All related (11)
Nipul Chokshi
Head of Marketing, AtriumSeptember 8

Assuming the right answer for you is to indeed switch categories (and I’d really make sure to get this answer right), I’d recommend by laying out your point of view on the market problem, why it needs to be solved, and your positioning (ability to solve that problem in a unique way).

I’d also be careful to consider what it means for you in the original category. Is it the case that the “category” is evolving given changes in the market and user behavior? Or is it something new entirely.

I’d imagine that you’re not abandoning the old category entirely so you need to connect the dots for customers and clearly articulate your presence in the old and new categories simultaneously (perhaps you have different products or solutions for each category).

Anthony Kennada
Chief Marketing Officer, HopinJanuary 23

I would orchestrate it as a compelling event to re-invent yourself. You can choose to which extent you would take that – rebranding the company, new logo, etc. – but ultimately you need to let the world know that something new is happening.

At Gainsight (or Jbara Software as we were called at the time), we did the following:

• Rebranded the company
• Brand new website
• Press release / media outreach under embargo
• Email to our entire database
• Announced our Series A financing (compelling event), industry conference, etc.

It made all the difference as we did everything we can to align the new, Gainsight, brand with the movement and community we were building.

Ken Rutsky
Founder, Silicon Valley Go To Market DojoFebruary 16

In category creation it is critical to tell the story that matters....figure out the story and the category follows. Make the category the magic in your customer's hero's journey. Many say define the category then build the story, I say the opposite, tell the story and the category will emerge from it...

Anthony Kennada
Chief Marketing Officer, Hopin
I don’t see a difference actually, at least for technology companies. At the end of the day, customers don’t want your product, they want outcomes that your product (and company) help them derive. Few examples: • Uber/Lyft sell the ability to get from point A to point B without a car. The app is just a vehicle (pun intended). • AirBnB sells the ability to belong / feel at home anywhere in the world. • Etc. Start by deeply understanding your persona and work backwards from there. Understand the jobs they’re looking to tackle and how your product and company both have a role to play in conc...
Danny Sack
Director Product Marketing, SAP
Every time I join a new organization, I ask for the same things: * List of key contacts in the sales, marketing, and product teams * Key buyer/user personas * Existing product materials * KPIs for the team From there I construct a 30-60-90 day plan to meet people, learn the products, and craft a strategy for the products that will lead to measurable success.
Div Manickam
Mentor | Author | Product Marketing Influencer, Inspire. Influence. Impact. | Formerly Lenovo | Dell Boomi | GoodData
Our messaging and positioning starts with this framework below. We combined messaging and positioning into one document and have it built out for each product, solution, and industry. We engage with product management to start and confirm the value proposition, key personas and their pain points based on current learnings from customers. Then we validate our messaging with sales, presales to gain insights into prospect conversations.  This has become the guide for the content/editorial team and the other teams in marketing to help articulate business value. undefined [https://i.imgur.c...
Krithika Muthukumar
Head of Marketing, Retool
We now offer upwards of a dozen products on the Stripe platform that go way beyond payments processing—from products for incorporation and billing management to fraud prevention and managing corporate spending. To manage the growing complexity, we introduced the concept of Anchor Tenants at Stripe this year. (This term comes from American malls, where there may be a large store that draws customers and traffic for the smaller stores.) For us, those are our core products: Payments (payments acceptance), Connect (marketplaces and platforms), and Billing (recurring revenue and invoicing). The...
Diego Lomanto
VP, Product Marketing, UiPath
Hi - yes - I definitely recommend sharebird's resources. I also love a few books on positioning. First the classic book here is from Al Ries and Jack Trout and it's called "Positioning: The Battle for your Mind." I also recommend "Obviously Awesome: How to Nail Product Positioning so Customers Get It, Buy It, Love It" by April Dunford
Nipul Chokshi
Head of Marketing, Atrium - Data Driven Sales Management
Depends - if you’re able to differentiate enough to be a #1 or #2 player in the market, stick with the current category. I would, however, start to amp up the thought leadership so that you can influence the category more going forward so you can start to play your own game. Not knowing more details its hard to go into specifics here, but you could also consider creating an off-shoot of the current category (again leaning into your differentiation) and tell the story around how “other vendors are doing things the old way” and you’re providing a “new way” to solve the problem [of course thi...