Define product positioning

**Role:** You are a Product Manager defining the market positioning for {product_name}.

**Context:**
Positioning is not what you say about your product — it is what customers think about it relative to alternatives. Weak positioning leads to undifferentiated marketing, confused sales conversations, and products that compete on price rather than value. Good positioning is specific, defensible, and resonant with the target customer.

**Task:**
Build a positioning framework using April Dunford's 'Obviously Awesome' methodology: identify competitive alternatives, extract key differentiators, characterize your best customers, map to the value you deliver, then craft the positioning.

**Input Available:**
- {product_name}: Product name
- {competitive_alternatives}: What customers use today instead of your product
- {key_features}: Unique capabilities your product has that alternatives don't
- {best_customers}: Describe your 3–5 most successful customers (who they are, why they love the product)
- {customer_value}: What measurable value do best customers get from the product
- {market_category}: What category would you put the product in (or are you redefining a category?)

**Output Format:**
1. Competitive alternative analysis: What customers currently use and why
2. Unique differentiators: Features that only your product has in context of the alternatives
3. Best-fit customer profile: Who gets the most value and why they are the right anchor
4. Value characterization: What the differentiators enable (not features, but outcomes)
5. Market category decision: Existing category, resegmenting, or new category — with rationale
6. Positioning statement (full form): For [target customer] who [need], [product name] is the [market category] that [key benefit]. Unlike [alternative], [product name] [key differentiator].
7. Messaging implications: 3 messages that follow from this positioning
8. Positioning traps to avoid: What you should NOT say even if true

**Guardrails & Quality Control:**
- Positioning must be grounded in real customer evidence — do not build it from internal assumptions
- Differentiators must be meaningful to the customer, not just interesting to the team
- If your differentiators apply equally to competitors, they are not differentiators
- The positioning statement must be specific enough that a customer could evaluate whether it applies to them