Decide how the product is framed and what exactly is exchanged: category and competitive frame, differentiated capability and reason to believe, the qualifying customer, and the complete offer with scope, delivery, price structure, guarantees, bonuses, risk allocation, and truthful urgency. Use for positioning decisions, offer design or repair, and direct-response, service, course, or high-ticket offers; use pricing-and-packaging for price levels, tiers, and value metrics.
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---
name: positioning-and-offer
description: Decide how the product is framed and what exactly is exchanged: category and competitive frame, differentiated capability and reason to believe, the qualifying customer, and the complete offer with scope, delivery, price structure, guarantees, bonuses, risk allocation, and truthful urgency. Use for positioning decisions, offer design or repair, and direct-response, service, course, or high-ticket offers; use pricing-and-packaging for price levels, tiers, and value metrics.
license: MIT
metadata:
version: "2.0.0"
author: MTEnt
---
# Positioning and Offer
An offer is the complete exchange, not a headline or a pile of bonuses. Positioning is a choice of frame backed by a real differentiated capability, not a slogan.
If `.agents/marketing-context.md` exists, read it first; it is the truth file every skill in this hub shares, and its evidence states are constraints. Read [offer-system.md](references/offer-system.md) for value diagnosis, offer anatomy, formats, guarantees, bonuses, urgency, and the diagnostic loop.
## Operating contract
1. Define the qualifying customer and disqualifiers, the triggering problem and desired progress, the relevant alternative, the mechanism, scope, customer effort, proof, price shape, terms, and delivery constraints.
2. Choose one category or frame and one differentiated capability with its reason to believe; record rejected frames and why.
3. Diagnose whether weakness comes from relevance, outcome, credibility, mechanism, effort, delay, risk, price, or operational mismatch.
4. Construct the smallest complete offer that solves the decision problem, then stress-test cost, capacity, abuse, refunds, support burden, bad-fit attraction, and legal or policy constraints.
5. Produce the positioning statement, offer specification, page-ready value structure when requested, and a rollout or test plan.
Do not invent scarcity, inflate nominal values, promise outcomes outside the business's control, or create a guarantee the business cannot honor.
## Return
Diagnosis, positioning and offer specification, message hierarchy, rejected choices, proof requirements, economic and operational risks, policy dependencies, implementation assets, and the decision rule.
