Great positioning starts with great research. Here is my approach.

When working with a client on developing a story for a new market, I have learned not to jump too quickly into the output. First, I want to understand what customers in that market actually need.

I usually start by talking to sales and SEs who have sold into relevant accounts, either at the current company or in previous roles. I review any RFIs/RFPs we have received, internal research, and competitor case studies. I also identify our relevant product capabilities and key strengths. I do my own external research, including articles from the Big Four, McKinsey, BCG, other consulting firms, analyst reports, and industry publications. GenAI tools help me accelerate the discovery process. I also reach out to practitioners in my LinkedIn network who work in that market. They often add context that you will never find in a document. Using these insights, I create a framework.

Once I have a good framework, I try to validate it from several angles. I review it internally with people who can bring different perspectives, go back to practitioners, and sometimes pressure-test it with industry analysts.
This work is worth the effort because market requirements become the foundation for so much that follows: GTM strategy, product strategy, positioning, content, sales decks, and more. If the foundation is wrong, everything built on top of it can fall flat.

My approach is simple: use as many credible information sources as possible, then put as many knowledgeable eyes on the framework as you can.