The content states positioning drives everything downstream. Can you explain what 'owning a position in your customer's mind' means in practice and how it directly influences core business functions like product roadmap and pricing?

Owning a position means your company becomes the default answer to a specific customer problem. When your target audience thinks of solving that problem, they think of you first. This mental real estate directly shapes your internal priorities and external value perception. For example, if your position is the most secure platform for enterprise data, your product roadmap will prioritize security features above all else. Your pricing can then command a premium because you are not just selling a product, you are selling peace of mind in a clearly defined context. This contrasts with a generic product that must compete on a checklist of features and is constantly pulled in different directions. A strong position, like Gong’s with “revenue intelligence,” creates a self-reinforcing cycle of focus that aligns your entire organization. The key is to move from a product-centric view to a problem-centric one.

Considering the examples provided, when should a technology startup pursue category creation, like Figma did, versus category entry, and what are the key trade-offs between educating a new market and fighting for space in an existing one?

The decision hinges on the novelty of your solution and your appetite for risk. You should pursue category creation when your product introduces a fundamentally new way of working that cannot be easily compared to existing tools. This path requires patient capital and a long-term commitment to market education, but the reward is market ownership. You pursue category entry when your product offers a significantly better way to solve a well-understood problem in a pre-existing market. This offers faster traction because demand already exists, but you must fight for differentiation. The trade-offs are:Category Creation: High initial investment in education, longer sales cycles, but potential for a monopoly-like position (e.g., Figma inventing browser-based design).Category Entry: Faster market feedback, lower educational burden, but intense competition on positioning and execution (e.g., Notion entering the crowded workspace tools market).Choosing the right path is the first and most critical step in your entire strategic plan.

How did companies like Slack and HubSpot successfully redefine their competitive landscapes by positioning against a concept or a fragmented set of tools rather than direct product-for-product competitors?

They won by changing the game instead of just playing it better. These companies masterfully reframed the problem their customers faced, making their old ways of working the true competitor. Slack positioned itself not as a better chat tool but as the antidote to chaotic internal email. This elevated the stakes from a simple feature comparison to a transformation in team productivity. Similarly, HubSpot did not initially go head-to-head with Salesforce. It positioned itself as the all-in-one platform for growing companies, competing against the fragmented and complicated mess of point solutions that smaller businesses were struggling to manage. This strategic decision to target a different enemy allowed them to create and dominate a space where their unique value was undeniable. The lesson is that your most powerful positioning may be against a process, not a product.

Using Gong’s 'revenue intelligence' as a prime example, how does a company effectively enter a crowded market and establish a dominant position by focusing on a new, high-value capability that makes existing solutions seem outdated?

Gong established dominance by creating and owning a new sub-category within a crowded space. Instead of selling 'sales call recording,' a commoditized feature, they sold 'revenue intelligence,' a new strategic capability powered by AI. This move immediately shifted the conversation from features to high-value business outcomes, such as identifying deal risks and improving rep performance. Their success came from a three-part strategy: first, they named the problem and the solution, giving sales leaders a new vocabulary. Second, they focused messaging on the pain of manual deal reviews and lost revenue, making traditional methods seem obsolete. Third, they made AI the clear differentiator that enabled these new insights. By carving out this new ground, they forced competitors to react and implicitly defined their own solution as the modern standard for sales organizations.

What common mistake do companies often make when they first attempt to define their market position, and how can they avoid the trap of becoming a commodity by correctly identifying the customer's actual comparison points?

The most common and costly mistake is assuming your competitors are only the companies that look and sell like you. This internal-out view leads to a narrow focus on feature wars, pushing you toward commoditization. Strong companies avoid this trap by adopting an external-in perspective to uncover the customer's true consideration set. The real competitor is whatever solution the customer would use if your product did not exist. For Slack, this was email. For others, it might be a spreadsheet, a manual process, or an in-house build. The solution is to systematically ask your customers and prospects: 'What alternatives did you evaluate before choosing us?' or 'How were you solving this problem before?' Answering this question, the first step in April Dunford's framework, reveals the actual competitive landscape you must position against to win.

For a B2B SaaS company aiming to enter a mature market, what is a practical, step-by-step plan for applying the initial stage of April Dunford's framework to define a unique and defensible position?

To enter a mature market, your positioning must be exceptionally sharp from day one. A practical plan to apply April Dunford's first principle, defining the competitive set, involves deep customer discovery, not internal workshops. You need to understand who your ideal customer actually compares you to. The plan is:Conduct Win/Loss Interviews: Speak with at least 10-15 recent new customers and 5-10 prospects who chose a competitor. The goal is to understand their evaluation journey.Ask the Magic Question: In these interviews, ask directly, 'Before you found us, how were you solving this problem? What other options did you seriously consider?'Map the Alternatives: Group the answers. You will likely find a mix of direct competitors, legacy software, homegrown tools, and manual processes. This map is your true competitive landscape.Analyze the Decision Criteria: For each alternative, dig into why you won or lost. This uncovers the attributes that your target market values most.This process provides the factual foundation needed to build a position based on market reality.

As software markets become increasingly saturated, how will the strategic importance of positioning likely evolve over the next decade, and what does this imply for how founders should approach their initial product and GTM narrative?

In hyper-saturated markets, positioning will shift from a marketing function to the central pillar of corporate strategy. As technology moats shrink and features are copied overnight, your distinct position becomes the only durable competitive advantage. This implies that founders must now adopt a position-first approach. Instead of building a product and then figuring out how to sell it, you must first identify a unique market position and then build the product that delivers on its promise. The go-to-market narrative is no longer an afterthought; it is the blueprint. Founders should spend as much time defining their category, enemy, and unique value proposition as they do on the initial product architecture. Your ability to tell a compelling story about why you exist and what you replace will be the primary determinant of future success.

Why do so many B2B companies default to feature-based comparisons against their direct competitors, and what specific mental shift is required to adopt a positioning mindset that focuses on solving a broader customer problem?

Companies default to feature-based comparisons because it is the path of least resistance. It is easier to measure your product against a competitor's checklist than it is to deeply understand a customer's complex problem. This inward-looking view is a trap that leads to me-too products and margin erosion. The required mental shift is moving from being product-centric to problem-centric. Instead of asking, 'How can we build a better product than Competitor X?', you must ask, 'What is the frustrating, outdated process our ideal customer is stuck with, and how can we make it obsolete?' This is how Slack identified email as its true competitor. This problem-centric view forces you to define your value in the customer's terms, elevating the conversation from minor features to major business impact and building a much stronger market position.

The article highlights Drift inventing 'conversational marketing'. What key signals or market conditions might indicate that a company has a genuine opportunity for category creation rather than just an incremental product improvement?

A true opportunity for category creation emerges from a major market shift, not just a new feature. These shifts create problems that existing solutions are ill-equipped to handle. For Drift, the shift was the rise of mobile messaging and a growing buyer intolerance for passive web forms. Key signals that you may have a category-creating opportunity include:A New Behavior: A large segment of your target market is adopting a new technology or behavior that changes their expectations.Inadequate Language: Customers and analysts struggle to describe your solution using existing terminology, often resorting to clumsy analogies.The 'Hacky' Workaround: Your ideal customers are using inefficient, multi-tool workarounds to solve a problem that your product addresses directly.When these conditions are present, you have the potential not just to launch a product, but to define a new way of doing business.

What exactly constitutes a 'category' in a business context, and why is the decision to either create a new one or enter an existing one considered the most fundamental choice in a company's go-to-market strategy?

A category is the mental filing cabinet where a customer stores solutions for a specific type of problem. It provides the context they use to evaluate and compare options. The decision to create a new category or enter an existing one is fundamental because it sets the rules for your entire GTM motion. Choosing category creation means you must build this mental cabinet from scratch, educating the market on why this new problem or solution matters. This was Figma's challenge with browser-based design. Choosing category entry means you are fighting for the prime spot in a cabinet that already exists in the customer's mind, which demands sharp differentiation. This choice dictates who you hire, how you price your product, and what you promise to the market, making it the foundational strategic decision for any new venture.

For a leadership team that recognizes their company has a generic market position, what is a practical, stepwise process they can follow to re-evaluate and sharpen their positioning to make their GTM efforts much more effective?

To sharpen a generic position, a leadership team must shift from internal assumptions to external evidence. A disciplined, five-step process can refocus the company and improve GTM effectiveness. The steps are: 1. **Identify Competitive Alternatives:** Go beyond direct rivals. Interview customers to discover what they would use if you disappeared. 2. **Isolate Your Differentiators:** What unique capabilities or attributes does your product have that the alternatives lack? 3. **Translate Features to Value:** Connect each differentiator to a specific, meaningful benefit for a target customer. Why should they care? 4. **Define Your Perfect Customer:** Pinpoint the segment of the market that cares most about your unique value. Be ruthlessly specific. 5. **Claim Your Frame of Reference:** Combine these insights into a powerful positioning statement that declares the market category you win and the value you provide for that specific customer. This structured approach moves your company from being a player to a leader.

GTM Positioning: How to Own a Category Instead of Competing in One

Amol Ghemud
GTM Positioning: How to Own a Category Instead of Competing in One
Published: February 23, 2026

Contributors: Amol Ghemud
Published: February 23, 2026

Summary

Use positioning frameworks (April Dunford’s Obviously Awesome, Play Bigger’s Category Design) to either own a new category or dominate an existing one. Build your positioning statement that specifies your target customer, the problem you solve, your unique value proposition, and proof. Create a messaging hierarchy with headline, 3-5 core value props, and supporting proof points. Test positioning through interviews and measure it with pricing power and win rates. Reposition when market sentiment shifts or your business model changes significantly.

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Master Strategic Positioning Frameworks to Dominate Your Market and Build Lasting Competitive Advantages

In today’s crowded markets, winning isn’t about having the best product—it’s about owning a position in your customer’s mind. Your positioning determines whether you’re seen as a commodity competing on price or a category leader commanding premium rates. Get positioning right, and GTM becomes 10x easier. Get it wrong, and you’ll spend millions fighting for a position that doesn’t matter to customers.

Positioning is how your target customer thinks about your product relative to competitors. It’s the specific niche and competition set you choose to own. Unlike branding (which is your voice, visual identity, and emotional connection), positioning drives everything downstream: messaging, pricing, product roadmap, hiring, and sales strategy.

Slack positioned as “where work happens” (replacing email), not as a chat tool. HubSpot positioned as “the platform for growing companies” competing against fragmented point solutions, not against Salesforce directly. Gong positioned as “revenue intelligence” replacing manual deal reviews with AI-powered insights. These companies didn’t just compete—they redefined the game entirely.

Positioning vs. Branding: What’s the Difference?

Positioning is how your target customer thinks about your product relative to competitors. It’s the specific niche and competition set you choose to own. Branding is your brand voice, visual identity, and emotional connection.

Your positioning drives everything downstream: messaging, pricing, product roadmap, hiring, and sales strategy. Get positioning right, and GTM becomes 10x easier. Get it wrong, and you’ll spend millions fighting for a position that doesn’t matter to customers.

Two Positioning Philosophies: Category Creation vs. Category Entry

There are two strategic approaches to positioning in GTM: create a new category or dominate an existing one.

1. Category Creation

You define a new category that didn’t exist before. Examples: Drift invented conversational marketing, Figma invented browser-based design, Slack invented team messaging. Category creation requires a genuinely new idea and willingness to educate the market. Advantage: you own unchallenged positioning. Disadvantage: you must build the entire market, which takes longer and more capital.

Use category creation when: you have a genuinely novel product that doesn’t fit existing categories, you have patient capital, and you believe you can dominate the market before competitors enter.

2. Category Entry

You enter an existing category and carve out a differentiated position. Examples: Notion entered note-taking but positioned as “all-in-one workspace” versus specialized tools. Gong entered sales software but positioned as AI-first revenue intelligence. Advantage: market demand already exists. Disadvantage: you compete on positioning and execution against existing players.

Use category entry when: your product improves on existing solutions in a meaningful way, you want faster market traction, or you’re operating in a mature category with clear customer problems.

Also Read: How to Build an Ideal Customer Profile (ICP) for Your GTM Strategy

Positioning Framework 1: April Dunford’s Obviously Awesome

April Dunford’s framework identifies your unique position by answering these five questions:

1. What is the competitive set?

Who does your target customer actually compare you to? Not everyone. Slack customers don’t compare Slack to email now; they considered email, Teams, and other chat tools when evaluating. Define the decision set (what products are actually in consideration) versus the competitive set (what you directly compete with). The decision set is usually larger.

2. What is the target customer?

Not “small companies” but “early-stage SaaS founders managing remote teams.” Get specific. Your positioning only resonates with a narrow segment. Identify the highest-value segment that faces a specific pain point.

3. What is the underlying value?

Why does your target customer care? What problem are you solving? Slack solves “communication fragmentation and context loss,” not just “team messaging.” Gong solves “deals aren’t being closed for preventable reasons,” not just “sales call recording.”

4. What are the unique attributes?

What specific features, technology, or approach make you different? Don’t say “better UX.” Say “asynchronous-first architecture” or “AI analysis of every sales conversation” or “database that’s code.” Focus on attributes that meaningfully impact the value you deliver.

5. What is the proof?

Evidence that your positioning is true. Customer testimonials, market data, benchmarks, case studies. If you claim “10x faster than competitors,” show the benchmark. If you claim “reduces churn,” show the data. Proof is what makes positioning credible.

The Positioning Blueprint

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Positioning Framework 2: Play Bigger’s Category Design

Play Bigger focuses on category design as a strategic lever. Rather than tweaking positioning, you design the entire category to fit your strengths and customer’s needs.

The category design framework asks: what is the emerging trend or market shift that makes a new category inevitable? Then position yourself as the obvious leader of that category.

Example: Drift saw the trend of customers wanting to skip forms and chat with sales in real-time. They designed “conversational marketing” as a category, positioned themselves as the creator, and benefited from the entire market’s growth. By the time competitors arrived, Drift was synonymous with conversational marketing.

To use category design:

Identify the market shift or trend (increased demand for X, technology enabling Y, behavior change Z)
Name the category in a way that’s memorable and benefit-focused
Define the category by writing the defining characteristics (what is conversational marketing?)
Position yourself as the architect and leader of the category
Invest in evangelizing the category, not just your product
When competitors enter, they’re entering “your” category with your rules

Also Read: GTM Strategy for Seed-Stage Startups: What to Do Before Product-Market Fit

Messaging Hierarchy: Positioning to Messaging

Translate your positioning into a messaging hierarchy that guides all communications: website copy, sales decks, ads, emails, and customer conversations.

Level 1: Headline (The Positioning)

A one-sentence statement capturing your positioning. Example: “Drift: The AI-powered customer communications platform that replaces forms with conversations.”

Level 2: Subheadline (The Problem)

Why does this matter? What problem does the positioning solve? Example: “Stop losing conversations to forms. Connect with every visitor in real-time.”

Level 3: Core Value Props (3-5 max)

The specific benefits of your positioning:

Dramatically higher conversion rates (AI decides who gets live chat)

Faster sales cycles (engage prospects before they leave)

Better customer experience (conversations vs. forms)

Level 4: Proof Points

Evidence supporting each value prop:

Conversion rate increase: case study showing 40% lift

Sales cycle reduction: data showing 30% faster closes

Customer satisfaction: NPS improvement and testimonials

Level 5: Product Details

Features and specifications. These come last. Most messaging frameworks are inverted, leading with features. That’s wrong. Feature benefits come after the positioning hooks the customer.

Competitive Positioning Strategies

How should you position relative to competitors? Several strategies work, depending on your position and resources.

1. Head-to-Head Positioning

Directly compete on the same dimension. Example: “The fastest note-taking app” positions against other note-taking apps on speed. Use this when you’re genuinely superior on a dimension customers care about. Risk: you get dragged into their competitive set and fight on their terms.

2. Differentiation Positioning

Own a different dimension than competitors. Example: Notion positioned as “all-in-one workspace” while competitors focused on single-use tools. You’re not competing on the same criteria; you’re saying “customers need something different.”

3. Niche/Vertical Positioning

Position for a specific vertical or use case. Example: Veeva positioned as “Salesforce for life sciences companies.” You own CRM within a vertical. Advantage: you become the expert in that vertical. Disadvantage: you’re limited by that market size.

4. New Category Positioning

Create a category that didn’t exist. Example: “Revenue intelligence” or “conversational marketing.” You define the space and own it. Advantage: no direct competition in your category. Disadvantage: you must educate the market about why the category matters.

5. Underdog Positioning

Position as the disruptor challenging incumbents. Example: “Notion vs. Microsoft Office,” “Slack vs. email.” You acknowledge the incumbent, explain why they’re outdated, and offer a better alternative. This works when market sentiment is shifting and customers want change.

Also Read: GTM Strategy for API and Developer Products: The Developer-First Playbook

Positioning Testing and Validation

Don’t assume your positioning is right. Test it before building your entire GTM around it.

1. Interview Test

Present your positioning to 10-15 target customers and observe reactions. Show your website headline and ask: “Is this for you? Does this matter?” Watch for hesitation or questions. If customers are confused or don’t see themselves, your positioning misses. Iterate until you get instant recognition.

2. Pricing Power Test

If your positioning resonates and creates clear differentiation, you can command premium pricing. Run an A/B test: offer the same product at two different price points. The higher price point should still close customers who strongly identify with your positioning. If price is the deciding factor, your positioning isn’t strong enough.

3. Win Rate Test

After positioning changes, track whether win rates (deals you close versus deals you lose) improve. Strong positioning should increase win rates by 15-25% within 2-3 months. If win rates stagnate, your positioning isn’t resonating with sales prospects.

4. Ad Performance Test

A/B test ads with different positioning angles. Run one set of ads with your current positioning messaging, another with alternative positioning. Compare click-through rates, conversion rates, and cost-per-acquisition. Better positioning should improve both CTR and conversion rates.

Repositioning: When and How

Repositioning is changing how the market perceives you. It’s hard because perceptions stick, but sometimes necessary.

Triggers for Repositioning

Market shift: Customer needs changed (COVID shifted remote work positioning). Reposition to capture new demand.

Competitive threat: A better-positioned competitor is winning. Reposition to differentiate instead of fighting on their terms.

Product evolution: You’ve expanded beyond your original product. Reposition to reflect the broader platform (Atlassian pivoted from issue tracking to DevOps platform).

Customer discovery: You discovered your best customers aren’t who you thought. Reposition to target the segment that generates most value.

New category opportunity: A new category emerged and you fit it better than your current position. Reposition to own the category.

How to Reposition

Audit current positioning perception: how does the market currently perceive you?
Identify the new positioning: what’s the new position you want to own?
Build proof: generate case studies, data, testimonials supporting the new position
Update messaging: new website copy, new sales deck, new value props
Train your team: sales, support, and product need to understand the new positioning
Measure: track perception shifts through customer interviews and win rate changes
Be patient: repositioning takes 6-12 months to show results. Don’t abandon it after 2-3 months

Also Read: International Go-to-Market Strategy: How to Launch in a New Country

Case Studies: Positioning That Worked

Drift: The Conversational Marketing Pioneer

Original positioning: Live chat for websites

Market problem: Too many prospects drop off without talking to sales

New positioning: Conversational marketing (a new category)

Proof: Data showing form abandonment, conversational conversion improvements, case studies

Result: Became synonymous with conversational marketing. When category took off, Drift benefited from entire market growth. Exit: $500M+ valuation

Gong: From Sales Software to Revenue Intelligence

Original positioning: Sales call recording and analytics

Market problem: Deal reviews are manual and subjective. Teams miss coaching opportunities

New positioning: Revenue intelligence (data-driven deal optimization)

Proof: Data showing impact on deal closure, sales velocity, win rate improvements

Result: Repositioned from “nice-to-have” sales tool to “must-have” revenue driver. Shifted from recording vendor to revenue optimization platform. IPO 2023

HubSpot: From CRM to Platform

Original positioning: CRM for SMBs (the open alternative to Salesforce)

Market problem: SMBs had fragmented tools (email, spreadsheets, disconnected apps)

New positioning: Customer platform for growing companies (replacing fragmented point solutions)

Proof: Data showing consolidation trends, case studies showing productivity gains, competitive wins against best-of-breed tools

Result: Expanded from pure CRM competitor to broader platform positioning. Enabled cross-sell and expansion revenue. IPO 2014, $100B+ market cap

Also Read: GTM Strategy for Bootstrapped Startups: Maximum Impact, Minimum Budget

Case Studies of Successful Strategic Positioning

Company Original Positioning New Positioning / Category
Slack Chat tool “Where work happens” (Category: Team messaging)
HubSpot CRM for SMBs Customer platform for growing companies
Gong Sales call recording and analytics Revenue intelligence

GTM Advanced Strategy

Own the Category

Don’t just compete on features. Change the rules of the game by positioning your product as the only solution for a specific problem.

Identify the “Status Quo”

Positioning requires an enemy. Your enemy isn’t a competitor; it’s the old way of doing things. Define why the current standard is failing your customers.

The Strategic Wedge

Find the one capability that makes you radically different. This “wedge” is the entry point that allows you to expand into a broader platform later.

Define the New Game

Category creators build a narrative that makes their solution the obvious choice. If you can name the problem better than the customer, they trust you have the solution.

Validation through POV

Positioning isn’t just marketing—it’s product philosophy. Every feature should reinforce your unique Point of View (POV) on how the world should work.

The Pillars of Ownership

🎯

Relevance

Solving a hair-on-fire problem that exists now.

💎

Differentiation

Being the only one doing it “this way”.

🏗️

Sustainability

Defending your category as it matures.

“Positioning is not what you do to a product. Positioning is what you do to the mind of the prospect.”

Master Category Positioning →

Building Your Positioning Strategy: Next Steps

Strong positioning is the foundation of every successful GTM strategy. Whether you’re creating a new category or dominating an existing one, your positioning determines how customers perceive your value, what they’re willing to pay, and whether they choose you over competitors.

The companies that win aren’t always those with the best products—they’re the ones with the clearest, most compelling positioning. Use the frameworks in this guide to define your unique position, test it with real customers, and build messaging that resonates. Remember: positioning is never finished. As markets evolve and your business grows, your positioning must evolve with it.

Ready to Refine your Positioning Strategy?

Check our Go-to-Market Strategy service to identify gaps in your current approach, or Book a Growth Consultation with our team to build a positioning strategy that drives measurable results.

GTM Positioning: How to Own Your Category

0 of 8 positioning pillars explored 0%

The Different Rule

Market Context

The Enemy

Narrative Design

Value Proposition

Point of View

Blue Ocean Strategy

Category Moats

FAQs

1. Should I focus on category creation or category entry?

Start with category entry if a category already exists and you have a better solution. It’s faster to gain traction. Move to category creation later if you have a genuinely novel approach. Drift did this: they entered the live chat category, established dominance, then created “conversational marketing” category to reframe the market. Build moat with category creation once you’ve proven the business model.

2. How specific should my positioning be?

Specific enough to exclude competitors and potential customers that aren’t ideal. Your positioning should resonate strongly with 30-40% of your total addressable market and feel irrelevant to others. If your positioning resonates with everyone, it’s not specific enough. Example: “The Salesforce for healthcare” is more specific than “CRM software for enterprises.”

3. Can I have multiple positioning statements for different customer segments?

No. Have one positioning statement and customize the messaging hierarchy for different segments. Your core positioning (what you fundamentally are) stays constant. But the problem statement, value props, and proof points adapt per segment. Salesforce is “the customer success platform,” but messaging to startups (affordable CRM) differs from messaging to enterprises (enterprise-grade CRM).

4. How do I know if my positioning is working?

Measure three things: (1) brand awareness in your target segment, (2) win rates and deal closure improvements, (3) pricing power (can you charge more for the same product). If positioning is working, you’ll see all three improve within 3-6 months. If only one or two improve, your positioning is partial.

5. Should I position against competitors by name?

Rarely. Naming competitors makes them relevant and gives them oxygen. Instead, position on what you uniquely solve. Rather than “unlike Salesforce, we have better UX,” say “The CRM built for high-velocity sales teams” and show why (speed, simplicity, integration). Let customers make the comparison without you explicitly naming competitors.

For Curious Minds

Strategic positioning defines your specific market battleground, while branding is how you fight on it. Positioning is the analytical work of choosing the niche you can own in your customer's mind relative to competitors, directly influencing your core strategy. Branding is the creative expression of that strategy through your voice, identity, and emotional connection. Misunderstanding this leads to beautiful brands with no clear market value. A clear position, like Slack's focus on being the replacement for internal email, allows you to set your own terms of engagement. It dictates your messaging, pricing power, and product roadmap, ensuring every business function is aligned to dominate a specific, valuable market segment. This strategic clarity is what separates category leaders from the commodities fighting for scraps. Discovering your unique position requires a deep look at the competitive landscape your customers see.

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About the Author

Amol Ghemud

Optimizer in Chief

Amol has helped catalyse business growth with his strategic & data-driven methodologies. With a decade of experience in the field of marketing, he has donned multiple hats, from channel optimization, data analytics and creative brand positioning to growth engineering and sales.

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