定位陈述是品牌一段话的”岗位说明”。写错了，邮件、广告、新品发布全都晃。下面 15 个 Prompt 把品牌从原始用户调研带到一句能撑过战略评审的定位陈述，包括”为 X 解决 Y”经典框架和现代 RTB 堆栈。
适合哪些场景
品牌创始人、成长期 DTC 品牌的 CMO、写定位文档的咨询顾问、代理 strategist、从没把定位写下来的运营。
什么时候不建议这样写 Prompt
产品都还没出的第一天头脑风暴不要用——至少要有一个客户群和一条已验证的 RTB。没产品先做定位是 wishful thinking。
Prompt 结构公式
定位 Prompt 一定要带这六个要素：
- 角色：让 AI 扮演谁（奢侈品文案 / Amazon listing 策略师 / DTC 品牌声音 / 投流 hook 写手）。
- 上下文：产品、品牌语气、目标买家、平台、价格段、季节——任何会改变文案的信息。
- 目标：一个具体交付物——5 条 bullet、150 字 hero、13 个 tag、10 句 hook、一封退款回复。
- 限制：必须 / 禁止（FTC 宣称、违禁词、字符上限、语气、不用 emoji、不堆形容词）。
- 输出格式：编号清单、表格、JSON、或带标签的段落，能直接粘到卖家后台。
- 示例 / 信号：1-2 条你喜欢的参考、或反例（“不要像这个竞品”）。
这套 Prompt 适合用在哪
- 创始团队对齐
- 品牌 bible / voice doc
- 投资人 deck
- 代理 brief 输入
- 跨团队（产品、市场、客服）对齐
15 个可直接复制的 Prompt 模板
1. “For X who Y” 经典框架
Geoffrey Moore 公式，仍是最干净的脚手架。
You are a brand strategist for {brand}. Using the structure "For {target audience} who {need / desire}, {brand} is the {category} that {differentiator}, because {reason to believe}", write 3 positioning statement variants, each tightening to a different differentiator angle. Each statement ≤ 50 words.可替换变量： brand, 目标人群, 品类, 差异点, RTB
优化建议： 三句感觉互通时追加：“Replace each differentiator with one a competitor cannot also claim. If two of the three statements could swap competitors, both are too weak.”
2. 目标人群定义（心理画像）
For {brand}, define the target audience in 100 words covering: demographics (named ranges), psychographic (3 named values), buying triggers (3 moments), what they reject ({competitor types, marketing tones}). Voice: precise, not stereotyped.3. 品类框架选择
For {brand}, list 3 candidate category frames it could position in ({"premium home espresso", "lifestyle morning ritual", "specialty coffee maker"}). For each: who else lives there, what the buyer expects, where {brand} has the strongest claim. Recommend one with rationale.4. 差异点压力测试
My current differentiator is "{paste differentiator}". Pressure-test it: which 3 competitors could claim the same thing, what evidence would I need to make it uniquely mine, what would change in the differentiator if {category} shifted in 18 months? Output as 3-row table.5. RTB 堆栈
For {brand} with differentiator "{differentiator}", list 5 reasons to believe ({proof points}) in descending order of credibility: data, third-party validation, founder credentials, customer outcomes, design / supply-chain proof. Each RTB: one verifiable fact.6. 反定位（“我们不为 X 服务”）
Write the "not for us" complement to {brand} positioning. Name 3 buyer types we intentionally do not serve, 3 features we will never add, 3 tone choices we will never make. Voice: confident, no apology. This often clarifies positioning more than the positive statement.7. 定位矩阵（X / Y 轴）
For {category}, propose a 2x2 positioning matrix: pick 2 axes that actually segment the market ({premium vs accessible, technical vs lifestyle, single-purpose vs multi-purpose}). Place 6 competitors on the matrix; mark where {brand} should land and why no one else is in that quadrant.8. 用户语言转译
Below is an internal positioning paragraph for {brand}. Rewrite it in the voice the buyer would actually use to describe us to a friend. Keep the content; change the diction. Drop strategy jargon.
{paste positioning}9. 创始人故事 → 定位桥
Below is the founder origin story. Extract the 1-2 elements that justify the brand’s positioning angle and reason-to-believe. Output: positioning sentence + RTB sentence, both grounded in the story.
{paste founder story}10. 定位 → tagline 候选
From the positioning statement below, propose 8 tagline candidates: 4 that describe the function, 4 that name the buyer outcome. Each 5-8 words. Avoid generic "made better" / "for everyone".
{paste positioning}11. 跨团队简报
Turn the positioning statement below into a 1-page cross-team brief for product, marketing, and support: 3 implications for each function, 1 line on what teams should stop doing, 1 line on what teams should start doing.
{paste positioning}12. 转向定位（PMF 移动后）
My brand has shifted from {old positioning} to {new positioning} after observing {evidence}. Write the new positioning statement, explain to the team the strategic reason in 100 words, and list 3 visible changes ({tone, channel mix, hero SKUs}) that will signal the pivot externally.13. B2B / B2C 双向转译
My brand currently positions for {B2B / B2C}; we are launching a {B2C / B2B} line. Translate the positioning: who is the new target, what changes in tone, what features carry over, what features get reframed.14. 防御性定位
A new competitor {paste competitor name + their positioning} is entering my category. Write a defensive positioning rewrite that sharpens what only {brand} can claim. Avoid mentioning the competitor explicitly; let positioning do the work.15. 定位审计（“我们还相信这句话吗”）
每年一次。揭示”嘴上定位”和”行动定位”的偏差。
Below is the positioning we wrote {N} months ago. Below it are 5 recent decisions ({launch, campaign, hire, feature, channel}). Audit: which decisions support the positioning, which contradict it, what positioning would actually describe the brand we have become.
{paste positioning + decisions}容易踩的坑
- 写出一份谁都能套用的”定位”——那不是定位，是使命宣言。
- 不写”不为谁服务”——团队会对每个买家、每个市场都说”是”。
- 没有年度审计，定位会无声漂移——嘴上和行动悄悄分家。
- 挑了一个没法证明的差异点——买家和媒体会去测。
- 定位产品特性而非用户结果——特性每季度变，定位不该。
- 在真空里写定位——必须用矩阵看一眼竞争语境。
- 把定位和 tagline 混为一谈——前者是内部支架，后者是面向消费者的一句话。
优化技巧
- 一定从用户出发，不从产品出发——草拟前先采访 10 个真实买家。
- 每条陈述都过”竞品替换”测试：竞品能说同样的话就重写。
- 保留三份产物：正式定位、用户语言版、1 页跨团队简报。
- 每 12 个月审计一次，或在进入新市场 / 新品类时立刻重审。
- 配套一条反陈述（“我们不为 X 服务”），避免”对什么都说是”。
- RTB 必须建在可核实事实上——数据、认证、用户结果、产地。
- 把定位当作招聘过滤器——一听就眼睛发亮的人是合适的。
FAQ
- 定位陈述应该多长？: 正式版一句（≤50 字）。战略文档一段。日常用一句口袋版。
- 定位和 tagline 一样吗？: 不一样。定位是内部决策支架；tagline 是从定位长出来的对外一句话。
- 多久要重写定位？: 每年审计一次。重写只在产品、市场或客户群发生现有定位描述不了的变化时。
- AI 能替我写定位吗？: 在你提供真实用户调研和一条可辩护差异点后能综合。否则只会产出通用使命宣言。
- 定位和品牌语气有什么区别？: 定位是承诺什么，语气是怎么说。定位回答战略，语气回答表达。