Paste your homepage into an AI tool and ask for a three-sentence summary. Do the same for five competitors. If the six summaries are interchangeable, you have a description, not a position. Here’s the fix.
Tag: Marketing Strategy
Why Positioning Is an Operating System (Not a Tagline)
Michel Fortin argues positioning isn’t a tagline but a company-wide operating decision — which buyer you’re built to close, what proof you can defend — that marketing, sales, product, and hiring all inherit. His FAME pillars operationalize it.
Why I Brandify Categories Instead of Branding Products
Branding and brandifying differ. Branding decorates what already exists; brandifying names something into existence so it can be owned. I’ve done the latter for 35 years. Here’s the line, the move, and why category-claiming firms must brandify.
How EAT 2.0 Builds Authority That AI Cannot Flatten
Google’s EAT 1.0 was the four signals the algorithm could measure: Experience, Expertise, Authoritativeness, Trustworthiness. The problem in 2026 is that AI passes the surface test. EAT 2.0 stacks the human layer the framework was never asked to measure. Empathy, Authenticity, Transparency. These three are what authority now compounds on, and they are the move AI cannot imitate.
Why Most Revenue Architecture Is Just Plumbing
Most “revenue architecture” sold today is plumbing, such as pipeline mechanics, attribution, dashboards. But the real architecture is upstream, where positioning lives.
Three Growth Playbooks That Aren’t Working Anymore
The playbooks that drove growth for the past decade have quietly stopped producing results. Here are the three I see failing most often and what’s replacing them.
Why Most Companies Are Targeting the Wrong People (And How I Fix It)
When a strong offer underperforms, the culprit is usually the audience, not the price, message, or funnel. Effective targeting answers two distinct questions in order: Fit (who the buyer actually is) and Placement (where they can be reached). The Bullseye Method maps Placement as three concentric rings around the same ideal buyer. In 2026 the scarce resource is attention, not budget, and in enterprise the buyer often splits across three roles that sit in different rings. Get both reads right, in that order, and the downstream metrics fall into line.