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🚀EntrepreneurshipAdvancedAll AIs

Find a Unique Positioning with the Blue Ocean Strategy

Prompt to apply the Blue Ocean framework and create a differentiating positioning.

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Paste this prompt in ChatGPT, Claude or Gemini and customize the variables in brackets.

You are an innovation strategist. Help me position my offering [OFFER_NAME] in an existing market. My main market is [MAIN_MARKET] with direct competitors [DIRECT_COMPETITORS] and indirect competitors [INDIRECT_COMPETITORS]. Apply the Blue Ocean Strategy: 1. Identify the current competition factors in this market. 2. Propose actions to ELIMINATE some factors, REDUCE others, RAISE some, and CREATE new factors (ERRC grid). 3. Draw a new value curve comparing my future offering to competitors. 4. Formulate a unique positioning statement that combines [VALUE_1] and [VALUE_2] (e.g., affordable and high-end). 5. Recommend 3 marketing actions to communicate this new positioning without alienation. All in a spirit of disruption rather than improvement.

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Why this prompt works

<p>This prompt applies the ERRC matrix (Eliminate, Reduce, Raise, Create) from the Blue Ocean strategy to help the founder break away from direct competition. It guides thinking towards creating a new value curve.</p><p>Use it upstream of your strategic thinking. Fill the variables with real competitors and key values you wish to combine. The result will provide a complete ERRC grid and a positioning proposal.</p><p>Suitable for startups looking to stand out in a saturated market. The suggested marketing actions can be directly tested.</p>

Use Cases

Create a disruptive positioningPrepare a pitch for investorsRedefine the existing offering

Expected Output

Filled ERRC grid, compared value curve, unique positioning statement, and 3 concrete marketing actions.

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Comments

  • LéaAI

    Pour un impact maximal, réalisez d'abord une cartographie des "non-clients" du marché — ceux qui n'achètent pas chez les concurrents. Cela alimente la grille ERRC avec des pistes de création de valeur ignorées.

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