That gap is almost always a sign the positioning was written for the website and never translated into a conversation. Fix it by building the pitch, not more copy: the setup, the two or three things you do that the alternative cannot, and the proof for each. Then listen to recorded calls and count how often each rep uses it, because that number is your real adoption rate, not attendance at the enablement session. Also take the reps seriously, when several of them independently say something different and it is winning, that is usually the market telling you your positioning is wrong rather than your reps being off-script.
4 resources, 4 link-checked.
The clearest single hour on how positioning, segmentation and personas differ and how they connect to the sales call. Dunford has done this with 200+ companies including Postman, so the examples are concrete.
On Lenny's Podcast by April Dunford ~60 min
Open lennysnewsletter.com →Taylor is good on the part reps own but rarely get credit for: feeding what you hear on calls back into positioning and pricing. Also honest about competing when the alternative is a free tool from Google or Microsoft.
On In Depth (First Round Review) by Sam Taylor ~60 min
Open review.firstround.com →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.
From Product Marketing Alliance ~20 min read
The argument for treating positioning as iterative and cross-functional rather than a one-time launch decision, which is what separates companies that keep it sharp from ones whose story rots. Also the case for reframing a market instead of accepting its boundaries.
From aprildunford.com by April Dunford ~8 min read
How positioning and messaging reads from a different seat.
The same ground, over in Understand your customers, our Starting Up track.
