Startups thrive on innovation and often disrupt mature markets by creating entirely new categories. But it takes more than a revolutionary product to create and own a new category.
You need a strategic go-to-market communication plan that differentiates your solution from the current ways in which your customers are overcoming this pain point and enables them to understand your new approach.
Four key objectives must underpin a go-to-market comms strategy for category ownership:
- Explain how the market is currently failing the customer and the gap between what is available and what they need
- Educate about your point of difference and how your new solution overcomes those customer pain points better than existing products and services on the market
- Increase awareness of your brand to become synonymous with the new category and create demand
- Impress prospective customers with success stories and metrics (if you have them) so you are not just seen as a viable, but a preferred alternative to the status quo
Of course, there is no one-size-fits-all approach. The brand, the solution, and the existing market will influence which tactics should be employed to achieve these objectives.
But there are common steps that all go-to-market comms strategies for category ownership should be built around:
Craft a clear narrative that defines the category
Every piece of communication you put out – external and internal, official channels or employee-led – needs to articulate the same vision for what problem you are solving, how you are doing it, and how it differs from what is already out there. No one must be in doubt about who you are and what you have set out to achieve.
Use thought leadership to shape the category conversation
Publish big, bold content that helps translate this vision and sets you apart from the other solutions in the market. Meet your customers where they are – in the publications they read, on social media, or by speaking at events – so they can learn about how you are disrupting the status quo with a better solution to their challenge.
Partner with influencers and industry voices
Collaborate with creators, analysts or vendor-neutral experts to build a discourse around the challenge that you are solving and reach new audiences. This could be through paid engagements or vendor-agnostic opportunities to openly discuss the pain points with other industry champions.
Use customer successes to validate your category leadership
Make sure no one in the market is in any doubt that your vision works by putting your customer success front and centre. Even if you don’t have that dream case study yet, your customers’ voices are still important to elevate as part of your comms programme. Customer win releases, adding customer advocacy statements to your product and corporate communications, and promoting the partnership on social are all important tactics to highlight the great brands that are taking a bet on you and your solution.
Does the market understand your point of difference?
Creating a category and establishing ownership won’t happen overnight. Persistent communication around your vision is required externally and internally to ensure that your point of difference is not only understood, but recognised in the market.
If you are exploring category ownership and want to discuss how to take it to market, we would love to hear more about your point of difference and help you find the best way to communicate it. Get in touch at [email protected].
Frequently Asked Questions
What is category ownership?
Category ownership is when a company defines a new market category and becomes synonymous with solving a specific customer problem in a new way.
How do companies create and own a new category?
Companies create and own a new category by clearly explaining why existing solutions fall short, educating the market on a new approach and consistently reinforcing their leadership through storytelling, visibility and customer success.
Why is communication important for category ownership?
Communication is important because category ownership depends on market understanding. Without clear and consistent communication, customers may fail to recognise the difference between a new category and existing alternatives.
