The Quiet Positioning Trick Small Products Use to Beat Bigger Ones
Something I’ve noticed after looking at a lot of indie products.
Small products almost never beat big competitors on features.
Trying to outbuild companies like Salesforce, HubSpot, or Notion is a losing game for a solo founder.
But some small products still win.
Not because they build more.
Because they change the comparison.
Example.
A founder launches a new CRM.
Immediately the product gets compared to:
• Salesforce
• HubSpot
• Pipedrive
That’s a brutal battlefield.
But sometimes the founder reframes the product.
Not:
“CRM.”
Instead:
“A relationship tracker for founders who hate CRMs.”
Now the comparison changes.
The alternatives are no longer Salesforce.
They are:
• messy spreadsheets
• scattered notes
• forgotten follow-ups
• your own memory
Those are much weaker competitors.
That’s the quiet positioning trick.
Most founders think positioning is about writing better messaging.
But the real leverage happens earlier.
It’s choosing a frame where your product isn’t being compared to the strongest players in the market.
Small products rarely win by beating big tools.
They win by changing what they’re compared against.
Curious — have you seen a product do this well?
This framing is underrated.
A lot of products fail not because the product is bad, but because the comparison set is wrong.
If your product gets mentally compared to a category leader, users immediately expect feature parity.
But if the product is framed as solving a very specific workflow, the comparison shifts from “feature completeness” to “does it solve this exact problem better?”
I’ve seen this especially with tools that generate reports or summaries automatically — they don’t compete with full project management suites, they compete with the painful manual process people currently use.
Curious — do you think this kind of positioning has to be intentional from day one, or do products sometimes discover their real category later?
Good point. I think it can happen both ways.
Some founders intentionally choose the comparison set early. That’s usually easier when the product starts from a very specific pain point.
But a lot of products actually discover their real category later, usually through user behavior.
Example pattern I’ve seen:
A founder launches something as a “tool” inside a big category.
But users adopt it for a very specific workflow the founder didn’t expect.
Over time the positioning shifts from:
“another tool in category X”
to
“the easiest way to solve this specific problem.”
Calendly is a classic example.
It technically sits inside scheduling / calendar tools, but it really won by reframing the problem around eliminating back-and-forth meeting emails.
That comparison wasn’t Google Calendar vs Outlook.
It was:
“5 emails to schedule a meeting” vs “send one link.”
Once the comparison changes, the product suddenly feels obvious.
I think a lot of successful indie products stumble into that reframing through early users.
We are looking for someone who can lend our holding company 300,000 US dollars.
We are looking for an investor who can lend our holding company 300,000 US dollars.
We are looking for an investor who can invest 300,000 US dollars in our holding company.
With the 300,000 US dollars you will lend to our holding company, we will develop a multi-functional device that can both heat and cool, also has a cooking function, and provides more efficient cooling and heating than an air conditioner.
With your investment of 300,000 US dollars in our holding company, we will produce a multi-functional device that will attract a great deal of interest from people.
With the device we're developing, people will be able to heat or cool their rooms more effectively, and thanks to its built-in stove feature, they'll be able to cook whatever they want right where they're sitting.
People generally prefer multi-functional devices. The device we will produce will have 3 functions, which will encourage people to buy even more.
The device we will produce will be able to easily heat and cool an area of 45 square meters, and its hob will be able to cook at temperatures up to 900 degrees Celsius.
If you invest in this project, you will also greatly profit.
Additionally, the device we will be making will also have a remote control feature. Thanks to remote control, customers who purchase the device will be able to turn it on and off remotely via the mobile application.
Thanks to the wireless feature of our device, people can turn it on and heat or cool their rooms whenever they want, even when they are not at home.
How will we manufacture the device?
We will have the device manufactured by electronics companies in India, thus reducing labor costs to zero and producing the device more cheaply.
Today, India is a technologically advanced country, and since they produce both inexpensive and robust technological products, we will manufacture in India.
So how will we market our product?
We will produce 2000 units of our product. The production cost, warehousing costs, and taxes for 2000 units will amount to 240,000 US dollars.
We will use the remaining 60,000 US dollars for marketing. By marketing, we will reach a larger audience, which means more sales.
We will sell each of the devices we produce for 3100 US dollars. Because our product is long-lasting and more multifunctional than an air conditioner, people will easily buy it.
Since 2000 units is a small initial quantity, they will all be sold easily. From these 2000 units, we will have earned a total of 6,200,000 US dollars.
By selling our product to electronics retailers and advertising on social media platforms in many countries such as Facebook, Instagram, and YouTube, we will increase our audience. An increased audience means more sales.
Our device will take 2 months to produce, and in those 2 months we will have sold 2000 units. On average, we will have earned 6,200,000 US dollars within 5 months.
So what will your earnings be?
You will lend our holding company 300,000 US dollars and you will receive your money back as 950,000 US dollars on November 27, 2026.
You will invest 300,000 US dollars in our holding company, and on November 27, 2026, I will return your money to you as 950,000 US dollars.
You will receive your money back as 950,000 US dollars on November 27, 2026.
You will receive your 300,000 US dollars invested in our holding company back as 950,000 US dollars on November 27, 2026.
We will refund your money on 27/11/2026.
To learn how you can lend USD 300,000 to our holding company and to receive detailed information, please contact me by sending a message to my Telegram username or Signal contact number listed below. I will be happy to provide you with full details.
To learn how you can invest 300,000 US dollars in our holding, and to get detailed information, please send a message to my Telegram username or Signal contact number below. I will provide you with detailed information.
To get detailed information, please send a message to my Telegram username or Signal username below.
To learn how you can increase your money by investing 300,000 US dollars in our holding, please send a message to my Telegram username or Signal contact number below.
Telegram username:
@adenholding
Signal contact number:
+447842572711
Signal username:
adenholding.88