bloat, which cascades into marketing bloat and positioning confusion. AI isn't solving that problem. It's pouring fuel on it. The founders who delegate their strategic thinking on positioning to AI are almost guaranteed to lose.
What does "overbuilding" have to do with positioning?
A lot. In the early days, startups tend to build and sell broadly to figure out what the market actually cares about. That's not inherently wrong — it's how you find fit. But all that building leaves a residue: a product that does too many things, for too many people, with no clear story about what it's for. That residue is positioning debt. And just like technical debt, it compounds over time. Clearing it is one of the most common reasons founders come to us.
What does positioning work actually look like?
It varies, but the core of it is always the same: getting ruthlessly clear on your customer, their problem, your unique approach, and the competitive alternatives they're weighing. From there, we work backward to a positioning statement and forward to messaging, narrative, and go-to-market implications. It's structured thinking, not brainstorming — and it results in decisions, not decks.
Why do most positioning problems feel unsolvable?
Most positioning problems aren't problems of language or messaging. They're problems of an unexamined premise — a foundational assumption that was made once, treated as a decision, and then quietly hardened into identity. The frame became invisible because it stopped being questioned. And once a frame is invisible, every strategy built on top of it looks rational even when the underlying assumption has stopped being true. You can optimise the messaging, sharpen the copy, run more campaigns — and still feel stuck, because the constraint isn't on the surface. It's in the structure.
The unlock is rarely a new insight about the market. It's the willingness to surface and re-examine the assumption you've been treating as bedrock. That means asking: what did we decide, early on, that we've never revisited? What have we accepted as fixed that might actually be a choice? The frame you put around your business shapes everything downstream — what problems you think you're solving, who you think you're solving them for, and how you explain the value. Change the frame, and the same product, the same team, the same customers can suddenly make sense in a way they didn't before. Not because anything changed. Because you finally questioned the one thing you'd stopped questioning.
A startup’s positioning should be specific enough to strongly resonate with a defined target customer and differentiate from competitors, but not so narrow that it excludes a viable market. The benefit of a very specific positioning – for example, “AI-driven recruiting software for mid-size healthcare companies” – is that your ideal customers immediately know “this is for me.” Specificity helps a startup cut through noise; you can tailor your product features, marketing message, and sales approach exactly to the needs of that niche (and often charge a premium because you’re a specialist). It also aids word-of-mouth, because customers describe you in clear terms (“they're the healthcare recruiting AI folks”). Additionally, focus helps conserve resources – early-stage startups can’t be everything to everyone, so a tight positioning prevents dilution of effort. However, the risk of being too specific is that you might limit your growth potential or miss adjacent opportunities. If the market segment is very small, you could saturate it quickly or run out of room to expand. Or if your positioning is too tailored, prospects might assume you can’t handle needs outside that definition (e.g., another industry might overlook your solution even if it could work for them). The key is to find that sweet spot: early on, err on the side of more specific (it’s easier to win a niche and then broaden later once you’ve established credibility). Many successful startups started in a narrow vertical or use-case and later expanded. The blog likely suggests: define your positioning by the sharpest value you provide and the audience that desperately needs it – especially at the beginning. You can always widen the positioning as you grow (or introduce new offerings), but if you start broad (“we serve all industries with all kinds of analytics”), you risk appealing to no one. In summary, be specific enough to matter and capture mind-share, but stay mindful of adjacent markets or scalability – your positioning can evolve as your startup proves itself.

