The Strategic Power of Category Creation for Tech Startups
- Barry Nolan

- Mar 7
- 4 min read
Al Ries & Jack Trout
Being First or Creating a Category: "It's better to be first than it is to be better". "If you can't be first in a category, then set up a new category you can be first in". The first brand to establish itself in a category often has a huge advantage. The first brand into the mind tends to have about twice the market share of the second.
This foundational wisdom from positioning pioneers Ries and Trout remains powerfully relevant for today's tech startups. Their insight that market leadership comes not from battling established competitors on their terms, but from reframing the conversation entirely, forms the backbone of modern category creation strategy. In today's rapidly evolving technology landscape, this principle has evolved beyond simple market positioning to become a comprehensive business strategy with profound implications.
Creating your own category isn't just a marketing tactic—it's a strategic positioning that can fundamentally alter your company's trajectory. When a startup successfully defines a new category or meaningfully redefines an existing one, they don't just participate in a market—they become the market's definitive leader and reference point. This "category king" position typically captures 70-80% of the economics in their space, commanding premium valuations and enjoying stronger customer loyalty. Rather than competing on incremental features or price, category creators compete against "non-consumption" or clearly inferior alternatives, allowing them to set the narrative around what matters and why their approach represents the future.
This is the "Blue Ocean Strategy": the active strategic choice between competing in established markets versus defining entirely new ones.

The most effective category-creation strategies begin with identifying genuine market gaps, or pain points that existing solutions fundamentally misunderstand or underserve. The best way to win is not to start by developing a strong product but to discover a strong market need. If you have a strong market need but a weak product, you can iterate and make the product better over time. This market-first approach requires deep problem understanding, customer engagement combined and technological vision—seeing what customers struggle with today and what they'll need tomorrow.

Successful category creators then build their entire go-to-market approach around educating the market on this new paradigm, often using thought leadership content, distinctive language, and novel metrics highlighting previous approaches' inadequacy. The key is consistency across product development, messaging, customer success, and even funding strategies—every aspect of the business must reinforce why this new category exists and why your company represents its purest expression. For startups, this approach transforms positioning from a marketing exercise into a comprehensive business strategy that can create an enduring competitive moat.
Category-Defining Unicorns
Examples of unicorn companies widely recognised for creating or redefining their categories

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