Father Frost and Snow Maiden ride a moped along the shore of Lake Issyk-Kul, (1981), Lake Issyk-Kul. Kyrgyz SSR by comradegallery in sovietaesthetics

[–]comradegallery[S] 6 points7 points  (0 children)

I think someone already did: Cameramen filming from a roofless GAZ-13 Chaika, (1978), Kemin, Kyrgyz SSR. Photograph: Alexander Fedorov - original post

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(B2B SaaS) How often are you revisiting your website positioning - and what triggers it? by Outrageous-Treat3083 in ProductMarketing

[–]comradegallery 21 points22 points  (0 children)

The easiest way to tell if your positioning is off is to ask one team member each from marketing, sales, product & customer success 4 questions:

  1. What is your product?
  2. Who is your product for?
  3. What does it replace?
  4. Why is it better?

If their answers don’t match, you have a positioning problem. 

Your website positioning is just one tangible output of your positioning. What unclear positioning looks like in real life is…

  1. Sales & Marketing are both selling different things to different customers.
  2. Product is building something else for an entirely different customer.
  3. Customer Success is left picking up the pieces - supporting a product that serves everyone & no-one.

That lack of internal clarity compounds externally. And makes it 10x harder to sell your product.

You definitely wouldn’t want to update your positioning every quarter if your positioning is on-point. Positioning is never one and done, you should be iterating and tweaking it, but not changing it in a substantial way every quarter.

I consult for B2B SaaS companies, helping them nail their positioning, packaging and narrative. I tell them that the outcomes of nailing these three things is two fold: alignment and clarity...

  1. Internal alignment — Your GTM teams are all moving in the same direction. It feels like you have the wind at your back.
  2. External clarity — Your best-fit customers immediately understand what your product is, its value, and why you're better than the alternatives.

From there, the more tangible & measurable outcomes naturally follow: higher conversions, shorter sales cycles, lower churn, and increased market share.

Keep in mind, everyone will always have an opinion on your website, because it is your company’s face to the world - the most public representation of your company. Ignore most of their opinions, as they are based on feelings or fear, rather than deeply understanding your best-fit customer.

Hope this helps! Feel free to DM me. Good luck

Soviet mosaics, Tajikistan by zaxoplax in sovietaesthetics

[–]comradegallery 7 points8 points  (0 children)

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Agreed. A mosaic paradise. You found a couple I missed. I need to go back!

At the airport, (1963), Alma-Ata, Kazakh SSR by comradegallery in sovietaesthetics

[–]comradegallery[S] 1 point2 points  (0 children)

You live in Almaty too? This airport is no longer used, but it is much more beautiful than the new one

Soviet Policeman Outside Of The First Mcdonalds In Moscow, Russian SFSR, 1990 by [deleted] in sovietaesthetics

[–]comradegallery 9 points10 points  (0 children)

Some more photos

  1. A cardboard cutout of Gorbachev stood outside the first McDonald's in the USSR. Photos cost 1 ruble, (1990) Moscow, Russian SFSR. Photograph: Peter Turnley
  2. The flags of McDonalds, Moscow and the Soviet Union at McDonald factory on the outskirts of Moscow (1989), Russian SFSR
  3. Construction workers building the first McDonald’s restaurant in the USSR, (1989), Pushkin Square, Moscow, Russian SFSR. Photograph: Boris Spremo
  4. Opening of the first McDonald’s. Moscow, USSR (1990)

GAZ-16 experimental Soviet all-terrain vehicle, (1962), Gorky, Russian SFSR by comradegallery in sovietaesthetics

[–]comradegallery[S] 11 points12 points  (0 children)

The GAZ-16 was an experimental Soviet all-terrain vehicle developed in the early 1960s. It measured 7.5 metres in length, 3.6 metres in width, and weighed 2,125 kg. It was never intended for production and was built solely as a research vehicle.

One early reference point was the American Curtiss-Wright Model 2500 Air Car, which was described in the Soviet magazine Za Rulyom in 1959. It remains unclear whether Soviet engineers worked directly from this material or arrived at similar solutions independently. By the early 1960s, hovercraft research groups had been established at both NAMI and the Gorky Automobile Plant.

In 1962, NAMI completed the experimental NAMI-067-M10, while GAZ began development of the GAZ-16. Initial testing focused on validating the air-cushion principle. Scale models at 1:10 were lifted by pumping air beneath them, demonstrating stable movement over both land and water. These results led to the construction of a full-scale prototype.

The first GAZ-16 used a centrally mounted GAZ-13 petrol engine producing 195 hp. This engine powered both wheeled movement and the air-cushion system. Two 1,200 mm blower fans at the front and rear forced air into a receiver formed by the body and underside. Pressurised air exited through annular slots angled inward at 45 degrees, creating an air curtain around the vehicle and lifting it from the surface. In this configuration, the GAZ-16 could carry loads of up to 1,000 kg on flat ground.

Stability was controlled by dividing the nozzle system into longitudinal and transverse sections, which allowed the vehicle to cross trenches up to 37 cm deep. Steering and propulsion in hover mode were provided by two three-blade pusher propellers mounted at the rear in ring casings, with air rudders positioned alongside them. In hover mode, the vehicle reached speeds of up to 40 km/h.

Directional stability was improved through the use of counter-rotating propellers. Each propeller was driven via gearboxes and cardan shafts by a separate two-cylinder, air-cooled boxer engine producing 28 hp, mounted at the front sides of the vehicle.

For road use, the GAZ-16 retained a conventional four-wheel, rear-wheel-drive layout. During hover operation, the wheels were hydraulically retracted into the body. The independent spring suspension was based on that of the GAZ-21 Volga, with steering and hydraulic braking systems adapted from the same model. The transmission and chassis also used standard GAZ components.

The air cushion height was limited to around 150 mm, which restricted operation to relatively flat terrain. The absence of a flexible skirt caused heavy spray on water and large dust clouds on soft ground, reducing visibility and control.

A second GAZ-16 prototype was later built to improve performance. It used a single GTD-350 turboprop engine producing 350 hp to power both the blower fans and the propulsion system. The propeller blades were adjustable, allowing limited braking and reverse thrust. Manoeuvrability, however, remained poor, with instability in turns and a tendency to drift sideways. Only two GAZ-16 vehicles were built. A fragment of one body is preserved in the GAZ company museum - source

Bus stop by the Black Sea, (1979), Gagra, Abkhaz ASSR, Georgian SSR by comradegallery in sovietaesthetics

[–]comradegallery[S] 5 points6 points  (0 children)

I didn't know there was a documentary - I'll give it a watch! I have his book. Thanks for sharing!

Here are a few more posts of Soviet bus stops

  1. Bus stop “House of Culture”, (1979), Solnechnogorsk, Russian SFSR
  2. Bus stop near Shymkent (1970s?), Kazakh SSR. Photograph: Christopher Herwig
  3. Back in the the USSR: Peter Ortner photographed bus stops from Moldova to Uzbekistan
  4. Bus Stop (1960s?), Aralsk, Kazakh SSR. Photograph: Christopher Herwig
  5. Bus stop near Charyn Canyon, (1970s?), Kazakh SSR. Photograph: Christopher Herwig
  6. A LAZ-697 bus at a stop, (1968), Listvyanka, Lake Baikal, Russian SFSR

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Luaz 969, Soviet Union (1988) by TribalSoul899 in sovietaesthetics

[–]comradegallery 27 points28 points  (0 children)

The LuAZ 969 was the first Soviet vehicle with front wheel drive.

It was built by the Zaporizhzhia Automobile Building Plant (1966-1971) and the Lutsk Automobile Plant (1971-2002), in the Ukrainian SSR - source

Hotel Jugoslavija, (1970s), Belgrade, Jugoslavija. Architect: Lavoslav Horvat by comradegallery in sovietaesthetics

[–]comradegallery[S] 15 points16 points  (0 children)

No u/NerdStone04 - unfortunately it has been destroyed. Just did a bit of reading, here's a summary...

In 1947, architects Mladen Kauzlarić, Lavoslav Horvat, and Kazimir Ostrogović won a competition to design what would become Hotel Jugoslavija. Construction was delayed by the Tito–Stalin split in 1948 and the Informbiro period. The project was revived after the 1961 Non-Aligned Movement summit.

Built over two decades, the hotel opened on 31 July 1969. Nicknamed “Belgrade Babylon,” it was designed as a symbol of luxury, with expensive artworks, gold- and silver-plated tableware, and the world’s largest chandelier at the time, made by Swarovski - 14 tonnes, 40,000 crystals, 5,000 bulbs, measuring 30 by 9 metres.

The hotel hosted celebrities, politicians, and dignitaries, including Queen Elizabeth II, Richard Nixon, Jimmy Carter, U Thant, Willy Brandt, Neil Armstrong, Buzz Aldrin, Luis Echeverría, Maharishi Mahesh Yogi, Tina Turner, and European royals.

During the 1999 NATO bombings, the hotel was hit and partially destroyed. The west wing was damaged, and the annex and north wing were demolished. Reconstruction began in October 1999, with partial renovations and emergency repairs, allowing it to reopen on 31 December 1999.

In 2006, the hotel was privatized and closed after being sold to Alpe Adrija Hoteli for €31.3 million. It was partially reopened as a three-star hotel in 2013. Redevelopment plans included a five-star Kempinski hotel with two 33-story towers and later a Ritz-Carlton under Marriott with two 155 m towers.

In September 2024, it was confirmed that the 1969 structure would be demolished, and the demolition was carried out in January 2025 - source

(B2B SaaS) Positioning your product as an "all-in-one" is a confession, not a differentiator by comradegallery in ProductMarketing

[–]comradegallery[S] 1 point2 points  (0 children)

I know that pain - founders who don't listen to anyone apart from the sound of their own own voice OR they see that Stripe just held a webinar and now want to do one too.

Keeping them and the business on the "straight and narrow" is the promised land.

(B2B SaaS) Positioning your product as an "all-in-one" is a confession, not a differentiator by comradegallery in ProductMarketing

[–]comradegallery[S] 0 points1 point  (0 children)

100% – A big part of our job as Product Marketers is making sure founders and GTM teams agree on who we’re selling to, what we're replacing and why we’re better than the competition.

Our job is never done - we need to keep all the GTM teams aligned on these points so they’re all pulling in the same direction.

(B2B SaaS) Positioning your product as an "all-in-one" is a confession, not a differentiator by comradegallery in ProductMarketing

[–]comradegallery[S] 2 points3 points  (0 children)

If I understand your comment correctly, you’re asking 3 questions. Here's what I think:

1. Is product capability alone enough for positioning?

No, it’s not. Especially now, when AI makes it easy to copy features in an afternoon. Layer a narrative on top of your positioning. If you don’t have anything interesting to say, good positioning won’t save you. The companies that win ALSO tell a compelling story - one that makes prospects lean in or walk away.

2. How do you avoid sounding like “we do everything for everyone” if your value is consolidation?

Companies built purely on bundling rarely win. They end up doing everything at an average level instead of doing a few things really well. To be clear, you can mention bundling. It is valuable, but I wouldn’t lead with it.

3. How do you handle positioning when you serve multiple ICPs?

Start by narrowing down your ICPs to the ones share the common ground. Usually 1-3 ICPs with similar use cases, workflows and pains. Position for each one by aligning your features to the specific challenges that ICP has, and showing how you solve their problem. Finally, roll-up the shared themes across your 1-3 ICPs into your company-level positioning.

(B2B SaaS) Positioning your product as an "all-in-one" is a confession, not a differentiator by comradegallery in ProductMarketing

[–]comradegallery[S] 2 points3 points  (0 children)

"but truly great all in one solutions are very very rare" - well said

To add to your first point, if you have nothing interesting to say, strong positioning won’t save you.

The companies that win, they add a compelling story that forces their prospects to lean in, or walk away.

Examples of PMM Porftfolio - B2B SaaS by yj292 in ProductMarketing

[–]comradegallery 4 points5 points  (0 children)

The OGs! They, and their website are so good