"The End of Software" never launched a new category but did launch a movement. Same with CRM when Salesforce showed up. Hubspot differentiated by championing "inbound," a new game in which you get prospects to call you, rather than vice versa, and never created a new category. Marketing automation was already established as a category when Hubspot showed up. Isn't "movement" just another term for a category? With strategic narrative, you take a different approach: You differentiate from competitors in a *discrete* way by defining a movement - by naming what I call the "new game." The minute you make a claim, whether it's true or not, competitors start countering it. (They're arguably not products at all, and are instead, as the acronym says, services.) They change moment by moment, so how can positioning be based on capabilities? And they're not presented to buyers in categories (until a Gartner or someone else decides to organize them that way, which usually happens long after the winners are clear).
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It’s not so much a story as bragging, which was fine in the late 20th century when traditional positioning was codified, when products were things like cans of soup that didn't change much and were presented literally as categories in a supermarket layout, when it took months for a competitor to air a new TV commercial to counter your claims.īut in a software eaten world, products aren't like that - particularly SaaS products.
If the latter, you're going to construct claims about how your product is better than others in the category at solving the problems of some target segment. You're going to position *relative to competitors*. In the traditional view, you are either creating a new category or differentiating within one. It's the wrong distinction to make, the wrong question to ask. Got this question from a CEO today: "Do you also work with companies to build a differentiated story in an existing category?"
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