A value proposition is a test, not a paragraph. The test: could your closest competitor publish this sentence on their homepage tomorrow without anyone noticing?
If yes, it is not a value proposition. It is a category description with your logo on it.
The sections and what each is for
Strategy is on Advance and above, and each section generates for 1 credit from the brief.
Value proposition is what you promise and to whom. The version worth keeping names a specific outcome for a specific person.
Positioning is where you sit relative to everyone else. This is the section that most depends on having run competitor analysis, because positioning is inherently relative and a report on your rivals is what makes it possible to be relative to something.
Barriers covers what stands between someone wanting your product and buying it. Underrated. Half of most conversion problems are sitting in here.
Needs and jobs to be done covers what people are hiring your product for, which is frequently not the thing you think you sell.
VP canvas lays the fit between what you offer and what they need side by side.
Decision journey maps how someone gets from not knowing you exist to buying, which is what tells you which asset to make next.
Business model covers how the money actually works, and it is the one to run before a fundraise or a pricing change.
The order that produces the sharpest output
Competitor analysis, then positioning, then value proposition, then everything else.
Positioning generated before you have looked at competitors is positioning against an imagined market. It reads fine and it is not load-bearing.
Applying the output where it counts
Once the value proposition is right, it should visibly change three things. Your ad headlines start making a specific promise. Your landing page hero stops describing the category. Your social posts get an argument instead of an announcement.
If you generate a new value proposition and nothing downstream changes, one of two things is true: the old one was already right, or the new one is equally general. Run the competitor test on it and find out which.
The uncomfortable case
Occasionally the honest output is that you do not have a differentiated position, because you genuinely do the same thing as four other companies at a similar price.
That is a real business finding and it is worth more than a nicer paragraph. The usual routes out are narrowing the audience, narrowing the use case, or committing to one outcome hard enough that it becomes the thing you are known for. All three are strategy decisions, and Aiter can help you write them up after you make them.
Frequently asked questions
Why does positioning sit under Strategy rather than in the brief?
The brief captures what you already say about yourself. Positioning is a decision about what you should say. Keeping them apart stops the second quietly overwriting the first.
How often should I regenerate this?
When something real changes: a new competitor, a pricing change, a new primary audience. Regenerating monthly because it feels productive produces churn, not clarity.
Does the value proposition feed into ad copy automatically?
Everything generated afterwards reads the campaign's context, so yes, later generations are written with it available. Assets you generated before it existed are unaffected, because they were written against what was there at the time.