There’s a common misconception in startups about positioning that needs addressing. Many founders think finding an analogy (“We’re the Uber of…”) is positioning.

It’s not.

It’s lazy thinking that misses the real opportunity.

Let’s look at Canva.

They didn’t succeed by being “Adobe for non-designers.” They succeeded by deeply understanding an underserved segment in the design software market and building specifically for their needs.

The real positioning framework isn’t about analogies.

It’s about:

1. Identifying established categories with underserved segments
2. Deeply understanding these users’ specific needs
3. Building products that genuinely serve these needs
4. Creating distinct positioning based on true differentiation

This is why Airtable isn’t “Excel for non-spreadsheet users” – they’re a powerful platform that makes databases accessible to teams. The distinction matters.

Positioning requires:

• Addressing specific pain points
• Clear differentiation
• Substantive reasons to believe
• Precise value proposition

The next time someone suggests describing your company as “The [Famous Company] of [Your Market],” pause.

Ask instead:

• Who’s underserved in this market?
• What do they specifically need?
• How can we serve them uniquely well?

That’s where real positioning power lies.

What other positioning shortcuts have you seen that actually hurt more than help?