Most startups treat positioning as a tagline exercise. Write a punchy line, put it on the homepage, move on to the next thing. That is backwards. Positioning is not a sentence, it is a decision about who the product is for and who it is emphatically not for.
I have sat through dozens of positioning exercises over the past decade, first as a seller carrying someone else's pitch, later as the person building the pitch itself. The pattern is always the same. A team lists every feature the product has, then tries to write a headline that captures all of them. What comes out is vague enough to apply to five different competitors and specific enough to excite nobody.
The fix is not cleverer copywriting. It is choosing a single buyer, naming their actual problem in their own words, and being willing to lose the customers who do not have that problem. When I helped grow partnerships at LiveSource App from a single relationship to over 150, the turning point was not a better deck. It was narrowing the pitch to one kind of partner, schools and athletic programs with an existing fan base, and turning away conversations that did not fit that shape.
Positioning work feels slow because it asks you to say no to revenue you could technically win. It pays off because every sales conversation after that point starts from agreement instead of persuasion.
If you are stuck on positioning, start by writing down the three types of customer you would turn away. That list is usually more useful than the one describing who you are trying to reach.