And, some (hopefully helpful) additions to the conversationâŠ.
The argument by Kagi for creating an email product appears to be founded on the assumption that customersâ interests will inherently be better served when using an âecosystemâ of search + browser + email products produced by a single company. But, what current evidence exists to support this assumption?
For example, in the case of Microsoft, what meaningful advantages accrue to a user of Bing or Edge or Outlook as a consequence of also using the other products in that ecosystem? I occasionally hear generic comments about the benefits of âa holistic digital experienceâ and âseamless integration,â but have failed to see specific worthwhile improvements supporting the hypothesis that the âwhole is greater than the sum of the parts.â
The same point can also be made about the current Kagi ecosystem consisting of search + browser. Why is Kagi search meaningfully better when used from within Orion? Why is Orion noticeably better when also using Kagi search? While each individual product has benefits, there is no noticeable ecosystem advantage that emerges when using both together, IMHO. As a consequence, the ecosystem justification for building search + browser + email under the Kagi brand seems to be questionable.
Therefore, if the development of Kagi Mail is difficult to justify based on an ecosystem argument, then what else is the raison d'ĂȘtre for the product? Stated differently, âWhat is the problem Kagi is seeking to solve with a mail product?â And, more generally, it may be strategically worthwhile to ponder: âIf Kagi Mail is the answer, then what is the question?â
P.S.: Alternatively, perhaps the argument for creating Kagi Mail is based on realizing the vision of âhumanizing the web,â with the âwebâ defined as having a discovery layer (search) + an access layer (browser) + an identity/communications layer (email). From this perspective, strictly speaking, the goal is not to build an ecosystem. Instead, the goal is to build search, browser, and email products as three separate (and only loosely interconnected) tactics in support of the pursuit of that vision.