Before starting a positioning exercise, it's crucial to make key decisions that can streamline the process and prevent conflicts later. April Dunford highlights four main points to address. First, assess if it’s the right time for positioning work. If a product isn’t launched, you’re essentially creating a positioning thesis based on assumptions. Launching with a flexible approach can reveal insights about your target market, allowing for adjustments post-launch. Second, clarify who the positioning is aimed at. Dunford emphasizes that customer positioning differs significantly from investor or employee positioning. Focusing solely on customer needs helps avoid confusion and ensures the messaging resonates with the intended audience. The third decision involves what exactly you're positioning—be it a product, company, or suite of products. For single-product companies, these may overlap, but multi-product companies need to be strategic about how they position their offerings. Lastly, identify the specific persona you’re targeting, particularly the deal champion in B2B contexts. This person influences the purchasing decision and must find your positioning compelling for it to succeed. Each of these decisions shapes the team composition, project framing, and overall expectations, directly impacting the success of the positioning exercise. Taking the time to work through these decisions can save significant effort and lead to a more effective positioning strategy.