Geoffrey Moore: commitment

Transcript context

…Kind of along those lines, positioning, how important is that, and any advice on figuring out your positioning when you're doing this? I know you talk a lot about making sure you focus on their pain point, but at some point you're like, "Here's what we're doing for you." One of the nice things about Crossing the Chasm is the positioning formula is absolutely the same every time. It's really cool. So basically when you're thinking about positioning, you're saying, "Look, I'm going with this use case in this particular segment." So they have an incumbent vendor. The advantage of the incumbent vendor is they understand the business, but they don't have the new technology. Conversely, you have technology competitors who have as good technology, maybe a better technology than you have, but they're not committed to this domain expertise of this thing. So your positioning is, "We are the technology leaders who have specialized and committed to solve this problem. And by the way, we have huge respect for your incumbent vendor. We're not asking you to kick them out. They just can't solve this problem. We also have respect for our peers, but frankly, they wouldn't know your problem if they wouldn't recognize it in a lineup. We are here, and by the way, if anybody comes into our quadrant, we're going to kick their ass. We are going to be beyond compare. Nobody is going to handle this problem with this kind of technology the way we will, and that's our claim of fame. That's what we're going to do, and that's our positioning." I love that. Say you're building a product led growth company, a bottom up oriented B2B SaaS company. Is there anything that changes in your advice?…

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