Category Creation vs. Market Disruption: How Kumo Space Positioned Their Virtual Office Platform

Category Creation vs. Market Disruption: How Kumo Space Positioned Their Virtual Office Platform

When entering a market dominated by tech giants like Zoom and Microsoft Teams, startups face a critical choice: disrupt the existing market or create a new category entirely. In a recent episode of Category Visionaries, Brett Martin revealed how Kumo Space did both by redefining what a virtual office could be.

Beyond Video Conferencing

Rather than positioning themselves as just another video platform, Kumo Space identified a deeper problem in remote work. “If the future of work is sitting on Zoom and Slack all day and becoming increasingly commoditized as humans and becoming little API endpoints for work… that’s a pretty sad state of the world,” Brett explained.

This observation led them to position their platform around a larger mission: “We are fighting against that entropy at Kumo space. We are trying to create a more human world where you continue to be a person in the metaverse and distinct and have your humanity.”

Redefining the Virtual Office

The team recognized that traditional virtual offices missed the mark. “Whether you’re a small company and you’re working remotely or you’re a gigantic multinational with headquarters all over the world, your team is in multiple offices on multiple floors at the same time,” Brett noted. This insight helped them position their solution as something fundamentally different from existing tools.

Creating a New Daily Experience

Instead of competing feature-for-feature with video conferencing tools, Kumo Space created a new category of daily workspace. “Kumo space is a piece of software that much like slack you will turn on at the beginning of your day,” Brett explained. “You’ll see your whole team, trickle into your virtual office around 09:10 a.m.”

This positioning shift from occasional use to daily necessity helped differentiate them from existing solutions. “You can tap people on the shoulder, get an instant answer to their question. You can know who’s available and who’s not,” Brett shared.

The Competitive Strategy

When facing established competitors, Kumo Space took a measured approach. “The only way a competitor will kill you is by leading you off a cliff,” Brett noted. Rather than trying to match every feature, they focused on creating unique value: “Block and tackle, get one customer in the door, make them happy, get another one in, and kind of not get over your skis.”

Building Network Intelligence

Looking ahead, Kumo Space is positioning themselves around a vision of networked collaboration. “You have an organization with 10,000 people and they’re all in video chat and video calls all day, and yet you feel, when you sitting at home, you feel like you’re literally working in a box in a little silo,” Brett observed.

Their solution involves “harvest that intelligence and share it intelligently across the organization,” creating value beyond simple communication tools.

The Growth Strategy

Rather than relying on traditional enterprise sales, they let the product’s unique positioning drive adoption. “It’s inherently viral. We’re turning video into content that people are sharing and people see someone else’s toast. They’re like, wow, that’s amazing,” Brett shared.

This organic growth validated their category creation efforts. “If you’re really excited about your product and everyone else around you feels that… that’s how you get those early customers. It’s just like being so excited about what you’re selling that they feel like, okay, this is something I got to be a part of.”

For founders navigating similar strategic decisions, Kumo Space’s approach offers valuable insights. Sometimes the best positioning isn’t choosing between category creation and market disruption – it’s finding ways to do both by solving fundamental problems in new ways. By focusing on human connection in remote work rather than just video conferencing features, they’ve created a distinct category while challenging how existing solutions serve remote teams.