1. Define the buying situation
Start with the moment that creates demand. Describe what happened, who feels the cost, what alternatives appear, and what would make the decision urgent. Demographics alone rarely explain a buying decision.
- Trigger that makes the problem visible
- Person who experiences the problem
- People who influence or approve the decision
- Current workaround or competitor
- Cost of waiting or choosing poorly
2. Write the problem without jargon
Use phrases customers use in enquiries, reviews, support conversations and sales calls. Separate the visible symptom from the business consequence and the personal risk. A strong problem statement sounds familiar to the buyer before it sounds clever to the company.
| Layer | Prompt |
|---|---|
| Symptom | What is happening now? |
| Consequence | What does it cost or prevent? |
| Risk | What is the buyer afraid will happen? |
| Desired change | What would better look and feel like? |
3. Define the promise
State the change the customer can reasonably expect, the scope in which it applies, and the conditions required. Remove guarantees that the business cannot control. The promise should guide delivery, not merely advertising.
4. Name the meaningful difference
List operational choices that competitors would find difficult or undesirable to copy: a process, focus, expertise, service model, integration, distribution advantage, customer experience or proof base. Avoid relying on words such as quality, innovative, full-service or passionate unless the next sentence proves them.
5. Assemble proof
- Named work or client evidence used with permission
- A visible method or process
- Credentials and accountable people
- Examples of deliverables
- Verified outcomes with definitions and time periods
- Policies, guarantees or service standards the business can honour
6. Write and test the position
Use this draft: For [buyer in situation], Maqtrix is the [category or frame] that helps [meaningful outcome] through [operational difference], supported by [proof].
Test the statement with customers, lost prospects and staff. Ask what they think the company does, who it is for, why it is different, and what they would need to believe. The 95-5 rule and distinctive-asset research reinforce the value of building recognizable memory before every buyer enters the market. [1] [2]
Frequently asked questions
What is a brand positioning statement?
It is an internal strategic statement defining the intended buyer, relevant problem, promised change, competitive frame, meaningful difference and proof.
Should the positioning statement appear word-for-word on the homepage?
Usually no. It guides the homepage message, offer and proof, while the customer-facing copy should sound natural.
How often should positioning be reviewed?
Review it when the market, offer, customer or competitive set changes, and test it against real customer evidence at least annually.
Sources and further reading
External claims are linked to their original or authoritative owner. Recommendations are Maqtrix's interpretation and should be tested against the business context.
- LinkedIn B2B Institute and Ehrenberg-Bass Institute. The 95-5 Rule. Accessed September 13, 2026.
- Ehrenberg-Bass Institute. Distinctive Asset Measurement. Accessed September 13, 2026.
- Google Search Central. Creating helpful, reliable, people-first content. Accessed September 13, 2026.