Ask the founder of any consultancy, agency, or coaching practice who their competition is, and they will name other firms. Then ask them to walk through the last ten deals that died. Almost none of them were lost to a rival in a head-to-head bake-off. They were lost to a prospect who kept the budget, handed the project to an internal team, or simply went quiet.
That pattern is not a sales problem. It is a positioning problem. Positioning is the act of deciding what your buyer compares you to — and the comparison they make determines whether you get judged on value or beaten down on price. Get it right and you become the obvious choice for a specific buyer. Get it wrong and you spend every sales call explaining yourself from scratch.
No single author has the whole answer, but four of them, stacked together, do. April Dunford's Obviously Awesome gives you the mechanism for finding a position. David C. Baker — whose perspective comes from 900+ advisory engagements with expertise firms — gives you the tests that tell you whether the position can hold weight. Russell Brunson's Expert Secrets supplies the belief layer that most positioning work ignores. And Daniel Priestley's Oversubscribed shows what to do once the position is set: engineer demand that outruns your ability to deliver.
What follows is that stack assembled into one working system, in the order you would actually use it — starting with the opponents you are really up against.
01 — Map the Real Battlefield
Four Opponents, and Only One of Them Is a Firm
Before you write a single line of positioning, get honest about who actually takes deals away from you. Every expertise business faces four distinct opponents, and each one demands a different answer.
Opponent one: indifference.
Harry Beckwith puts it bluntly: your first competitor is indifference, not another company. The prospect who does nothing is the opponent service professionals consistently underestimate, and the most effective weapon against them is a diagnostic — something that makes the invisible visible. When an assessment quantifies the gap and exposes what inaction is costing, urgency appears where none existed before.
Opponent two: the internal team.
Plenty of organizations believe they can build the capability themselves. Do not argue with that — agree with it. Internal capability is the end goal. Then position your methodology as the fastest, most structured route to getting there. You are building their muscles, not lifting the weights for them. Accelerator, not replacement.
Opponent three: the giants.
When McKinsey or Accenture shows up, you will not out-prestige them and you will not out-reach them. You win on depth, specialization, and accessibility. A proprietary diagnostic gives buyers a structured, measurable output that a big firm's bespoke engagement cannot match at anything close to your price. The frame is specialist depth versus generalist breadth.
Opponent four: the discounters.
Freelancers and offshore providers will always be cheaper. Never follow them down. Your methodology, your diagnostic, and your certification establish a quality floor they cannot reach. Baker's conclusion from his advisory work is unambiguous: the prospect who picks the cheaper option was never your client to begin with.
One practical discipline ties this together: track your win rate against each opponent type separately. Losing repeatedly to one category tells you exactly where your positioning or sales process is weak. If you are running a single pitch for all four situations, your positioning work is not done.
02 — Pick a Game You Can Win
Dunford's Method, Run in the Right Order
Most founders begin positioning work where it should end — drafting taglines and elevator pitches. Dunford's ten-step method begins at the foundation instead: with the alternatives your buyer would actually pursue if your firm did not exist.
First, list the alternatives — not the competitors. For most expertise businesses the real list looks like this: do nothing, bring in a giant consultancy, adopt a generic off-the-shelf framework, engage a boutique specialist, or try to build the capability in-house. Notice the overlap with the battlefield map above. Your positioning has to be written against the specific alternative your ideal buyer is most tempted by.
Second, isolate what only you have. A proprietary assessment tool. A certified network of practitioners. A named methodology. Deep expertise in one narrow domain. "More experience" and "better service" do not qualify — you need structural differentiators an alternative cannot copy next quarter.
Third, translate attributes into outcomes. Nobody buys a 30-question assessment; they buy a board-ready maturity score delivered in 90 minutes. Nobody buys a certified partner network; they buy a local expert running a global methodology. The attribute is yours. The value is theirs. Positioning lives on their side of that line.
Fourth, name who cares most. Not everyone who could conceivably use your help — the narrow buyer profile for whom your unique attributes matter most intensely. Specificity is leverage here, not limitation.
Fifth, choose the category. This is the decision that outweighs all the others, because the category sets the comparison and the comparison sets the outcome. Dunford's most useful instruction: win a subsegment where your value is undeniable before you reach for a broader market.
Dunford's rule for choosing the battlefield: "How do you beat Bobby Fischer? You play him at any game but chess."
The remaining steps in Dunford's method — six through ten — are about contact with reality: testing the positioning with live buyers, building the artifacts, training every person who speaks for the brand, and revising as the market responds.
The output is a sentence with this skeleton: we help [a specific buyer] achieve [a specific outcome] through [a unique approach] — unlike [the alternatives], who [fall short in a specific way]. Every vague element in that sentence is a leak. Tighten all of them.
03 — Find the Domino
The Single Belief That Collapses Every Objection
Here is the layer most positioning frameworks never touch, and the one Brunson builds his entire approach on: beneath every buying decision sits one belief that, once accepted, makes the remaining objections fall on their own. He calls it the Big Domino.
For a service business built around a diagnostic, the domino usually sounds like this: if the buyer accepts that your area of expertise can be measured accurately on a structured scale, the rest of the sale takes care of itself. The ROI case becomes self-evident, because the gap is now visible. The need for guidance becomes obvious, because the score demands a response. The fee becomes justified, because the value it unlocks has a number attached.
Brunson's instruction is to pick one belief and hammer it — relentlessly, in every asset. Most firms do the opposite: they scatter their message across a dozen benefits and value propositions, and none of them lands hard enough to create conviction. Proving ten things at once proves nothing. Aim every presentation, every case study, and every piece of marketing at the one domino.
The domino also reframes what you are selling. Brunson distinguishes an Improvement Offer from a New Opportunity. Pitch yourself as better consulting and you have volunteered for a side-by-side comparison with every incumbent — a contest that gets settled on features and price. Pitch a certified methodology with a proprietary diagnostic and a global network of trained practitioners, and there is nothing on the shelf to compare you to. The buyer evaluates the new approach on its own merits. You have left the comparison set entirely.
There is one more dimension here that goes beyond classical positioning: people do not buy services so much as they join movements. The methodology businesses that endure give their participants an identity. Practitioners of EOS are not consultants who happen to use a toolkit — they are "EOS Implementers," with shared language, shared values, and a community behind the label. Certification turns a client base into a tribe.
Audit your own materials with this lens. If what they describe is an improvement on what already exists, the domino exercise is not a nice-to-have — it is the highest-leverage repositioning move on your table.
04 — Pressure-Test Before You Build
Baker's Five Checks for a Position That Holds Weight
A position can sound brilliant on a whiteboard and still collapse in the market. Baker's five pre-tests exist to catch that failure before you have spent a year and a marketing budget building on it. Run your candidate position through all five.
Check one: count the field.
Can you name between 10 and 200 firms competing for this space? Under 10 and the market may be too thin to feed your business. Over 200 and you have wandered into generalist territory, where the only remaining differentiator is price.
Check two: prove your depth on demand.
Right now, without preparation, could you list 20 specific insights, patterns, or recommendations for this niche? Not advice that fits any industry — observations that only come from years inside this one. If you cannot, you do not yet have the expertise to claim the position credibly.
Check three: test the geography.
Does this niche travel? A position you can only serve locally caps your addressable market and your scalability. The strongest positions work nationally or internationally.
Check four: test the talent pool.
Could you hire or train practitioners who specialize in this niche? If no such people exist and none can be developed, scaling through a team or a certification program is off the table.
Check five: find the buyers on a list.
Can your target buyers be reached through existing databases, industry events, or publications? A position aimed at buyers you cannot identify or contact is unmarketable, no matter how sharp the message.
Fail any of the five and the position deserves a rethink before another euro goes into it.
Baker adds one structural choice on top of the tests. A vertical position is industry-bound — operational maturity for healthcare organizations, say — and makes prospects easy to find because the industry's events, associations, and trade publications are already mapped. His data shows 85% of successful expertise firms go vertical. A horizontal position is discipline-bound — data infrastructure for organizations of any size — and trades discoverability for variety and resilience across industry cycles.
Either can work. What never works is straddling both. The healthcare specialist and the everyone's-data-expert run different content calendars, attend different conferences, and draw on different referral networks. Choose one lane and commit.
05 — Say One Thing Until the Market Says It Back
Owning Words, and the Discipline of Repeating Them
Verne Harnish, in Scaling Up, gives positioning its operational form: decide which words you own. Volvo owns "safety." FedEx owns "overnight." The test is simple — when a buyer thinks about your category, whose name surfaces first?
For an expertise business, owning words means choosing one specific phrase and welding it to your brand through sheer repetition:
- An organizational health consultancy could own "team alignment"
- A cybersecurity advisory could own "breach readiness"
- A leadership coaching practice could own "executive presence"
- A data consultancy could own "data maturity"
The phrase has to thread a needle: narrow enough that ownership is possible — nobody owns "consulting" or "strategy" — yet broad enough to carry commercial weight. Harnish offers a fast diagnostic: type your candidate phrase into Google and watch the autocomplete. If competitors' names appear, the territory is already taken. Keep searching until you find ground where you can be first.
Then comes the unglamorous part: use the phrase everywhere, without exception. In every article. In every deck. In every sales conversation. In the name of your diagnostic and the title of your methodology. Beckwith frames the stakes with his Cocktail Party Principle — communicate one thing memorably, because multiple messages communicate nothing. When someone at a party asks what you do, "I'm a consultant" is invisible and "I help companies with strategy" is forgettable. "We measure organizations' readiness for AI and show them exactly what to do next" starts a conversation.
Repetition is not boring — repetition is branding. The moment you tire of your own message is roughly the moment the market begins to hear it.
Consistency matters even more once other people speak for you. If every practitioner in your network describes the firm differently, the brand fragments — and fragmented brands lose pricing power. One phrase, delivered identically by everyone, is the cheapest brand-building program that exists.
Treat your owned words as the organizing principle for everything downstream: the content strategy, the website, the diagnostic's name, the sales narrative. When the words are right, the rest of the machine aligns around them. When they are wrong, every marketing dollar works against itself.
06 — Engineer the Queue
Priestley's Playbook for Demand That Outruns Supply
Positioning earns you attention. Priestley's contribution answers the next question: how do you convert that attention into a position of power, where you select clients instead of chasing them? His core inversion in Oversubscribed: do not build capacity and then hunt for clients to fill it — build demand first, then open capacity selectively.
Move one: declare a real number.
Decide how many clients, certifications, or engagements you can deliver at a standard you are proud of, and state it publicly. Twenty-five partners per cohort. Twelve organizations per quarter. The number must be genuine, and you must defend it.
Move two: stack signals before you open the doors.
Priestley's benchmark is 100x your capacity in soft signals — subscribers, assessment completions, content engagement — and 5x in hard signals: applications, discovery calls, deposits. Opening 25 seats? Accumulate 2,500 soft signals and 125 hard ones before announcing availability. Demand is measured before launch, not hoped for after.
Move three: select rather than accept.
When demand exceeds capacity, the power dynamic flips: you choose them. And the act of turning qualified people away is itself marketing — it tells the market this firm is worth queueing for, and that signal compounds with every cycle.
Move four: hold the line on capacity.
The moment a cohort oversells, the temptation is to add seats. Refuse. Oversubscription is not a problem you fix — it is the strategy itself. It removes price negotiation, manufactures urgency, and builds brand value cycle after cycle.
Move five: close the loop loudly.
After each release, celebrate in public. Publish the results, the testimonials, the case studies. The celebration of this campaign is the demand generation for the next one — each cohort of delighted clients becomes the engine that fills the following cohort.
Priestley runs the whole business as a repeating rhythm of campaigns — Plan, Build, Release, Deliver, Celebrate — rather than a one-off launch. Certification cohorts, diagnostic releases, partnership rounds: each is a campaign with a defined start and end, and each one feeds the next. His underlying warning is worth keeping on the wall: the moment supply exceeds demand, the buyer stops asking "can I get in?" and starts asking "is this worth it?" — and the second question is the one you never want to answer.
Run the system in sequence. Know your four opponents. Choose a game you can win. Find the one belief that collapses objections. Pressure-test the position with Baker's five checks. Own one phrase and repeat it until the market repeats it back. Then engineer the queue. None of this happens to you — all of it is built.