How would you start the process to create a new product category?

Firstly, I would say...PROCEED WITH CAUTION! Tech companies especially are always tempted to create a new category. Because cause of courseeeee what they're building is unique and different, right??

At a Series A B2B startup, here's my advice: You should almost always anchor your product to an existing category.

Some of the biggest pitfalls with category creation:

1. No competition. Meaning you can't tap into existing demand--you have to make entirely new demand.

2. Low product understanding. You spend most of your time in the education phase explaining what you do and explaining the fundamentals of the product and WHY you're reframing it to (attempt to) create a new category.

3. Confusion on WHO the buyer is/mixed buyer profile. It becomes harder to get an ICP, because it is likely different people and no clear budget/line item to pull from.

In other words, rather than creating a new category, it’s often more effective to disrupt an existing one. Benefits of differentiating in an existing category include:

• Tapping into existing demand

• Gives people a frame of references

• Makes choosing distribution channels easier

• Highlights key differentiation related to competition

• Makes clearer use cases

• Uses existing definition that are tested

An example of anchoring onto an existing category but not creating one is MetaRouter's CDP's Best Friend campaign. While not a CDP itself, MetaRouter fuels CDPs with more and better customer data. Rather than explain a new category like "Customer Data Infrastructure (CDI)," it bolted itself onto an existing category.

Another example is Spekit who attempted to make a category for "just-in-time enablement platforms" who ended up retreating back to a "Sales Enablement Platform" with real-time enablement and AI-powered content creation and recommendations as value props.

That being said, I do believe there are companies that have done this well. For example, Qualtrics who pioneered the CX (Customer Experience).

Creating a new product category is like embarking on a voyage to a new continent. While exciting, it's not just about setting sail. It's crucial to first ensure that this new world even exists. The excitement of breaking new ground must be tempered by careful planning and deep understanding of the market. It's about identifying a genuine market need rather than forcing a square peg into a round hole. Here's a breakdown of the considerations:

Validation, not assumption: Before diving into the deep end, ensure the need for a new category exists. Extensive market research, competitor analysis, and customer interviews are essential to gauge the potential. Don't mistake a unique selling point for an entirely new category. If it's just differentiation with existing competitors or if it seems like you do more than your competitors, it might be a positioning problem.

Fast follower advantage: Being first doesn't always equate to being the most successful. Fast followers, who learn the lessons learned from the starter's journey, often gain the upper hand. Analyze the market, observe initial reactions to a new offering, and strike when the time is ripe.

Clear definition: If the market signals are promising, the next step is to define the new category meticulously. Articulate the category's unique value. In this definition, what wins is setting clear boundaries (what it's not) and identify the target audience. This clarity is crucial for internal alignment, external storytelling, and solid positioning.

Education, education, education: Creating a new category requires more than launching a product. It involves mainly educating various stakeholders – analysts, internal teams, industry experts, customers, decision-makers, and the media. Each group requires tailored messaging and communication channels.

Is there an existing distribution channel? Existing channels and a loyal customer base give you a natural runway for launching a new category. Often we refer to Apple as a good example (Recent example: Spatial computing). But Apple's strongest leverage is its wide distribution and loyal fanbase. If you have something similar, be sure to use it