B2B leadership, offering and commercial teams
Contact AnnaOffering & Positioning · Approx. 3 weeks
Clarify what you stand for — and make what you offer easier to understand, value and buy.
Strong capabilities do not automatically create a clear position in the market. Customers need to understand what you are best at, why it matters and why they should choose you.
I help leadership teams turn business strategy and capability into a distinct market position, a coherent offering and a strategic narrative the organisation can use consistently across thought leadership, launches, sales and market activation.
Discuss your situationThe engagement at a glance
Clear scope. Concrete outputs. Three focused weeks.
Company, strategic business area or selected offering
Approximately three weeks
Kick-off, 2–3 focused working sessions and a final decision review
When it is useful
When the business has capability — but no position or story strong enough to carry it.
This engagement is useful when the next commercial transition requires a clearer market position, a sharper offering or one strategic narrative that connects what the business wants to become with what customers need to understand and buy.
01
The business has strong capabilities, but no clear position it can credibly own in the market.
02
Customers need too much explanation before they understand why the company or offering matters.
03
Leadership, sales and marketing tell different stories about what makes the business relevant and distinct.
04
A new strategy, market move, product, service, acquisition or AI-enabled offering needs a coherent position and market story.
What leadership receives
A clear position, coherent offering and narrative the organisation can use.
The work is captured in four completed Murros frameworks. Together, they give leadership, offering, sales and marketing a shared commercial foundation for decisions and market action.
Positioning and Strategic Narrative
A clear position the business or offering can credibly own, and a strategic narrative that explains why it matters now.
Customer, Value and Differentiation Logic
A defined audience, buying situation, commercial value, reasons to choose and evidence supporting the promise.
Offering Architecture and Productisation
Where relevant, a focused structure, scope, entry point and buying path that make the offering easier to understand, sell and deliver.
Market and Sales Narrative Framework
A shared story and message hierarchy that guide thought leadership, launches, sales conversations and market activation.
How the engagement works
Choose the position. Build the commercial logic. Make it usable in the market.
A structured Murros method turns available evidence and leadership judgement into concrete commercial decisions.
Define the position to own
Clarify the market context, audience, customer problem and credible territory the company or offering should own.
Build the commercial logic
Connect value, differentiation, evidence, offering structure, productisation and buying logic — and challenge the assumptions that matter most.
Turn it into a market narrative
Translate the positioning into a strategic narrative and practical guidance for thought leadership, launches, sales and activation.
The goal is not to invent a message. It is to make a clear strategic choice customers can recognise and the organisation can act on.
A business-wide view
Build the position as a business choice before asking communications to amplify it.
Thought leadership, launches and communications can make a position visible. They cannot decide what the business should stand for, where it can win or why customers should care.
I connect business strategy, market and customer understanding, offering expertise and go-to-market reality so the position is credible, commercially useful and consistent across the organisation.
What happens next
A clear position and offering — with flexibility in what follows.
Offering & Positioning can stand alone as the basis for leadership decisions, offering development, thought leadership and market activity. When the position is ready to activate, the work can continue into Commercial Activation or tailored advisory and execution.
If the position depends on wider decisions about markets, customers or investment, Commercial Direction may be the right starting point.
Frequently asked questions
What buyers usually want to know.
Does the engagement cover company positioning or offering positioning?
Both are possible. The work can clarify the position of the company, a strategic business area or a selected product, service or solution. The scope is set around the commercial decision the business needs to make.
Is positioning a marketing or communications task?
No. Positioning is a business decision about where the company or offering will be relevant, distinct and credible. Marketing and communications help activate it, but leadership must own the choices behind it.
How long does the engagement take?
The typical duration is approximately three weeks, depending on the complexity of the offering and available evidence.
Can Offering & Positioning stand alone?
Yes. It can provide the shared commercial foundation for leadership, offering, sales and marketing, or continue into GTM activation and execution.
Are thought leadership and launch planning included?
The engagement builds the strategic narrative and message hierarchy that thought leadership and launches need. Their activation can be included in the scope or continue through Commercial Activation, depending on the organisation's capacity and needs.
A useful first conversation
Is the business clear enough about what it should stand for — and why customers should choose it?
Email me a few lines about the company, business area or offering and what is unclear in its current position or buying case. I will reply personally and suggest the most useful next step.
anna.hiltunen@murrosadvisory.com