Instead of positioning against direct competitors in a saturated category, frame your message against what your customer is *actually* using today. A DAM tool resonated better when it shifted messaging from being a "better DAM" to helping users "move on from Dropbox and Drive."

When Figma saw users adopting its design tool for unintended purposes like brainstorming, it created separate, dedicated products (e.g., FigJam). This strategy prevents the core product from becoming bloated and complex, allowing each new product to develop its own focused identity and user experience.

When a brand name becomes a generic verb (e.g., "a Zoom meeting"), it creates immense awareness but can also trap the brand in its initial product category. This makes educating the market about a broader portfolio of offerings a significant challenge, turning the brand's greatest strength into a double-edged sword.

Contrary to the 'diversify revenue' mantra, having too many offers increases complexity in marketing, systems, and support, which erodes profit margins. Focusing on fewer, well-promoted offers almost always outperforms a scattered product suite.

Accel Events thrived by pivoting to a virtual events platform during COVID. However, this new reputation hurt them when the market returned to in-person events. They were no longer seen as a viable in-person solution, forcing another costly product and brand rebuild to recapture their original market.

To fight commoditization against Zoom, Livestorm didn't compete on features. Instead, they hyper-niched their positioning to serve "enterprise marketers in Europe," focusing on specific industries like banking and pharma. This created a clear, defensible go-to-market strategy that avoided direct feature-to-feature comparisons with the market leader.

Acknowledging that core video technology is a commodity, Livestorm focuses its product strategy on the surrounding experience. Its key value proposition is giving marketers "maximum autonomy" with built-in landing pages, email tools, and analytics. This frees users from relying on other teams, a critical pain point in enterprise environments.

Even a company with significant revenue can be stuck in the "problem-market fit" stage if it introduces too much complexity. Pursuing multiple products, ICPs, or go-to-market motions dilutes focus and exponentially increases difficulty, hindering the ability to scale effectively.

Many founders fail not from a lack of market opportunity, but from trying to serve too many customer types with too many offerings. This creates overwhelming complexity in marketing, sales, and product. Picking a narrow niche simplifies operations and creates a clearer path to traction and profitability.