Instead of catering to everyone, start by dominating a small niche

Take a look at the automotive industry today.

Everyone knows that the Honda Passport is more expensive than the Isuzu Rodeo, but they are the same two vehicles.

Everyone knows that Geo Prism is a clone of the Toyota Corolla, but it feels better to drive a Corolla than with Geo Prism.

How do Honda and Toyota get away with charging you much higher prices for the same product?

Is it because they became the first to introduce the products to the market?

In fact, not necessarily, Japanese automakers are known to redevelop someone else’s work … often American model engineering and Japanese automakers were the second or even the third entity (after Europeans) to bring their vehicles into the United States.

Whereas Americans only bought cars from GMC, Ford, Chrysler, Chevy and Dodge, and these automakers believed that Americans always only bought vehicles from these brands, and they took the market for granted.

But the 1973 oil crisis changed everything. Americans began to buy European and Japanese vehicles. It was no longer “the best option” to drive large American vehicles while giving up so much gas money.

This market shift occurs when someone ignores and continues to take the market for granted while their competitors deliver breakthrough changes and pass them by.

But look what is happening today. As if these automakers had never learned a lesson during the first oil shock, they continued to produce larger vehicles called SUVs.

Today, the SUV market suffers as hybrids continue to sell. It would be a “no-brainer” to assume that a hybrid becomes “the best option” for Americans in the near future and now US automakers are doing their best to redevelop Japanese hybrid engineering.

The role changed, now American automakers became the second or third entity to introduce more popular and smaller vehicles.

Let’s talk about the airline industry in the United States.

* Southwest Airline – $ 49 Internet Special, Same Aircraft, Short Flights.

* World Airways – although small, it serves large numbers of military personnel.

Southwest and World Airways held on to profits after 9/11 as they watched their big competitors file for bankruptcy.

As you saw in the airline examples, simply serving the big market won’t make you rich. But focusing on the smallest niche does.

For example, Xerox should always provide copiers and try not to focus on printers in the future. Burger King should stop trying to compete for the children’s market and leave it to McDonald’s and develop a different niche.

Your priority as a small business owner is not trying to change the world by serving everyone. Rather, how do you grow your business from one level of expansion to another level while maintaining profit. And by continuing to focus on a small niche as it expands, you can take the time to educate your prospects and customers about the benefits it brings to the market.

You can ask your company the following two questions.

1. What advantages do you bring to your prospects compared to others?

2. Why should people do business with you?

Once you develop your messages, continue to develop and redefine them until everyone recognizes that you are the obvious leader in your little niche.

C’est possible; You can become the local expert in your niche because you are a small business owner. And by doing the right things, but small, you can expand your business in a big way.