It's common practice for companies to identify who is their target market. Niche down to a sector with a good total addressable market you can win enough of to be profitable. Sounds simple enough... but if we just did X we could definitely win this customer. AND I was just talking to so and so and if we just did Y then we would Definitely take over that market.
The discipline to declare who is our customer also means we are drawing a line to declare who is outside the circle. Then we need the conviction to stand firm and say no to certain prospects. When you're chasing revenue one can often talk themselves into almost any deal. The problem then can become many. How much do you have to bend or splinter the roadmap once the assumed features are missing, how you handle an implementation going off the rails. Once live, if you've sold customers that aren't really in your wheelhouse it will show in terms of their support or feature requests how they need to be supported. You have a customer peg with razor sharp corners for your round hole.
Understanding who isn't your customer requires a significant effort during the sales process to validate prospects and cull those that aren't a good fit. This becomes especially challenging is when leads are hard to come by. The ability to be picky can be a luxury, however when that's happening there's a different question of marketing or potentially the TAM and strategy itself. Personas can definitely help guide this, the creation of personas require some analysis of referenceable customers.
All solutions are opinionated to some degree finding like-minded folks that share your opinion is key and those that don't, should simply be avoided. If not you risk fractuing your focus and trying to please too many different people.
Comments
Post a Comment