You're not competing on features. You're competing on frames.
Every founder I talk to makes the same mistake: they look at competitors and ask "how do we build something better?"
Wrong question. The right question is: "How do we make them irrelevant?"
This isn't about having a better product. It's about changing the criteria by which the market evaluates products. That's positioning.
I've used this framework three times — twice as a founder, once advising. Here's the exact process.
The 4-Frame Positioning Model
Most positioning advice boils down to "find a niche." That's necessary but insufficient. Real positioning operates on four dimensions simultaneously:
Frame 1: The Enemy
Every strong position needs an enemy. Not a competitor — an idea you're fighting against.
- Basecamp's enemy isn't Asana or Monday. It's the idea that project management needs to be complicated.
- Hey's enemy isn't Gmail. It's the idea that your inbox should control your attention.
- Notion's enemy isn't Google Docs. It's the idea that you need 10 different tools for different work.
Your turn: What wrong belief does your market hold that your product proves false?
Frame 2: The Tribe
Who specifically resonates with your enemy frame? Not "everyone who needs project management" — that's too broad. You need to identify the tribe.
- A common frustration with the status quo
- A shared identity (they see themselves as a type of person)
- Communication channels where they gather
The test: Can you finish this sentence? "Our product is for people who believe ________."