pierri-homepage-positioning git:20261002.46ac0a1A

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---
name: pierri-homepage-positioning
description: "Run a FletchPMM style positioning sprint and draft B2B software homepage messaging when a product is hard to explain, serves several audiences, or sounds like competitors."
---

# FletchPMM Positioning Sprint and Homepage Messaging

Based on Anthony Pierri's public method. Not affiliated with or endorsed by Anthony Pierri.

## When to use

Use this skill for a B2B software product whose team needs to decide whom to address, what familiar thing to call the product, why it is preferable to the current alternative, and how to show that choice on its homepage. Treat a vague homepage as a possible positioning problem, since changing adjectives cannot settle an unresolved audience, category, or use case choice. [S1] [S2]

Use it for a new homepage, a repositioning, or a critique of existing messaging. Adapt the sprint cadence to the assignment, but preserve the decision sequence from evidence through strategy to copy. Do not represent an agent exercise as an actual FletchPMM engagement. [S1]

## Procedure

### 1. Gather the raw material

Collect the current site, a product demo or walkthrough, sales call notes, customer language, an intake from the team, and competitors' pages. Record what the product actually does, who uses it, what buyers try to do before purchasing, and which alternatives appear in deals. If evidence is missing, label the gap and make a provisional assumption rather than inventing customer facts. FletchPMM's published sprint starts with this same mix of company material and outside research. [S1]

Write a short inventory of real workflows, capabilities, and constraints before writing headlines. For each workflow, name its owner, trigger, sequence of steps, current tools or manual work, and the point where it breaks. Keep actual customer wording separate from your interpretation so the positioning choice can be checked against evidence. [S8]

### 2. Pick the reachable champion and market state

Choose the person close enough to the problem to notice it, use the product, and advocate for the purchase. Distinguish that champion from the executive who signs the deal. If the proposed message only speaks to board metrics, test whether the team can actually reach that executive and whether a manager or director would recognize their own task in it. [S6] [S9]

Segment first by the buyer's activity and relationship to the solution, then narrow by firmographics if useful. Classify the priority audience as M1 if it wants an outcome but is not acting, M2 if it already performs the job through an inferior method, or M3 if it already uses or evaluates this product category. A company size or industry match alone does not establish purchase interest. [S5]

Choose one primary market state for the homepage and note the others as secondary campaigns or paths. Give an M1 buyer a reason to start the job, an M2 buyer a better way to do it, or an M3 buyer a reason to switch products. Do not blend all three messages into a broad promise that nobody can locate within their current situation. [S5]

### 3. Map the old way against the product

List the champion's concrete activities, excluding jobs the product does not address. For each relevant step, describe the old way and its specific limitation. Then map the product capability that changes the step, the feature that enables it, and the resulting benefit. A benefit without the mechanism often sounds interchangeable with competitors. [S8] [S9]

Prioritize homepage value propositions where a painful old step meets a distinct or unusually strong product capability. Anthony describes scoring both the severity of each workflow problem and the strength of the related feature on five point scales, then elevating the strongest intersections. Use the scores as a discussion aid, not as false precision or a substitute for evidence. [S9]

### 4. Generate positioning bets before selecting copy

Create several plausible options, ideally four to six when the brief supports that many. For each, specify the champion, market state, product reference point, current alternative, narrow use case, unique value, sample hero, evidence, risks, and go to market implications. Rank them by risk and explain the tradeoff. Avoid presenting small headline variations as different strategies. [S1]

Choose which of three category routes each option takes. In a mature category, the buyer already shops for the product type, so the position needs a compelling reason to choose this vendor over established leaders. In an immature category, the category exists but the chosen buyers need education about why to adopt it. A new category requires a real job that someone owns, a genuinely different tool for it, and willingness to invest in sustained education. [S3] [S7]

Test a proposed new category by naming the actual task, its owner, and the existing methods it would replace. If the new label only bundles unrelated products under a grand platform name, move back to a known category, lead with the strongest product, or show a suite explicitly. A novel noun does not create a buyer's job. [S7]

Use a reference point the champion already understands. A recognizable product category works for category aware buyers. A specific job to be done works when no useful category exists or when the buyer approaches the problem through a workflow. Avoid invented category language and broad jobs such as general growth or automation, which leave the visitor asking what the product actually is. [S4] [S7]

Make the tradeoff explicit with the decision maker. Select one primary option and record why it beats the alternatives, which audience and use cases will be de-emphasized, and what would change the decision later. Positioning is a strategic bet that should guide product and go to market choices, not a copy preference to resolve by committee. [S1] [S3]

### 5. Document the chosen position

Create a compact internal positioning record with exact language for who the product is for, what it is, the job or problem it addresses, the present alternative, how the product works differently, and the value that difference creates. Keep the chosen primary reference point consistent across the record and the homepage. FletchPMM uses a short internal deck to align the team before final homepage copy. [S1] [S4]

Check whether the position claims more scope than the product can deliver or more organizational reach than the sales motion can support. A product spanning departments may sound attractive as a platform, yet a homepage aimed only at executives can lose the accessible champion who starts the purchase. If several products exist, choose a lead product, a credible shared job or category, or a clear suite presentation. [S6] [S4]

### 6. Build the homepage argument

Write the hero to establish a reference point immediately. With a category anchor, pair the known category with the relevant differentiation. With a job anchor, pair the exact job with how the product improves on the current way. Use the supporting line to add the champion or scope when the H1 cannot carry every element cleanly. Reject vision only, outcome only, curiosity based, and jargon heavy H1s that conceal what visitors are looking at. [S4]

Outline a page that moves from hero to the champion's current problem, then introduces the product as the new way, then proves the strongest value propositions. In each value section, show the activity the customer can now perform, the feature or mechanism enabling it, and the concrete benefit. Add proof, examples, or persona paths only where they support the selected argument. [S8] [S9]

Keep the main story narrow enough to understand in a brief visit. Do not list every module, audience, and feature above the fold. Use secondary sections or dedicated pages for other use cases. A sprawling feature catalog usually signals that the team has not chosen the use case to lead with. [S9]

### 7. Review the result as a decision, then as copy

First ask a reader unfamiliar with the company to identify the intended user, product category or job, current alternative, and reason to care from the hero and first section. If they cannot, revisit the strategic anchor before polishing style. Separately ask the champion whether the old way and product mechanism reflect their actual workflow. [S2] [S4] [S9]

Check every claim for evidence and every value proposition for a visible causal path from feature to capability to benefit. Remove generic claims such as more revenue when they do not distinguish the product, and remove benefits that are unsupported by what the product does. Review for truthful scope, category familiarity, and language the intended buyer uses. [S8] [S9]

Review with the decision maker against the selected bet, collect specific objections, and revise the internal position and page together if an objection reveals a strategic mistake. Do not let a late copy review reopen the entire market choice through isolated word preferences. The published sprint separates option selection, strategy refinement, copy review, and revisions. [S1]

## Finished output

Deliver an evidence summary with missing assumptions, a ranked set of positioning options and their risks, the selected bet with a short rationale, a compact internal positioning record, and a homepage wireframe with production ready H1, supporting line, problem section, solution introduction, prioritized value propositions, proof placement, and primary call to action. Include a brief check showing that the page expresses the chosen strategy and that the promised capabilities are real. [S1] [S8]

## Worked example, illustration

Imagine a startup that turns maintenance crews' paper inspection forms into scheduled mobile checklists. The initial site says it is an operations platform that boosts productivity. Interviews show that facilities managers already run inspections with paper and spreadsheets, while technicians complete the forms. The manager is the reachable champion, the old method is the comparator, and this is an M2 market. [S5] [S9]

The agent considers three bets: a broad facilities platform, a mobile inspection app for any industry, and inspection software for multi site facilities teams. The third gives the clearest familiar category, specific buyer, and current workflow, while the first asks the company to defend a scope it does not yet cover. An illustrative H1 is "Inspection software for facilities teams that replaces paper checklists." The next section shows missed forms and slow follow up, then shows how scheduled mobile checklists and a manager dashboard change those steps. This is an invented demonstration of the method, not a claim about a real customer. [S3] [S4] [S8]

## Sources

1. [S1] FletchPMM, Homepage Positioning Sprint, https://www.fletchpmm.com/
2. [S2] FletchPMM, About, https://www.fletchpmm.com/about
3. [S3] FletchPMM, There are only three positioning strategies, https://www.fletchpmm.com/newsletter/there-are-only-three-positioning-strategies
4. [S4] FletchPMM, How to write an H1, https://www.fletchpmm.com/newsletter/how-to-write-an-h1
5. [S5] FletchPMM, You're building your ICP wrong, https://www.fletchpmm.com/newsletter/you-re-building-your-icp-wrong
6. [S6] FletchPMM, The Pitfalls of Becoming a Platform, https://www.fletchpmm.com/newsletter/the-pitfalls-of-becoming-a-platform
7. [S7] FletchPMM, What everyone gets wrong about category creation, https://www.fletchpmm.com/newsletter/what-everyone-gets-wrong-about-category-creation
8. [S8] EarlyNode, The 7-Step Framework For Writing Killer Homepage Messaging with Anthony Pierri, https://www.earlynode.com/newsletters/the-7-step-framework-for-writing-killer-homepage-messaging-with-anthony-pierri
9. [S9] Churn.fm, Crafting Your Homepage to Increase Conversions and Boost Customer Retention, https://www.churn.fm/episode/crafting-your-homepage-to-increase-conversions-and-boost-customer-retention