How do I write a one-line description of what we do that a normal person actually understands?
Stop trying to be clever and name the category first. A stranger needs to file you somewhere in their head before they can care, so 'a CRM for field sales teams' beats 'the operating system for revenue'. Build the line backwards from the exercise: what would this customer use if you did not exist, what can you do that the alternative cannot, and who feels that difference most. Then say it in the buyer's own words, lifted verbatim from calls, not in words your team invented. If you have to explain the sentence after saying it, it is not the sentence.
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4 resources, 1 India-specific, 4 link-checked.
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A five step exercise you can actually run in a room this week, ending in the market frame of reference that makes your strengths obvious. This is the working session, not the theory.
The clearest short explanation of why market category is one of five interdependent positioning pieces, with a real repositioning story attached. It is also where Dunford makes the case that most companies should not invent a category.
The most complete plain-language description of what a PMM owns, and it is explicit that positioning and messaging is the number one responsibility rather than launches. Settles the product manager versus product marketer confusion in one section.
The SuperOps founder frames GTM around one question, is your category established or new, which is exactly the fork in the road for positioning. His channel split of roughly 40% organic, 40% performance and 20% events is a rare concrete answer.
