Most people don't like change. Change is uncomfortable, change is scary and it is perceived as being risky. So when you build a new product, disrupting an entire category, it is going to take time for the market to consider and accept a new way of thinking and doing.
This is one of the tougher challenges for any marketing organization, but it is also an exciting one. You have a blue ocean in front of you, where you don't have to worry as much about the noise of competitors around you or constantly be caught on your back-foot, trying to match what others are doing or offering.
Category creation can be time-consuming, but there are specific steps you can take as a marketer to ensure you are on the path to success.
Educating the market is probably the most important thing you will do as a marketer. Why is the current approach not ideal? Why is your product or approach better? How will it lead customers to a better outcome? These are some of the things you need to be clear about and start educating the market about through speaking engagements, press releases, articles in respected publications, industry analysts, early adopter testimonials, etc.
I am a believer that every marketing channel has its significance and maximum impact in different stages of a company and product life cycle. In the case of category creation, your PR strategy is going to be front and centre in driving awareness. Make sure you have a solid plan on reaching out to influencers and publications in the right geographies to reach the most relevant audience possible. Track results and continue to fine tune your strategy based on the paid and earned media results you are seeing.
If you are directly competing with a mature category of products in the B2B tech space, analysts from the established research firms like Gartner, Forrester, IDC can be your best friends. It is imperative that you educate them about your take on the category and how you are solving the problem differently. Use them to seek feedback on your positioning and product offering. They are talking to customers every day, and will act as your promoters, share your ideas, get feedback from customers and generally get a pulse of the market for you to act on. If you have the budget, book a strategy session with them to fine tune your approach and get guidance on how the market might react to your offering. At a minimum, you will slowly get them on your side if they see value in your market disruption.
Use an early adopter strategy and make sure you are deeply engaged with these customers as they try your product. These could be friendlies that your CEO knows personally, or customers that are using other parts of your offering. They are the ones that like to be ahead of the curve and are open to new ideas and ways of doing things. These customers can be your champions as they give you active feedback, but also share positive stories about your new products. Make sure you are interviewing them and getting their permission to share any positive stories via social media, or invite them as co-speakers at your events. This will help you build credibility faster.
Sales people will want to see proof points for your solution, as well as anything else that demonstrates credibility. If you are in a highly technical or regulated field, consider getting your product tested or certified by an independent body and use the results as proof points to demonstrate effectiveness of your new approach. Market this boldly and loudly across social media, digital and PR channels to build awareness and interest in your offering. Find the sales reps on your team that believe in your vision and use them to evangelize your solution within the Sales group and get them excited about selling the new product or approach to your buyers.
Finally, know that building a category takes time, just as building a new brand does. Keep the educational and thought leadership activity strong, measure for response, adjust your approach and iterate with agility. Easier said than done, but with time, you will start to see the fruits of your labour. Your executive team can be a strong voice in all of this, supporting you through speaking engagements and opening doors to partnerships and buyers. Make sure you keep them informed about what stage you are in, and demonstrate the mini-successes along the way so you can sustain the momentum without everyone getting nervous about timelines.
If you need help with category creation, let's chat! I have had the opportunity to build awareness for disruptive products and new categories at Benevity, Nulogy and Trellix, and would love the opportunity to share my learnings and help you achieve success.
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